Item Worksheet - Item 7.4
Leadership and Governance Results
Relevant Key Factors
1. Vision: Lead Circuitry Innovation for the Future.
Mission: Engage customers of interconnect circuitry with the products for tomorrow; provide EOs with a
best career location and superior return; sustain society and the environment; enhance our communities.
Values (Collin Cs): Collaboration; Commitment; Creativity; Courage; Colossal.
Competencies: Ingenuity; Expertise; Exceptional People
2. Every workforce member is an invested owner of the company through the ESOP
Technical base: senior leaders, manager and supervisors (28%)
Factory (54%) - require safe handling of chemicals and materials.
Support (18%)
3. Three buildings:
ADC houses administration (includes IT services and SCADA system)
RDC is R&D center (clean room facility with standard lab equipment; microscopy; fine-line imagery;
destructive testing lab)
OPC is operations center (clean room, automated production lines
4. ISO 9001:2008 certification
AS 9001 certification
ISO 14001:2004 certification
ISO 26000 social responsibility
RDC is compliant with ISO/TR 12885:2008 Nanotchnologies-health and safety
ITAR, RoHS, WEEE compliant; UL approved
Heavy metals removed from production
EIC member; OSHA compliance
Compliant with US Dept. of Labor, GAAP, Sarbanes-Oxley
5. Flat org structure; Independent advisory board is led by chm.; CEO reports to executive committee of
board; senior leaders report to CEO; EOs report to senior leaders or manager, who report ot senio
leaders. Senior leaders make up the Leadership Team.
6. Integrated performance improvement and sustainability systems with 2 main components: continual
innovation + continuous improvement (CI2)
Innovation = constant vigilance to ensure that change makes sense
PDCA framework underpins may key processes
All processes undergo annual evaluation and improvement during internal audit process for ISO 9001
certification
LSS and other improvement techniques used as appropriate
Strengths
Relevant KF
1,2
++
Strength
Leader communication with
customers and workforce appears
to be effective.
Evidence
L
T
Fig. 7.4-1 Leadership
Effectiveness - stakeholder survey:
EO and customer survey results
show steadily improving trends
from 2009-2013 that are better
than top-decile benchmark;
7.4-2 Sound byte effectiveness 100% for support staff;
incrementally increasing for
Factory staff from 75% in 2009 to
79% in 2012; stagnant (and much
lower at 30%) for Technical staff but I'm not sure how important this
is.
7.4-3 Baldrige self-assessment
X
X
C
I
Item Ref.
a(1)
Relevant KF
++
Strength
Evidence
L
T
C
I
Item Ref.
scores - steadily increasing from
600 in 2009 to 700 in 2012
7.4-4 discussion threads with LT
members - generally showing
increasing # of participants in
discussion blogs - again, I'm not
sure what this means.
1,2,3,4
applicant demonstrates beneficial
results related to compliance with
regulatory and legal requirements.
Environmental and ISO near miss
reports are trending downward.
no sanctions for air and water
emissions for 14 years
Fig. 7.4-6 Environmental and ISO
Near-Miss Reports and ISO
Findings
X
X
1
Ethical behavior of leaders and
stakeholder trust show ratings that
are steadily improving from 2009 to
2012 and better than top-decile
benchmark. Over 5 years, four
instances of possible ethicial
breachers were not substantiated.
Fig. 7.4-1
X
X
1,5
Results for achievement of
organizational strategy & action
plans show improving results to
100% of action plans and 95% of
strategic objectives in 2012.
Strengthening core competency is
demonstrated by increase in
personal touch testimonials
(excellence) from 6 in 2010 to 18 in
2012.
Fig. 7.4-10 Strategy execution
Fig. 7.4-11 Core competency
results
a(2)
X
X
X
a(4)
b
++ Feedback Ready Strength Comment
Item Ref
The applicant shows beneficial results related to compliance with regulatory and legal requirements. For example,
environmental and ISO near miss reports and hazardous chemical handling errors are trending downward (Fig. 7.4-6
and 7.4-9). Furthermore, the applicant has received no sanctions for air and water emissions for 14 years. This
X
performance helps meet Factory workers' requirement for a safe work environment and demonstrates the applicant's
commitment to evolve the business to a more sustainable business model (a strategic opportunity) and enhance its
communities.
a(3)
Opportunities for Improvement
Relevant KF
--
Opportunity for Improvement
Evidence
L
T
1,2,3
Results are missing for many of the
leadership communication vehicles
outlined in Fig. 1.1-2. Comparisons are
missing for some of the vehicles that show
results
Fig. 1.1-2 Methods of
communication includes
walkabouts, bulletin boards,
CNet, emails, B-room Ditty,
etc.
no comparisons for 7.4-2,
7.4-3 and 7.4-4.
X
1,5,6
Board effectiveness shows improving trend
and audit findings are at low levels;
however, comparisons are missing for AB
survey and Fiscal Accountability.
Comparisons are missing for regulatory
compliance
Fig. 7.4-1 Leadership
Effectiveness
Fig. 7.4-5 Fiscal
Accountability
X
a(2-3)
1,2,4
Although results for environmentally sound
management show improving trends, no
comparisons are provided.
7.4-7 Equipment energy
Efficiency
7.4-8 Solid Waste recycling
7.4-9 Hazardous chemical
handling errors
X
a(5)
1
core competencies of ingenuity and
expertise do not show growth and lack
comparisons. no comparisons provided for
Fig. 7.4-11 Core
competency results
7.1-8 process capability
X
b
X
C
I
X
X
Item Ref.
a(1)
Relevant KF
--
Opportunity for Improvement
Evidence
L
T
C
I
Item Ref.
core competency of personal touch
testimonials
-- Feedback Ready Opportunity for Improvement Comment
Results are missing for many of the methods that leadership uses to communicate with the workforce, such as
walkabouts, the planning retreat, and EO Forum (methods are listed in Fig. 1.1-2). While results are presented to
demonstrate the effectiveness of other communication methods, comparisons are missing for Sound-byte effecrtveness
(Fig. 7.4-2) and Discussion threads with LT members (Fig. 7.4-4). Tracking and comparing results for all methods of
leadership communication with the workforce may help leaders make fact-based decisions regarding which
communication methods to focus on to engage the workforce and encourage their collaboration and commitment.
Scoring
Score Range: 50-65%
Score Value: 50
Item Ref
a(1)