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Employee Performance Review Excellence Expectations Leadership Practices Value Added (including Six Sigma projects) Innovation Demonstrated Excellence (Measurable Value Added) Innovation (including breakthrough solutions) Direct Value-Added Leadership Practices Areas for Improvement Behaviors Skills Growth Plans Training New Assignments Incentives for Extraordinary Performance Value Plans (Including Six Sigma Projects) Plans for Innovation Thought Leadership New Areas of Interest

Major group 87: Engineering, accounting, research, management, and services Major group 88: Private households Division J: Public administration Major group 91: Executive, legislative, and general government, except nance Major group 92: Justice, public order, and safety Major group 93: Public nance, taxation, and monetary policy Major group 94: Administration of human resource programs Major group 95: Administration of environmental quality and housing programs Major group 96: Administration of economic programs Major group 97: National security and international affairs Major group 99: Non-classi able establishments

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A seven-step process was utilized to collect the required data. The data was directly collected using a national survey that was conducted in August 2002 through September 2004 of manufacturing companies, service providers, and government agencies located in the United States. The seven-step process was developed by Creative Research Systems and revised in November of 2001 (www.surveysystem .com). Below is an overview of the seven-step survey process:

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usinesses today seek an effective corporate performance measurement system to maximize the bottom line. With the advent of the Internet, ongoing globalization, and standardization in management systems, business leaders must focus on how to measure performance to monitor their continued viability and success. Many existing performance measurement systems were designed to support business practices and to monitor progress. With shrinking margins and competitive pressures, however, corporate performance measurement systems must do more than monitor. They must identify opportunities for optimizing profitability and growth, without pitting one against the other. The idea is to use performance measures to add value, instead of simply measuring for a formality. That is precisely what the Six Sigma Business Scorecard is designed to do. The Six Sigma Business Scorecard combines the Six Sigma methodology for dramatically improving customers delight with the Balanced Scorecard method for achieving financial objectives. The Six Sigma Business Scorecard utilizes strategy to maximize profitability and growth, accelerate improvement, foster leadership accountability, and encourage employee involvement. It builds on proven methodologies and offers a new method for measuring corporate performance. Filling in the blanks that have been left open by the other measurement systems or methodologies, the Six Sigma Business Scorecard is integrated into a Business Performance Index (BPIn), a

Establish the goals of the survey. Determine the sample and sample size. Develop the sampling methodology. Create the questionnaire. Pretest the questionnaire. Distribute the survey (data collection). Analyze the data (survey results).

The following subsections expand on each step of the survey process and describe how each was applied for this research.

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A goal of the survey was to balance cost of collecting the data versus the required accuracy. This was balanced by the number of observations included for the survey. If a sample is too large, time, talent, and money are wasted (the cost of collecting the data increases as the number of surveys increases). Conversely, if the number of observations included in the sample is too small, inadequate information may be collected for the population (the data may not be accurate enough to base any decisions or create any models).

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