2013

Collin Technologies
Feedback Report

Baldrige Performance Excellence Program

NationalInstituteofStandardsandTechnology(NIST)UnitedStatesDepartmentofCommerce
July2013
TheCollinTechnologiesFeedbackReportisafictionalBaldrigeAwardfeedbackreportdevelopedbyateamofexperienced
BaldrigeexaminerswhoevaluatedtheCollinTechnologiesCaseStudy,conductinganIndependentReviewandaConsensus
Review.TheCollinTechnologiesCaseStudydescribesasmall,hightechmanufacturerintheelectronics(interconnect)
industry.ThereisnoconnectionbetweenthefictitiousCollinTechnologiesandanyotherorganization,namedeitherCollin
Technologiesorotherwise.Exceptforseveralnationalandgovernmentorganizations,theotherorganizationscitedinthe
casestudyarefictitious.Becausetheprimarypurposeofthecasestudyistoprovidelearningopportunitiesfortraining
Baldrigeexaminersandothers,thereareareasinthecasestudywhereCriteriarequirementspurposelyarenotaddressed.
CollinTechnologiesscoredinband4forprocessitemsandinband3forresultsitems.Anorganizationinband4forprocess
itemstypicallydemonstrateseffective,systematicapproachesresponsivetotheoverallrequirementsoftheCriteria,but
deploymentmayvaryinsomeareasorworkunits.Keyprocessesbenefitfromfactbasedevaluationandimprovement,and
approachesarebeingalignedwithorganizationalneeds.Foranorganizationthatscoresinband3forresultsitems,results
typicallyaddressareasofimportancetothebasicCriteriarequirementsandaccomplishmentoftheorganizationsmission,
withgoodperformancebeingachieved.Comparativeandtrenddataareavailableforsomeoftheseimportantresults
areas,andsomebeneficialtrendsareevident.
ToobtainBaldrigeProgramproductsandservices,contact
BaldrigePerformanceExcellenceProgram
AdministrationBuilding,RoomA600
100BureauDrive,Stop1020
Gaithersburg,MD208991020
Telephone:(301)9752036
Fax:(301)9483716
Email:baldrige@nist.gov
Web:http://www.nist.gov/baldrige
BALDRIGECRITERIA,BALDRIGEPERFORMANCEEXCELLENCEPROGRAMandDesign,CRITERIAFORPERFORMANCE
EXCELLENCE,MALCOLMBALDRIGENATIONALQUALITYAWARD,andPERFORMANCEEXCELLENCEarefederally
registeredtrademarks,andBALDRIGE25YEARSBUILDINGANEVENBETTERFUTUREandDesignisaservicemarkofthe
U.S.DepartmentofCommerce,NationalInstituteofStandardsandTechnology.Theunauthorizeduseofthesetrademarks
andservicemarksisprohibited.
NIST,anagencyoftheU.S.DepartmentofCommerce,managestheBaldrigeProgram.NISThasa100plusyeartrack
recordofservingU.S.industry,science,andthepublicwiththemissiontopromoteU.S.innovationandindustrial
competitivenessbyadvancingmeasurementscience,standards,andtechnologyinwaysthatenhanceeconomicsecurity
andimproveourqualityoflife.NISTcarriesoutitsmissioninthreecooperativeprograms,includingtheBaldrigeProgram.
TheothertwoaretheNISTlaboratories,conductingresearchthatadvancesthenationstechnologyinfrastructureandis
neededbyU.S.industrytocontinuallyimproveproductsandservices;andtheHollingsManufacturingExtension
Partnership,anationwidenetworkoflocalcentersofferingtechnicalandbusinessassistancetosmallmanufacturers.
Suggestedcitation:BaldrigePerformanceExcellenceProgram.2013CollinTechnologiesFeedbackReport.Gaithersburg,
MD:U.S.DepartmentofCommerce,NationalInstituteofStandardsandTechnology.http://www.nist.gov/baldrige.

October29,2013

Ms. MichelleBlanton
Director,PerformanceExcellence
CollinTechnologies
624IndustrialCourt
Nashville,TN37217
DearMs.Blanton:
CongratulationsfortakingtheBaldrigechallenge!Wecommendyouforyourcommitmenttoperformance
excellence.ThisfeedbackreportwaspreparedforyourorganizationbymembersofthevolunteerBoardof
Examinersinresponsetoyourapplicationforthe2013MalcolmBaldrigeNationalQualityAward.Itoutlinesthe
scoringforyourorganizationanddescribesareasidentifiedasstrengthsandopportunitiesforpossible
improvement.Thereportcontainstheexaminersobservationsaboutyourorganization,althoughitisnot
intendedtoprescribeaspecificcourseofaction.Insomecases,thefeedbackreportcommentsdonotcoverall
areastoaddresswithinaCriteriaitem.Thisisduetotheexaminerteamintentionallyidentifyingyourmost
significantstrengthsandyourmostimportantopportunitiesforimprovement,intheteamscollectiveopinion.
PleaserefertoPreparingtoReadYourFeedbackReportforfurtherdetailsabouthowtousetheinformation
containedinyourfeedbackreport.

Weareeagertoensurethatthecommentsinthereportarecleartoyousothatyoucanincorporatethe
feedbackintoyourplanningprocesstocontinuetoimproveyourorganization.Foreaseofunderstanding,each
commentisprecededbytherelevantCriteriaitemreference.Inaddition,thecommentsinyourreportare
concise,withthenuggetoffeedbacklocatedinthefirstsentenceandsupportedwithexamples,as
appropriate.Asdirectcommunicationbetweenexaminersandapplicantsisnotpermitted,pleasecontactmeat
(301)9752360ifyouwishtoclarifythemeaningofanycommentinyourreport.Wewillcontacttheexaminers
forclarificationandconveytheirintentionstoyou.

Thefeedbackreportisnotyouronlysourceofideasaboutorganizationalimprovement.Currentandprevious
BaldrigeAwardrecipientscanbepotentialresourcesonyourcontinuingjourneytoperformanceexcellence.For
informationoncontactingawardrecipients,pleaseseehttp://www.nist.gov/baldrige.The2013awardrecipients
willsharetheirstoriesatourannualQuestforExcellenceConference,April79,2013.Currentandprevious
recipientsparticipateinourregionalconferencesaswell.InformationaboutactivitiesrelatedtotheBaldrige
ProgramcanbefoundonourWebsiteathttp://www.nist.gov/baldrige.

Eachyear,weconductasurveytogatherdataabouthowyou,ourcustomers,feelaboutourmostimportant
product,thisfeedbackreport,aswellastheentireapplicationprocess.Inapproximately30days,youwill
receivethiscustomersatisfactionsurveyfromtheJudgesPanel.Asanapplicant,youareuniquelyqualifiedto
provideaneffectiveevaluationofthematerialsandprocessesthatweuseinadministeringtheBaldrige
Program.Pleasehelpuscontinuetoimprovetheprogrambycompletingandreturningthissurvey.

ThankyouforyourparticipationintheMalcolmBaldrigeNationalQualityAwardprocess.Bestwishesfor
continuedsuccesswithyourperformanceexcellencejourney.

Sincerely,

RobertG.Fangmeyer,ActingDirector
BaldrigePerformanceExcellenceProgram

Enclosures

Collin Technologies

DecidingtoembracetheBaldrigePrograminyourcompanyisacommitmenttoa
journey.Ittakestime,ittakesdedication,andittakesresources.WhatIknowfor
sureisthatthereisahugereturnonyourinvestment!

JerryRose,CorporateVicePresident
Cargill,Inc.
AlanWillets,PresidentandBusinessUnitLeader
CargillCornMilling
2008BaldrigeAwardWinner

Preparingtoreadyourfeedbackreport...
YourfeedbackreportcontainsBaldrigeexaminersobservationsbasedontheirunderstanding
ofyourorganization.Theexaminerteamhasprovidedcommentsonyourorganizations
strengthsandopportunitiesforimprovementrelativetotheBaldrigeCriteria.Thefeedbackis
notintendedtobecomprehensiveorprescriptive.Itwilltellyouwhereexaminersthinkyou
haveimportantstrengthstocelebrateandwheretheythinkkeyimprovementopportunities
exist.ThefeedbackwillnotnecessarilycovereveryrequirementoftheCriteria,norwillitsay
specificallyhowyoushouldaddresstheseopportunities.Youwilldecidewhatismost
importanttoyourorganizationandhowbesttoaddresstheopportunities.
Ifyourorganizationhasnotappliedintherecentpast,youmaynoticeachangeintheway
feedbackcommentsarestructuredinthereport.Inresponsetoapplicantfeedback,the
BaldrigeProgramnowasksexaminerstoexpressthemainpointofthecommentinthefirst
sentence,followedbyrelevantexamples,inmanycasesresultinginmoreconcise,focused
comments.Inaddition,theprogramhasincludedCriteriaitemreferenceswitheachcomment
toassistyouinunderstandingthesourceofthefeedback.Each2013feedbackreportalso
includesagraphinAppendixAthatshowsyourorganizationsscoringprofilecomparedwith
themedianscoresforall2013applicantsatConsensusReview.
Applicantorganizationsunderstandandrespondtofeedbackcommentsindifferentways.To
makethefeedbackmostusefultoyou,wevegatheredthefollowingtipsandpracticesfrom
previousapplicantsforyoutoconsider.

TakeadeepbreathandapproachyourBaldrigefeedbackwithanopenmind.Youappliedto
getthefeedback.Readit,taketimetodigestit,andreaditagain.

Beforereadingeachcomment,reviewtheCriteriarequirementsthatcorrespondtoeachof
theCriteriaitemreferences(whichnowprecedeeachcomment);doingthismayhelpyou
understandthebasisoftheexaminersevaluation.

Especiallynotecommentsinboldfacetype.Thesecommentsindicateobservationsthatthe
examinerteamfoundparticularlyimportantstrengthsoropportunitiesforimprovement
thattheteamfelthadsubstantialimpactonyourorganizationsperformancepractices,
capabilities,orresultsand,therefore,hadmoreinfluenceontheteamsscoringofthat
particularitem.

Youknowyourorganizationbetterthantheexaminersknowit.Iftheexaminershave

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

misreadyourapplicationormisunderstoodinformationcontainedinit,dontdiscountthe
wholefeedbackreport.Considertheothercomments,andfocusonthemostimportant
ones.

Celebrateyourstrengthsandbuildonthemtoachieveworldclassperformanceanda
competitiveadvantage.Youveworkedhardandshouldcongratulateyourselves.

Useyourstrengthcommentsasafoundationtoimprovethethingsyoudowell.Sharing
thosethingsyoudowellwiththerestofyourorganizationcanspeedorganizational
learning.

Prioritizeyouropportunitiesforimprovement.Youcantdoeverythingatonce.Thinkabout
whatsmostimportantforyourorganizationatthistime,anddecidewhichthingstowork
onfirst.

Usethefeedbackasinputtoyourstrategicplanningprocess.Focusonthestrengthsand
opportunitiesforimprovementthathaveanimpactonyourstrategicgoalsandobjectives.

TheBaldrigeopportunity,onitsown,wasawayforustogetavery
disciplined,externalperspective,anexaminationofourbusiness,ofhow
wemanageourbusiness.Thatsaveryvaluablething....Itsbeena
terrificjourney.
PatrickMcGinnis,PresidentandCEO
NestlPurinaPetCareCompany
2010BaldrigeAwardWinner
TheBaldrigerequirementsexposethegapsthatyouhavewithinyour
operatingstructure,yourgovernance,howyouconductbusiness.Soonce
youidentifythosegaps,youtakethestepstoresolvethem.Theresno
questionthatBaldrigehasassistedandmadeMEDRADabettercompany
onallfronts.
SamuelLiang,PresidentandCEO
MEDRAD
2003and2010BaldrigeAwardWinner

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

KEYTHEMES
KeyThemesProcessItems
CollinTechnologiesscoredinband4forprocessitems(1.16.2)intheConsensusReviewof
writtenapplicationsfortheMalcolmBaldrigeNationalQualityAward.Foranexplanationofthe
processscoringbands,pleaserefertoFigure6a,ProcessScoringBandDescriptors.
Anorganizationinband4forprocessitemstypicallydemonstrateseffective,systematic
approachesresponsivetotheoverallrequirementsoftheCriteria,butdeploymentmayvaryin
someareasorworkunits.Keyprocessesbenefitfromfactbasedevaluationandimprovement,
andapproachesarebeingalignedwithoverallorganizationalneeds.
a. Themostimportantstrengthsoroutstandingpractices(ofpotentialvaluetoother
organizations)identifiedinCollinsresponsetoprocessitemsareasfollows:

Collindemonstratesitscustomerfocusinwelldeployedapproachesthatunderscoreits
corecompetenciesofExpertiseandExceptionalPeople.Datafrommultiplemethodsof
listeningtocurrent,former,andpotentialcustomersanddeterminingcustomer
satisfactionandengagementincludingfocusgroups,reports,andsurveysare
recordedviatheCustomerRelationshipManagement(CRM)system,whichincludes
informationonallcustomerinteractions.Collinusesthisinformationtosupport
strategicandoperationaldecisionmakingandtoidentifycorrectiveactionsandprocess
improvements.ThecompanyassignsaCollinCustomerAdvocate(CCA)toeach
customertohelpmanagetherelationshipthroughoutthecustomerlifecycle.
ComplaintsaresystematicallyloggedintoCNet,routedtotheappropriateCCA,and
trackedtoresolution,withnotificationssenttokeyinternalstakeholders.These
approachessupportCollinsstrategicadvantagesofresponsivenessandPersonalTouch
andmayhelpachievethestrategicobjectivetoincreasemarketshare.

Collinssystematicapproachestocreatingapositiveworkforceenvironmentand
enhancingworkforceengagementindicatethatitvaluesitsemployeeowners(EOs).
SeniorleadersusemultiplemethodstocommunicatewithandengageEOs,including
meetings,electronicandsocialmedia,walkarounds,andjobtrades.Thecompanyuses
aformalcommunicationplanforallkeydecisionsanddevelopssoundbytestoaid
clarityindeployment.Standardsinareassuchasergonomics,lighting,noise,and
personalprotectiveequipmentareauditedmonthlytoensureworkforcesafetyand
security.MultiplebenefitsandservicessupportEOs.Collinsystematicallydetermines
keyelementsofemployeeengagementeverythreeyearsusingcorrelationand
regressionanalysisbetweenindividualEOsurveyquestionsandoverallengagementand
satisfaction.TheseprocessessupportCollinsmissionelementtoprovideEOswitha
BestCareerLocation.

SeniorleadersguideandsustainCollinthroughseveralsystematicmethods.Theyaffirm,
annuallyevaluate,anddeploythemission,vision,andvaluestoEOs,PartnerSuppliers,

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

andcustomers.Seniorleaderscreateasustainableorganizationthroughtheleadership
system;alignedstrategicobjectives,corecompetencies,actionplans,andmeasures;
weeklyperformancereviews;anddiscussionsoflessonslearned.Theycreateafocuson
actionbycascadingstrategicobjectives,actionplans,andscorecardmeasuresto
businesssegments,departments,teams,andindividualEOs.Multiplemethodsareused
tocommunicatewithcustomer,PartnerSuppliers,andtheworkforce.Thesemethods
mayhelpseniorleadersdevelopasustainableorganizationcapableofaddressing
Collinsstrategicchallenges.
b. Themostsignificantopportunities,concerns,orvulnerabilitiesidentifiedinCollins
responsetoprocessitemsareasfollows:

ItisunclearhowCollinmanagesforinnovation,whichmaybecriticaltofulfillingthe
companysvisiontoleadcircuitryinnovationforthefuture.Thereislimitedevidenceof
howCollincreatesanenvironmentthatsupportsinnovation,generatesinnovativeideas
leadingtostrategicopportunities,anddecideswhichopportunitiestopursue.In
addition,itisnotevidenthowthechiefinnovationofficer,theProductDevelopment
andInnovationProcess,thePerformanceExcellencegroup,andtheLTworktogether
systematicallytomanageinnovationandpursuestrategicopportunities.Approachesfor
discontinuingthepursuitofinnovationopportunitieswhenappropriatearenot
described.ItisalsounclearhowCollinsworkforceperformancemanagementsystem
reinforcesintelligentrisktakinginordertoachieveinnovation.Withoutsystematic
approachesformanaginginnovation,Collinmaynotleverageitscorecompetencyof
Ingenuity.

Evidenceofsystematicevaluationandimprovementislackingforseveralkey
approaches.Forexample,leadershipprocessessuchasthoserelatedtoseniorleaders
commitmenttolegalandethicalbehavior,communicationwiththeworkforceand
customers,andtheLTsmentoringandsuccessionplanningapproachesdonotappear
toberoutinelyevaluated.Inaddition,evidenceofcyclesoflearningislimitedorabsent
forCollinsapproachestocustomersupportandmarketsegmentationandforseveral
workforceenvironmentrelatedprocesses,includingcapabilityandcapacitystudies;the
teamstructureprocess;andthedeterminationofworkforcehealth,security,and
minimumstandards.Systematicallyevaluatingandimprovingtheseapproachesmay
helpCollinachieveitsstrategicobjectivesandmeetitsstakeholdersneeds.

SomeofCollinsapproachestoperformanceprojection,useofcustomerinformation,
andcustomerrelationshipbuildingarenotevidentordonottoappeartobesystematic.
Forexample,projectionsforCollinslongertermplanninghorizonofthreeyearsarenot
evident.Inaddition,Collindoesnotdescribehowitusesperformancereviewfindings
andcompetitivedatainprojectingitsfutureperformance,anditdoesnotappearto
projecttheperformanceofitscompetitorsorcomparableorganizations.Also,
systematicapproachesarenotevidentforusinginformationtoanticipatefuture
customergroupsandmarketsegments;fordeterminingwhichcustomers,customer

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

groups,andmarketsegmentstopursueforbusinessgrowth;orformarketingand
buildingrelationshipstoacquirecustomers.Additionalfocusonthefutureinthese
areasmayenhanceCollinssustainability.
KeyThemesResultsItems
Collinscoredinband3forresultsitems(7.17.5).Foranexplanationoftheresultsscoring
bands,pleaserefertoFigure6b,ResultsScoringBandDescriptors.
Foranorganizationinband3forresultsitems,resultstypicallyaddressareasofimportanceto
thebasicCriteriarequirementsandaccomplishmentofCollinsmission,withgoodperformance
beingachieved.Comparativeandtrenddataareavailableforsomeoftheseimportantresults
areas,andsomebeneficialtrendsareevident.
c. ConsideringCollinskeybusiness/organizationfactors,themostsignificantstrengths
foundinresponsetoresultsitemsareasfollows:

SomeworkforcesatisfactionandengagementresultsshowprogresstowardCollins
missioncomponenttoprovideEOswithaBestCareerLocation.Forexample,overall
engagementandsatisfactionincreasedfrom2009to2012,exceedingmanufacturing
industrybenchmarks.Alsoreflectingsatisfactionandengagementlevels,employee
retentionratesrangefrom93%forfactoryEOsto95%fortechnicalEOsandnearly
100%forsupportEOs.Inaddition,workforceclimatemeasuresshowbeneficialtrends
forthekeyEOrequirementsoffeelingsafeandsecure,takingprideinbeinganowner,
makingadifferenceonthejob,andhavingcompetitivewagesandbenefits.Specific
healthandsafetymeasures,suchasEOparticipationinwellnessactivities;DaysAway,
Restricted,orTransferred(DART)andreportableincidentrates;nearmissreports;and
hazardous,noxious,andleadexposuresalsoshowbeneficialtrendsconsistentwitha
highperformanceworkenvironment.

SeveralcustomerfocusedresultsunderscoreCollinscorecompetencyofExpertise.
Overallcustomerengagementimprovedfrom2009through2012,surpassingthe
industrybenchmarkforthelastthreeyears.InNetPromoterScore,Collinhas
outperformeditscompetitorandtheindustryaveragesince2009.Measuresof
customersatisfactionoverallandfortheAerospaceandContractR&Dmarketsegments
demonstrategoodresultsandbeneficialfouryeartrends.Inaddition,keymeasuresof
customersatisfactionthatshowgoodlevelsandbeneficialtrendsincludethosefor
reliability,higherdensityandlowerweight(HDLW)capability,functionality,delivery,
receiptquality,andresponsiveness.Customersatisfactionresultsforthetoptwo
requirementsbybusinesssegmentshowgoodlevelsandbeneficialtrendsinfiveofsix
areasreported.

SomeleadershipresultssupportCollinsvaluesofCommitmentandCourage.For
example,100%ofemployeesstatethattheycantalkopenlywithleaders,and99.7%
reportthattheyreceivefrequentupdatesoncompanystrategy.Theseresultsarebetter

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

thanthetopdecilecomparisons,asarethoseforworkforcemembersconfidencethat
leadersaretakingthecompanyintherightdirectionandtheircomfortwithreporting
suspectednoncompliantbehavior.Resultsfortheachievementoforganizational
strategyandactionplansshowbeneficialtrends,andmeasuresrelatedtotwooutof
threecorecompetenciesshowgoodlevelsandbeneficialtrends.Resultsforfiscal
accountability,meeting/surpassinglegalandregulatoryrequirements,andgovernance
showgenerallybeneficialtrendsorsustainedhighlevelsofperformance,asdo
environmentalmeasures.TheseleadershipresultsmayhelpCollinaddressitsstrategic
challengeofachievingLevel3Sustainability.

SomefinancialmeasuressupportCollinsmissionofachievingasuperiorreturnforEOs.
Measuresofsales,earnings,grossmargin,andreturnonnetassets(RONA)show
beneficialtrendsandexceedthebenchmarks.Totalsalesincreasedfrom2009to2012,
asdidsalesfortheAerospaceandContractR&Dsegments.Otherfinancialresults
showingbeneficialtrendsandexceedingbenchmarksincludethoseforinventoryturns,
daysoutstandinginaccountsreceivables,andunitcostreduction.

d. ConsideringCollinskeybusiness/organizationfactors,themostsignificantopportunities,
vulnerabilities,and/orgaps(relatedtodata,comparisons,linkages)foundinresponseto
resultsitemsareasfollows:

ResultsaremissingorlimitedinseveralareasofsignificancetoCollin.Forexample,
resultsarenotreportedformarketplaceperformanceandgrowth,whicharelinkedto
thestrategicobjectivetoincreasemarketshareofAerospace,PersonalElectronics(PE),
andContractR&Dcustomers,orforthestrategicactionplanstoproduceprototypes
andincreasenewcontracts.Emergencypreparednessresultsarelimited,asareresults
forinnovationandforperformancerelativetoseveralkeyprocessrequirements.No
resultsaregivenfortheCareerPathManagement(CPM)Processortheemergingleader
systemsuchascoaching,mentoring,orteamleadershiprolesorforhowwellCollin
ismeetingcommunityrequirements.Implementingandmonitoringmeasuresinthese
areasmayhelpCollinassesshowwellitismeetingtheneedsofitsstakeholdersand
achievingitsstrategicobjectives.

Severalkeyresultsarenotsegmentedbyappropriategroups.Someworkforceresults
suchasEOsurveyresults,recordableinjuryandDARTrates,andEOstrategicbehavior
arenotsegmentedbyemployeegroup.Inaddition,resultsforstakeholderperceptions
ofleadershipeffectivenessarenotsegmentedbyemployeegroup,customergroup,or
electronicmanufacturingservices(EMS)partners.Manymeasuresoffinancialand
marketplaceperformancearenotsegmentedbybusinesssegment,includingmeasures
ofinventoryturns,daysoutstandinginaccountsreceivable,andrepeatbusinesswon.
Withoutappropriatesegmentationofresults,Collinmaybeunabletofocusonareas
withthegreatestimpactonitsperformance.

Collindoesnotprovidecomparativedataforseveralkeyresults.Forexample,
comparisonsaremissingforsomeproductandprocessresults,includingontimereceipt

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

andreceiptquality,ContractR&Ddesignformanufacturingandontimedelivery,
customersupportpromptnessandaccuracy,andbillingaccuracyandtimeliness.
Comparativeresultsarealsomissingforsomeworkforceresults,suchasmostEO
Surveyresults;EOretention;participationinwellnessactivities;hazardous,noxious,and
leadexposures;andEOswithcertifications.Fewcomparativeresultsarepresentedfor
leadershipandgovernanceresults.Understandingitsperformancerelativetoindustry
andcompetitivebenchmarksmayassistCollininfulfillingitsvalueofColossal:weare
proudofourbusinessperformancecomparedtoothers.

ThePEbusinesssegmentshowsseveralunfavorableresults.Forexample,PEsalesare
flatandarewellbelowthoseofthebestcompetitor.Thewinrateforthissegment
showsamixedtrendandislowerthanthatfortheAerospaceandContractR&D
segments.Inaddition,PEcustomersatisfaction,at77%,islowerthanthesatisfaction
ratesforotherbusinesssegments,aswellasthesatisfactionbenchmarkof97%.
SatisfactionwiththetoptwoPErequirementsofHDLWandpricingissignificantlylower
thansatisfactionwiththetoptworequirementsoftheotherbusinesssegments.
ImprovingresultsforthePEsegmentmaybecriticaltoachievingthestrategicobjective
ofincreasingPEmarketshareby15%.

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

DETAILSOFSTRENGTHSANDOPPORTUNITIESFORIMPROVEMENT
ThenumbersandlettersprecedingeachcommentindicatetheCriteriaitemrequirementsto
whichthecommentrefers.NoteveryCriteriarequirementwillhaveacorrespondingcomment;
rather,thesecommentsweredeemedthemostsignificantbyateamofexaminers.
Category1Leadership
1.1SeniorLeadership
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

a(1)Collinssystematicprocesstoaffirmthemission,vision,andvalues;deploythem
tostakeholders;andrevisethemifnecessarysupportsitscorecompetencyof
ExceptionalPeople.Themission,vision,andvaluesareevaluatedannually.Inaddition,
PartnerSuppliersattendCollinIsCommittedsessions;theorientationfornewhires
introducesthemtothemission,vision,andvalues;andCCAsdeploythemtocustomers.

b(1)InsupportofthestrategicadvantageofEOsenjoyingaBestCareerLocation,
seniorleaderssystematicallycommunicatewithandengageEOsandcustomers(Figures
1.11and1.12).MethodsincludeelectronicandsocialmediaandLeadershipTeam(LT)
walkarounds.BasedonEOfeedback,Collinusesaformalcommunicationplanforall
keydecisions,andsoundbytemessagesaidclarityindeployment.

a(3)MultiplesustainabilityenhancingapproachessupporttheprovisionofaBest
CareerLocationandasuperiorreturntoEOs.Theseincludealeadershipsystemthat
mapsresponsibilitiestothePlan,Do,Check,Act(PDCA)cycleandintegrateswiththe
strategicplanningprocess(SPP);alignedstrategicobjectives,corecompetencies,action
plans,andmeasures;discussionoflessonslearnedinmeetings;anddevelopment
processesfortheAdvisoryBoard(AB),theLT,andemergingleaders.

b(2)SupportingCollinsvalueofcommitment,seniorleaderscreateafocusonaction
throughstrategicobjectives,actionplans,andscorecardmeasuresthatarecascadedto
businesssegments,departments,teams,andindividualEOs.Onamonthlyreview
schedule(Figure1.13),customer,operations,financial,andworkforceperformance;
strategyexecution;andtheleadershipsystemareanalyzedforcorrectiveactionsand
improvementopportunities.

OPPORTUNITIESFORIMPROVEMENT

a(3),b(2)BeyondtheLTsembracingtheshifttocontinuousimprovementand
continuousinnovation,theapproachusedtocreateanenvironmentforandenable
innovationandintelligentrisktakingisnotevident.Inaddition,itisnotclearhowthe

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

monthlyLTperformancereviewssupportinnovationandintelligentrisktaking.A
systematicapproachinthisareamaysupportCollinsvalueofCreativityweinvest
incontinuousinnovation.

a,bSomeleadershipapproachessuchasapproachesusedtodemonstratea
commitmenttolegalandethicalbehavior,thoseusedtocommunicatewiththe
workforceandcustomers,andthoseusedforLTmentoringandsuccessionplanning
donotappeartobesystematicallyevaluatedorimproved.Systematicallyexamining
theseapproachesforimprovementopportunitiesmayhelpCollinsustainitscore
competenciesofbuildinglastingrelationships,leadingadvancementsintheindustry,
andunderstandingthecustomersbusiness.

b(2)Itisunclearhowseniorleaderscreateafocusoncreatingandbalancingvaluefor
stakeholders.Forexample,theLTreviewschedule(Figure1.13)doesnotinclude
subjectsthataffectsuchstakeholdersasthecommunityandPartnerSuppliers.And
beyondallowingfortherotationofstakeholderteammembers,itisunclearhowsenior
leadersensurethatactionsdevelopedbytheseteamsbalancetheneedsofother
stakeholders.Thismayresultinconflictsormissedopportunitiesforactionplansthat
benefitmultiplestakeholders.

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

1.2GovernanceandSocietalResponsibilities
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

b(1)Collinsuseofteamstoaddresspotentialadverseimpactsonsociety(Figure1.21)
reflectsthemissiontosustainsocietyandtheenvironmentandeffortstobuildlasting
relationshipswithallcustomersandstakeholders.Forexample,thePublicHealthTeam
workswiththeOccupationalSafetyandHealthAdministration(OSHA)andcommunity
basedpublichealthorganizationsandconductsauditsrelatedtohealthorsafetyrisks.
TheEnvironmentalImprovementTeamfocusesoneliminatingleadfromproduction
processesandreducingtheuseofnoxiouschemicals.

a(2)Seniorleadersperformanceissystematicallyevaluatedwiththeannual360
degreeCPMProcess,addressingthestrategicchallengeofleadershipdevelopment.
TogetherwithEOSurveyresponses,resultsareanalyzedtodetermineareasof
individualleaderdevelopmentandimprovementopportunitiesfortheleadership
system,whicharediscussedquarterly.TheABevaluatestheCEOanddetermineshis
compensationbasedoncompanyperformance,managementaccountability,individual
leadershipperformance,andcustomerfeedback.

b(2)ApproachestopromotingethicalbehaviorinallEOinteractionssupportCollins
valueofCommitment(livingitsvaluesthroughintegrity).Forexample,newemployees
receiveethicstraining,takeaposttest,andsignaconditionofunderstandingand
practicestatementwithregardtocompanyethics.Otherapproachesincludeanannual
refreshercourse;ananonymoushotline;andanonlinecompliancereportingpage,
whichwasimplementedasaresultofarecentPDCAcycle.

OPPORTUNITIESFORIMPROVEMENT

c(2)ItisunclearhowCollinsystematicallyaddressescommunitysupport.Forexample,
itisunclearhowkeycommunitiesareidentified,howthefourareasofsupportleverage
thecorecompetencies,andhowthevariousteamssystematicallydeterminehowto
contributetocommunitysupport.ThismaycompromiseCollinsabilitytosustain
societyandtheenvironmentandtoenhanceitscommunities.

a(1)Systematicapproachestogovernancearenotevident.Forexample,itisnot
apparenthowtheexecutivecommitteeaccomplishessuccessionplanningforleadersor
howdecisionsonthecompositionoftheABaremade.ItisalsounclearhowCollin
identified,prioritized,andchoseimprovementstothegovernancesystem.Systematic
approachesinthisareamayhelpsustainCollinscorecompetencyofexceeding
expectationsthroughrobustoperationalprocesses.

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b(2)Collinsapproachestoensuringethicalbehavior,aswellasmeasuresofsuch
behaviorsuchassurveyquestionsandhotlineusedonotappeartobefullydeployed
toPartnerSuppliers.ThismayundermineCollinsvalueofCommitment(livingitsvalues
throughintegrity,trust,andrespect).

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Category2StrategicPlanning
2.1StrategyDevelopment
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

a(1)TheadditionofquarterlyscanstotheSPP(Figure2.11)hasenhanceditsagility
andflexibility,andinclusionofsomestrategicgoalsintheLTScorecardalignsthe
planningwiththeperformancereviewprocess.TheprocesscontainselementsofPDCA
andisconductedannually,withbothshortandlongertermplanninghorizons
considered.

a(3)ThecollectionandanalysisofdataforuseinstrategicplanningsupportsCollins
strategicadvantageofbusinessreputation.Ninecategoriesofdataandinformation
(Figure2.12)arefactoredintotheanalysisofstrengths,weaknesses,opportunities,and
threats(SWOT)andmayaffectsuchareasasproductdevelopment,supplychain
management,andhumanresourcecapability.DuringtheGoldLoop,theabilityto
executetheplanisevaluated,andadjustmentsaremadeasneeded.

bEachofCollinsfivestrategicobjectivesaddressesatleastonestrategicadvantage,
strategicchallenge,orcorecompetency(Figure2.15).Forexample,theobjectiveto
increasetheNetPromoterScoreleveragesCollinsstrategicadvantagesofthe
companysbusinessreputation,responsiveness,andPersonalTouch,aswellasitscore
competenciesofExpertiseandExceptionalPeople.

OPPORTUNITIESFORIMPROVEMENT

a(2)ItisunclearhowCollincreatesanenvironmentthatsupportsinnovation,how
thegenerationofinnovativeideasleadstostrategicopportunities,orhowCollin
decideswhichopportunitiestopursue.Forinstance,theprocessesusedtocreatethe
chiefinnovationofficerpositionandtoidentifystrategicopportunitiesarenot
evident.SystematicapproachesmayeffectivelypromoteCollinsvalueofCreativity
anditscorecompetencyofIngenuity.

a(4)HowCollindecideswhichprocessestoaccomplishinternallyandwhichto
outsourceisunclear.Forexample,aprocessforconsideringfactorssuchascore
competenciesandcostinsuchdecisionsisnotevident.InlightofCollinstwospecial
EMSpartnersandmorethan70PartnerSuppliers,systematicapproachesinthisarea
mayensurefactbaseddecisionsonwhetherthecompetenciesnecessarytoprovide
bettervalueresideinternallyorexternally.

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b(2)ItisunclearhowCollinsstrategicobjectivesconsidercommunityneeds.For
example,itisnotevidenthowCollinconsidersthegreaterNashvillecommunitysneeds
forsecureemploymentopportunities,leadershipincivicorganizations,andsupportof
communitydevelopment.ConsideringandaddressingtheseneedsmayhelpCollinfulfill
itsmissiontoenhanceitscommunities.

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2.2StrategyImplementation
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

a(1,2,5)Approachestoactionplandevelopment,implementation,andmeasurement
reinforceCollinscultureofeachindividualactivelycontributingtoCollinssuccess.
DirectorsusetheStrategyMatrixtoidentifyshorttermstrategicactionplansand
measures(Figure2.21).Workgroupsimplementtheactionplans,whicharethen
cascadedandlinkedtotheCareerManagementProgramthroughscorecards,with
progresstrackedatmonthlystrategyreviewsessions.

a(3)Theallocationoffinancialandotherresourcestoactionplanssupportsthe
achievementofCollinsstrategicobjectives.TheLTandABreviewresourceneeds,and
directorsandmanagersperformasecondfeasibilityreview.Approvedresourcesare
allocatedtoeachactionplan,andtheLTadjuststheminmonthlystrategyreview
sessions,ifneeded.

a(6)Collinsapproachtoestablishingandimplementingmodifiedstrategicactionplans
supportsthemeetingofsuchcustomerrequirementsasreliability,ontimedelivery,and
highquality.Toensurethatactionplanscanbeachieved,theLTusesaforcefieldtool
duringtheLeadershipReviewtorebalanceprioritiesandresources.Thedesignated
stakeholderteamisthentaskedwithimplementingthemodifiedactionplan.

OPPORTUNITIESFORIMPROVEMENT

a(1)StrategicactionplansarenotevidentforCollinslongertermplanninghorizon.
CreatingsuchactionplansmayhelpCollinovercomeitsstrategicchallengesandaddress
projectedchangesinthebusinessenvironment,suchasR&Dgrowth,nanotechnology,
andtheGBNCorp.contract.

a(4)Workforceplanstosupportstrategicobjectives,actionplans,workforceimpacts,
orpotentialchangestocapacityandcapabilitysuchasplanstoensurethatthe
workforcehasthecapabilitytosucceedinContractR&Dandnanotechnologyarenot
evident.AligningworkforceplanswithstrategicobjectivesmayhelpCollinensurethatit
canaddressworkforceimplicationscreatedbytheGBNcontractandstillmeetthe
customerrequirementsofreliability,ontimedelivery,andhighquality.

bApproachesfordeterminingperformanceprojectionsforCollinsthreeyearplanning
horizonarenotclear,andprojectionsfortheperformanceofCollinscompetitorsor
comparableorganizationsarenotevident.Aclearunderstandingofitsownexpected
performanceandthatofitscompetitorsmayhelpCollinestablisheffectiveactionplans
andrealizethegrowthitseeksinitsbusinesssegments.

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a,bItisnotevidentthatCollinsystematicallyevaluatesorimprovesitsapproachesto
implementingitsstrategy.Examplesincludehowactionplansaredevelopedand
implemented,howresourcesareallocated,andhowactionplansaremodifiedif
circumstancesrequireashiftinplans.Routinelyevaluatingtheseandotherapproaches
toidentifyopportunitiesmayimproveCollinsperformanceandachievementof
strategicobjectives.

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Category3CustomerFocus
3.1VoiceoftheCustomer
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

aBylisteningtocustomersandevaluatingapproachesannually,Collinenhancesits
abilitytobuildlastingrelationshipswithallcustomersthroughthePersonalTouch,a
corecompetency.Examplesincludeholdingquarterlyandbiennialfocusgroupsand
conductingmarketinterestsurveysattradeshows.Theinformationgatheredwhich
accountsforcurrent,former,andpotentialcustomersaswellascompetitors
customersisusedasaninputtostrategicplanning.

b(1)Collinsapproachestodeterminingcustomersatisfactionandengagementprovide
informationtosupportthestrategicobjectiveofincreasingcurrentmarketshare.These
approachesarereviewedannuallyforimprovement.WiththeEngagement
ImprovementToolKit,Collinidentifiesareaswhereimprovementswillresultinthe
mostsignificantchangeinresults.

b(2)Insightgainedfromapproachestodeterminingsatisfactionrelativetocompetitors
mayhelpCollinachieveitsstrategicobjectiveofincreasingcurrentmarketshare.
Methodsincludelostcustomeranalysis,collectionofnoncustomerdataregarding
vendorselection,andreciprocalpartneringagreements.

OPPORTUNITIESFORIMPROVEMENT

a(1)ItisnotclearhowCollintailorsitslisteningapproachessuchasquarterly
customervisits,focusgroups,andcustomersatisfactionsurveysforitsAerospace,PE,
andContractR&Dcustomersandacrossthecustomerlifecycle.Tailoringapproachesin
thiswaymayhelpCollinleverageitsstrategicadvantageofthePersonalTouchand
achieveitsstrategicobjectiveofincreasingcurrentmarketshare.

b(3)ItisunclearhowCollinsmeasurementsofdissatisfactioncaptureactionable
informationtouseinmeetingcustomersrequirementsandexceedingtheir
expectationsinthefuture.AsystematicapproachinthisareamayhelpCollinidentify
futurecustomerrequirementsandsupportimprovementofitsNetPromoterScore.

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3.2CustomerEngagement
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

b(2)Collinsmanagementofcomplaintssupportsthecustomerrequirementsof
supportfortheproductlifecycleandhighquality.ComplaintsareloggedintoCNet,
routedtotheappropriateCollinCCA,andtrackedtoresolution,withkeyinternal
stakeholdersnotified.Complaintcodesareconsistentwithothercodingsystemsused
throughoutthecustomerrelationshiplifecycle,providinganintegratedviewof
complaints.

a(2)Multipleapproachesforcustomersupportandcommunicationofinformation
strengthenCollinscorecompetencyinunderstandingthecustomersbusinessand
exceedingexpectations.ApproachesincludeasecurecustomerportalintoCNet,aswell
associalmediaandCCAblogs.CCAsandbusinesssegmentmanagersregularlymeet
withcustomers,inadditiontomaintainingphonecontactandfollowinguponorders.

b(1)Collinsapproachestobuildingandmanagingrelationshipswithexisting
customersalignwithitscorecompetencyofbuildinglastingrelationships.Examples
includeassigningCCAstocustomerstocoordinateandcommunicatewiththem,
participatinginElectronicsIndustryConnection(EIC)subcommittees,attendingtrade
shows,andusingSMSmessagesandCCAblogs.

OPPORTUNITIESFORIMPROVEMENT

a(3)ItisunclearhowCollindetermineswhichcustomers,customergroups,andmarket
segmentstoemphasizeandpursueforbusinessgrowthorhowitusesinformationto
anticipatefuturecustomergroupsandmarketsegments.Giventhestrategicchallenges
ofexpandingcustomerR&Dservicesandindustrygrowthbyacquisition,identifying
futuregroupsandmarketssystematicallymaysupportCollinssustainability.

a(1),b(1)Systematicapproachestobuildingandmanagingrelationshipstoacquire
customersandtoidentifyandadaptproductofferingstoenternewmarketsandattract
newcustomersarenotapparent.Systematicprocessesintheseareasmaysupportthe
strategicchallengeofexpandingcustomerR&Dservices.

a(2),bItisunclearhowCollinsystematicallyimprovesitscustomersupportand
customerrelationshipapproaches,suchasthoseusedfordeterminingsupport
requirementsfordifferentcustomergroupsandmarketsegments.Systematically
improvingtheseapproachesmayhelpCollinincreasemarketshareandimproveitsNet
PromoterScore.

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Category4Measurement,Analysis,andKnowledgeManagement
4.1Measurement,Analysis,andImprovementofOrganizationalPerformance
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

a(1,2)Collinssystematicapproachestomeasuringperformanceandselecting
comparativedatamaysupporttheachievementofstrategicobjectivesand
organizationalresults.Theperformancemeasurementsystemincludesaggregateand
drilldownscorecards,andtheBenchmarkTeamsourcesbestinclasscomparative
measures.KeystrategicmeasuresdefinedduringtheSPPbecometheLTscorecard
(Figure4.12).ThesearethencascadedintoindividualEOmeasures.

a(3)Collinssystematicuseofvoiceofthecustomerandmarketdatasupports
strategicandoperationaldecisionmakingandcontributestothecorecompetencyof
Expertise.TheCRMsystemincludesinformationonallcustomerinteractions.Customer
Surveyratingsareusedtogeneratequantitativemeasuresofproductperformance
versusrequirements,relativeimportance,priorities,andlevelofinterestinfuture
business.Processteamsusethedatatoidentifycorrectiveactionsandprocess
improvements.

c(3)TheLTsuseofperformancereviewfindingstodevelopcontinuousimprovement
prioritiesreinforcesCollinscultureofeveryonecontributingtoCollinssuccess.The
internalassessmentreviewsperformanceoverthepastyearandincludescorrectiveand
ContinualInnovationandContinuousImprovement(CI2)Teamactions.Whennecessary,
changesinpriorityaretriggeredbytheLTreview,andanappropriatestakeholderteam
communicatesthechange,ensuringtheinclusionofPartnerSuppliersandstakeholders.

OPPORTUNITIESFORIMPROVEMENT

c(2)ItisunclearhowCollinusesperformancereviewfindingsandcompetitivedatain
projectingfutureperformance.ExamplesarehowCollinusesthecomparativedata
requiredforallLTscorecardmeasurestosetprojectionsandhowtheCustomer
StakeholderTeamandBenchmarkingTeamreconciledifferencesbetween
measurementresultsandcompetitiveinformation.Usingthesefindingsanddatato
projectfutureperformancemayhelpCollinassessitsorganizationalprogressrelativeto
competitors,supportingitsColossalvalue.

bCollinsapproachforassessingprogressonachievingstrategicobjectivesisnot
apparent.Forexample,theLTscorecardreviewdoesnotappeartoassessprogress
towardallstrategicobjectives,suchasincreasingmarketsharebybusinesssegmentand
EOpromotionofsustainablepractices.AlignedmeasuresmayassistCollininaddressing

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itsstrategicchallenges,suchasindustrygrowthbyacquisitionandengagingEOsin
sustainability.

c(1)ItisnotclearhowCollinensuresthatbestpracticesareeffectivelyand
systematicallyidentifiedandsharedtosupportthevisiontoleadcircuitryinnovationfor
thefuture.Forexample,theprocessesforidentifyinghighperformingoperationsby
businesssegmentandreviewingthem,andforusingandsharingtheinformationinthe
LeadingPracticesdatabase,arenotapparent.

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4.2KnowledgeManagement,Information,andInformationTechnology
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

b(4)Insupportofthestrategicadvantageofresponsiveness,Collinsystematically
ensuresthathardwareandsoftwaresystemsareavailableintheeventofan
emergency.TheEmergencyAvailabilityPlanhasbeeninplacesince2011,andlocal
serversarebackeduptoredundantserversoffsiteevery8hours.Inaddition,Partner
Suppliershaveaninventoryofhardwareavailablewithin24hours.

b(1)Approachestoensuringdataaccuracy,integrityandreliability,timeliness,and
securityandconfidentialitywhicharereviewedannuallyforimprovementsupport
Collininaccomplishingitsobjectives.Forexample,integratedsystemswithbarcodes
trackmaterialsthroughautomatedequipment.Allsystemsuserolebasedaccess,and
firewallsandfiltersprotectsystemsfromoutsidethreats.

b(3)Collinsapproachestoensuringthatsoftwareandhardwarearereliable,secure,
anduserfriendlysupportworkforceproductivity.Forexample,productsareassessedby
theInformationTechnologySystems(ITS)groupwithuserinput,andCollinvisitsPartner
Supplierssitestodeterminewhichtechnologiestodeploy.Inaddition,theITS
scorecardtracksperformancerelatedtosystemavailabilityandsecurity.

OPPORTUNITIESFORIMPROVEMENT

a(1)ItisunclearhowCollinsystematicallycollectsandsharesknowledge.Examplesof
approachesthatareunclearincludehowEOknowledgeiscapturedandtransferred,
otherthanfromdepartingEOs,andhowtheLeadingPracticesdatabaseis
systematicallyusedasaninputtotheProcessDesignandManagementProcess(Figure
6.11).Withoutsystematicknowledgemanagementprocesses,Collinmaynotfully
leverageitsorganizationalcompetencyofIngenuity.

a(2)ItisunclearhowCollinusesknowledgeandresourcestoembedlearninginthe
wayitoperates.Forexample,itisunclearhowEOsusebestpracticeinformationfrom
thePerformanceExcellenceGrouporwhatprocessisusedtoverifytheeffectivenessof
thePerformanceExcellenceGroupsanalysisoftheLeadingPracticesdatabase.Effective
processesinthisareamayaddressEOsrequirementofhavingopportunitiestolearn.

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b(2)Approachesarenotapparentensuringthatdataandinformationareavailableina
userfriendlyformattothosebeyondCollinsworkforcewhoneedthem.Examplesare
approachesforensuringtheuserfriendlinessofdataandinformationforPartner
Suppliersandcustomersandforconsideringuserfriendlinessinprovidingdataand
informationtothecommunity.ThismaylimitCollinsabilitytorespondtothese
stakeholdersneeds.

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Category5WorkforceFocus
5.1WorkforceEnvironment
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

a(1)Collinsintegrated,systematicapproachtoassessingworkforcecapabilityand
capacityneedsalignswithstrategicandactionplanningandsupportsEOsrequirement
foropportunitiestolearnandadvance.Forexample,throughtheannualHuman
ResourcesCapabilityAssessmentandthequarterlyCapacityStudy,Collinmatches
positionrequirements,requiredcompetencies,andqualifiedEOs.

b(1)Collinsystematicallyaddressesworkplaceenvironmentalfactorstoensuresafety
andsecurityforallEOs,aworkforcerequirement.Environmentalhealth,safety,and
security(EHS&S)measuresandgoals(Figure5.11)havebeenestablishedformultiple
areas.Fiftyminimumstandardsrelatedtoareassuchasergonomics,lighting,noise,and
personalprotectiveequipmentareauditedmonthlyandbiannually.

b(2)EObenefitsandservicesareroutinelyevaluatedusingsatisfactionsurveydata,
whichhelpsCollinalignandmaintaincompetitivebenefitsandservices,anEO
requirement.Thesebenefitsandservices,determinedfromsuggestionsbyEOsand
fromProcessImprovementorCI2Teams,areinitiatedthroughtheHumanResources
Council(HRC).

OPPORTUNITIESFORIMPROVEMENT

a(2)Collinsrecruitmentmethodsdonotappeartobetailoredfordiversecommunity
culturesandthinking,andasidefromprovidinganewEOorientation,Collindescribes
noapproachesforretainingnewworkforcemembers.Arepeatableprocessinthisarea
mayhelpreinforceCollinscorecompetencyofExceptionalPeople.

a(4)Systematicapproachestoworkforcechangemanagementarenotevident,
includinghowCollinmanagestheworkforcetoensurecontinuity,preventworkforce
reduction,andminimizetheimpactofreductions,andhowitpreparesforandmanages
periodsofgrowth.SystematicapproachesinthisareamayhelpaddressCollins
strategicchallengeofexpandingitsR&Dbusiness.

a,bCyclesoflearningarenotevidentforCollinscapabilityandcapacitystudies,team
structureprocess,determinationofworkforcehealthandsecurity,andminimum
standardsprocess.AsystematicreviewofworkforceprocessesmaysupportCollinin
continuousimprovementeffortsandindevelopingnewwaystoengageEOs.

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5.2WorkforceEngagement
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

a(1)Collinsapproachfordeterminingkeyelementsofemployeeengagementhelps
engageEOsinsustainability,astrategicchallenge.Theseelementsareupdatedevery
threeyearsusingcorrelationandregressionanalysisofsurveyquestionsandoverall
engagementandsatisfaction.Theanalysesidentifypotentialdifferencesinengagement
elementsbyworkforcegroupandenabletheHRCtoidentifyneededCI2Teams.

a(3)Collinssystematicapproachtoperformancemanagementsupportsitsmissionto
provideEOswithaBestCareerLocationandsuperiorreturn.TheCPMProcess(Figure
5.21)considersCompetencyModelgaps,strategicobjectives,andactionplansaswell
asEOcareerobjectivesinestablishingindividualandteamperformanceplans.
IndividualperformanceisassessedandintegratedwithcustomerandBaldrige
assessmentresultstodeterminecompensation,andrewardsareprovidedforideasthat
areimplemented.

c(1)Collinslearninganddevelopmentapproachessupportorganizationalneedsand
giveEOsopportunitiestolearnandactivelycontributetothecompanyssuccess.Event
basedtrainingisrelatedtostrategyandcompetencyneeds,andEOspersonal
developmentplansarebasedonselfselectedandsuperiorselectedinput.Trainingand
otherinternalopportunitiessupportEOsdevelopmentneeds,whichareidentified
throughtheCPMProcess.

OPPORTUNITIESFORIMPROVEMENT

a(3)ItisnotclearhowCollinsworkforceperformancemanagementsystem,including
theindividualdevelopmentplanningprocess,EOSurveyprocess,360degreefeedback
process,andrewardandrecognitionsystem,reinforcesintelligentrisktakingtoachieve
innovation.Systematicallyusingtheseprocessestoreinforceintelligentrisktakingand
evaluateopportunitiesmayhelpCollinachieveitsvisiontoleadcircuitryinnovationfor
thefuture.

c(3)Deploymentofcareerprogressionandsuccessionplanningformanagementand
leadershippositionsisnotevident,anditisnotclearhowtheseapproachesintegrate
withotherworkforcecapabilityandcapacityprocesses.Forexample,careerpathsor
roadmapsdonotappeartobeestablishedformanagerialorleadershiproles.Fully
deployingsuchapproachesmayhelpCollinaddressitsstrategicchallengeofleadership
developmentandmaybenefitlongtermsustainability.

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a(2),b(1)Collindoesnotdescribehowitsmethodsormeasuresforperformance
managementandworkforceengagementdifferacrossworkforcegroups.Examplesare
theuseofindicatorssuchasretention,absenteeism,andproductivitytoassessand
improveworkforceengagementandtheuseofengagementinformationtoensurea
culturethatbenefitsfromadiverseworkforce.Expandingapproachesintheseareas
mayhelpCollinidentifygapstoaddressinprovidingEOswithaBestCareerLocation.

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Category6OperationsFocus
6.1WorkProcesses
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

a(1)LeveragingitscorecompetencyofExpertise,Collindesignsandreviewsits
productsandprocessesthroughtheProcessDesignandManagementProcess(Figure
6.11),theProductDevelopmentandInnovationProcess(Figure3.21),andPDCA.
Inputstoprocessdesignincludecustomerrequirements,currentcompetenciesand
capabilities,newtechnology,anddesiredprocessoutcomes.

b(1,3)Multipleapproachestomanagingproductionprocessperformanceacrossall
productlinessupportCollinsstrategicadvantageofcapableprocesses.Programmable
controllers,theSupervisoryControlandDataAcquisitionsystem,CNetsummarydata,
andPerformanceExcellenceGroupreviewshelpmanageoperationalperformance.
UsingthePDCAreviewcycleandProcessAnalysisQuestions(Figure6.13)atleastonce
ayear,Collinidentifiesopportunitiestoimproveproductionprocesses.

b(2)Worksystems,keyprocesses,andenablingprocessesarealignedwithCollins
performanceimprovementsystemanditskeycustomerrequirements(Figure6.12).
Collindefineskeyworkprocessrequirements(Figure6.14),alongwithperformance
indicatorsforsomerequirements..

OPPORTUNITIESFORIMPROVEMENT

a(1)ItisunclearhowtheProductDevelopmentandInnovationProcessandthe
ProcessDesignandManagementProcessconsiderdesignchangesthatresultfrom
evolvingrequirementsornewtechnology.Asystematicapproachinthisareamayallow
Collintobetterfocusonitsnichemarketandattainitsgrowthgoals.

b(1,2)ItisnotevidenthowCollinensuresthatthedaytodayoperationsofkey
nonproductionprocessesmeetallkeyrequirements(Figure6.14)using,forexample,
CNetsummarydataandotherindicators.Asystematicapproachtomanageenabling
processesmaystrengthenCollinsstrategicadvantagesofabusinessreputationfor
promptdelivery,responsivenesstoinquiries,andsuccesswithquickturnorders.

b(3)TheuseofCI2Teamsdoesnotappeartobedeployedacrossallproducts,
processes,andworkgroups.Forexample,itisnotevidentthatallprocessteamsusethe
ProcessAnalysisQuestions,andthedegreetowhichtheCI2Teamsconsistentlyaffectall
keyworkprocessesandproductlinesisnotclear.Fulldeploymentmaystrengthen
CollinscorecompetencyofExpertise.

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6.2OperationalEffectiveness
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5a,ScoringGuidelinesforProcessItems.)
STRENGTHS

aCollinsmanufacturingprocessesincorporatecostcontrol,cycletime,productivity,
andotherefficiencyandeffectivenessfactors,inavarietyofways,tohelpmanage
operationseffectivelyandaddressthestrategicchallengesrelatedtoLevel3
SustainabilityandHDLWproduction.Approachesincludeclosedloopcontrollersto
monitorandcontrolprocesses,processcapabilitystudies,andprogrammabletesting
andinspectionequipment.

cSafetyandemergencypreparednessapproachesareinplacetohelpprovideasafe
andpreparedworkenvironmentandtosupportkeymissiontenets.CollinsEHS&S
programconsistsofateamprovidingoversight,linemanagementownershipofsafety
initiatives,andotherapproaches.Systematicemergencypreparednessapproaches
includetheBusinessContinuityPlanandannualreviewofrecoveryplans.

bSystematicsupplychainmanagementapproacheshelpsupportthetoppriority
customerexpectationofontimedelivery.Theseapproachesincludeaformalsupplier
qualificationprocessandfivekeyperformanceindicatorsthataretrackedforPartner
Suppliersandvendors.PartnerSuppliersmaysharecomparativeandbenchmarkdata
withCollintohelpimproveperformance.

OPPORTUNITIESFORIMPROVEMENT

dItisunclearhowthechiefinnovationofficer,theProductDevelopmentand
InnovationProcess,thePerformanceExcellenceGroup,andtheLTworktogether
systematicallytomanageinnovationandinnovateprocessesforthefuture.For
example,itisnotclearhowseniorleadersadjustbudgetsasinnovativeopportunities
ariseorsystematicallydecidetodiscontinuepursuinginnovationopportunities.
Withoutsystematicapproaches,Collinmaynotidentifyproductandprocess
enhancementsthatbestsupportitsinnovationfocusedvision.

a,bSystematicevaluationandimprovementarenotevidentforCollinsapproachesfor
achievingoperationaleffectiveness,suchasthoseusedtocontroloperationalcosts,
reduceerrorsanddefects,andmanagePartnerSupplierandvendorperformance.
Systematiccyclesofreviewforthesekeyworkprocessesmayresultinimprovements
thathelpmeetthecustomerrequirementsofcompetitivepricing,ontimedelivery,and
highquality.

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aCollindoesnotdescribehowitcontrolscostsandreduceserrorsinsome
nonproductionworkprocesses,suchasapproachestocontrollingschedulingwhich
relatestothekeycustomerrequirementofontimedeliveryandorderreceiptcosts.It
isalsounclearhowContractR&Dsupportserrorreductionandcostcontrolefforts
relatedtonewproductcustomerassessmenttesting.ThismaylimitCollininexpanding
customerR&Dservices.

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Category7Results
7.1ProductandProcessResults
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe3045percentagerange.
(PleaserefertoFigure5b,ScoringGuidelinesforResultsItems.)
STRENGTHS

aMostproductandprocessresultsindicateCollinssuccessinmeetingkeycustomer
requirements.Resultsshowingimprovementtrendsincludeontimedelivery,ontime
receipt,thecustomertransferrate,andinformationaccuracy(Figures7.11,7.12,7.1
4,and7.15).Resultsforontimedelivery(Figure7.11)areapproachingtheindustry
bestbenchmark,andthoseforreliabilityoutperformthebenchmark(Figure7.13).

b(1)Beneficialtrendsforsomeprocesseffectivenessandefficiencymeasurespromote
Collinsstrategicadvantageofcapableprocesses.Examplesareprocesscapabilityfor
developingandetching,plating,andlamination(Figure7.18)andprocessing
throughputdaysforContractR&DandPE(Figure7.19).

OPPORTUNITIESFORIMPROVEMENT

a,b,cCollinreportslimitedresultsinseveralproductandprocessareas.Examplesare
resultsformeetingseveralmarketandcustomerexpectations(FigureP.14),resultsfor
theabilityofmostsupplierstomeetkeyrequirements,andresultsrelativetoseveral
keyprocessrequirements(Figure6.14).Withouttrackingsuchresults,Collinmaymiss
opportunitiestoimproveitsperformanceinthesekeyareas.

a,b,cComparativeresultsaremissingformostmeasuresofproductperformance
(e.g.,Figures7.12,7.14,and7.15),workprocesseffectiveness(e.g.,Figures7.19and
7.110),andsupplychainmanagement(e.g.,Figure7.115).Comparingperformancein
theseareastothatofotherorganizationsorbenchmarksmayallowCollintogaugeits
pursuitofthevalueofbeingproudofourbusinessperformancecomparedtoothers.

a,b,cSomeresultsarenotsegmentedbyareasthatareimportanttoaparticular
customerormarketgroup.Forexample,Reliability(Figure7.13)doesnotshowresults
forthekeycustomerGBNCorp.,whichratesreliabilityasitsnumberonepriority.Also,
resultsforthetoppriorityofContractR&D(Figure7.15,CustomerSupportPromptness
andAccuracy),thebusinesssegmentCollinistryingtogrowthefastest,arenot
segmentedbycustomer.

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a,b(1)Someproductandprocessresultsmeasuresreflectmixedperformancelevelsor
trends.Forexample,theR&DandPEwinrateshavebothlaggedtheAerospace
segmentsrateoverthepastfouryears,andthePEratewasinconsistentfrom2011
throughthefirstquarterof2013(Figure7.111).Theseresultsmayindicatemissed
opportunitiestostrengthenproductandprocesseffectivenessacrossallkeyareasin
ordertobecomemorecompetitiveinthemarketplace.

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7.2CustomerFocusedResults
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe5065percentagerange.
(PleaserefertoFigure5b,ScoringGuidelinesforResultsItems.)
STRENGTHS

a(1)Resultsforsomekeymeasuresofcustomersatisfactionarealignedwithkey
customerrequirements.Forexample,resultsfor6of10measuresofcustomer
satisfaction(Figure7.22)showgoodlevelsandbeneficialtrendsforreliability,HDLW
capability,functionality,delivery,receiptquality,andresponsiveness.Customer
SatisfactionwithTopTwoRequirementsbyMarket(Figure7.23)showsgoodlevelsand
beneficialtrendsforreliability,HDLW,andsupport.

a(1)CustomersatisfactionresultsoverallandfortheAerospaceandContractR&D
segments(Figure7.21)underscoreCollinscorecompetencyofExpertise.Forexample,
resultedforoverallsatisfactionandthesatisfactionofAerospaceandContractR&D
customersimprovedbetween2009andthefirstquarterof2013;inaddition,in2012
andthefirstquarterof2013,bothmarketsegmentsmetorexceededthebenchmark.

a(2)Afewcustomerengagementresultsmayreflectanincreasedabilitytobuild
customerrelationshipsandthusincreasemarketsharebybusinesssegmentoverthe
nextthreeyears.Forexample,resultsforoverallcustomerengagementimprovedfrom
2009throughthefirstquarterof2013andhavesurpassedtheindustrybenchmarkfor
thepastthreeyears(Figure7.27).CollinsNetPromoterScorehassurpassedthatofthe
competitorandtheindustryaveragesince2009(Figure7.26).

OPPORTUNITIESFORIMPROVEMENT

aCollindoesnotprovidecustomersatisfactionresultsforareasidentifiedas
importanttoimprovingitsperformance,suchasresultsforcomplaintsandresolution,
relationshipattributes,customersatisfaction/dissatisfactionassociatedwithstrategic
objectives,andlostcustomers.TheseresultsmayhelpCollinidentifyopportunitiesto
improveitsPersonalTouchapproach.

a(1)ForthePEbusinesssegment,resultsforsatisfactionarelowerthanforthe
AerospaceandContractR&Dsegments,aswellasbeingbelowthebenchmark(Figure
7.21).Inaddition,resultsforsatisfactionwithHDLWandpricing,thePEsegmentstop
tworequirements,aresignificantlylowerthanthoseforthetoptworequirementsof
theotherbusinesssegments(Figure7.23).ImprovingsatisfactionresultsforPEmay
supporteffortstoincreasemarketshareinthissegment.

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aCollindoesnotsegmentsomekeycustomerfocusedresults(e.g.,NetPromoter
Score,OverallCustomerEngagement,andCumulativeNumberofCustomerReferrals;
Figures7.26,7.27,and7.28)bybusinesssegmentorbycustomerlifecyclestage.
SegmentedresultsinthisareamaysupportCollinscorecompetencyofExpertisein
understandingthecustomersbusinessandexceedingexpectationsthroughrobust
operationalprocesses.

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7.3WorkforceFocusedResults
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe3045percentagerange.
(PleaserefertoFigure5b,ScoringGuidelinesforResultsItems.)
STRENGTHS

a(3)Workforcesatisfactionandengagementresultsbetween2009and2013
demonstrateprogresstowardprovidingEOswithaBestCareerLocationandmeeting
theirrequirements(FigureP.13).Overallengagementandsatisfactionresults
improvedduringtheperiodandwerebetterthanthe2013manufacturingindustry
benchmarks(Figure7.32).Additionally,retentionrates(Figure7.38)havereached
93%forfactoryEOs,95%fortechnicalEOs,andnearly100%forsupportEOs,with
beneficialtrendsforfactoryandsupportpersonnel.

a(1,4)WorkforcecapabilityanddevelopmentresultssupporttheEOrequirementof
opportunitiestolearnandadvancewhilereinforcingthestrategicadvantageofEOs
holdingcertificationsforcompetenciesrelatedtotheirwork.Capabilityresultsshow
favorabletrends(Figure7.31),asdoresultsformeasuresrelatedtoEICcertifications
andpromotingsustainability(Figure7.39).

a(2)Manyworkforceclimatemeasuresalignwithworkforcerequirements.For
example,surveyresultsforfeelingsafeandsecure,havingcompetitivewagesand
benefits,andtakingprideinbeinganownerimprovedfrom2009to2012.Resultsfor
specifichealthandsafetymeasures(e.g.,Figures7.33through7.36)alsoimproved
overthisperiod.

OPPORTUNITIESFORIMPROVEMENT

a(4)CollinprovideslimitedresultsrelatedtotheCPMProcess(Figure5.21)andthe
emergingleadersystem,andthepercentageofEOsdemonstratingleadershipremained
basicallyflatfrom2008to2012(Figure7.39).Monitoringadditionalleadership
developmentresultsmayhelpCollinmeetitsrecognizedneedtoexpandtheemerging
leadersysteminordertoprepareEOsforrotatingteamleaderrolesandsustainthe
company.

aWorkforceresultsfortechnicalemployeeswhomakeup28%ofthetotal
workforceandarecriticalresourcesforproductinnovationandContractR&Dgrowth
lagthoseforfactoryorsupportemployeesonseveralmeasures.Examplesarecapacity
andcapabilityrates(Figure7.31),retention(Figure7.38),andpercentageoflearning
implemented(Figure7.310).ImprovementinresultsfortechnicalEOsmaysupport
Collinseffortstomeetmarketsharegrowthprojectionsanddesigntomorrows
products.

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aSeveralresultsofimportancetoCollinarenotsegmentedoraresegmentedonlyby
jobfunction.ExamplesareEOSurveyresults(Figure7.32),recordableincidentrate
(RIR)andDARTrate(Figure7.33),andresultsforEOstrategicbehavior(Figure7.39).
AdditionalsegmentationmayenableCollintofocusonissuesofsatisfaction,
engagement,wellness,orstrategicbehaviorthatarespecifictoaworkforcegroup.

aComparativeresultsaremissingformanyworkforcefocusedresults,includingmost
EOSurveyresults(Figure7.32)andEORetention(Figure7.38).Understanding
workforcefocusedperformancerelativetoindustryandotherappropriatebenchmarks
mayassistCollininpursuingitsvalueofbeingproudofitsbusinessperformance
comparedtoothers.

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7.4LeadershipandGovernanceResults
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe3045percentagerange.
(PleaserefertoFigure5b,ScoringGuidelinesforResultsItems.)
STRENGTHS

a(1,4)Resultsforleadershipcommunicationandtrust(Figure7.41)supportCollins
valueofCommitment.Forexample,resultsforIcantalkopenlywithleadersstandat
100%in2013,betterthanthetopdecilebenchmark.Otherresultsthatexceedthetop
decilebenchmarkarethoseforIreceivefrequentupdatesoncompanystrategy,
whichisat99.7%,andforIamconfidenttheleadersaretakingthecompanyinthe
rightdirection.

bResultsfortheachievementoforganizationalstrategyandactionplansandfortwo
corecompetenciesdemonstrateCollinsvalueofCourage.Forexample,measuresof
actionplanandstrategicobjectivecompletionbothreached100%in2012(Figure7.4
10).Processcapabilityfordevelopandetchandforlaminationbothimprovedfrom
2009to2012(Figure7.18),andPersonalTouchtestimonialsincreasedfrom6to18
overthreeyears(Figure7.411).

a(2,3)Collinsresultsforfiscalaccountability,meeting/surpassinglegalandregulatory
requirements,andgovernanceunderscoreitsvalueofCommitment.Forexample,100%
ofABmembersbelievethattheABbehavesethicallyandlegally(Figure7.41).In
addition,Collinreportszerofiscalexternalfindingsandtwoorfewerexternal
observationsfrom2009to2012(Figure7.45).

a(5)ResultsforenvironmentalsupportdemonstratethatColliniseffectivelyaddressing
itsstrategicchallengeofachievingLevel3Sustainability.Recyclingandenergyefficiency
improvementeffortshavedeliveredconsistentreductionsinsolidwaste(Figure7.48)
andenergywaste(Figure7.47),andhazardouschemicalhandlingerrorshave
consistentlydeclinedoverthepastfouryears(Figure7.49).

OPPORTUNITIESFORIMPROVEMENT

a(5)ResultsaremissingformeasuresofhowwellCollinismeetingthecommunity
requirementofbeingapartnerinthebusinesscommunity,aswellasformeasuresof
activitiestoenhancecommunityengagement(Figure1.22),suchassupportoflocal
schoolscomputerlabs.TrackingsuchmeasuresmaysupportCollinsrecentlyrevised
missiontoenhanceitscommunities.

a(1,4)Collindoesnotreportleadershipeffectivenessresults(Figure7.41)forsome
identifiedstakeholdergroupsorsegmenttheresultsbyotherkeystakeholdergroups.
Forexample,resultsfortrustarenotgivenforPartnerSuppliersorcustomers.In
addition,EO,customer,andsurveyresultsarenotsegmentedbyemployeetype,

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customertype,andthetwoEMSpartners,respectively.Withouttheseresults,Collin
maymissdifferencesinthesegroupsresponses.

a,bMostleadershipandgovernanceresultslackcomparativedata.Withoutsuch
data,notablyforenvironmentalmeasures,Collinmaynotbeabletodeterminewhether
itsprocessesareleadingtobestpracticeresults.

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7.5FinancialandMarketResults
YourscoreinthisCriteriaitemfortheConsensusReviewisinthe3045percentagerange.
(PleaserefertoFigure5b,ScoringGuidelinesforResultsItems.)
STRENGTHS

a(1)SomefinancialresultssupportCollinsmissiontoprovideasuperiorreturnforEOs
anditsvalueofCourage.Forexample,Aerospacesalesimprovedfrom2009to2012,
outperformingthebestcompetitorineachyear,andR&Dsalessteadilyimprovedfrom
2009to2012(Figure7.51).

a(1)ResultsforseveralmeasuresofassetefficiencyarealignedwithCollinscore
competencyofExpertise.ExamplesincludeInventoryTurns(Figure7.55),whichhave
outperformedthebenchmarksince2009,andDaysOutstandingAccountsReceivable
(Figure7.56),whichimprovedfrom2008to2012andoutperformedthe2012
benchmark.

a(2)PercentageofAvailableRepeatBusinessWon(Figure7.58),akeymeasureof
marketplaceperformance,improvedfrom2009tothefirstquarterof2013andhas
beenbetterthantheindustrybestsince2010.ThisresultisalignedwithCollinscore
competencyofbuildinglastingrelationshipswithcustomers.

OPPORTUNITIESFORIMPROVEMENT

a(2)Collindoesnotreportresultsforsomemeasuresofmarketplaceperformance
andgrowthlinkedtoitsstrategicplan.Examplesincludethestrategicobjectiveto
increasemarketshareforAerospace,PE,andContractR&Dcustomers(Figure2.15)
andstrategicactionplanstoproduceprototypesandincreasenewcontracts(Figure
2.21).SuchresultsmayhelpCollinknowwhetheritsactionplansareproducingthe
desiredresults.

aMostresultsformeasuresoffinancialandmarketplaceperformancearenot
reportedbytheAerospace,PE,andContractR&Dbusinesssegments.Segmenting
results,suchasPercentageofAvailableRepeatBusinessWon(Figure7.58),may
uncoverinformationthatwillhelpCollinachieveitsgrowthstrategiesforthesebusiness
segments.

a(1)ForthePEbusinesssegment,salestrendsareflat,andsaleslevelswerewellbelow
thoseofthebestcompetitorin2012(Figure7.51).Theseresultsmayindicatethat
Collinscurrentstrategiesforattainingitsgrowthgoalsinthissegmentarenot
contributingtoachievingthevisionofleadingcircuitryinnovationforthefuture.

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aFinancialandmarketresultsincludelimitedcompetitivedata.Understandingits
performanceandrateofimprovementrelativetocompetitorsmayhelpCollinrealize
theColossalvalueofbeingproudofitsbusinessperformancecomparedtoothers,as
wellashelpingCollinmeasureachievementofthestrategicobjectiveofincreasing
marketshare.

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APPENDIXA

Thespider,orradar,chartthatfollowsdepictsyourorganizationsperformanceasrepresented
byscoresforeachitem.Thisperformanceispresentedincontrasttothemedianscoresforall
2013applicants.Youwillnotethateachringofthechartcorrespondstoascoringrange.
Eachpointinredrepresentsthescoringrangeyourorganizationachievedforthe
correspondingitem.Thepointsinbluerepresentthemedianscoringrangesforall2013
applicantsatConsensusReview.Seeingwhereyourperformanceissimilarordissimilartothe
medianofallapplicantsmayhelpyouinitiallydetermineorprioritizeareasforimprovement
effortsandstrengthstoleverage.

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APPENDIXB

BysubmittingaBaldrigeAwardapplication,youhavedifferentiatedyourselffrommostU.S.
organizations.TheBoardofExaminershasevaluatedyourapplicationfortheMalcolmBaldrige
NationalQualityAward.Strictconfidentialityisobservedatalltimesandineveryaspectofthe
applicationreviewandfeedback.

Thisfeedbackreportcontainstheexaminersfindings,includingasummaryofthekeythemes
oftheevaluation,adetailedlistingofstrengthsandopportunitiesforimprovement,andscoring
information.Backgroundinformationontheexaminationprocessisprovidedbelow.

APPLICATIONREVIEW

IndependentReview

Followingreceiptoftheawardapplications,theawardprocessreviewcycle(showninFigure1)
beginswithIndependentReview,inwhichmembersoftheBoardofExaminersareassignedto
eachoftheapplications.Examinersareassignedbasedontheirareasofexpertiseandwith
attentiontoavoidingpotentialconflictsofinterest.Eachapplicationisevaluatedindependently
bytheexaminers,whowriteobservationsrelatingtothescoringsystemdescribedbeginningon
page28ofthe20132014CriteriaforPerformanceExcellence.

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Figure1AwardProcessReviewCycle

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ConsensusReview

InConsensusReview(seeFigure2),ateamofexaminers,ledbyaseniorexamineroralumnus,
conductsaseriesofreviews,firstmanagedvirtuallythroughasecuredatabasecalledBOSSand
eventuallyconcludedthroughafocusedconferencecall.Thepurposeofthisseriesofreviewsis
fortheteamtoreachconsensusoncommentsandscoresthatcapturetheteamscollective
viewofCollinsstrengthsandopportunitiesforimprovement.Theteamdocumentsits
commentsandscoresinaConsensusScorebook.

Step1
Step2
Step3
Step4
ConsensusPlanning ConsensusReviewin
ConsensusCall
PostConsensusCall

BOSS

Activities

Reviewall
Clarifythe
Discuss
Revisecomments
Independent
timelineforthe
comments,
andscoresto
Review
teamtocomplete
scores,andallkey
reflectconsensus
evaluations
itswork.
themes.
decisions.
draftconsensus Achieve
Assign
Preparefinal
commentsand
category/item
consensuson
Consensus
proposescores.
discussionleaders.
commentsand
Scorebook.

Develop
scores.
Discusskey
Preparefeedback
commentsand

business/
report.
scoresforthe
organization
teamtoreview.
factors.

Address

feedback,
incorporate
inputs,and
proposea
resolutionof
differenceson
eachworksheet.

Reviewupdated
commentsand
scores.
Figure2ConsensusReview

SiteVisitReview

AfterConsensusReview,theJudgesPanelselectsapplicantstoreceivesitevisitsbasedonthe
scoringprofiles.IfanapplicantisnotselectedforSiteVisitReview,thefinalConsensus
Scorebookreceiveseditingbyanexaminerandbecomesthefeedbackreport.

Sitevisitsareconductedforthehighestscoringapplicantstoclarifyanyuncertaintyor
confusiontheexaminersmayhaveregardingthewrittenapplicationandtoverifythatthe
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informationintheapplicationiscorrect(seeFigure3fortheSiteVisitReviewprocess).After
thesitevisit,theteamofexaminerspreparesafinalSiteVisitScorebook.

Step1
Step2
Step3
TeamPreparation
SiteVisit
PostSiteVisitActivities
Reviewconsensus
Make/receive
Resolveissues.
findings.
presentations.
Summarizefindings.
Developsitevisitissues. Conductinterviews.
Finalizecomments.
Plansitevisit.
Recordobservations.
PreparefinalSiteVisit
Reviewdocuments.
Scorebook.
Preparefeedbackreport.
Figure3SiteVisitReview

Applications,ConsensusScorebooks,andSiteVisitScorebooksforallapplicantsreceivingsite
visitsareforwardedtotheJudgesPanelforreview(seeFigure4).Thejudgesrecommend
whichapplicantsshouldreceivetheBaldrigeAwardandidentifyanynonawardrecipient
organizationsdemonstratingoneormoreCategoryBestPractices.Thejudgesdiscuss
applicationsineachofthesixawardsectorsseparately,andthentheyvotetokeeporeliminate
eachapplicant.Next,thejudgesdecidewhethereachofthetopapplicantsshouldbe
recommendedasanawardrecipientbasedonanabsolutestandard:theoverallexcellenceof
CollinandtheappropriatenessofCollinasanationalrolemodel.Foreachorganizationnot
recommendedtoreceivetheBaldrigeAward,theJudgeshavefurtherdiscussiontodetermine
iftheorganizationdemonstratesanyCategoryBestPractices.Theprocessisrepeatedforeach
awardsector.

Step1
Step2
Step3
JudgesPanelReview
EvaluationbyCategory
AssessmentofTop

Organizations
Applications
Manufacturing
Overallstrengths/
opportunitiesfor
ConsensusScorebooks
Service
improvement
Smallbusiness
SiteVisitScorebooks
Appropriatenessas

Education
nationalmodelof
Healthcare
performance
Nonprofit
excellence
Figure4JudgesReview

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Judgesdonotparticipateindiscussionsorvoteonapplicationsfromorganizationsinwhich
theyhaveacompetingorconflictinginterestorinwhichtheyhaveaprivateorspecialinterest,
suchasanemploymentoraclientrelationship,afinancialinterest,orapersonalorfamily
relationship.Allconflictsarereviewedanddiscussedsothatjudgesareawareoftheirownand
otherslimitationsonaccesstoinformationandparticipationindiscussionsandvoting.

Followingthejudgesreviewandrecommendationofawardrecipients,theSiteVisitReview
teamleadereditsthefinalSiteVisitScorebook,whichbecomesthefeedbackreport.

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SCORING

ThescoringsystemusedtoscoreeachitemisdesignedtodifferentiateCollininthevarious
stagesofreviewandtofacilitatefeedback.AsseenintheScoringGuidelines(Figures5aand
5b),thescoringofresponsestoCriteriaitemsisbasedontwoevaluationdimensions:process
andresults.Thefourfactorsusedtoevaluateprocess(categories16)areapproach(A),
deployment(D),learning(L),andintegration(I),andthefourfactorsusedtoevaluateresults
(items7.17.5)arelevels(Le),trends(T),comparisons(C),andintegration(I).

Inthefeedbackreport,Collinreceivesapercentagerangescoreforeachitem.Therangeis
basedontheScoringGuidelines,whichdescribethecharacteristicstypicallyassociatedwith
specificpercentageranges.

AsshowninFigures6aand6b,Collinsoverallscoresforprocessitemsandresultsitemseach
fallintooneofeightscoringbands.Eachbandscorehasacorrespondingdescriptorof
attributesassociatedwiththatband.Figures6aand6bshowthepercentageofapplicants
scoringineachbandatConsensusReview.

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SCORE

PROCESS(ForUsewithCategories16

0%or5%

10%,15%,
20%,or25%

30%,35%,

40%,or45%

50%,55%,
60%,or65%

70%,75%,
80%,or85%

90%,95%,
or100%

NoSYSTEMATICAPPROACHtoitemrequirementsisevident;informationisANECDOTAL.(A)
LittleornoDEPLOYMENTofanySYSTEMATICAPPROACHisevident.(D)
Animprovementorientationisnotevident;improvementisachievedthroughreacting
toproblems.(L)
NoorganizationalALIGNMENTisevident;individualareasorworkunitsoperateindependently.(I)
ThebeginningofaSYSTEMATICAPPROACHtotheBASICREQUIREMENTSoftheitemisevident.(A)
TheAPPROACHisintheearlystagesofDEPLOYMENTinmostareasorworkunits,inhibiting
progressinachievingtheBASICREQUIREMENTSoftheitem.(D)
Earlystagesofatransitionfromreactingtoproblemstoageneralimprovementorientationare
evident.(L)
TheAPPROACHisALIGNEDwithotherareasorworkunitslargelythroughjointproblemsolving.(I)
AnEFFECTIVE,SYSTEMATICAPPROACH,responsivetotheBASICREQUIREMENTSoftheitem,is
evident.(A)
TheAPPROACHisDEPLOYED,althoughsomeareasorworkunitsareinearlystagesof
DEPLOYMENT.(D)
ThebeginningofaSYSTEMATICAPPROACHtoevaluationandimprovementofKEYPROCESSESisevident.(L)
TheAPPROACHisintheearlystagesofalignmentwithyourbasicorganizationalneedsidentifiedin
responsetotheOrganizationalProfileandotherprocessitems.(I)
AnEFFECTIVE,SYSTEMATICAPPROACH,responsivetotheOVERALLREQUIREMENTSoftheitem,isevident.(A)
TheAPPROACHisWELLDEPLOYED,althoughDEPLOYMENTmayvaryinsomeareasorworkunits.(D)
Afactbased,SYSTEMATICevaluationandimprovementPROCESSandsomeorganizationalLEARNING,
includingINNOVATION,areinplaceforimprovingtheefficiencyandeffectivenessofKEYPROCESSES.(L)
TheAPPROACHisALIGNEDwithyouroverallorganizationalneedsidentifiedinresponsetothe
OrganizationalProfileandotherprocessitems.(I)
AnEFFECTIVE,SYSTEMATICAPPROACH,responsivetotheMULTIPLEREQUIREMENTSoftheitem,isevident.(A)
TheAPPROACHiswellDEPLOYED,withnosignificantgaps.(D)
Factbased,SYSTEMATICevaluationandimprovementandorganizationalLEARNING,including
INNOVATION,areKEYmanagementtools;thereisclearevidenceofrefinementasaresultof
organizationallevelANALYSISandsharing.(L)
TheAPPROACHisINTEGRATEDwithyourcurrentandfutureorganizationalneedsidentifiedinresponse
totheOrganizationalProfileandotherprocessitems.(I)
AnEFFECTIVE,SYSTEMATICAPPROACH,fullyresponsivetotheMULTIPLEREQUIREMENTSoftheitem,is
evident.(A)
TheAPPROACHisfullyDEPLOYEDwithoutsignificantweaknessesorgapsinanyareasorwork
units.(D)
Factbased,SYSTEMATICevaluationandimprovementandorganizationalLEARNINGthroughINNOVATION
areKEYorganizationwidetools;refinementandINNOVATION,backedbyANALYSISandsharing,are
evidentthroughouttheorganization.(L)
TheAPPROACHiswellINTEGRATEDwithyourcurrentandfutureorganizationalneedsidentifiedin
responsetotheOrganizationalProfileandotherprocessitems.(I)

Figure5aScoringGuidelinesforProcessItemsintheBusiness/NonprofitCriteria

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SCORE

RESULTS(ForUsewithCategory7)

0%or5%

10%,15%,
20%,or25%

30%,35%,
40%,or45%

50%,55%,
60%,or65%

70%,75%,
80%,or85%

90%,95%,
or100%

TherearenoorganizationalPERFORMANCERESULTSand/orpoorRESULTSinareasreported.
(Le)
TRENDdataeitherarenotreportedorshowmainlyadverseTRENDS.(T)
Comparativeinformationisnotreported.(C)
RESULTSarenotreportedforanyareasofimportancetotheaccomplishmentofyour
organizationsMISSION.(I)
AfeworganizationalPERFORMANCERESULTSarereported,responsivetotheBASIC
REQUIREMENTSoftheitem,andearlygoodPERFORMANCELEVELSareevident.(Le)
SomeTRENDdataarereported,withsomeadverseTRENDSevident.(T)
Littleornocomparativeinformationisreported.(C)
RESULTSarereportedforafewareasofimportancetotheaccomplishmentofyour
organizationsMISSION.(I)
GoodorganizationalPERFORMANCELEVELSarereported,responsivetotheBASICREQUIREMENTS
oftheitem.(Le)
SomeTRENDdataarereported,andamajorityoftheTRENDSpresentedarebeneficial.(T)
Earlystagesofobtainingcomparativeinformationareevident.(C)
RESULTSarereportedformanyareasofimportancetotheaccomplishmentofyour
organizationsMISSION.(I)
GoodorganizationalPERFORMANCELEVELSarereported,responsivetotheOVERALL
REQUIREMENTSoftheitem.(Le)
BeneficialTRENDSareevidentinareasofimportancetotheaccomplishmentofyour
organizationsMISSION.(T)
SomecurrentPERFORMANCELEVELShavebeenevaluatedagainstrelevantcomparisons
and/orBENCHMARKSandshowareasofgoodrelativePERFORMANCE.(C)
OrganizationalPERFORMANCERESULTSarereportedformostKEYCUSTOMER,market,and
PROCESSrequirements.(I)
GoodtoexcellentorganizationalPERFORMANCELEVELSarereported,responsivetothe
MULTIPLEREQUIREMENTSoftheitem.(Le)
BeneficialTRENDShavebeensustainedovertimeinmostareasofimportancetothe
accomplishmentofyourorganizationsMISSION.(T)
ManytomostTRENDSandcurrentPERFORMANCELEVELShavebeenevaluatedagainst
relevantcomparisonsand/orBENCHMARKSandshowareasofleadershipandverygood
relativePERFORMANCE.(C)
OrganizationalPERFORMANCERESULTSarereportedformostKEYCUSTOMER,market,PROCESS,
andACTIONPLANrequirements.(I)
ExcellentorganizationalPERFORMANCELEVELSarereportedthatarefullyresponsivetothe
MULTIPLEREQUIREMENTSoftheitem.(Le)
BeneficialTRENDShavebeensustainedovertimeinallareasofimportancetothe
accomplishmentofyourorganizationsMISSION.(T)
IndustryandBENCHMARKleadershipisdemonstratedinmanyareas.(C)
OrganizationalPERFORMANCERESULTSandPROJECTIONSarereportedformostKEYCUSTOMER,
market,PROCESS,andACTIONPLANrequirements.(I)

Figure5bScoringGuidelinesforResultsItemsintheBusiness/NonprofitCriteria

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Band
Score

Band
%
Number Applicants
inBand1

PROCESSScoringBandDescriptors

Theorganizationdemonstratesearlystagesofdevelopingand
implementingapproachestothebasicCriteriarequirements,with
deploymentlaggingandinhibitingprogress.Improvementeffortsarea
combinationofproblemsolvingandanearlygeneralimprovement
orientation.

151200 2

Theorganizationdemonstrateseffective,systematicapproachesresponsive
tothebasicrequirementsoftheCriteria,butsomeareasorworkunitsare
intheearlystagesofdeployment.Theorganizationhasdevelopeda
generalimprovementorientationthatisforwardlooking.

201260 3

14%

Theorganizationdemonstrateseffective,systematicapproachesresponsive
tothebasicrequirementsofmostCriteriaitems,althoughtherearestill
areasorworkunitsintheearlystagesofdeployment.Keyprocessesare
beginningtobesystematicallyevaluatedandimproved.

261320 4

45%

Theorganizationdemonstrateseffective,systematicapproachesresponsive
totheoverallrequirementsoftheCriteria,butdeploymentmayvaryin
someareasorworkunits.Keyprocessesbenefitfromfactbasedevaluation
andimprovement,andapproachesarebeingalignedwithoverall
organizationalneeds.

321370 5

36%

Theorganizationdemonstrateseffective,systematic,welldeployed
approachesresponsivetotheoverallrequirementsofmostCriteriaitems.
Theorganizationdemonstratesafactbased,systematicevaluationand
improvementprocessandorganizationallearning,includinginnovation,
thatresultinimprovingtheeffectivenessandefficiencyofkeyprocesses.

371430 6

5%

Theorganizationdemonstratesrefinedapproachesresponsivetothe
multiplerequirementsoftheCriteria.Theseapproachesarecharacterized
bytheuseofkeymeasures,gooddeployment,andevidenceofinnovation
inmostareas.Organizationallearning,includinginnovationandsharingof
bestpractices,isakeymanagementtool,andintegrationofapproaches
withcurrentandfutureorganizationalneedsisevident.

431480 7

Theorganizationdemonstratesrefinedapproachesresponsivetothe
multiplerequirementsoftheCriteriaitems.Italsodemonstrates
innovation,excellentdeployment,andgoodtoexcellentuseofmeasuresin
mostareas.Goodtoexcellentintegrationisevident,withorganizational
analysis,learningthroughinnovation,andsharingofbestpracticesaskey
managementstrategies.

481550 8

Theorganizationdemonstratesoutstandingapproachesfocusedon
innovation.Approachesarefullydeployedanddemonstrateexcellent,
sustaineduseofmeasures.Thereisexcellentintegrationofapproaches
withorganizationalneeds.Organizationalanalysis,learningthrough
innovation,andsharingofbestpracticesarepervasive.

0150

PercentagesarebasedonscoresfromtheConsensusReview.Valuestocomewhen2013ConsensusReview
Scoresareavailable.

Figure6aProcessScoringBandDescriptors
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Band
Score

Band
Number

%
Applicants
inBand1

RESULTSScoringBandDescriptors

0125

5%

AfewresultsarereportedresponsivetothebasicCriteriarequirements,
buttheygenerallylacktrendandcomparativedata.

126170

14%

ResultsarereportedforseveralareasresponsivetothebasicCriteria
requirementsandtheaccomplishmentoftheorganizationsmission.
Someoftheseresultsdemonstrategoodperformancelevels.Theuseof
comparativeandtrenddataisintheearlystages.

171210

36%

ResultsaddressareasofimportancetothebasicCriteriarequirements
andaccomplishmentoftheorganizationsmission,withgood
performancebeingachieved.Comparativeandtrenddataareavailable
forsomeoftheseimportantresultsareas,andsomebeneficialtrendsare
evident.

211255

23%

Resultsaddresssomekeycustomer/stakeholder,market,andprocess
requirements,andtheydemonstrategoodrelativeperformanceagainst
relevantcomparisons.Therearenopatternsofadversetrendsorpoor
performanceinareasofimportancetotheoverallCriteriarequirements
andtheaccomplishmentoftheorganizationsmission.

256300

14%

Resultsaddressmostkeycustomer/stakeholder,market,andprocess
requirements,andtheydemonstrateareasofstrengthagainstrelevant
comparisonsand/orbenchmarks.Improvementtrendsand/orgood
performancearereportedformostareasofimportancetotheoverall
Criteriarequirementsandtheaccomplishmentoftheorganizations
mission.

301345

9%

Resultsaddressmostkeycustomer/stakeholder,market,andprocess
requirements,aswellasmanyactionplanrequirements.Results
demonstratebeneficialtrendsinmostareasofimportancetotheCriteria
requirementsandtheaccomplishmentoftheorganizationsmission,and
theorganizationisanindustry2leaderinsomeresultsareas.

346390

Resultsaddressmostkeycustomer/stakeholder,market,process,and
actionplanrequirements.Resultsdemonstrateexcellentorganizational
performancelevelsandsomeindustry2leadership.Resultsdemonstrate
sustainedbeneficialtrendsinmostareasofimportancetothemultiple
Criteriarequirementsandtheaccomplishmentoftheorganizations
mission.

391450

Resultsfullyaddresskeycustomer/stakeholder,market,process,and
actionplanrequirementsandincludeprojectionsoffutureperformance.
Resultsdemonstrateexcellentorganizationalperformancelevels,aswell
asnationalandworldleadership.Resultsdemonstratesustained
beneficialtrendsinallareasofimportancetothemultipleCriteria
requirementsandtheaccomplishmentoftheorganizationsmission.

1
2

PercentagesarebasedonscoresfromtheConsensusReview.
Industryreferstootherorganizationsperformingsubstantiallythesamefunctions,therebyfacilitatingdirect
comparisons.

Figure6bResultsScoringBandDescriptors
MalcolmBaldrigeNationalQualityAward2013FeedbackReport

48

2013BaldrigeAwardApplicants

Sector
HealthCare
Nonprofit
Education
BusinessSmallBusiness
BusinessService
BusinessManufacturing
Total

TotalAward
Applications

AwardApplicants
Recommendedfor
SiteVisit

15
5
2
0
0
0
22

BaldrigeAwardWinnerContactInformation19882012
BaldrigeAwardwinnersgenerouslyshareinformationwithnumerousorganizationsfromallsectors.
Tocontactanawardwinner,pleaseseehttp://www.baldrige.nist.gov/Contacts_Profiles.htm,which
includeslinkstocontactinformationaswellasprofilesofthewinners.

MalcolmBaldrigeNationalQualityAward2013FeedbackReport

49