SCORECARDSELF GUIDEDTOUR Webversion

The Company-Wide Balanced ScoreCard Demo
Navigation features work only in Slide Show (full screen) mode. If you are in Normal View, go to View, Slide Show (In Office 2007, click Slide Show, From Beginning). Then click the Menu Button. Note: To escape Slide Show, hit the Escape Key
ScoreCard Partners Balanced ScoreCards, Designed and Built, in 90 Days

Michael Selby, 2010, www.scorecardpartners.com, 415.446.5531
Menu
ScoreCard Demo Menu:

1. What is a Balanced ScoreCard? 2. ScoreCard Demo 3. How to Choose the Right Metrics: A. Strategy Mapping B. Achilles Heel Analysis C. Strategic Employee Analysis 4. ScoreCard Development Roadmap 5. The Plumbing: Technical Issues 6. Contact Us
ScoreCard Partners Balanc
c r
ar s,
si ned and Built, in
ays
What is a Balanced ScoreCard?

A Balanced ScoreCard is both a Tool and a Process: The Tool: Your ScoreCard reports all key drivers of your strategic success. It lets you know if performance in each critical area is at the level you expect, and shows you trends for each major business driver. The Process: For the Exec Team, the ScoreCard is the centerpiece of your month-end review process. It is also used with your extended management team, employees, and Board to educate them on key performance issues.
ScoreCard Partners Balanced ScoreCards, Designed and Built, in 90 Days

Menu
BayMed Balanced ScoreCard

Financial
138 O erall 138 e enue
gt.>
Market/Customers
112 Gross 112 Margin
gt.>
2 E
Y
2
n $M
0epeat 0 sns e . Growth

gt.>
0 e . Growth 0 New Customers

gt.>
15 New usiness Partnerships
# 13 .3 # 138 ct. 13 .5
# 5,000 # ### ct. 4,864
Y in $
# 112.2 # 112 ct. 112.1

25 Standard s. 25 ctual Costs
gt.>
# 2 .0 # 2 .4 ct. 2
34 n entory 34 On and
0 0 ct.
10.0% 11.0%
0 0 ct.
10.0% 10.4%
# 12 gt. # 15 ct 15 4 4 ct.
### Free 4864 Cash Flow

gt.>
31 Product New 31 e . Growth

gt.>
32 Customer 32 Complaints
gt.<
4Customer 4 Satis action

5 Point Scale gt.>
gt.<
# 24.1 # 25.5 ct. 25
n $M
gt.<
# 33.0 # 34.0 ct. 34
n $M
# 2 .10 # 30. 4 ct. 31
n $M
# 20 # 32 ct. 32
n #'s
4.00 3.94
Operational Excellence
42 Sales Quota 42 Per ormance
gt.>
People & Culture

Marketing Lead 53 53 alue/Cost atio
gt.>
130 & 130 ays Slippage

gt.<
4eadcount 4 Snapshot
# @ Month End gt.<
0 nternal 0 Mobility
gt.>
ncenti e Pay 1 1 Strategic EE's

gt.>
# 41.5 # 42.4 ct. 42 4 4 ct.
n $M
# 60.0 # 53.3 ct. 53

0 Cost o 0 Quality
# 22 # 130 ct. 130

esol d 1 Call
st
n # ays
# # ct.
69 4
0 0 ct. 4 gt. 4 ct
n%
25.0% 18.6%
1 1 ct. 4 4 ct.
30% O er ase
90% 4%
1 On ime 1 Shipments
gt.>
1 1 ct.
n%
4 Materials aw 4 and OEM n entory urns

gt.>
Call Cntr ssues 1 1
90.0% 88.1%
4.5 3.8
gt.<
0 0 ct.
s % o COGS
10% 10.4%
gt.>
1 1 ct.
n%
Product pt eam nitiati e g. ays Late

gt.< ct.
4 New ire Sur ey

4.02 5 Point Scale
Pulse Sur ey 4 4 Last 4 Sur eys

5 Pt. Scale gt.>
85% 89.4%
0 5
4.00 4.02
3. 3.6
4
Menu
n $M
n $M
YOY n %
n%
iable Grn & Yel # 15
e en e
rod cts 40 Ser ices/ M
D, thro
otal lan
h May, 2010
e en e Mi ,
rod cts 160 S cs/
erall e en e by Month
D
M
35 31.5 30 25.3 25 e en e in M 2 .4
140
13 .5
13 .3 123.
120 2 . e en e M 10.0 100 46.3 45.3 41.
24.5 .0 10.1
.3 20 .
60 15 1.2 40 10 16. 5
D 10 D lan
2.0 1.
21.5 1 .4 15.6 1 . 20
lan
25.3
26.3
2 .5
2 .5
2 .
30.
31.
32.
33.
34.
36.0
3 .0
11.3
10.
Dashboard

Jan 10
eb 10
Mar 10
pr 10
May 10
J n 10
J l 10
10 Sep 10
ct 10
No 10
Dec 10
rod cts .3
S cs/ M 4.5

D 0


Financial
138 O erall 138 e enue 112 Gross 112 Margin 2 E
Y
Market/Customers
2
n $M
# gt.> 13 .3 # 138 ct. 13 .5

gt.>
n $M
# gt.> 112.2 # 112 ct. 112.1

gt.<
n $M
gt.>
# 2 .0 # 2 .4 ct. 2
# 5,000 # ### ct. 4,864
in $
# 24.1 # 25.5 ct. 25
n $M
gt.<
# 33.0 # 34.0 ct. 34
n $M
The Dashboard divides into 4 quadrants, or perspectives. The Financial perspective reports Revenues, Gross Margins, EBITDA, Operating Expense, Net Operating Income, Free Cash Flow, and any other Financial Data you choose. (hit spacebar)
People & Culture
Menu

Financial
The Market/Customers perspective reports repeat business with existing customers, new customers, new business partners, how recent releases are performing, customer complaints and customer satisfaction. (hit spacebar)
Market/Customers
gt.>

gt.>
0 0 ct.
10.0% 11.0%
0 0 ct.
10.0% 10.4%
# 12 gt. # 15 ct 15 4 4 ct.

gt.>
gt.<

5 Point Scale gt.>
# 2 .10 # 30. 4 ct. 31
n $M
# 20 # 32 ct. 32
n #'s
4.00 3.94
People & Culture
Menu
"
YOY n %
n%

Financial Market/Customers
gt.
# 41.5 # 42.4 ct. 42 4 4 ct.
n $M
Marketing Lead 53 53 Value/Cost atio

gt.

gt.
# 60.0 # 53.3 ct. 53

0 Cost o 0 Quality
# 22 # 130 ct. 130

esol d 1 st Call
n # ays
gt.
1 1 ct.

gt.
Call Cntr ssues 1 1
0.0 .1
4.5 3.
gt.
0 0 ct.
o CO S
10 10.4
gt.
1 1 ct.
5 .4
Operational Excellence reports People & Culture the core competencies which you have to execute well to win customer loyalty. Core Competencies vary by company and industry. BayMed tracks sales execution, marketing effectiveness, product development speed, manufacturing and customer support excellence. (hit spacebar)
Menu

Financial Market/Customers
People & Culture looks at the workforce, reporting workforce growth, internal mobility and competency development, strategically vital employees, hiring quality, and employee engagement. (Hit spacebar)
People & Culture

# @ Month End gt.
gt.

gt.
# # ct.
0 0 ct. 4 gt. 4 ct
25.0 1 .6
1 1 ct. 4 4 ct.
30
O er ase
0 4

gt. ct.
4 ew ire Sur ey
4.02 5 Point Scale

5 Pt. Scale gt.
0 5
4.00 4.02
3. 3.6
4
Menu

Financial
gt.>
Market/Customers
gt.>
2 E
Y
2
n $M

gt.>

gt.>
# 13 .3 # 138 ct. 13 .5
Y in $
# 112.2 # 112 ct. 112.1

n $M
gt.>
# 2 .0 # 2 .4 ct. 2
0 0 ct.
10.0% 11.0%
0 0 ct.
10.0% 10.4%
# 12 gt. # 15 ct 15 4 4 ct.
Now you n $M to have some get n $M n #'s fun. Navigate your own 2 .10 # 24.1 gt.< 33.0 # # # 20 # gt.< gt.> gt.< gt.> 5,000 way # 34.0 # 30. # ### # 25.5 through the ScoreCard 4 # 32 ct. ct. ct. ct. ct. 4,864 34 25 31 32 by clicking on any Dashboard Icon that People Operational Excellence interests you. When you & Culture are complete, click Menu4 42 Sales Quota 42 Marketing Lead 53 53 130 & 130 4eadcount 0 nternal 0 ays for other options. Per ormance alue/Cost Mobility Slippage Snapshot
gt.>

5 Point Scale gt.>
4.00 3.94

gt.>
# 41.5 # 42.4 ct. 42 4 4 ct.
n $M
gt.>
# 60.0 # 53.3 ct. 53

0 Cost o 0 Quality
atio
gt.<
# 22 # 130 ct. 130

esol d 1 Call
st
n # ays
# @ Month End gt.<
# # ct.
69 4
gt.>
0 0 ct. 4 gt. 4 ct
n%
25.0% 18.6%
1 1 ct. 4 4 ct.
30% O er ase
90% 4%
gt.>
1 1 ct.
n%

gt.>
Call Cntr ssues 1 1
90.0% 88.1%
4.5 3.8
gt.<
0 0 ct.
s % o COGS
10% 10.4%
gt.>
1 1 ct.
n%

gt.< ct.
4 New ire Sur ey

4.02 5 Point Scale

5 Pt. Scale gt.>
85% 89.4%
0 5
4.00 4.02
3. 3.6
4
Menu
n $M
n $M
YOY n %
n%

Financial
gt.>
Market/Customers
gt.>
2 E
Y
2
n $M

gt.>

gt.>
# 13 .3 # 138 ct. 13 .5
# 5,000 # ### ct. 4,864
Y in $
# 112.2 # 112 ct. 112.1

gt.>
# 2 .0 # 2 .4 ct. 2
0 0 ct.
10.0% 11.0%
0 0 ct.
10.0% 10.4%
# 12 gt. # 15 ct 15 4 4 ct.

gt.>

gt.>
gt.<

5 Point Scale gt.>
gt.<
# 24.1 # 25.5 ct. 25
n $M
gt.<
# 33.0 # 34.0 ct. 34
n $M
# 2 .10 # 30. 4 ct. 31
n $M
# 20 # 32 ct. 32
n #'s
4.00 3.94
gt.>
People & Culture

Marketing Lead 53 53 alue/Cost atio
gt.>

gt.<
# @ Month End gt.<
gt.>

gt.>
# 41.5 # 42.4 ct. 42 4 4 ct.
n $M
# 60.0 # 53.3 ct. 53

0 Cost o 0 Quality
# 22 # 130 ct. 130

esol d 1 Call
st
n # ays
# # ct.
69 4
0 0 ct. 4 gt. 4 ct
n%
25.0% 18.6%
1 1 ct. 4 4 ct.
30% O er ase
90% 4%
gt.>
1 1 ct.
n%

gt.>
Call Cntr ssues 1 1
90.0% 88.1%
4.5 3.8
gt.<
0 0 ct.
s % o COGS
10% 10.4%
gt.>
1 1 ct.
n%

gt.< ct.
4 New ire Sur ey

4.02 5 Point Scale

5 Pt. Scale gt.>
85% 89.4%
0 5
4.00 4.02
3. 3.6
4
Menu
'
&
n $M
n $M
YOY n %
n%
Financial Metrics
Menu
Dashboard
Re en e
rod cts 40 Ser ices/ M otal
D, thro gh May, 2010

Re en e Mix,
lan 160 rod cts S cs/
erall Re en e by Month
D
M
35 31.5 30 25.3 25 Re en e in M 2 .4
140
13 .5
13 .3 123.
120 2 . Re en e M 10.0 100 46.3 45.3 41.
24.5 .0 10.1
.3 20 .
15
10 16. 5 15.6
21.5 1 .4 1 .
D 10
D lan
lan
25.3
26.3
2 .5
2 .5
2 .
30.
31.
32.
33.
34.
36.0
3 .0
11.3
10.
x Region
x Bsns Unit
Dashboard
98
9 424 5 424
Jan 10
eb 10
Mar 10
pr 10
May 10
J n 10
J l 10
g 10 Sep 10
ct 10
No 10
Dec 10
rod cts .3
S cs/ M 4.5
32 1
@1
6 @ 2
6 @
8 @ 0B
@0
7 @ 0
76 @
8 @ B
7 @
@ A
6 D C4
) C4
D C4
Overall Revenues are broken into Products and Services/OEM. Total Revenues appear above the stacked bars. In the chart on the right, we compare YTD Revenues This Year vs. Last and vs. Plan. You can see Revenues by Business Unit or Region by clicking the buttons at the bottom. (click this box to make it disappear)
60 1.2 40 2.0 1.
20
D 0
Revenue by Business Unit, through May, 2010

Multi Plex
16 14 12 Revenue in M
BayMed Products
12 10
ctual
Plan
13. 6 4 2 0 F M 12.1
.6 2 0 S O N 14 .5 D
6.3
6.5
6.
6.
YTD ctual
55.02
YTD Plan
54. 3
nnual Plan
YTD ctual
33.65
YTD Plan
36.20
nnual Plan
BayMed Services
OEM Business
ctual
Plan
7 6 Revenue in M
3 2 1 0
5.5
5.4
6.1
6.4
6.
N 75.76
YTD ctual
30.36
YTD Plan
27.77
nnual Plan
YTD ctual
1 .51
YTD Plan
1 .54
x Region
Overall
BayMed is structured into 4 6 Business Units: 2 major product 5 groups, a Consulting Services group, and an OEM4 business. Here you see Revenues from each unit, 3 vs. each Business Units Plan. 4.2 (click this box to make it 4.0 disappear) 2 3.6
Revenue in M 3.3 3.4 1 0
ctual
Plan
N 50.60
nnual Plan
Dashboard
FG
G G
10.2
10.3
10
Revenue in M
6 4
7.2
E F
E F E E H H F F I I
ctual
Plan
N .77
Revenue by Region, through May, 2010

North merica
16 14 12 Revenue in M
Europe
12 10
ctual
Plan
.6
4 2 0 F M 5 . M 2 0 S O N 14 . D
D ctual
D Plan
54. 4
nnual Plan
D ctual
41.26
D Plan
40. 5
nnual Plan
111. 2
sia Pacific
Rest of
4
orld
Plan
ctual
Plan
ctual
Revenue in M
5 4 4. 2 1 0 F D ctual M M
Revenue in M
4.
D 2.44
F D ctual
26.41
D Plan
30.22
nnual Plan
11.00
D Plan
11.24
nnual Plan
30.5
Overall
x Bsns Unit
Dashboard
RQ
S RQ
RQ
S RQ
5.5
5.3
6.0
By region, we can see that our North 3 American and European business is ahead of Plan, and that3Asia Pacific and Rest of World are behind Plan. (click 2 this box to make it disappear)
2 1 1 0 2.0 2.0 2.3 2.2 2.5
RQ
10.5
S RQ
10.
.4
.5
TP T
RQ
UP P
S RQ
11.
12.2
.4
13.5
10
Revenue in M
6 .4
S P
S T V V P T P U W W
ctual
Plan
ross Mar in and

ross Mar in
M M
70
peratin
xpense, thro
h May, 2010
peratin xpense
lan lan = 100 p x as o
lan
5 104
2.4
60
0. 0.0 7 .2 7 .4
0.
101.4
ross Mar in in M
ross Mar in
100.2 100
70
4 .
20
10
0 1,'0 2,'0 3,'0 4,'0 1,'10 e M S M 70.6 13.5 76.7 15.3 78.6 16.3 79.7 17.2 78.2 15.0
2,'10
3,'10
4,'10
1,'0
2,'0
3,'0
4,'0
1,'10
2,'10
3,'10
`b
59.3 10.4
ct a l M l an M
43.0 42.8
47.1 46.3
48.6 47.8
49.6 48.9
48.4 48.3
36.3 36.2
Men
Dashboard
f g
f g
f g
We now begin looking at the drivers of profitability, beginning with Gross Margins 65 (in $M and in %) and OpEx. The ScoreCard reveals that OpEx has been consistently over Plan, but has recently 60 6 improved. (click to disappear)
f g f hig h g ` a h h f f
30
61.4 57.0
62.2
62.5
63.2
p x as
40
100.3
100.5
75
lan
50
101.6
101.6
102
h h h
4,'10
hi hi h f f g f g f g f g f
c ` dX `Y
p
p
6
by epartment and
epartment
, through May, 2010

T
ctual T lan
25
by
ariance
16
3.
2
14
21.2
20
3.
1 .6 2.0 1.2
12
1 . 1 .4 16.1
lan
as
3.
4
14.0
14.3
14. 12. 12.6

10
6.4
6.
10
0 1, 0 2, 0 3, 0 4, 0 1, 10 2, 10 3, 10
ar $
(327) 813
(277) (219)
124
(348) 971
(281) (224)
93
4, 10
Menu
ashboard
xqw
r p q xqw
Sales ust. M tg M tg Sppt.
Sales ust. M tg M tg Sppt.
.5
Here we break out OpEx by 6 Department, and also show EBITDA. We can see that the 4 problems with OpEx come from Mftg and G&A, and that nevertheless EBITDA is above 2 Plan. (click to disappear)
13.
2.
3.0
in $M
15
10
1 .
r p q
ree ash low, thro

ree
4.5 4.0 ree ash low M 3.5 3.0 3.00 3.00 3.00 3.00
h May, 2010
apital
10.0 .0 .0 .0 6.00 . 14
ash low
han e in
3.5 apital M
or in
l an
apital
pendit re
. 00 . 00 . 00
pendit re M
or in
1.0 0.5 0.0
0. 5
0.56
1.0 0.0
0.0
10
20
30
40
1, 10 2, 10 3, 10 4, 10
10
20
30
40
1, 10 2, 10 3, 10 4, 10
ct a l M 4.12 4.86 s. l an 37% -3%
ct a l M 3.01 3.57 s. l an 43% 2%
n entory
ecei able M
n entory M
1.4 1.2 1.0
cco nts
0.6 0.4 0.2 0.0
0.
0.3 0.2 0.1 0.0
0.66
0.6
0.6
0.6
1. 3
ww
1.
0.15 0.10 0.05 0.00
0. 0 0. 2
vv
1.
1. 6
1. 4 1. 2
0.4
cco nts
0.5
1.6
ayable M
1.
xw
xw
2.0
1. 0
1.
1. 0
1.
0.40 0.35 0.30 0.25 0.20
0.35 0.35 0.35 0.35
0.3
0.3
0.3
0.36 0.35 0.35
Men
ct a l M
l an
Cash Flow is M ct a l critical to any l an business. Tracking0 its key 0. 0. 0 0. 0. 0 0. 0 drivers helps ensure its 0. control. (click to disappear) 0.6
cco nts
ecei able
10
2.3
20
30
40
ct a l M 9.14 16.03 s. l an 2% 7%
cco nts ayable

ct a l M l an
oo
0.
1.3
1.51
0.5
1.6
2.31
2.54
1.0
1. 5 1.0
3.0 2.0 2.51 2.63 2. 6
1, 10 2, 10 3, 10 4, 10
1.5
1.5
3.01
1.40
4.0
2.0
4.12
2.00
han e in
apital
2.5
2.0
6.0 5.0
2.5
2.10 2.10
2.10 2.10
ts
3.0
6.
ashboard
o j
o nk
n mlk
j i
nk
n mlk
j i
nk
n mlk
ct a l M
l an
l an
ct a l M
l an
j i
h z { y g e f e
ct a l M
l an
l an
. 00
Standard s. Actual Costs by Business Unit,

Direct Labor Material ndirect Labor
D through May, 2010

O erhead 100 Line
100 10
11.0 10 25.0
11.0 10 25.0 26 2 23 25.0 23 11.0 10 11
25
o CO S
60
53.0 40 45 4
4 .0
20 20 0
Model Actual
20.0
For each of our Business Units, we have a cost 62 62.0 model, which, if met, helps ensure profitability. This chart helps us understand 22.0 16 the key drivers of Cost of Sales. (click to disappear)
Model Actual Model Actual
55
53
12
Model
12
Actual
Multiple es
Model Cost Actual Cost O erhead ndirect Labor Material Direct Labor CO S 'tl ain Loss 1,135,033 2,837,582 5,107,647 2,270,066 11,350,328 1,248,536 -113,503
BayMed roducts
Model Cost Actual Cost 713,730 1,855,699 3,425,906 1,141,969 7,137,304 785,103 1,784,326 3,425,906 1,570,207 7,565,542 ain Loss -71,373 71,373 0 -428,238 -428,238
BayMed Ser ices

Model Cost Actual Cost 288,859 808,805 1,790,925 2,888,589 317,745 722,147 1,790,925 2,830,817 ain Loss -28,886 86,658 0 57,772
O M
Model Cost Actual Cost 271,746 625,017 1,494,605 326,096 2,717,464 298,921 625,017 1,440,256 326,096 2,690,289 ain Loss -27,175 0 54,349 0 27,175
2,837,582 0 6,015,674 -908,026 2,270,066 0 12,371,857 -1,021,529
Menu
Dashboard
al e of In entory thro
inished oods or In rocess
h May, 2010
aw Materials 200
M lti le
20 20
ayMed rod cts

20
2.5 2.4 2.3
2.4 2.4 16 16
16
14
4.1
12 al e in M al e in M
11.2
1.0 1.1 1.1 1.1 1.1
Men
rrent a l e M
18 12
lan
al e M
17 50
rrent a l e M
10 42
lan
al e M
10 00
rrent a l e M
5 49
lan
1.6 1.
2.
1.
1.6 1.
11.
12.1 11. 11.
This final slide in our Finance quadrant helps us understand 2. 2. 2. 2. 2.6 how well we are controlling 6 inventory costs. While our OEM inventory levels are at 4 Plan, we are over our cost 6.0 6.2 6.0 5.6 5. targets in both the MultiPlex 2 and Products BUs. (click to disappear)

1.5
1.5
10
10
al e in M
1.6 1.6 1.6
3.
3.
4.0 4.0
14
14
12
12
10
2. 2. 2. 2. J J A S
al e M
5 50
ashboard
Customer/ Market Metrics
Menu
Dashboard
epeat
siness
May, '10
, thro
May, '0
h May, 2010
ayMed rod cts

2,000
e en e in
1,500
1,000 500
1, 37
1,757
1,734
1,5 5
1,532
1,525
1,373
1,307
1,267
1,171
1,0 3
7 7
720
545
Sanfrd ealth
44
ettrn et
est
'0
han e
1,77 3.3
1, 16 -3.2
1,623 6.
1,421 12.2
1,466 1, 00 4.5 -1 .
1,32 3.3
51 53.7
1,170 .3
1,225 -4.4
1,036 4.5
45 17.7
21 3.3
4 - .
665 .3
443 22.
M lti- lex
10,000 ,000
ayMed Ser ices
6,000 4,000 2,000 0
,337 6,603 6,001 5,002 3, 62
S cs
oint
'0
han e
,037 3.7
4,04 63.1
4, 2 21.7
4,465 12.0
4,143 4,01 -4.4 -17.0
4, 04 35.6
3,762 21.0
3,576 1.3
2,257 13.
est
ist osp
2,760 20.7
2,500 1.5
osp orp m er
enet ealth orp
ath ealth nit.
S t ter ealth
aiser e rm
olin Med
Key to revenue growth is repeat business with existing customers. Here we track Year Over Year 6,513 sales to our top customers 4,554 3,621 3,334 2,571 in each of our 4 Business Units. (click to disappear) ath ni Sentara ife- Method

e en e in
3,332
2,537
ritikon
2,1 7
atex hm ed
1,666
Med- Siem ns tronic Med.
2,320 -5.3
1,500 11.1
Men

40 4.5
osp orp m er
enet ealth orp
ath ealth nit.
S t ter Method ealth ist osp
ath
ni S cs
indrd
om m th Systm s
Saint rnbs
Sentara
ifeoint
Select Medical
d nts ealth
aiser e rm
1,015
40 20.
ashboard
Major New B siness Re en es, thro

BayMed rod cts
1st half
250 200 Re en e in K 1 5
h May, 2010
(for C stomers 6-1 Months en re; 1st Half s. ast Half of en re)
2nd half
150 100 50 0
143
43
55
53
M lti lex
600 500 Re en e in K
400 320 300 200 100 0
354
1 3 121
134 0 35 36
13 -3.0%
C stomer Mos en re 1H s 2H
7 -32.7%
11.2%
13 -5.3%
10 56.4%
0.0%
7 -33.7%
17 55.0%
13 -1.6%
0.0%
Nellcor
Steris
e nlon
hillips
e di o
Maq e t
baxis
lmana
10 58.9%
Zeiss Medical 17 5.1%
Marq e tte 10 54.8%
C Cardio 17 14.9%
BioMed Systems 13 -40.6%
Men
Dashboard
4 64 1
4 5 3 4
BioMed Ser ices Also key to growth is our ability to attract, and then grow, 461 business with new customers. Here we look at our largest new 2 customers (6-18 months old), 250 242 22 217 comparing revenues from the 213 160 144 first half of their tenure to the 5 last half. Hopefully, its growing! (click to disappear)
C stomer Mos en re 1H s 2H
Bo ie 10 -50.4%
Detecto 7 35.8%
Dra er 10 -4.1%
Skytron 13 -3.5%
Colin Med 17 36.5%
Bairer H 13 - .6%
Siemns Med. 17 5.1%
Respironics 13 -44.1%
ttna e r 10 45.6%
Zoll Medical 17 - 6.2%
74
72 6
67
73 71 56
. Bennett 10 45.6%
10 106
11 124 5 4 1
0.0%
0.0%
0.0%
0.0%
0.0%
22
263 157 3
0.0%
ew
wner
siness artnership
pport nity e fined ( )
pport nities, thro

3 Mos o
h May, 10
Stat s y y y y
rrent Month
lison i ll
rian S
rchase
200 700 4,300
200 1,000 4,300
5,000
t re Impact
i ll
oint nt r M tnr
Send m ltiple proposals and follow Stay close for expected end of q alification end of May lose contract by mid ne
roposal e li ered
orkplan/ erm Sheet reed n
raft reement Sent
aron
cq ire
ontract Si ned
Men
lison
ashboard
aron
cq ire
-7000 e llcor reement Marq ette M ltiple pro ects a xter M X-047 e rchtold M ltiple pro ects
rian S
rchase
lison
tnr
i ll
oint nt r
Key to BayMeds success are 10,000 Business Partnerships in 10,000 product development, in shared 5,000 IP, as OEM partners, and as 20,000 possible acquisitions. Here we 10,000 track progress, beginning with 10,000 defining the opportunity, and 30,000 ending with a signed contract. (click to disappear)
Zeiss Medical i alysis Mini a b e nlon Medical M X-032 i tter-Midmark Imm no- 4
aron
cq ire
10,000
r r y y r r y y
i sc ssion on hold ntil MS is si ned (expected by end of ne at the ery latest) p on term sheet sent end of ollow pril and on stat s of res lts in ne n hold - follow p with -M now that Imm nox system was p blished to still be llow -M pipeline o in p on opport nity and press release lose contract by mid ne p
lison
tnr
15,000
i ll
oint nt r
15,000
Meet with yle at elcy llyn to et clarity of sit ation and near term demand. Start p shin for new order in ly to ha e in place for seamless transition into Sept
rian S
rchase
750
750
20,000
lison
tnr
500
500
10,000
y y y y y y y y y y
i ll
oint nt r
00
00
3,500
aron
cq ire
40
1,160
10,000
oint nt r
1,500
1,500
7,500
tnr
2,147
2,147
10,000
aitin for feedback on o r proposal once it is in, mo e to contract on basis of c rrent draft sections marked that Sent draft with need to be chan ed. hasin feedback waitin feedback on contract (delay beca se orp e al concerned) a ssed ps committee. pdate timelines in proposal and proceed thro hproposal and identify the best pdate s pply chain people at Siemens to present it to repare proposal for order and present are a ailable once data from initial ( ly) with new person at alley Meet
ype of ppy
l an 2010
orecast 2010
ppy 2010
Impact 2010 a rtner/ rod ct a me olin Med M X-017 ritikon e search reement a tex hmed -7000 Med-tronic Imm no- 4 Siemns Med. i alysis Mini a b e spironics -7000 alley a b M X-023 elch llyn 2 Zoll Medical Imm no- 4
omments
Re en e rom ar eted New Prod cts, thro

ct al $M ar et $M
h May, 2010
Dialysis Mini ab
MP
2.5
01
2 2
RC 000
2 1
2.0 Re en e in $M 1. 21. 1. 1 1. 4
Re en e in $M
Re en e in $M
1 1 0. 1
1.5
1 1 1 0 0 0
1.12
0. 1
0.5
0 0
0.0 M M S N D
1.0 0. 5 0. 0. 2 Re en e in $M
0.6 0.5 Re en e in $M 0.4 0.3 0.2 0.1 0.0 0.450.46
Re en e in $M
0.
0.6
0.4
0.2
0.2
0.0
0.0
Men
Dashboard
0. 1
0.41
0.42
0.
1.2
mm no B4
1.2 Every product development company has revenue 1.0 hopes for its new releases. 0. 6 0. 0. 2 Do these releases grow 0. 0. 4 0. 1 according to plan? This 0.6 chart tells us how realistic our revenue assumptions 0.4 were. (click to disappear)
Bo ter 5
0.
Sil on 2
0.4
1.0
0. 6 0.
0. 2
1.1
S N D N D
2.06
1.241.2
1.33
ustomer
erall, by Month
otal 35 32 arget 20
omplaints, hrough May, 2010

y
Shpmnt ccuracy 6 Mos
2 Mos
ategory
4 2 2 34 12
Shpmnt iming 30 pt erfrmance 25 ocumentation of omplaints 20 20 1 1 ricing 15 20
6 Mos 2 Mos 6 Mos 2 Mos 6 Mos 2 Mos 6 Mos
2 23 12 13 12 11 0 2
10
Mos Of course, BayMed tries2to keep major customer Sales minimum. 6 Mos complaints to a onesty 2 Here we see not only the Mos raw numbers, but complaints by 6 Mos ust. Ser ice type, and whether each type 2 Mos is getting worse or better. (click to disappear) 6 Mos ech Support 2 Mos
6
0% 10% 20% 30% 40%
0 F M
32 M
0 S
ategory as
of otal
Menu
ashboard
ustomer Satis action

re ious 3 Months
atings hrough May., 10

Most ecent 3 Month arget 4.00
egistration
5.0 4.5 4.0 3.5 3. 5 3. 0 3. 5
ard Sur eys
3. 5
3. 0
3. 5
4.02
3.70
4.24
4.20
4.30
3.17
3.30
4.02
3.70
4.24
4.20
4.30
3.17 3.01
3.0
rder ccuracy
rder Speed
rri al ondition
ase o Set p erall
lear ocumntat n
all enter ccess
ssue esol ed
ustomer ourtesy
erall Functioning
erall xperience
ating 3. 4
esponses Last 3 Months 54
5.0 4.5 4.0 3.5 3. 2 3.75 3.52 3.71 4.03 3. 3.0
BayMed tracks nstallations satisfaction New customer in two ways: (1) When customers return registration cards for new products they have purchased, and (2) When our installation engineers install major new equipment. We compare the most recent 3 months to the previous 3 to see if were improving. (click to disappear)
3. 2 3.75 3.01 3.14 3.75 3.52 3.71 4.0 nstallation Speed erall lear ocumntat n all enter ccess ssue esol ed ating 3.75 esponses Last 3 Months 14
4.03
3.75
rder ccuracy
rder Speed
rri al ondition
nstaller ourtesy
erall Functioning
erall xperience
Menu
ashboard
3.14
4.0
3.
3.30
Operational Excellence Metrics
Menu
Dashboard
Sales
ipeline Sales cti ity
ecti eness, thro

on ersion ates Sales
h May, 2010
iciency
ipeline al e Sales ecti eness
2 2
on ersion
In M
100
15 10 5 5.
5.
est
ast
Model
est
ast
est
ast
10 In M
on ersion
3,442, 39 3,155,
ar et
op
est
eals endin
Men
hin a a tholic Methodist
3,02 , 121 2, ,3 2 2,54 , 03
Ges ndbnd Gmb e lio rc S Ministries
2,3 0,3 2,24 , 3 2 2,1 , 42
racen razilen ramed
2,02 , 0 1, , 021 1,54 , 6
2, 94,693 1,434,183
a iser e rm la en tlanta a re
1,3 0,036 1,24 , 031 1,1 , 0
,868,366
12
5,449,895 3,728,876
22 0 17 0 28 0 20 0 18 0 27 0 24 0
ashboard
6,310,405
28 8
14
e en e
e en e track The top 3 chartsby So rce (a) the raw Sel Gen New Sel Gen pt o se New o se pt ct a l t nd a r e t $ value of business in the Name 6 14 1 22 pipeline, (b) the probability of TriSt r 12.46 2 11. 0 35 44 10.4 50 closing that business based on CTW R .1 . 52 6 65 previous conversion rates, and Appenware 5 . 53 4 .4 40 Cypron esign 33 6.64 5. 0 (c) the 25 resulting real pipeline 5. 1 20 5.40 I .3 . 23 3. 3 3. 4 value (a x 1b). 1 Below, we see .2 R v GmbH 3.2 14 12 10 5.55 1 20 5.0 2.4 2.0 3. quota performance,1 as 1well as Inets Corp 1 1 2.12 1 14 1. 2 14 12 10 other key No m No m data. (clickstto Xilent GmbH sales atin No m No m No m atin ast No m a ast n trl est m er. est ast sia Model ast disappear)ntrl est m er. est ast sia 112 109 104 107 94 85 95 88 ota er ormance
otal M 163
155
185
86
178
105
195
90
tl M
28 3
23 9
25 2
13 2
18 1
77
21 5
esellers
o se e ads l osed
No m No m No m ast n trl est
atin m er.
ast sia
atin m er.
ast sia
23.6
21.0
24.
52
53
52
51
45
40
45
42
13. 4. 5.5 6.6
6.4
6.3
3.3
atin m er.
5.5

16.4 6.6 4. .

2
16. 6. 6.6 11.
11. 12.3
12.6 15.0
14. 12.
10.6 12.3 1 .0
13. 12.0 1 .4
2.
2.0 2.0 1. 1.
5.4
1. 1. 1.4 2.3
ast sia
74

50
23.1
2 .2
3.
3.4
4.6
66
5.0

3 .0
5 .6

2 .4
2 .5
44.4
5.

6 .6
45
6.5 14 3.1
4.
4.4

6.
In M
50
51
3.4
110.5
56
62

102.
60
24
25

112.
20 .6
6.

150

31
30
32
25
.1

25
200
30
6.6 20 5.1
22
6.4
'
1 0
$#
'

l osed 6 Mo. a li ied e ads
ritten ote a w e ads
Sales nalysis
ritten ote a li ied e ads
Sales nalysis a w e ads
ritten o te a w e ads
Sales nalysis ar e t
& $#
( "
' %
' $# $# & "
a li ied
e ads

Mar etin
ead
1,000
ecti eness, thro

a l. e ad
h May, 2010
ead al e ost atio, ast 3 Mos.
ot. al al. e ad atio ar et
eneration, ast 3 Mos.
ali ied ead
60
al. ead
al e
200
1 5
0
al e M al e ads al e ad
1 122 6 2
rade Show s
155 88 33
e errals rom artners
20 10
123
last m ail e plies
83
56
8
oo le d ord e plies
4.4
3.8
0.5
8.4
1.8
1.1
2.
4.0
ost
1st
20 18 M t Spend s. e en e M
iciency o
Mo. e . M 18.
ast 12 rod ct a nches

M t. a nch Spend atio 1 .0
10
8 6 4 2 0
4. 2.6
2.1
1.
3.4
Sil on 3.5
1 0
000
a nch
May 08
l 08
Sep 08
Sep 08
o 08
o 08
ec 08
eb 0
pr 0
May 0
l0
C u 9 s
C q
C @ 9pi
CB A
C u9 x y
C 7
rod ct a me
n iro ab
sthma a
S 3010
24 r. ri on
o ter 3
Sali an 2
M 01
ialysis Minilab
m m no 4
o ter 5
Men
2.5
atio
3.3
3.3 3
4.5
10
8.
.8
12
} {
14
11.3
e en e M t Spend
12.3
16
In Marketing, we are interested in # 15.6 of qualified leads by source, and 15.3 the 13.2 ratio between value of each lead and 6. 6.3 its cost. At bottom is a chart 5.0 .4 showing our most recent 12 product 3.8 5.2 3.8 4.5 launches, and the ratio between 1st 9 3.3 2.8 mo. Revenue vs. Marketing launch 5.6 expense. 3.4(click to disappear) 2. 0. 2.3 1.4 2.4
C D @ 9 87 6 CB A w vu 9 iy
.1
rade Show s
U R TV
C w vu
F Q P
V UR T
F Q P
C h 9 6g
irect Mail e plies
rade bs e plies
r ospect in hone
eb irect e plies
irect Mail e plies
rade bs e plies
last m ail e plies
r ospect in hone
e errals rom artners
F E S R
H X U HW Y H YF
F IH G
22
22
ost
248
40 20
20 10
22.4 .4 1.2
18. 23 .8 .8
21.5 .2
30 1.1 .
eb irect e plies
.4
0
oo le d ord e plies
ashboard
321
318
30
400
33
30
44
33.1
atio
56
al
40
48
44
40
44.4
60
al e
600
50
50
52.5
eads
53
55.2
81
80
ost
55
800
60
8 5 68
r F E S R
H X U HW Y H YF
a li ied e ads
a w e ads
ot.
al e
80
80 0
111 68.3 103 100
ost al. e ad atio ct al
t s mlkm p
q o
m r ml k
q j
s e s d 7
s F IH G s z w t 7 E X d fI ` F e d Ic bW a I ` y w v x u
120
Prod ct De elopment Sched les, thro

0
h May 31, 2010

ransfer and Scale p nitial n ransfer ots Passes Made ested est ri a nch
Date
om pleted o Now
1 Mo.
11 1 0 1 1 0
12 15 0 1 1 15
2 15 10 1 1 14
2 2 10 1 1
3 31 10 1 1 0
4 15 10 1 1 0
6 30 10 0 0 1000
Days ate
Date
om pleted o Now
1 Mo.
11 15 0 1 1 0
12 31 0 1 1 0
3 15 10 1 1 5
4 30 10 1 1 61
5 31 10 0 1 46
5 31 10 0 1 31
31 10 0 0 31
10 31 10 0 0 31
Days ate
Date
om pleted o Now
1 Mo.
16 0 1 1 2
10 3 0 1 1 3
3 15 11
Date
om pleted o Now
1 Mo.
0 0
0 0
Days ate
1 1 11
1 1 11
Date
om pleted o Now
1 Mo.
10 15 0 1 1 0
12 1 0 1 1 0
1 1 10 1 1 0
3 15 10 1 1 0
4 30 10 1 1 0
5 31 10 0 1 0
0 0
0 0
Days ate
Men
Dashboard
Desi n Validt n pt om plete
Phase 4 ppro al
Mar e t Prea nch om plete
De ice Mstr e cord om plete
e latory ppro al e cei ed
Phase 5 ppro al
Diabetes AB
ransfer and Scale p
a nch
ri
a nch
r rent a nch
H V M niLab
ri
a nch
Days ate
In Engineering, its all about meeting 5 104 130 120 122 our 45 milestones on major products in asibility De elopm ent development.ct eThisasibility shows chart Prod e e latory s iness ase Phase 2 lly nctional eq upcoming milestones, rm ents e port S bm issions recent andDrafted om plete ppro al Prototype om plete om plete 3 1 10 3 1 10 4 15 vs. 5 1 10 15 10 where we stand now 10 1 mo. ago, 1 10 1 1 1 1 0 0 and 1days early/late for each 1 milestone. 1 1 0 0 0 to disappear) 0 0 0 1000 1000 (click

11 30 0 1 1
1 15 10 1 1
3 1 10 1 1
4 12 10 1 1
ransfer ots Desi n Validt n Made ested pt om plete
Phase 4 ppro al
nitial n Passes est
Mar e t Prea nch om plete
15 10
11 1 10
6 1 10 0 0
1 10 0 0
r rent a nch
15 10
RS 3020
De elopm ent echnical Phase 3 e port ppro al om plete
ransfer and Scale p
a nch De ice Mstr e cord om plete
ri
a nch
Phase 3 ppro al
RC
e asibility e asibility Phase 2 eport ppro al om plete
De elopm ent e latory echnical lly nctional S bm issions e port Prototype om plete om plete
ransfer and Scale p nitial n ransfer ots Passes Made ested est
ri
a nch
11 30 10

1000
Phase 3 ppro al
31 10 0 0
B x er A7
e asibility e asibility Phase 2 eport ppro al om plete
De elopm ent e latory echnical lly nctional S bm issions e port Prototype om plete om plete
15 10

15 10
r rent a nch
r rent a nch
12 31 10
r rent a nch
ime Shipments and Ser ice by

ctual Multiple es
usiness nit, through May, 2010

arget ayMed
100 0 ime 60 .3 40 20 0 4.3 0.6 .0 3.2
100 0 n ime 60 40 20 0 F M M S 0.0 5.0 4.0 2.0 .3
0.0
roducts
5.0
m't
20 18
20 17
25 21
25 23
28 25 .1
m't
220 210 180 100 173 214 198 145 89 144 .5 M

0.0
ayMed Ser ice

100 0 ime 60 40 20 0 F M M 4.2 3.3 0. 1. .6
In Milestones ontract Manufacturing,
we have three 0.0 100 slides. This first slide looks at order fulfillment timeliness: do we 0 meet our delivery commitments? 60 . We track both Product Orders as . 0.0 4. 40 well as Service Contract milestones. (click to20 disappear)
ime n 0 S F M
.0
m't 120 120 97 113 100 88
85 115 78 103 .
m't 453 450 392 275 393 448 405 333 244 345 0.4
Menu
ashboard
n entory
aw Materials
5 rns
rns hro
ct al
h May, 2010
ar et
M
12 rns 10
ork n ro ress
4 3 2 1 3.0 0 M M S 10.45 0.48 9.97 ross n entory al e M xcess and bsolete M et cti e al e M 4.0 3.5 3. 4.0
n entory
n entory
6 4 2 5.0 7.5 6.0 6.7 7.4 0 M M S 3.18 0.12 3.06 ross n entory al e M xcess and bsolete M et cti e al e M
inished
2.0 rns 1.5 1.0 0.5 0.4 0.0 M M 0.5 1.0 1.3 1.4
oods
n entory
In Manufacturing, we have three slides. This second slide looks at Inventory Turn rates in each of our three value-add levels. (click to disappear)
S 0.98 0.01 0.97
ross n entory al e M xcess and bsolete M et cti e al e M
Men
ashboard
ost o
ality, thro
ct al
h May, 2010
ar et
otal
12 10 O S 4.0 3.5 3.0
S stainin
n ineerin
2.5
nventory cc racy
2.0
ost as
6 4 2 0
7.2
0.5 0.0 0.0
0.5 M M S O
rrent Mo
0.68
2.81
rrent Mo
0.22
0.75
rrent Mo
0.13
0.41
Scrap
1.2 1.0 O S 0.
ost as
0.6 0.4 0.2 0.0 M M S O 0.
3. 2.5
0.6
0.5 0.6
0.7
0.2 0.0 M M 0.05 S O M 0.04 M 0.21 rrent Mo M M
1 0
M 0.23
rrent Mo
0.28
rrent Mo
Men
ashboard
This third manufacturing slide looks at ework the cost of poor quality in Total, and 1.2 6 by each of 5 key drivers. Note that 1.0 quality cost is expressed as a % of5 COGS we want NOT to exceed 10%. 0. 4 Note the problem areas of Sustaining 0.6 3 1.0 Engineering and Inventory Accuracy. 1.0 4.4 0.4 2 0. 0. 0. (click to disappear) 3.2

arranty
3.6
1.15
6.7
.6 10.4
2.5 2.0 1.5 1.0 1.6 2.0 1.7 3.4 2.7
1.5 2.1 1.6 0.5 1.2 0.
1.0
Call Center Statistics, through May, 2010

ctual ssues Resol ed on First Call

100
Target nswered
100
ithin 30 Seconds
0 0 0
5 w in 30"
# Calls Month
60 50 40 30 20 10 0
.5
0.0
1.2
6.0
3.
0
F M M
0.3
M
.6
.1
.4
Calls K# s 113 110 115 118 114 # Resol d 100 83 101 87 102
bandoned
12 10 bandoned 3 00 Time in Minutes & Seconds
6 4
2 15
2 33
23
0 F M M S O N D
Calls K# s 113 110 115 118 114 ban K# s 10.9 9.8 9.8 9.8 9.8
0 00 F M M S O N D
21
.5
.3
.6
2 24
Our most serious goal in the Call 2 30 Center is to resolve the customers 2 00 issue on their first call. We also 1 30 measure answering speed, abandonment rate and average talk 1 00 times. (click to disappear)
0 30
Calls K# s 113 110 115 118 114 30" K# s 101 98 103 108 103
erage Tal Times
Menu
Dashboard
People & Culture Metrics
Menu
Dashboard
Headco nt Snapshot, thro

Headco nt as
115 110 105 100
h May, 2010
O era e Open Reqs 60 Days
o AO
50 40 30 20 10 0
o AO
Reqs 60 Days Old
10 .1
10 .4
110.0
102.0
102.4
100.
Headco nt as
.4
.4
.2
5.4
.2
5 0 5
M
C stS c
Act / in.
Act / in.
C stS c
Adm/HR
Adm/HR
Sales
Sales
otal
Mtrls
Mtrls
M t
M t
Mt
Mt
1 1
1 2
6 5 2
New & Replacement Hires

Replacemt New
D
erms by Department
erminations,
ol ntary
Hires by Department
12 10
1 1 1
Act / in.
2 0
1 1
C stS c
1 1
Act / in.
C stS c
Adm/HR
Adm/HR
Sales
Sales
otal
Mtrls
Mtrls
M t
M t
Mt
Mt
New
Replacem ent
Men
Dashboard
14 22
In ol ntary ol ntary
13 1
otal
.A.
.A.
In this Headcount snapshot, we 16 14 look at actual headcount as a % of 12 2 annual operating plan (AOP). We 10 also look at hiring speed, and the 6 number of hires and terminations. 4 1 (click to disappear) 2 2 2 2 2 2
1 1
In ol ntary
1 4 1 1
10 1 2 1
Act a l AO
24 22
62 63
55 50
116 10
3 43
256 25
50 4
42 41
62 65
6 1
4 6
0 30 31 60 61 0 0
1 2 2 1
1 1
otal
.A.
.A.
40
33
Act a l
Acceptable e el
ar e t
Employee Development and Mobility, through May, 2010

People Trained in Key Programs, TD
Live Training 7 Readings 100 3 77 56 40 20 0 55 Target: 100 100 Employees Completing 0 100 3 EE s Evaluated
Performance Evals in Last 12 Mos.
60
57
20
Eng 84 116
Mftg 228 256
Mktg 38 50
Mtrls 37 42
cutal Target
35 36
64 72
17 18
71 72
15 18
10 18
18 214 20 240
18 144 20 160
22 112 40 120
14 15
12 12
23 30
39 40
18 20
35 162 666 42 197 734
Eval d EE s
Development Plans Updated in Last 12 Mos.

100 EE s Evaluated 35
w Dvpt Plans
Target
Lateral
Mobility
11
60 40 20
11
10
10
5
Cust Svc 10 6 55
Co- ide
ctual
556
Co- ide Target
774
Co- ide
72
cutal Target
67 116
24 3
1 5 256
37 50
31 42
4 62
37 6
Eng
Mftg
Mktg
Mtrls
. .
Sales
Eng 13 7 116
Mftg 31 18 256
Mktg 5 2 50
Mtrls 5 4 42
Lateral Vertical EE s
2 1 38
Menu
ctg Fin. 1 24
dm HR 51 62
Cust Svc 46 55
ctg Fin. 3 1 24
dm HR 12 8 62
. .
6 4 62
12
12
4 4
12
Sales Total 3 3 69 90 54 774
Dashboard
63
10
Key to a competent workforce is 30 their training in strategically vital 13 25 programs, appraising their 20 performance, developing their4 15 7 76 74 74 skills, and ensuring their internal 1 10 54 13 mobility into new and challenging 5 positions. (click to disappear) 0

Live Read Live Read Live Read Live Read Live Read Live Read Live Read Live Read Live Read Live Read
20 24
59 62
48 55
26 38
nternal Mobility Last 12 Mos.

Vertical Target
Total
CrossSelling
Product MultiTier Knwldge Selling
Project Mgmt
Process Cust mer Mapping Re rmnt
Leadership
Mgmt. Basics
Sr. Mgt. Seminar
ctg Fin.
dm HR
Cust Svc
. .
Sales Total 39 69 636 774
57 62
72
40
76
60
0 0
w Dvpt Plans
Target
Strate ically ritical mployees, or the Month o May, 10

Strate ic s ated 4 or 5
100
with e elopment lans n lace

100 0 ecei in 360 s
ecei in 360
al ations
lans
ated 4 or 5
4s
5s
29 31
10 10
5 5
p ln
25 31
9 10
5 5
360 d s
li ible 30
100 ncenti e.
ncenti e ay
100
Met w Mentors ast 2 Mos.

100 0 0 0
0 0 0
Met w Mentors
eplacemnt
li . 30
w nt.
44
43
41
44
43
30
30
30
S S Strate ic ositions otal ositions Strate ic ositions
31 116 27%
M t 7 41 17%
s e Sales M t 3 17 41 9 124 360 33% 14% 11%

w 30 s
29 31
9 10
3 5
Met Mntr s
26 31
9 10
5 5
10 62 16%
5 62 8%
M t 5 7
s e Sales M t 3 17 18 3 17 41
otal 84 114
M t 3 7
s e Sales M t 2 7 18 3 17 41
otal 70 114
plmnt s
19 31
M t 3 7
s e Sales M t 2 12 26 3 17 41
7 10
otal 114 774 15%
Men
ashboard
40
40
40
60
61
60
3 5
63
63
otal 72 114
50
50

60
1"
60
100
100
BayMed devotes particular 0 attention to the most critical 15% 0 or so of its employees. For more 0 100 on this, please go to Strategic 60 0 4 Employee Analysis on the Menu. 50 6 61 (click to disappear)
& "
M t 7 7
s e Sales M t 3 15 26 3 17 41
otal 95 114
M t 7 7
s e Sales M t 3 12 24 3 17 41
otal 85 114
21 31
M t 5 7
s e Sales M t 3 12 20 3 17 41
9 10
ailable nternal eplacement
30
30
30
40
40
40
63
60
3 5
64
otal 73 114
50
50
50

&
60
60
60
0 1

"
100
100
100
100
100
100
100
100
$#

pt.
'

0 0
100
'
1!

rod ct De elopment rocess mpro ement nitiati e, thro

Joe Brownley
Date Com plete 1 Month
h May 31, 2010

9 9 S TU VR
2 2 1 1 3 2 2 2 0 1 10 lan
C s t. S pport Deli erables ppro ed Doc m entation lan emplate ppro ed
t re
1 15 10
2 1 10
2 15 10
3 1 10
4 1 10
4 15 10
o Now
rod ct D pt rocess rainin

ct a l
ar et
M t
Mt
35
30
30
25 D Completions
12 10 12 6 0 n 's n M rs M t 's 0 M t M rs 3 3 Mt 's
12
4 3 3 Mt 's 2 0
rod ct eam
li ir
appan
D Merc
HyperBow
Roadster
Men
Dashboard
Q P v
G v
lan
ct
lan
ct
lan
ct
lan
ct
ct
lan
Merc 2
I H
G F 2 ee fh
15
30
15
20
Sta on eam
BayMed has 1had a particular issue with product16 2 deliverables and team with fully staffing its product 3 development14teams. For2more on 2 remedying this issue, see the 2 12 3 1 Achilles Heel Analysis, on the 2 1 10 2 menu. (click to disappear)
xx
6 12 10 10 10
0 1
fh
fg
fe
ee fh
Days ate head 5 Com m ents First Training He d on
15 0 0 5 10 5 pril 10; poor attendance from Marketing and Manufacturing; 2nd Session to be held on June 10
rod ct eam Sta in
e els
12 10 10
EE
9 9 S T S R
5 15 10
9 9
9 9 U UT
9 9
T V
f fg
f s
ee fg
9 9 r
T V
ntiati e
Bsns Case emplate ppro ed
Comp. nalysis emplate ppro ed
eat re nction emplate ppro ed
it criteria or ll D Steps ppro ed
rainin or ll pplicaable M rs & 's
Mt . Deli erables ppro ed
6 15 10
9 9@ aa d T d T c V
31 10
9 9 aa d d T c
T V
T ba
9 9 S T RY RV Y `
f fe
BA 8 7 76 5 8 A5
ee fe
32 2 pi
ct
New ire S r eys, ast 6 Months

M S M n 4.0 4.0 4.1 3.1 3.9 4.1 4.1 3.9 4.3 4.5 10 Sales 3.6 4.1 3.6 3.6 4.1 4.6 4.1 4.6 4.6 4.6 3 S Mar etin Mt st Ser ice Materials 3.8 3.9 4.2 3.7 3.8 3.8 3.6 3.4 3.6 4.2 3.9 3.8 3.9 4.2 3.9 3.9 4.1 4.2 4.0 4.4 2 14 cct in dmin 3.8 3.3 3.9 3.7 4.1 3.9 4.3 4.1 4.4 4.5 6
Team prepared for my arrival Benefits/ee programs meet expectations Know who to as re: processes/projects My training plan exists Mgr & I have established my goals Mgr interested in me as a person I see how my goals fit w/ team's goals My job is as was described in interviews I know/can approach mgmt team folks Overall, this is a great place to work # S r eys
EE will be fully competent in this position in 12 months EE has met or exceeded my expectations # S r eys
BayMed wants to ensure M S employees integrate quickly into Position filled in acceptable timeframe the company, and that their 4.1 3.5 I had high quality candidates to recruit from 3.5 managers are satisfied with 3.6 the Recruiting/ ign On/Relocation $ adequate to attract 3.9 4.1 hiring process. We survey both OnBoarding process gave EE valuable Gen. knowledge 4.2 3.6 new hires and their4.0 managers after New EE's tech skills as strong as I had hoped 3.1 90 days. Look at the red horizontal Interpersonal/Org. skills as strong as I had hoped 4.5 3.6 Starting Salary set at right level compared to peers to see where the problems 4.2 4.1 patterns New EE ramped up learning curve as fast as I had hoped 4.2 are. (click to disappear) 4.1
3.3 2.4 8 4.1 3.6 3
M N G S Sales Mar etin Mt that new st Ser ice Materials 2.4 3.6 3.9 4.3 4.3 3.8 4.1 4.3 3.8 4.1 2 3.4 3.0 3.5 4.0 4.4 4.1 4.4 4.0 4.5 3.8 11
cct in dmin 3.3 3.8 3.7 3.9 3.7 4.0 3.7 4.2 3.3 3.8 5
Men
Dashboard
lse S r ey es lts, ast 4 S r eys

Di ision- ide Data
eb-10 Mar-10 pr-10 May-10 Total
Totals
Mft / M trls n / IT
nction
Sales/ M t / S / in/ dmin reen Is =
My
anager va ues
e as a person e y work
40 40 39 33 39 35
41 41 41 35 38 37
42 42 41 34 39 37
39 40 39 32 38 35
40 41 40 33 38 36
41 42 39 33 38 37 35 35 38 33 35 34 37 38 39 11 3 69
41 40 42 33 38 36 33 35 37 33 38 38 34 41 42 41 3 76
41 39 40 34 40 35 35 37 38 33 36 31 37 39 39 50 3 69
40 40 47 37 40 43 35 30 37 34 40 43 35 43 43 3 3 92
40 40 40 37 38 37 37 37 37 37 37 37 37 40 40
My work cha enges
I fee high sense of urgency in I'
fair y rewarded for the work I do o-workers va ue contribution I ake
I can achieve
y career ambitions
36 3 34 34 35 BayMed wants to5create a stimulating work culture, with knowledgeable, I'm at " eading edge" of know edge in my profession 34 36 35 35 35 engaged employees. Our pulse I'm empowered to decide how best to do my work 38 38 3 survey checks 3 8 one-twelfth 7 the8 of 3 here are good financia incentives to stayworkforce 3 0 here 34 2 32 each 3 5 month. The9 horizontal 3 6 yellow5& red rows reveal 3 37 35 36 Peop e here ook forward to coming to work where our challenges are. (click to My emp oyee benefits are attractive and unique 32 37 36 31 34 disappear). This is the last slide of I fee a sense of ownership in this company 3 want 6 click 3 to 3 5 the demo, 3 3 you7 may 6 so 3 Menu for other options. 3 7 I get the chance to have fun at work 38 39 39 38 Management has a c ear vision in a , this is a great p ace to work S r eys et rned Total Score 37 3 3 61 40 3 3 75 41 66 3 76 38 64 3 56 39 2 6 3 67
3 773
Men
Dashboard
Strategy Mapping
Strategy Mapping is the first of three methods used to identify key metrics for our ScoreCard. (hit spacebar)
Menu
1. Successfully Launch MPX 3000

Finance
10 Sales: US=$5M EU =$3M Asia=$2M Op Margins=35% 10 Budget, 1 /2 re s=$6 5M, (+5%), tracked function
A key element of our strategy is to successfully launch a MAJOR new product. Since this product is a cornerstone for our future, we set specific Finance quadrant goals for it ($10M in Sales, Op. Margins of 35%, and an operating budget of $6.5M, tracked by department. (hit spacebar)
Menu

Finance
10 Sales: US=$5M EU =$3M Asia=$2M Op Margins=35% 10 Budget, 1 /2 re s=$6 5M, (+5%), tracked function
Customer/Markets
Orders fro >10 Top U S and >8 Top European Custo ers Installation Failures <10%; 80% res <8 hrs ; 100%<72 hrs
Were looking for market BREADTH across the US and Europe, and want to ensure customer satisfaction with our installations. (hit spacebar)
Menu

Finance
10 Sales: US=$5M; EU =$3M; Asia=$2M; Op Margins=35% 10 Budget, 1 /2 re s=$6 5M, (+5%), tracked function
Customer/Markets
Orders fro >10 Top U S and >8 Top European Custo ers Installation Failures <10%; 80% res <8 hrs ; 100%<72 hrs
Order fulfill ent: 90% <1 eek; 100% <2 eeks QA funct test at pre-ship < 5% functionality failures, 10% sa ple
We want to meet orders for this product on time, and we want all functionality to work, once installed. Notice how specific each bullet point is. (hit spacebar)
Menu

Finance
10 Sales: US=$5M; EU =$3M; Asia=$2M; Op Margins=35% 10 Budget, 1 /2 re s=$6 5M, (+5%), tracked function
Customer/Markets we want all our Sales Force Finally,

trained and >8 Top European Orders fro >10 Top U S in the product BEFORE its Custo ers released, and all Sales and Product Installation Failures <10%; 80% res <8 hrs ;the Team reqs filled (no holes in 100%<72 hrs team!). Note how, for this strategic Operational Excellence identify ScoreCard initiative, we metrics each of the <2 eeks Order fulfill ent: 90% <1 ineek; 100%four quadrants. This is Strategy Mapping. (click to QA funct test at pre-ship < 5% functionality failures, 10% disappear, and then click menu)
sa ple
People & Culture

Sales Force (100%) trained in Product Kno ledge prior to launch All Sales/Prod Tea reqs filled <60 days
Menu
Achilles Heel Analysis

Achilles Heel Analysis is the second of three methods used to identify key metrics for our ScoreCard. (hit spacebar)
Menu
Possible Achilles Heels

Poor Product De elop ent Discipline Lo Custo er Orientation/Little Market Fa iliarity Little A areness of Business Strategy/ Key Co petitors No Measure ent or Education in Core Processes . . . and in your co pany???
Every company has core processes it must be good at. If it isnt good at a core process, thats an Achilles Heel for the company. For BayMed, poor Product Development Discipline is an Achilles Heel (hit spacebar)
Menu
Achilles Heel #1:

Poor Discipline in Product Development Process (PDP)
Product Tea s are Engineering-centric; Mktg, Mftg co e too late into the process Cross Functional Deli era les Bet een Engineering, Marketing, and Manufacturing Poorly Defined Poor Accounta ility re: Early Deli era les (Business Case, OI Analysis, Co petiti e Analysis) Projects Dont Meet Their Milestones; Internal Partners not Prepared ith Their Pieces
A cross functional team from Engineering, Marketing and Manufacturing identifies key aspects of the PDP Process that need improvement (hit spacebar)
Menu
rod ct De elopment rocess mpro ement nitiati e, thro

Joe Brownley
Date Com plete 1 Month
h May 31, 2010

d ef g
2 2 1 1 3 2 2 2 0 1 10 lan
C s t. S pport Deli erables ppro ed Doc m entation lan emplate ppro ed
t re
1 15 10
2 1 10
2 15 10
3 1 10
4 1 10
4 15 10
o Now
Days ate head 5 15 0 0 5 10 5 Com m ents First Training Held on April 10; poor attendance from Marketing and Manufacturing; 2nd Session to be held on June 10
rod ct D pt rocess rainin

ct a l
rod ct eam Sta in

n M t Mt
e els
ar et
35
30
30
25 D Completions
1 From this analysis, we decide to track (a) the development of PDP Templates, 16 2 (b) PDP Training, and (c) Product Team 2 Staffing, as 14 3 metrics for our ScoreCard. 2 (click to disappear, then click Menu) 2 12 Sta on eam 1 1 3 2 2 0 1
12 10 12 6 0 n 's n M rs M t 's 0 M t M rs 3 3 Mt 's
12
4 3 3 Mt 's 2 0
rod ct eam
li ir
appan
D Merc
HyperBow
Roadster
lan
ct
lan
ct
lan
ct
lan
ct
ct
lan
Merc 2
Men
y nn oq
15
30
15
20
10
12 10 10 10
12 10 10
d e d oq
5 15 10
op
on
f fe
{{
nn oq
e g
o op
o v
nn op
e g
ntiati e
Bsns Case emplate ppro ed
Comp. nalysis emplate ppro ed
eat re nction emplate ppro ed
it criteria or ll D Steps ppro ed
Mt . Deli erables ppro ed
6 15 10
jj m e m e l g
31 10
jj m m e l
e g
e kj
d e h g h i
o on
nn on
y y sr
ct
Strategic Employee Analysis

Strategic Employee Analysis is the third of three methods used to identify key metrics for our ScoreCard. (hit spacebar)
Menu
Strategic Themes, FY10

1. Successfully Launch T o Ne Hi-Potential Products (On-Ti e; $10M 1st Yr. e ./each) 2. One or T o Successful Acquisitions 3. Achie e $30M e enue in Eastern Europe
4. I ple ent LEAN Manufacturing 5. I ple ent Strategic E ployee Initiati e

We begin by identifying five Strategic Themes for 2010. (hit spacebar)
Menu
Strategically Critical Employees

R&D: Project Tea Leaders & Key Tech. Leads on Breakthrough Products Mktg: Product Mgrs in ecent or A out-To-Be eleases
Bsns Dvpt: Leaders for Key Acquisition Candidates Sales: Mgrs & eps Niches esponsi le for Ne Territories/
Mftg: Process-Reengineering Tea Leaders and Ne Equip ent/Technologies Central to Strategic The es
For each of these strategic themes, we Finance: Leader ofkey employees directly identify Acquisition or Strategically Vital responsible Accounting Initiati e for the achievement of each strategy. We identify a pool of about 15% of Co petency to workforce. (click HR: Leader of Strategicthehit spacebar to Project, Strategic disappear; then or Strategic E advance) Identification Project ployee
Pay,
Menu
Strate ically ritical mployees, or the Month o May, 10

Strate ic s ated 4 or 5
100
with e elopment lans n lace

100 0 0 0
ecei in 360
al ations
ecei in 360 s
lans
ated 4 or 5
4s
5s
29 31
10 10
5 5
p ln
25 31
9 10
5 5
360 d s
li ible 30
100 ncenti e.
ncenti e ay
100
Met w Mentors ast 2 Mos.

100 0 0
0 0 0
0 0
Met w Mentors
eplacemnt
w nt.
60
44
30
~
~ | }
w 30 s
29 31
| |
M t 5 7
s e Sales M t 3 17 18 3 17 41
s e Sales M t 2 12 26 3 17 41
7 10
~
~ | }
~
~ | }
40
3 5
63
63
otal 72 114
Men
50
60
100
100
For these strategic employees (~15% of 0 0 100 workforce), we ensure (a) that those positions 0 60 0 60 4 are filled with highly rated employees, (b) who 4 50 50 6 61 60 have development plans in place, (c) 61 who receive 40 40 44 43 43 41 360 evaluations, (d) who have a chance of 30 30 earning 30% above tbaseSales M t if they achieve their M t pay otal M s e otal 9 3 84 Met Mntr have mentors, and (f) for whom we 3 26 3 2 7 18 9 5 70 goals,114 who 31 7 3 17 41 10 5 114 w splmnt 19 7 (e) s 10 5 31 have internalSreplacements. This is what were S S M t s e Sales M t otal Strate ic ositions 31 7 3 17 41 10 5 114 willingsitions do to ensure our strategic success. to 116 41 9 124 360 62 774 otal o 62 27% 17% click 11% 16% 15% Strateto disappear, then 33% 14% Menu) 8% ic ositions (click

li . 30
M t 7 7
s e Sales M t 3 15 26 3 17 41
otal 95 114
M t 7 7
s e Sales M t 3 12 24 3 17 41
otal 85 114
21 31
M t 5 7
s e Sales M t 3 12 20 3 17 41
9 10
ailable nternal eplacement
~
~ | }
~
~ | }
~
~
~ | }
~ | }
30
30
30
40
40
40
63
60
3 5
64
otal 73 114
50
50
50
60
60
60
100
100
100
100
100
100
100
100
pt.
100
ScoreCard Development Roadmap

Step 1: Metrics Selection
1. Exec. Interviews Bsns Issues, SC ants Strategic Initiati es ID X-Func. Tea 2. Strategy Mapping I.D. Achilles Heels I.D. X-Func. Colla . I.D. Feasi le Metrics 3. Choose Metrics List Possi le Metrics Re u for Balance E ec Tea Chooses
6. Build ScoreCard Create Dash oard Here is a high-level roadmap of the 3 I port Charts Re ie / E ecs process of ScoreCard Development.
5. Build Excel Files Create/Re u Drafts Build Files / Real Data Train Data Pro iders
4. Spec Metrics I.D. O ners, Data-Pro iders Define Data-Sets Design Slides
Step 2: Design & Build
Step 3: Initial Use
month Company VPs choose the metrics and give major input on slide designs. VPs name Exec Team Use . data providers from . Company-Wide Use Coach data. The external each function who provide theCEO E tended Mg t. Present @ 1-2designing the Tea consultant leads the entire project, E ec Tea Mtgs. slides, building the files, and training the data All Hands Meeting providers. (click to disappear, and then click Menu)
Menu
The Plumbing
An Excel file tracks data for each metric. A slide from each Excel file electronically links to the PowerPoint file (which you have been reviewing Executive Team in this demo). Data exists in a variety of databases (finance, manufacturing, HR). Data from these databases can be electronically dumped into the Excel files. Its the consultants job, working with data email providers, to expedite this process. (click to disappear, then click Menu)
Po erPoint File: E cel Files:

Metrics 1-4 Metrics 5-6 Metric 7
ScoreCard Master File
Shared Server
Metric
Metrics -12
Metrics 13-14
Metric 15
Metrics 16-1
Metric Leader Finance
Metric Leader Sales
Metric Leader Mktg.
Metric Leader Eng.
Metric Leader Mfg.
Metric Leader A
Metric Leader Cust Sppt
Metric Leader HR
Menu
For More Information, Contact:

Michael Sel y ScoreCard Partners (415) 446.5531 sel y@scorecardpartners.co , or Visit us on the e at .scorecardpartners.co
Scor r rt r Balanced
c reCards,
esi ned and Built, in 0
ays
M u

SCORECARDSELF GUIDEDTOUR Webversion

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

SCORECARDSELF GUIDEDTOUR Webversion

Загружено:

Авторское право:

Доступные форматы

The Company-Wide Balanced ScoreCard Demo

ScoreCard Partners Balanced ScoreCards, Designed and Built, in 90 Days

ScoreCard Demo Menu:

ScoreCard Partners Balanc

si ned and Built, in

Michael Selby, 2010, www.scorecardpartners.com, 415.446.5531

What is a Balanced ScoreCard?

ScoreCard Partners Balanced ScoreCards, Designed and Built, in 90 Days

BayMed Balanced ScoreCard

0epeat 0 sns e . Growth

0 e . Growth 0 New Customers

15 New usiness Partnerships

# 112.2 # 112 ct. 112.1

### Free 4864 Cash Flow

31 Product New 31 e . Growth

4Customer 4 Satis action

# 24.1 # 25.5 ct. 25

# 33.0 # 34.0 ct. 34

# 2 .10 # 30. 4 ct. 31

People & Culture

130 & 130 ays Slippage

ncenti e Pay 1 1 Strategic EE's

# 41.5 # 42.4 ct. 42 4 4 ct.

# 60.0 # 53.3 ct. 53

# 22 # 130 ct. 130

4 Materials aw 4 and OEM n entory urns

Call Cntr ssues 1 1

Product pt eam nitiati e g. ays Late

4 New ire Sur ey

Pulse Sur ey 4 4 Last 4 Sur eys

Michael Selby, 2010, www.scorecardpartners.com, 415.446.5531

iable Grn & Yel # 15

120 2 . e en e M 10.0 100 46.3 45.3 41.

Michael Selby, 2010, www.scorecardpartners.com, 415.446.5531

BayMed Balanced ScoreCard

# gt.> 13 .3 # 138 ct. 13 .5

# gt.> 112.2 # 112 ct. 112.1

# 5,000 # ### ct. 4,864

# 24.1 # 25.5 ct. 25

# 33.0 # 34.0 ct. 34

People & Culture

Michael Selby, 2010, www.scorecardpartners.com, 415.446.5531

BayMed Balanced ScoreCard

0 e . Growth 0 New Customers

15 New usiness Partnerships

31 Product New 31 e . Growth

4Customer 4 Satis action

# 2 .10 # 30. 4 ct. 31

People & Culture

Michael Selby, 2010, www.scorecardpartners.com, 415.446.5531

iable Grn & Yel # 15

BayMed Balanced ScoreCard

# 41.5 # 42.4 ct. 42 4 4 ct.

Marketing Lead 53 53 Value/Cost atio

130 & 130 ays Slippage

# 60.0 # 53.3 ct. 53

# 22 # 130 ct. 130

4 Materials aw 4 and OEM n entory urns

Call Cntr ssues 1 1

Michael Selby, 2010, www.scorecardpartners.com, 415.446.5531

BayMed Balanced ScoreCard

People & Culture