EBEA Training PDF

Eaton Business Excellence
Assessment
© 2011 Eaton Corporation. All rights reserved.

The Eaton Business System (EBS)
How We Work at Eaton as an
Integrated Operating Company

Eaton Business System (EBS)
• The Eaton Business System is the

confidential, intellectual property of Eaton
Corporation.
• EBS materials may not be shared outside of

Eaton Corporation.
© 2011 Eaton Corporation. All rights reserved. 3

3
Why the Eaton Business System?

4
Eaton’s Vision
Our vision is to be the most admired company in our markets.

Vision is measured by:
Customers say: "We want to do more business with Eaton."

Shareholders say: "Eaton is one of my best investments."
Employees say: "I am proud to be part of the Eaton team."
Suppliers say: "Eaton is one of my most valued customers."

5
Being a Premier Diversified Industrial
A diversified company has multiple businesses that help maintain shareholder

value through economic cycles in any one industry sector. We define premier
diversified industrial companies as those performing in the top half of all
diversified industrial companies
Benefits
• Easier to attract and retain investors’ capital. Shareholder
• Able to grow company and increase market Customer & Shareholder

share.
• Offer newer technologies and provide better Customer
service to our customers, adding greater
value than our competitors.
Employee
• Offer greater development opportunities to
our employees.
6
Premier Diversified Industrial:
Eaton’s Business Mix Sustains Us Through Economic Cycles
2012 Global Sales by Cycle
No Cycle
11% $2.4 B in Revenues
Electrical Service, Defense, Filtration,
Aerospace Aftermarket
30%
$6.5 B in Revenues
Late
Utilities, Nonresidential Construction,
Large Data Centers

Hydraulics, Industrial Controls,
Mid Medium Duty Truck,
Mid-sized Data Centers

Early
Residential Construction
1- Phase Power Quality,
Heavy Duty Truck, Automotive
2012

7
8
EBS Foundation: Shared Values
OUR VALUES OUR PHILOSOPHY
Customer Excellence
Orientation Accountability
People Health and
Safety
Trust
Inclusion
Respect
Communication
Dignity Compensation
Integrity Learning
Innovation
Engagement
Environment and
Communities

9
Comparing Holding Company and
Holding Company Integrated Operating Company
Business Company Business Business A Business C

A D
Business B Business D
Business Business
B C
• Each business has wholly self-contained • Operates as a single enterprise

brands/businesses • Deploys an enterprise-wide business
• Businesses are linked only by a strategy for competitive advantage
common funding source and financial • Develops overall philosophy, principles and
requirements goals centrally and tailors them for local
• Businesses use different systems and needs to optimize the entire enterprise
decentralized support processes • Success is measured through the sum
of the global returns
• Uses common systems and support
processes
10
Discussion:
What benefits does Eaton realize by being an

Integrated Operating Company?

11
Eaton Business System: How we work as
an Integrated Operating Company
Benefits
Capture the benefits of Eaton’s breadth

and scale.
Lower variability. Standard tools &

processes provide proven solutions that can
deploy rapidly.
Enables focus on value-added innovation
Optimizes organizational learning through

common teachable point of view
Improves control environment and overall

transparency
Easily move and develop talent across

the business. Enriching their experience and
capabilities. Better career opportunities.

12
EBS is How we Work
Culture
Processes and Tools
EBS is a powerful integration of proven foundation elements, tools

and processes that give Eaton a significant advantage
when they are deployed across the organization.

13
EBS Benefits Eaton Leaders
How Does It Benefit Eaton Leaders?
By providing you with proven practices – EBS

frees up your time to focus on world-class
execution, innovative solutions, and growing
your business.

14
EBS: We all work from a common
foundation

15
EBS: We have a standardized approach to
strategic, profit, and human resource planning

16
EBS: We execute plans in alignment with our
business, operational, and functional goals

17
EBS: We assess our implementation to
find opportunities for improvement

18
EBS: We apply learning to share knowledge
across the enterprise and make improvements

19
EBS: The embodiment of our integrated
operating company – One Eaton

20
Does EBS Work?
Show me the
money…

21
Our stock has delivered superior returns for our
shareholders over the last decade…
2000 –Sep, 2013
Return CAGR*
Index
Cumulative Shareholder Returns
600 14.9%
500
11.8%
400
300
200 3.9%
100
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Sept.
30,
2013
Eaton S&P 500 Peer Group**
Note – ** Peer Group represents an equal weighted index of DHR, DOV, EMR, ITW, UTX, ABB, HON, IR, PH, SIE, LR, ROK, SU
*CAGR = Calculated using the End Point Methodology
Source Data: Capital IQ
22
Summary
• A Premier Diversified Industrial performs in the top half among

other diversified industrial companies, attracting more investment
from shareholders.
• The common link between our businesses is a focus on Power
Management.
• As a Values Based Company, we take pride in our commitment to
balance our drive for “Performance Excellence” with our
commitment to “Doing Business Right.”
• We strengthen our overall enterprise and our individual
businesses through our Integrated Operating Company
philosophy.
• EBS is a powerful integration of proven foundation elements,
tools and processes that give Eaton a significant advantage when
they are deployed across the organization.

23
EBS in Practice

24
EBS in Practice
The Eaton Business System is the embodiment
of our Integrated Operating Company philosophy.
EBS is our means to capture and harness the
benefits of Eaton’s scale and breadth – uniting
the power of many into the Power of One Eaton.
“Learn it, use it, live it, breathe it, advocate it. EBS is not only our internal
driver for success – it powers the Eaton culture, empowering all of us to
learn, grow, and make a difference.”
--- Sandy Cutler, Chairman & CEO

25
EBS Consists of Required and Variable
Elements
Some EBS elements
are used as needed in
Some EBS elements are daily work
fixed and used consistently
for all
Examples: Establishing a continuous

improvement base – use ELSS Standardized
Work; Creating a website – use OneWeb
standards; Designing marketing communications
– use Brand standards
Examples: All Foundation, Planning

and Assessment elements such as:
Mission, Global Ethics, Strategic Some elements are pulled
Planning, Profit Planning, APEX, based on
EBEA, Enterprise Performance
Management business/plant/function
needs defined by strategy
Examples: Develop new products – use
PROLaunch; pricing strategy – use Value
Cycle; reduce variation – use ELSS tools

26
EBS Website Provides Access to
Tools, Processes & Practices

27
EBS Information Resources
• JOE > EBS intranet page and EBS Website

• EBS Website > Learning section > Orientation pages
provide resources for new employees including EBS
Elevator Speech video and System Graphic Overview
in multiple languages
• Eaton Communities of Practice
• Expert Locator
• Eaton World - Eaton’s Global Employee Magazine
• Eaton Brand Center
• Eaton University

28
Eaton Business Excellence Assessment
Measures how effectively Eaton’s individual assets

around the world are integrated and aligned with the
Eaton Business System.

EBS – Deployment
EBEA – Assessment
EBS is how we work.
EBEA is how we assess our

deployment of EBS.

30
• EBEA is a holistic assessment of Eaton Business
System deployment:
• Processes
• Leadership
• Strategic Planning
• Customer and Market Focus
• Measurement, Analysis,
& Knowledge Management
• Workforce Focus
• Process Management
• Results
• EBEA measures the level of maturity an organization is

in deploying EBS.
31
How Our Application of the Eaton
Business System is Assessed
Eaton Business Excellence Assessment (EBEA)
process is a holistic assessment of Eaton’s
business performance that:
• Provides objective feedback on performance, including
opportunities for improvement.
• Captures and shares transferable and best practices
across the company.
• Ensures that the components of EBS are aligned with
current best practices and new technologies.
• Measures how effectively Eaton’s individual assets
around the world have integrated and aligned with EBS.

32
EBS and EBEA Linkage
Learning
EBEA Foundation
Assessment & Reviews
Measurement, Strategic
Analysis, and Planning
Planning
Knowledge
Learning Management
Foundation
Assessment & Reviews Workforce Leadership Customer and

Focus Market Focus
Growth
Process
Management
Operational Excellence
Functional Excellence
Results Assessment & Reviews

33
What Is EBE?
• Enhanced Baldrige Criteria for Performance
Excellence
• Addition of prescriptive EBS components and
Eaton-specific Excellence Indicators where
appropriate
• EBS does not contain prescriptive processes
for all Areas to Address
• Specific sets of Guidelines – Business, Plant,
Functions

34
EBEA Assessment Processes
• EBE Application process
• Complex multiple-site Businesses and Functional entities
• Comprehensive, 50-page application document
• Site visit is to verify the strengths and to clarify any omissions
or weaknesses from the application.
• EBE Certification process
• Plants, Operational Facilities and Corporate Functions
• Five-page ”Certification Overview” document
• Site visit is to determine if effective and appropriate processes
are in place that address the basic purpose of the various
Items in the EBE Criteria.
• The Post Acquisition Diagnostic
• Newly-acquired organizations
• Site visit to assess current business processes

35
Eaton Business Excellence Recognition
• EBE Award (Winners and Finalists)
Businesses and large multi-site functions that participate in the
application process and show leadership in the areas of
customer, financial and workforce processes and results
• EBE Premier Designation
Top scoring plants and small single-site functions that
participate in the certification process for the calendar year
• EBE Best New Unit (Started in 2008)
Top-scoring organizations that have been acquired or created
through internal start-up, and have completed their first EBE
assessment.

36
The Eaton Business Excellence
Assessment Perspective

EBE Criteria
Category Points
1 – Leadership 120
2 – Strategic Planning 85
3 – Customer & Market Focus 85
4 – Measurement, Analysis, and Knowledge
Management 90
5 – Workforce Focus 85
6 – Process Management 85
7 – Business Results 450
Total 1,000

38
EBE Assessment Framework
• 7 Categories
• Main groups and related Items
• 1.0, 2.0, … 7.0
• 18 Items
• Basic units of the criteria
• They are scored
• 1.1, 1.2, 2.1, … 6.2, … 7.4
• 38 Areas to Address
• Subgroups of an Item
• Requires details
• 1.1.a, 1.1.b, 1.2.a, … 5.2.b, … 7.4.a

39
Organizational Profile
• Overview of the organization
• Key influences on how the organization operates
• Operating and Competitive
Environments
• The key challenges it faces
• Used by examiner to under-
stand the organization and
what it considers important

40
Organizational Profile –
Organizational Description
• Central Purpose
• Central purpose refers to the fundamental reason that an organization
exists and identifies what the local organization must do to support the
mission of the parent organization.
• Main Products and Services

• Key Workforce Groups and Segments (bargaining units, use of
contractors, special health and safety requirements, critical
skills or education requirements)
• Key technologies, equipment, facilities
• Regulatory environment, applicable health and safety
regulations, licensing requirements or product regulation
• Regional, national and cultural variation within the organization

41
Organizational Relationships
• Organizational structure and reporting relationships

• Key customer groups and market segments including
internal (Eaton) customers
• Key customer requirements and expectations
• Most important types of suppliers and partners
including internal (Eaton) suppliers

42
Competitive Environment
• Competitive position. Relative size and growth in

industry or markets served. Numbers and types of
competitors
• Principal factors that determine success relative to
competitors. Key changes taking place that affect
position
• Key sources of comparative and competitive information
within and Eaton Corporation. Sources of comparative
data outside your industry?

43
Organizational Profile
Strategic Context
• Key business, operational, and human resource
strategic challenges and advantages
• Key Strategic Issues (KSI) and Key Strategic
Objectives (KSO) related to EBS Pull
• Contribution to achieving Eaton’s corporate goals
Performance Improvement System
• Key Elements of your Performance Improvement
System

44
1.0 Leadership
The Leadership Category examines how your

organization’s senior leaders personal actions
guide and sustain your organization. Also
examined are your organization’s governance and
how your organization fulfills its ethical, legal and
societal responsibilities, and supports its key
communities.

45
Category 1 – Leadership
1.1 (70 pts.) 1.2 (50 pts.)

Governance
Senior and Public
Leadership Responsibility
How do your How do you

Senior Leaders govern and fulfill
Lead? your public
in ts
Po responsibilities?
120

46
Category 2 – Strategic Planning
The Strategic Planning Category examines how

your organization develops Strategic Objectives
and Action Plans. Also examined are how your
chosen Strategic Objectives and Action Plans are
deployed and changed if circumstances require,
and how progress is measured.

47
Category 2 – Strategic Planning
2.1 (40 pts.) 2.2 (45 pts.)
Strategy Strategy
Development Deployment
How do you How do you

develop your deploy your
strategy? strategy?
in ts
Po
85

48
Category 3 –
Customer and Market Focus
The CUSTOMER and Market Focus Category
examines HOW your organization listens to the
Voice of Customers, and uses this information to
improve and identify opportunities for innovation.
How your organization determines requirements,
needs, expectations, and preferences of
CUSTOMERS and markets. How Internal
Customers (as identified in the Org Profile)
processes are addressed. Also examined is HOW
your organization engages its customers for long-
term marketplace success.
49
Category 3 –
Customer and Market Focus
3.1 (40 pts.) 3.2 (45 pts.)
Customer Customer
and Market Relationships
Knowledge and
Satisfaction
How do you How do you engage

obtain and use customers to
customer and service their needs
market and build
knowledge?
in ts relationships?
Po
85
50
Category 3 – Business and Plant Criteria
• 3 Customer and Market Focus • 3 Customer Focus
(including internal customers as (including internal
appropriate) Customers as appropriate)
• 3.1 Customer and Market Knowledge: • 3.1 Customer Knowledge:
how do you obtain and use customer
how do you obtain and use
and market knowledge? customer knowledge?
• Describe how your organization listens to
• Describe how your plant
your customers and how you determine
requirements, needs, expectations, and listens to your customers and
preferences. Describe also how customer how you obtain knowledge of
information is used to improve your their requirements, needs,
marketplace success. Describe how your expectations, and
organization determines product offerings preferences. Describe your
and mechanisms to support customers’ plant’s mechanisms to
use of your products support customers, as
appropriate

51
4.0 Measurement, Analysis and
Knowledge Management
The Measurement, Analysis, and Knowledge
Management Category examines how your
organization selects, gathers, analyzes, manages,
and improves its data, information, and knowledge
assets and how it manages its information
technology. The category also examines how your
organization reviews and uses reviews to improve
its performance.

52
4.0 Measurement, Analysis, and
Knowledge Management
4.1 (45 pts.) 4.2 (45 pts.)
Measurement, Analysis, Management of Information,
and Improvement Knowledge, and
Of Organizational Information
Performance Technology
How do you measure, How do you manage your

analyze, and then information, organizational
improve organizational knowledge, and
performance? information technology?
in ts
Po
90

53
Category 5 –
Workforce Focus
The Workforce Focus Category examines your
ability to assess workforce capability and capacity
needs and to build a workforce environment
conducive to high performance. The category also
examines how your organization engages,
manages, and develops your workforce to utilize
its full potential in alignment with your
organization’s central purpose, strategy, and
action plans.

54
5.0 Workforce Focus
5.1 (45 pts.) 5.2 (40 pts.)
Workforce Workforce
Engagement Environment
How do you engage your How do you build an

workforce to achieve effective and supportive
organizational and workforce environment?
personal success?
in ts
Po
85

55
Category 6 –
Process Management
The Process Management Category examines

how your organization designs, manages, and
improves its key processes to deliver customer
value and achieve organizational success and
sustainability. Organizations should describe the
key processes that they execute and are key to
the successful achievement of their central
purpose.

56
Category 6 –
Process Management
6.1 (35 pts.) 6.2 (50 pts.)

Work Process
Work Processes
Management and
Design
Improvement
How do you design How do you
your work manage and
processes? improve your key
organizational work
in ts processes?
Po
85

57
The EBE Assessment Processes
• The EBEA Integrated Business and Plant

Assessment Process
• The EBEA Application Process

• Businesses and large, multi-site functions
• The EBEA Certification Process

• Plants and small, single-site functions
• Mid-level assessments as appropriate

58
EBE Integrated Business
& Plant Assessments

Integrated Assessment Process
Consensus Report Examiner
Business Examiners Business Site Visit Issues Team Demonstrating
Submits Evaluate
Conducts Y/N?
Application Application
HQ Site Visit
Business Site
Plant EBE Visit Findings
Assessment
Site Visit
Demonstrating
Y/N?
Business Site
Assessment
Site Visit
Demonstrating
Y/N?
Business Site
Assessment
Site Visit
Demonstrating
 Y/N?
Assessment Time Line

Wk 0 Wk 2 Wk 4 Wk 6 Wk 8 Wk 10 Wk 12

60
Eaton Business Excellence
Assessment
EBEA
Application
Process

61
EBEA Application Process –
Applicability
• Large, Multi-Site Functions

• Businesses / Divisions
Can be multiple sites and length varies by scope
See 2013/2014 EBE Assessment Guidelines for

Businesses – Application Process Instructions

62
EBEA Application Process
• Receive the 50 page application report and the

organizational profile
• Examiners complete an initial independent review
• Application Consensus Event (ACE Week)
• Complete the team review at ACE Week
• Conduct an on-site visit to the applicant to verify and clarify
the application
• Prepare final feedback
• Score

63
Application Process Site Visit
Purpose
• Clarify and Verify Application Document

Content
• Specific focus varies by site
• Develop a Final Feedback Report
• Determine Score and Assessment Outcome

64
Application Process Site Visit
Deliverables
• Feedback Report
• Outcome and Feedback “highlights” delivered
at the conclusion of the site visit
• Feedback Report delivered within four weeks
• Overall Maturity Band and Maturity Band by
Item
• Executive Summary
• Senior Examiner Meeting Presentation

65
EBEA Maturity Bands
• Foundation: Up to 450 points

• Demonstrating: 451 to 600 points
• Performing: 601 to 700 points
• Excelling: 701 + points

66
Requirements to Achieve “Demonstrating” Status
• In order to achieve “Demonstrating” status, an Eaton

Business must earn 451 overall points or more and
40% minimum in each Category.
• In addition, its units must achieve “Demonstrating” by
meeting their individual requirements, which may vary.
• Businesses must be re-assessed every three years.

• If a business does not achieve “Demonstrating” status, it may
be re-assessed in less than three years.

67
EBEA
Certification
Process
!
EC
EB68
68
EBE Assessment Process –
Requirements
• In order to achieve “Demonstrating” status, Eaton plants and
corporate functions must earn 451 overall points or more and 40%
minimum in each Category.
• Plants have additional requirements related to specified sub-
assessments.
• Functions in the businesses may be assessed at their request with
the approval of Sector Senior Management.
See the appropriate 2013/2014 EBE Assessment Guidelines

document for Process Instructions

69
EBE Certification Process
• Single site
• No application required
• Five-page Organizational Profile provided by the
facility
• Team of seven examiners will conduct three-day
site visit
• Prior review of Plant and Parent Organization Profiles

70
Certification Process Site Visit
Purpose
• Information Mining
• Understand the organization’s approaches to the
criteria requirements, how well they are deployed,
and its key business results.
• Cover all “basic purpose” criteria content

• Develop a Feedback Report
• Determine Score and Certification Outcome

71
Deployment Checks
• Talk to a broad range of employees to confirm
appropriate use of identified processes
• Organize the effort to avoid having multiple
examiners address the same employee
• Don’t forget
• 2nd and 3rd shift
• Office employees
• Internal customers
• Work in pairs
72
Review of Evidence
• There is no requirement for organizations to prepare reams

of hard copy evidence
• If you request a document, look at it
• If you are given copies of evidence such as a training plan,
ask to see additional, randomly selected plans
• Don’t rely solely on the champion to give documentation or
evidence
• Be prepared to review “working” evidence
• Check visual boards for evidence
• Take no documents away from the Site Visit

73
Certification Process Site Visit
Deliverables
• Feedback Report
• Hard Copy delivered at conclusion of Site Visit
• Overall Maturity Band and Maturity Band by

Item
• Closing Meeting presentation

74
Delivering Results
• A ONE HOUR closing meeting used to deliver the maturity bands
and Feedback Report
• Attended by the Leadership Team (or whomever the plant
manager chooses) and the entire examiner team
• The Senior Examiner thanks everyone and delivers the result
• The Feedback Report and maturity bands (by Item) are delivered
to the Plant Manager
• Each team member briefly reports one or two Key Strengths and
Opportunities for Improvement for the Category led.
• Discussion
• Interactive conversation about the Examiner Team’s Feedback to
further understanding and accelerate improvement
• Not a debate
• Maturity bands do not change

75
EBEA Maturity Bands
• Foundation: Up to 450 points

• Demonstrating: 451 to 600 points
• Performing: 601 to 700 points
• Excelling: 701 + points

76
EBS Elements - 2013/14
Sub Assessments
EBS Element Assessment Tool Applicable To EBE Certification Requirement

OpA Self-Assessment All Plants Annual Self-Assessment - no minimum
Validated Assessment Determined by Divisions 2013 - No requirement
2014 - Demonstrating Level
PROLaunch Self-Assessment Plants/Design Centers No minimum score
MESH MESH Self-Assessment Plants and Identified Facilities No minimum score or demonstrating on OpA
Coporate MESH Assessment Plants and Identified Facilities 2013 - minimum 600 points (2nd Corp MESH) or
demonstrating on OpA ; 2014 - Demonstrating on OpA
EQS Self-Assessment Plants Annual summary report with no minimum; self-

assessment with no minimum; 2014 - Demonstrating on
OpA
HR Operating Review Self-Assessment (Validated by DHRM) Plants No minimum Score
ELSS Validated Self-Assessment or All Plants Minimum of demonstrating on 3 tools: Value Stream
Demonstrating Level in OpA Mapping, 5S, Standardized Work or Demonstrating in OpA

77
EBS Elements - Sub - Assessments
• Accept sub-assessment findings as presented
• Evaluate initiatives as appropriate in category / item

interviews
• Evaluate in the context of “Key Business Factors”
• Use the concept of “as appropriate” in the traditional
EBE sense
• Include assessment findings within process and
results feedback comments, as appropriate

78
Contact After EBEC Site Visit
• For guidance on corrective action direction on

addressing OFIs:
• EBEA Examiners from within the Group or Operation
• For clarification of Feedback Report content:
• Direct to Senior Examiner of site visit team
• Any other questions should be directed to the EBE
Program Office

79
EBE Assessment Process
EBE Feedback Remediation Process

• Every Eaton organization is required to use their
feedback report as an input to their improvement
process.
• A copy of each feedback report is sent to the next level up
manager and appropriate senior leaders
• “OFIs” prioritized locally and action plans prepared to address

high impact improvement opportunities.

80
Evaluating Category 7 Items
Business Results

Category 7 – 450 Points
Business Results
7.1 (60 pts.) 7.2 (60 pts.) 7.3 (150 pts.)
Product & Service
Market Financial
Customer-
Focused Outcomes Outcomes Outcomes
7.4 (60 pts.) 7.5 (60 pts.) 7.6 (60 pts.)

Workforce – Process
Leadership
Focused Effectiveness
Outcomes
Outcomes Outcomes
Business Assessment Criteria

82
Result Items – Criteria and Points
Distribution
Criteria 7.1 7.2 7.3 7.4 7.5 7.6
Business Product & Market Financial Workforce- Process Leadership
Service; Outcomes Outcomes Focused Effectiveness Outcomes
Customer Outcomes Outcomes
Focused
Outcomes
Points 60 60 150 60 60 60
Plant Product & Organizational Financial Workforce- Process Leadership
Service; Effectiveness and Market Focused Effectiveness Outcomes
Customer Outcomes Outcomes Outcomes Outcomes
Focused
Outcomes
Points 60 60 150 60 60 60
Function Product & Leadership Financial Workforce- Process Governance and
Service; Outcomes Outcomes Focused Effectiveness Social
Customer Outcomes Outcomes Responsibility
Focused Outcomes
Outcomes
Points 80 80 80 80 80 50

83
EPM Prescribed Measures
Eaton
Plant Plant Criteria Operating
EPM Prescribed Measurs Business (Profit Center) (Cost Center) Function Category Reviews
Customer Survey (#) 7.1 7.1 7.1 7.1 1, 3
On time Delivery (%) 7.1, 7.2 7.1, 7.2 7.1 1, 3
Customer External DPPM (#) 7.1 7.1 1, 3
Market Out Growth % 7.2 1, 2, 3 1, 2, 5
Capital Expenditures to YTD ($) 7.3 7.3 7.3 7.3 3 5, 6
CFROGC (%) 7.3 7.2, 7.3 1, 2 5
DPO (#) 7.3, 7.5 7.2, 7.3 7.2, 7.3 2 5
DSO (#) 7.3, 7.5 7.2, 7.3 7.2, 7.3 2 5
Manufacturing Profit % Sales 7.3 7.3 7.3 2, 3, 6 5
Performance to Budget ($) 7.3 7.3 1, 2 5
ROS (%) 7.3 7.3 1, 2 5
Support Exptense % 7.3 7.3 7.3 2, 6 5
Days Away Case Rate (DACR) (#) 7.4, 7.5 7.2, 7.4 7.2, 7.4 7.4 1, 5
Employee Engagement (%) 7.4 7.4 7.4 7.4 1, 5
Employee Turnover (%) 7.4 7.4 7.4 7.4 1, 5
Total Recordable Case Rate (TRCR) (#) 7.4 7.2, 7.4 7.2, 7.4 7.4 1, 5
CONC 7.5 7.2 7.2 1, 5
Cost Out ($) 7.5 7.2 7.2 7.5 6
DOH 7.5 7.2, 7.5 7.2, 7.5 1, 6 5
Productivity (%) 7.5 7.2 7.2 6 4, 5
Reduction in Suppliers 7.5 7.2 7.2 6 3
Supplier Quality - External DPPM (#) 7.5 7.2 7.2 6

84
Results – Goals and Targets
• Goals & Targets are useful, but generally, they

do not represent “comparisons” required by
the Maturity Guidelines
• Goals and targets are

appropriate EBEA
comparisons for approved
Profit Plan financial
measures only.

85
Category 7 – Business Results
The Business RESULTS Category examines your
organization’s performance and improvement in
key business areas — product and service
outcomes, customer-focused outcomes, market
outcomes, financial outcomes, workforce-focused
outcomes, process effectiveness outcomes, and
leadership outcomes. Levels are examined
relative to those of competitors and other
organizations providing similar products and
services and using similar PROCESSES.

86
Transferable Practices
• Ensure we capture and share
proven knowledge, tools and
processes across the organization
• Help us learn from each other and

realize “The Power of One” Eaton
Definition – proven
effective process, • Addresses the “How”
practice or tool that
can be transferred
to improve other
organizations

87
Transferable Practices Process
Team identifies V Program Office S Processes are
transferable A vets with
processes during Subject Matter
H Published in:
LI A
IDENTIFY
site visit and Experts

sends to D R
Program Office A E
T
E
IMPLEMENT
Improve processes across
the Enterprise

88
Transferable Practices on JOE

89
EBE Community of Interest
http://collaborate.etn.com:8081/communities/home/SiteDirectory/ebe/default.aspx

90
Transferable Practices in EBE SharePoint

91
Eaton Excellence Indicators

Customized Assessments - Businesses
• “Eaton Excellence Indicators” identify

attributes that enable high performance at
both “Performing” and “Excelling” level.
• These indicators will serve both as a roadmap to
achieve “Excelling” and as a tool to focus
examiners’ use of the criteria in consideration of
organizational maturity.

93
1. Focus on EHS & 7. Forecasting

Sustainability 8. Manufacturing
2. Planning Excellence
3. Talent Management 9. Supply Chain
4. Use of Comparative Optimization
Data & Information 10. Organizational
5. Growth Performance Reviews
6. New Product 11. Promoting a Learning
Development Culture

94
Eaton Excellent Indicator Example
The Indicator, a short “Performing” “Excelling”
definition, and EBS Mapping Descriptors Descriptors
Planning 2.1  Strategic Plans consider Power  Strategic Plans consider and
2.2 of One opportunities. leverage Power of One
Organization has a 5.1 opportunities, and align product
defined process to 5.2
strategies across Operations
develop strategies 7.6
and Functions as appropriate.
and uses EBS Pull
to cascade key
projects and align  EBS surveys, assessment and
resources needed  EBS surveys, assessment and subassessment results are
to achieve Eaton subassessment results are addressed as an input into
2015 goals. addressed as an input into planning.
planning.
EBS: Planning
 etc.
 etc.
Criteria Mapping

95
Criteria References

96
Eaton Excellence Indicators - Use
• Concentrate focus on those areas that have the most

impact on driving performance excellence.
• Add specificity to existing scoring/evaluation factors to
provide a description of what good (Performing &
Excelling) is at Eaton.
• Not inclusive “go / no-go” requirements for Performing or
Excelling Status
• Provide businesses a more specific roadmap for
improvement to achieve “Excelling” status.

97
Are . . . Are Not . . .

• Related to existing EBE criteria • Additional Criteria or an
• a resource to guide construction Additional Evaluation Factor
of relevant feedback comments • Appropriate for every business
given the organization’s maturity being assessed
• Integrated into the existing 6-10 • Additional comments or more
most important comments to important than any other
feed back to the organization Strength or OFI comment
• Helpful in illustrating why a score • Hurdles to achieving a score or
is where its at score suppressing

98
Program Office Contacts
• Roger Triplett • Dee Springer
Vice President Director EBEA Programs
Eaton Business Excellence Phone: (425) 482-5010
Phone: (248) 226-6974 Cell: (248) 808-5002
Cell: (248) 797-2974
• Carol Lynch
• Robert Teverino EBE Program Coordinator
Manager, EBEA Programs
Phone: (248) 226-6907
Cell: 828-242-6319

99
100

EBEA Training PDF

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

EBEA Training PDF

Caricato da

Copyright:

Formati disponibili

Eaton Business Excellence

© 2011 Eaton Corporation. All rights reserved.

© 2011 Eaton Corporation. All rights reserved.

• The Eaton Business System is the

• EBS materials may not be shared outside of

© 2011 Eaton Corporation. All rights reserved. 3

© 2011 Eaton Corporation. All rights reserved. 4

Our vision is to be the most admired company in our markets.

Customers say: "We want to do more business with Eaton."

© 2011 Eaton Corporation. All rights reserved. 5

A diversified company has multiple businesses that help maintain shareholder

• Able to grow company and increase market Customer & Shareholder

2012 Global Sales by Cycle

29% $6.4 B in Revenues

30% $6.5 B in Revenues

© 2011 Eaton Corporation. All rights reserved. 7

OUR VALUES OUR PHILOSOPHY

© 2011 Eaton Corporation. All rights reserved. 9

Business Company Business Business A Business C

• Each business has wholly self-contained • Operates as a single enterprise

What benefits does Eaton realize by being an

© 2011 Eaton Corporation. All rights reserved. 11

Capture the benefits of Eaton’s breadth

Lower variability. Standard tools &

Enables focus on value-added innovation

Optimizes organizational learning through

Improves control environment and overall

Easily move and develop talent across

© 2011 Eaton Corporation. All rights reserved. 12

Processes and Tools

EBS is a powerful integration of proven foundation elements, tools

© 2011 Eaton Corporation. All rights reserved. 13

How Does It Benefit Eaton Leaders?

By providing you with proven practices – EBS

© 2011 Eaton Corporation. All rights reserved. 14

© 2011 Eaton Corporation. All rights reserved. 15

© 2011 Eaton Corporation. All rights reserved. 16

© 2011 Eaton Corporation. All rights reserved. 17

© 2011 Eaton Corporation. All rights reserved. 18

© 2011 Eaton Corporation. All rights reserved. 19

© 2011 Eaton Corporation. All rights reserved. 20

© 2011 Eaton Corporation. All rights reserved. 21

Eaton S&P 500 Peer Group**

• A Premier Diversified Industrial performs in the top half among

© 2011 Eaton Corporation. All rights reserved. 23

© 2011 Eaton Corporation. All rights reserved. 24

© 2011 Eaton Corporation. All rights reserved. 25

Examples: Establishing a continuous

Examples: All Foundation, Planning

© 2011 Eaton Corporation. All rights reserved. 26

© 2011 Eaton Corporation. All rights reserved. 27

• JOE > EBS intranet page and EBS Website

© 2011 Eaton Corporation. All rights reserved. 28

Measures how effectively Eaton’s individual assets

© 2011 Eaton Corporation. All rights reserved. 29

EBS is how we work.

EBEA is how we assess our

© 2011 Eaton Corporation. All rights reserved. 30

• EBEA measures the level of maturity an organization is

© 2011 Eaton Corporation. All rights reserved. 32

Assessment & Reviews

Assessment & Reviews Workforce Leadership Customer and

© 2011 Eaton Corporation. All rights reserved. 33