The application mentions method of selection and analysis of key comparative data. It is not clear which source (competition/benchmark) is referred for comparison. As such a systematic approach to select and ensure effective use of key comparative data and information is not evident.

Although the division reviews key performance factors with respect to annual business plan, a systematic approach to align the results of organizational level analysis with key business results, strategic objectives and action plans is not evident. Also, a systematic approach to use these results for continuous and breakthrough improvement in its performance is not evident.

Various methods of data and information availability have been mentioned. However it does not address how the data on performance measures and performance analysis is made available. Also, a structured approach for making needed data and information available and accessible to divisional employees, customers and suppliers is not evident.

The application includes description on set-up of various departments and placement of employees. However, a systematic approach to organize and manage work and jobs to promote cooperation, innovation and organizational culture is not evident. Also, a systematic approach to ensure effective communication and knowledge sharing across work units is not evident.

The application includes description of key factors that are seen during employee performance review. However, a systematic approach to support high performance, including feedback to the employees, is not evident. It is not clear how the employee performance management system ensures a customer and business focus. The application also includes various forms of awards that are given to high performers. However, a systematic approach to reinforce the objectives of supporting high performance through this reward practice is not evident.

The application mentions various factors (including short term and long-term plans) considered while planning employee education, training and development. However, a systematic approach for determining contribution of these efforts towards achievement of action plans and employee development and career progression is not evident.

The division has a structured list of factors that affect workplace health, safety and ergonomics. However, a systematic approach to determine these factors for various workgroups/departments is not evident. Also, a systematic approach to improve workplace health, safety and ergonomics is not evident. The application does not address performance measures and/or targets for each environmental factor.

The application mentions various methods for addressing design quality, cycle time, learning etc. Since the design processes for product and services are not mentioned, it is not clear how division ensures design quality, cycle time, learning from past projects and other parts of the organization, cost control, new design technology, productivity.

The application includes a list of performance requirements and methods to accommodate them into production process. However, a systematic approach to incorporate all key operational performance requirements into design processes for production/delivery processes is not evident.