Project Selection

Six Sigma Foundations Continuous Improvement TrainingHoshin Planning (HP) and Quality Management System (QMS) Goals( - example only - )Continuous Improvement - Planning and QMS1Notes.Key Learning PointCI is the Way that We Manage Our BusinessAlign projects to company objectives!Continuous Improvement - Planning and QMS2Notes.Strategy Statement (example)Vision Be a $10 billion world class provider of industrial products and services by 20xxStrategyMaximize stakeholder value by delivering world class financial, operational, and product performanceEmbrace Customer FirstGrow organically at 2X marketBe the low cost producerBe the industry consolidatorAchieve top tier financial performanceLive the performance cultureContinuous Improvement - Planning and QMS3ACME is currently at a $3 Billion company as of 20XX. Through Acquisitions and Organic Growth. We achieve Organic growth through Quality, Price, and On-time Delivery

Notes.What is Hoshin Planning?A comprehensive Business Management System designed to achieve World Class PerformanceThe system, beginning with Customer First, continuously improves Quality, Delivery, and Cost to generate our Profitable Sales GrowthIt provides the necessary tools to achieve specific business objectives with the involvement of allContinuous Improvement - Planning and QMS4Notes.Building Stronger OrganizationsBEFOREAFTERAdministratorsAdministratorsFire-FightersFire-FightersImprovers & GrowersImprovers & GrowersContinuous Improvement - Planning and QMS5Notes.Top Level Goal Deployment

Continuous Improvement - Planning and QMS6Notes.Top Level Goal Deployment

- example only -Continuous Improvement - Planning and QMS7Notes.Goal Deployment

- example only -Continuous Improvement - Planning and QMS8Notes.Program Accountability Chart

Annual Objectives LinkageDivision to B.U.

Division Goal Deployment Annual Objectives LinkageB.U. to Plant

Note: HP Training Module available under COACHING tab at www.freeleansite.com

- example only -Continuous Improvement - Planning and QMS9Notes.Establish Organizational Vision & Strategy IMPLEMENTATION REVIEWPLANNINGStrategic Planning / Develop 5-Year Breakthrough ObjectivesDevelop Annual ObjectivesImplement Annual ObjectivesDeploy Annual ObjectivesMonthly ReviewAnnual ReviewCI in Support of HPCIContinuous Improvement - Planning and QMS10Notes.Do we need to Change ?Are you meeting ALL the companies goals?Are you meeting ALL your departmental goals?Are you meeting ALL your commitments?Are you meeting ALL your customers needs?Are ALL your Customers satisfied?Are ALL your Customers loyal?Is your workload High?Are you working long hours?

QuestionsContinuous Improvement - Planning and QMS11Notes.Whats in it for me?It is not the big that eat the small,It is the fast that eat the slow!

Help you achieve your objectives faster!

Continuous Improvement - Planning and QMS12Notes.Whats in it for me?Your Customers will keep coming back not your products!Helps understand and anticipate customer needs so well that they become partners!Continuous Improvement - Planning and QMS13Notes.Whats in it for me?Mucho trabajo y poco dinero o poco trabajo y mucho dinero?Which of the following has your preference?

Work hard for poor resultsWork hard for great resultsWork smart for poor resultsWork smart for great resultsContinuous Improvement - Planning and QMS14Notes.Whats in it for me?The only constant is change!Help you manage and accelerate needed CHANGE to achieve your business/plant/ department goals smartly!Continuous Improvement - Planning and QMS15Notes.Six Sigma Foundations Continuous Improvement TrainingHoshin Planning and Quality Management System (QMS) Goals( - example only - )Continuous Improvement - Planning and QMS16Notes.00000

Top Level MatrixTop Level Policy Deployment - 2002Embrace "Customer First"ResourcesOrganic growth (2X market rate)Leading industry consolidatorLow cost producerlPrimary ResponsibilityTop-tier financial performancemSecondary ResponsibilityLive the COMPANY Performance Culture

200X Contribution to Objectives (How)(3)Long-Term Strategies(1)2002-2006 Breakthrough Objectives(What)(2)200X Targets(How Much)(4)MeasurementSystem Analysis

00000

Top Level MatrixTop LevellllllImprove leverage ratios beyond bank requirementslllllllmllIdentify/implement inventory and A/R reduction processesllllllllllLaunch Flowserve Management SystemlllllllllllllllImprove organization - people, processes, systemslllllllllllllllSGA cost initiatives / efficiency improvementsllllllllllllImplement / sustain Supply Chain ManagementllllllmmlllImplement / sustain CIP cultureLean, 6 sigmallllllllllllllllPursue value enhancing acquisitionslllllmmlmllExpand end marketslllllmmmllExpand product offeringlllllmlCreate and deploy "Customer First" processeslllllmmmmmInvestment Grade credit ratingPrimary working capital equal to XX% of salesImplement / sustain Flowserve Management SystemXX% Operating Profit CAGR / XX% OP % salesAcquisition growth of $XXXOrganic growth of $XXXGrow organic sales by $XXX$XXX strategic growth programs identifiedComplete strategic acquisitions of $XXXAchieve $XXX Operating Profit / XX% OP MarginAchieve $XXX IDP synergiesPlant level implementation of FMSImprove inventory turns by XXImprove DSO's XX%Improve Total Debt / EBITDA to XX XFSDFCDFPDPlanningAccounting / Treasury / TaxHRLegalITCommunicationsSupply chain / CIPllEmbrace "Customer First"ResourcesllOrganic growth (2X market rate)llLeading industry consolidatorlllLow cost producerlPrimary ResponsibilityllllTop-tier financial performancemSecondary ResponsibilityllllllLive the Flowserve Performance Culture

200X Contributions to Objectives(3)Long-Term Strategies(1)2002-2006 Breakthrough Objectives (2)200XTargets(4)

MBD000F820F.ppt*

Balance Scorecard

Used as a strategic management systemClarify and articulate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learning

*

Balance Scorecard

Top down process driven by the mission and strategy Translates strategy into objectives and measuresBalancesExternal measures for shareholders and customers with internal measures of critical business processes, innovation, learning and growthOutcome measures and measures that drive future performanceObjective/quantifiable measures and subjective / judgmental measures

00000

Top Level MatrixTop LevellllllImprove leverage ratios beyond bank requirementslllllllmmmmllImplement inventory and A/R reduction processeslllllmllLaunch Flowserve Business System to location levellllmmmlmmmlllImprove organization - people, processes, systemslllmmmllllSGA cost initiatives / efficiency improvementslmmmlllllllImplement / sustain Supply Chain ManagementlllmmmlllImplement / sustain CIP cultureLean, 6 sigmallllmmmlllPursue value enhancing acquisitionslmmmlmlllExpand end marketslllllllExpand product offeringllllllCreate and deploy "Customer First" processeslllllmInvestment Grade credit ratingImprove inventory turns 1 per yearImprove DSO's 20% over 5 yearsImplement and sustain Flowserve Business System15% Operating Profit CAGR / 15% OP % salesAcquisition growth of $1.7 BOrganic growth of $800 MGrow organic sales by $100 M$300 M strategic growth programs identifiedComplete strategic acquisitions of $500 MAchieve $X M Operating Profit / X% OP Margin / $X EPSAchieve $105 M IDP synergiesPlant level implementation of FBSImprove inventory turns 1 dayImprove DSO's 10%Improve leverage ratio to xFSDFCDFPDPlanningAccounting / Treasury / TaxHRLegalITCommunicationsSupply chain / CIPllEmbrace "Customer First"ResourcesllOrganic growth (2X market rate)llLeading industry consolidatorlllLow cost producerlPrimary ResponsibilitylllllTop-Tier financial performancemSecondary ResponsibilitylllllllLive the Flowserve Performance Culture

Annual Objectives - 2002 Contribution to Breakthroughs (HOW)Long-Term Strategies2002-2006 Breakthrough Objectives (WHAT)2002Target to Improve (HOW MUCH)

MBD000F820F.ppt*

Balance Scorecard

Used as a strategic management systemClarify and articulate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learning

*

Balance Scorecard

Top down process driven by the mission and strategy Translates strategy into objectives and measuresBalancesExternal measures for shareholders and customers with internal measures of critical business processes, innovation, learning and growthOutcome measures and measures that drive future performanceObjective/quantifiable measures and subjective / judgmental measures

00000

Top Level MatrixDivisionlllllImprove leverage ratios beyond bank requirementslllllllmmmmllImplement inventory and A/R reduction processeslllllmllLaunch Flowserve Business System to location levellllmmmlmmmlllImprove organization - people, processes, systemslllmmmllllSGA cost initiatives / efficiency improvementslmmmlllllllImplement / sustain Supply Chain ManagementlllmmmlllImplement / sustain CIP cultureLean, 6 sigmallllmmmlllPursue value enhancing acquisitionslmmmlmlllExpand end marketslllllllExpand product offeringllllllCreate and deploy "Customer First" processeslllllmInvestment Grade credit ratingImprove inventory turns 1 per yearImprove DSO's 20% over 5 yearsImplement and sustain Flowserve Business System15% Operating Profit CAGR / 15% OP % salesAcquisition growth of $1.7 BOrganic growth of $800 MGrow organic sales by $100 M$300 M strategic growth programs identifiedComplete strategic acquisitions of $500 MAchieve $X M Operating Profit / X% OP Margin / $X EPSAchieve $105 M IDP synergiesPlant level implementation of FBSImprove inventory turns 1 dayImprove DSO's 10%Improve leverage ratio to xFSDFCDFPDPlanningAccounting / Treasury / TaxHRLegalITCommunicationsSupply chain / CIPllEmbrace "Customer First"ResourcesllOrganic growth (2X market rate)llLeading industry consolidatorlllLow cost producerlPrimary ResponsibilitylllllTop-Tier financial performancemSecondary ResponsibilitylllllllLive the Flowserve Performance Culture

Annual Objectives - 2002 Contribution to Breakthroughs (HOW)Long-Term Strategies2002-2006 Breakthrough Objectives (WHAT)2002Target to Improve (HOW MUCH)

MBD000F820F.ppt*

Balance Scorecard

Used as a strategic management systemClarify and articulate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learning

*

Balance Scorecard

Top down process driven by the mission and strategy Translates strategy into objectives and measuresBalancesExternal measures for shareholders and customers with internal measures of critical business processes, innovation, learning and growthOutcome measures and measures that drive future performanceObjective/quantifiable measures and subjective / judgmental measures

00000

Top Level MatrixBusiness UnitlllllImprove leverage ratios beyond bank requirementslllllllmmmmllImplement inventory and A/R reduction processeslllllmllLaunch Flowserve Business System to location levellllmmmlmmmlllImprove organization - people, processes, systemslllmmmllllSGA cost initiatives / efficiency improvementslmmmlllllllImplement / sustain Supply Chain ManagementlllmmmlllImplement / sustain CIP cultureLean, 6 sigmallllmmmlllPursue value enhancing acquisitionslmmmlmlllExpand end marketslllllllExpand product offeringllllllCreate and deploy "Customer First" processeslllllmInvestment Grade credit ratingImprove inventory turns 1 per yearImprove DSO's 20% over 5 yearsImplement and sustain Flowserve Business System15% Operating Profit CAGR / 15% OP % salesAcquisition growth of $1.7 BOrganic growth of $800 MGrow organic sales by $100 M$300 M strategic growth programs identifiedComplete strategic acquisitions of $500 MAchieve $X M Operating Profit / X% OP Margin / $X EPSAchieve $105 M IDP synergiesPlant level implementation of FBSImprove inventory turns 1 dayImprove DSO's 10%Improve leverage ratio to xFSDFCDFPDPlanningAccounting / Treasury / TaxHRLegalITCommunicationsSupply chain / CIPllEmbrace "Customer First"ResourcesllOrganic growth (2X market rate)llLeading industry consolidatorlllLow cost producerlPrimary ResponsibilitylllllTop-Tier financial performancemSecondary ResponsibilitylllllllLive the Flowserve Performance Culture

Annual Objectives - 2002 Contribution to Breakthroughs (HOW)Long-Term Strategies2002-2006 Breakthrough Objectives (WHAT)2002Target to Improve (HOW MUCH)

MBD000F820F.ppt*

Balance Scorecard

Used as a strategic management systemClarify and articulate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learning

*

Balance Scorecard

Top down process driven by the mission and strategy Translates strategy into objectives and measuresBalancesExternal measures for shareholders and customers with internal measures of critical business processes, innovation, learning and growthOutcome measures and measures that drive future performanceObjective/quantifiable measures and subjective / judgmental measures

00000

Top Level MatrixPlantlllllImprove leverage ratios beyond bank requirementslllllllmmmmllImplement inventory and A/R reduction processeslllllmllLaunch Flowserve Business System to location levellllmmmlmmmlllImprove organization - people, processes, systemslllmmmllllSGA cost initiatives / efficiency improvementslmmmlllllllImplement / sustain Supply Chain ManagementlllmmmlllImplement / sustain CIP cultureLean, 6 sigmallllmmmlllPursue value enhancing acquisitionslmmmlmlllExpand end marketslllllllExpand product offeringllllllCreate and deploy "Customer First" processeslllllmInvestment Grade credit ratingImprove inventory turns 1 per yearImprove DSO's 20% over 5 yearsImplement and sustain Flowserve Business System15% Operating Profit CAGR / 15% OP % salesAcquisition growth of $1.7 BOrganic growth of $800 MGrow organic sales by $100 M$300 M strategic growth programs identifiedComplete strategic acquisitions of $500 MAchieve $X M Operating Profit / X% OP Margin / $X EPSAchieve $105 M IDP synergiesPlant level implementation of FBSImprove inventory turns 1 dayImprove DSO's 10%Improve leverage ratio to xFSDFCDFPDPlanningAccounting / Treasury / TaxHRLegalITCommunicationsSupply chain / CIPllEmbrace "Customer First"ResourcesllOrganic growth (2X market rate)llLeading industry consolidatorlllLow cost producerlPrimary ResponsibilitylllllTop-Tier financial performancemSecondary ResponsibilitylllllllLive the Flowserve Performance Culture

Annual Objectives - 200X Contribution to Breakthroughs (HOW)Long-Term Strategies2002-2006 Breakthrough Objectives (WHAT)200XTarget to Improve (HOW MUCH)

MBD000F820F.ppt*

Balance Scorecard

Used as a strategic management systemClarify and articulate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learning

*

Balance Scorecard

Top down process driven by the mission and strategy Translates strategy into objectives and measuresBalancesExternal measures for shareholders and customers with internal measures of critical business processes, innovation, learning and growthOutcome measures and measures that drive future performanceObjective/quantifiable measures and subjective / judgmental measures

annual objectives exampleAnnual Objectives Linkage ExampleFlowserveDivisionDivisionTarget /Business UnitsFunctionsObjectiveObjective / TargetStrategiesMetricB. U.B. U.B. U.B. U.B. U.B. U.CIPFinanceHRLegalS & MSup ChnITPlanningComm'nOrganic Growth$19 M incr. sales$ M sales8.06.04.01.0xxIncrease market penetration$ M sales2.02.01.01.0Introduce new products$ M sales2.01.01.0Launch new programs$ M sales4.03.02.0Identify $ 50 M$ M sales20.015.010.05.0in strategicgrowth programsIncrease market penetration10.05.05.03.0Introduce new products5.05.03.01.0Launch new programs10.05.02.01.0Acquisition GrowthContribute to Co.goal of $500 MIn acquisition rev.Develop strategiccompletion03/0203/0203/02prioritization of industryplayersIdentify $300 M in strategic$ M Revenue15010050acquisition candidatesHelp develop action plancompletion04/0204/0204/02for top 5 priorities15% OperatingAchieve $38.9 M$ M201081.9profit growth /Operating Profit15% OP % SalesOperating expense initiatives$ M3311CIP initiatives$ M4341Supply Chain initiatives$ M1210`

annual templateAnnual Objectives LinkageFlowserveDivisionDivisionTarget /Business UnitsFunctionsObjectiveObjective / TargetStrategiesMetricB. U.B. U.B. U.B. U.B. U.B. U.CIPFinanceHRLegalS & MSup ChnITPlanningComm'n

Monthly template Monthly Objectives Linkage (Plan / Actual)FlowserveDivisionDivisionTarget /Business UnitsFunctionsObjectiveObjective / TargetStrategiesMetricB. U.B. U.B. U.B. U.B. U.B. U.CIPFinanceHRLegalS & MSup ChnITPlanningComm'n

Accountability exampleProgram Accountability Chart: Increase Market PenetrationBusiness Unit: IVBUBusiness Unit Target: Incremental $2 M RevenueTimingResponsibilityNo.ProgramsStartEndDept / GroupLead IndivMetricJan-02Feb-02Mar-02Apr-02May-02Jun-02Jul-02Aug-02Sep-02Oct-02Nov-02Dec-02Target1Improve OTD By x%Jan-02Dec-02OTD %Plan60%61%62%63%64%65%66%67%68%69%70%71%71%Actual2Implement Customer FirstJan-02Apr-02Compl'nPlanPlanInterviewformalizeroll-outActual3Expand x product salesJan-02Dec-02$MPlan0.10.20.30.40.50.60.70.80.91.01.11.21.2Actual4PlanActual5PlanActual6PlanActual7PlanActual8PlanActual9PlanActual

Accountability templateProgram Accountability Chart: "Strategy Name"Business Unit:Business Unit Target:TimingResponsibilityNo.ProgramsStartEndDept / GroupLead IndivMetricJan-02Feb-02Mar-02Apr-02May-02Jun-02Jul-02Aug-02Sep-02Oct-02Nov-02Dec-02Target1PlanActual2PlanActual3PlanActual4PlanActual5PlanActual6PlanActual7PlanActual8PlanActual9PlanActual

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Top Level Goal Deployment

00000

Top Level Matrix

Top Level

lllllImprove leverage ratios beyond bank requirementslllllllml

lIdentify/implement inventory and A/R reduction processesllllllll

llLaunch Flowserve Management Systemlllllllllllll

llImprove organization - people, processes, systemslllllllllllll

llSGA cost initiatives / efficiency improvementsllllllllll

llImplement / sustain Supply Chain Managementllllllmml

llImplement / sustain CIP cultureLean, 6 sigmallllllllllllll

llPursue value enhancing acquisitionslllllmmlm

llExpand end marketslllllmmm

llExpand product offeringlllllm

lCreate and deploy "Customer First" processeslllllmmmmm

Investment Grade credit ratingPrimary working capital equal to 15% of salesImplement / sustain Flowserve Management System15% Operating Profit CAGR / 15% OP % salesAcquisition growth of $1.7 BOrganic growth of $800 MGrow organic sales by $100 M$300 M strategic growth programs identifiedComplete strategic acquisitions of $500 MAchieve $266 M Operating Profit / 12.6% OP MarginAchieve $115 M IDP synergiesPlant level implementation of FMSImprove inventory turns by 1Improve DSO's 10%Improve Total Debt / EBITDA to 2.5XFSDFCDFPDPlanningAccounting / Treasury / TaxHRLegalITCommunicationsSupply chain / CIP

llEmbrace "Customer First"Resources

llOrganic growth (2X market rate)

llLeading industry consolidator

lllLow cost producerlPrimary Responsibility

llllTop-tier financial performancemSecondary Responsibility

llllllLive the Flowserve Performance Culture

200XContributions to Objectives(3)

Long-Term Strategies(1)

2002-2006 Breakthrough Objectives (2)

200XTargets(4)

MBD000F820F.ppt

*

Balance Scorecard

Used as a strategic management systemClarify and articulate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learning

*

Balance Scorecard

Top down process driven by the mission and strategy Translates strategy into objectives and measuresBalancesExternal measures for shareholders and customers with internal measures of critical business processes, innovation, learning and growthOutcome measures and measures that drive future performanceObjective/quantifiable measures and subjective / judgmental measures

00000

Top Level MatrixTop LevellllllImprove leverage ratios beyond bank requirementsllllllllIdentify/implement inventory and A/R reduction processeslllllLaunch Flowserve Management SystemlllllImprove organization - people, processes, systemslllllSGA cost initiatives / efficiency improvementslllImplement / sustain Supply Chain ManagementlllllImplement / sustain CIP cultureLean, 6 sigmallllllPursue value enhancing acquisitionslllExpand end marketsllllExpand product offeringlllCreate and deploy "Customer First" processesllInvestment Grade credit ratingPrimary working capital equal to 15% of salesImplement / sustain Flowserve Management System15% Operating Profit CAGR / 15% OP % salesContribute to acquisition growth of $1.7 BOrganic growth of $479M to $1.55 BGrow organic sales by $47M to $1,1121.6 M$150 M strategic growth programs identifiedContribute to company goal of $500 M acquisitionsAchieve $166.8 M Operating ProfitAchieve $115 M IDP synergiesPlant level implementation of FMSImprove inventory turns by 1Improve DSO's 10%Improve Total Debt / EBITDA to 2.5XPlanningAccounting / Treasury / TaxHRLegalITCommunicationsSupply chain / CIPllEmbrace "Customer First"ResourcesllOrganic growth (2X market rate)llLeading industry consolidatorlllLow cost producerlPrimary ResponsibilityllllTop-tier financial performancemSecondary ResponsibilityllllllLive the Flowserve Performance Culture

200X Contributions to Objectives(3)Long-Term Strategies(1)2002-2006 Breakthrough Objectives (2)200XTargets(4)

MBD000F820F.ppt*

Balance Scorecard

Used as a strategic management systemClarify and articulate vision and strategyCommunicate and link strategic objectives and measuresPlan, set targets, and align strategic initiativesEnhance strategic feedback and learning

*

Balance Scorecard

Top down process driven by the mission and strategy Translates strategy into objectives and measuresBalancesExternal measures for shareholders and customers with internal measures of critical business processes, innovation, learning and growthOutcome measures and measures that drive future performanceObjective/quantifiable measures and subjective / judgmental measures

annual objectives exampleAnnual Objectives Linkage ExampleFlowserveDivisionDivisionTarget /Business UnitsFunctionsObjectiveObjective / TargetStrategiesMetricB. U.B. U.B. U.B. U.B. U.B. U.CIPFinanceHRLegalS & MSup ChnITPlanningComm'nOrganic Growth$19 M incr. sales$ M sales8.06.04.01.0xxIncrease market penetration$ M sales2.02.01.01.0Introduce new products$ M sales2.01.01.0Launch new programs$ M sales4.03.02.0Identify $ 50 M$ M sales20.015.010.05.0in strategicgrowth programsIncrease market penetration10.05.05.03.0Introduce new products5.05.03.01.0Launch new programs10.05.02.01.0Acquisition GrowthContribute to Co.goal of $500 MIn acquisition rev.Develop strategiccompletion03/0203/0203/02prioritization of industryplayersIdentify $300 M in strategic$ M Revenue15010050acquisition candidatesHelp develop action plancompletion04/0204/0204/02for top 5 priorities15% OperatingAchieve $38.9 M$ M201081.9profit growth /Operating Profit15% OP % SalesOperating expense initiatives$ M3311CIP initiatives$ M4341Supply Chain initiatives$ M1210`

annual templateAnnual Objectives LinkageFlowserveDivisionDivisionTarget /Business UnitsFunctionsObjectiveObjective / TargetStrategiesMetricB. U.B. U.B. U.B. U.B. U.B. U.CIPFinanceHRLegalS & MSup ChnITPlanningComm'n

Monthly template Monthly Objectives Linkage (Plan / Actual)FlowserveDivisionDivisionTarget /Business UnitsFunctionsObjectiveObjective / TargetStrategiesMetricB. U.B. U.B. U.B. U.B. U.B. U.CIPFinanceHRLegalS & MSup ChnITPlanningComm'n

Accountability exampleProgram Accountability Chart: Increase Market PenetrationBusiness Unit: IVBUBusiness Unit Target: Incremental $2 M RevenueTimingResponsibilityNo.ProgramsStartEndDept / GroupLead IndivMetricJan-02Feb-02Mar-02Apr-02May-02Jun-02Jul-02Aug-02Sep-02Oct-02Nov-02Dec-02Target1Improve OTD By x%Jan-02Dec-02OTD %Plan60%61%62%63%64%65%66%67%68%69%70%71%71%Actual2Implement Customer FirstJan-02Apr-02Compl'nPlanPlanInterviewformalizeroll-outActual3Expand x product salesJan-02Dec-02$MPlan0.10.20.30.40.50.60.70.80.91.01.11.21.2Actual4PlanActual5PlanActual6PlanActual7PlanActual8PlanActual9PlanActual

Accountability templateProgram Accountability Chart: "Strategy Name"Business Unit:Business Unit Target:TimingResponsibilityNo.ProgramsStartEndDept / GroupLead IndivMetricJan-02Feb-02Mar-02Apr-02May-02Jun-02Jul-02Aug-02Sep-02Oct-02Nov-02Dec-02Target1PlanActual2PlanActual3PlanActual4PlanActual5PlanActual6PlanActual7PlanActual8PlanActual9PlanActual