Level 1: The ownership of planning and organisation of the work is unclear. The planning process is carried out on a top-down basis and is accompanied by a management style known as Directive Management, where the possibilities for input by lower levels are limited. There is little room for feedback from lower levels within the planning and organization of the work. Level 2: The planning process is strongly top- down oriented. In case of conflict, the team supervisor looks for solutions, but management often has the last word. A communication structure has been provided, in which planning is discussed and feedback is possible. Level 3: Planning and work organisation are predominantly executed top-down, in line with the objectives set by the management. Individual employees have some input, especially in terms of the implementation strategy and operational approach for their team. (Groups of) individual employees take the lead in determining how the team goals will be achieved. In case of conflicts the manager looks for solutions. Level 4: The planning is organised by the operational team, with the expected output clearly provided as input for decisions. Teams and team members can independently prepare and adjust the planning within the limits of timely external delivery and/or other limits set by management. For example, they can shift orders themselves to do on-the- job training, thereby always safeguarding the realisation of the team KPI's. Level 5: Operational teams determine how they organise the work and use agreed upon quality, supply chain, stock, customer orders and other criteria to do so. They autonomously determine whether they engage external resources (e.g. temporary people) and how they will achieve the requested result. They manage their own KPI's, aligned with strategy and vision. As such they make it possible to flexibly decide on which (corrective) actions to take.

Level 1: Only the management is committed to the follow-up of strategic objectives. There is no systematic monitoring and feedback from KPI's to the first line managers. Individual employees receive no feedback about the results of their work. No visible performance indicators are present at the shop floor. Individual employees hardly have any access to KPI's. Level 2: KPI's, in line with the business objectives, are determined by management and communicated to managers. The performance indicators that are present are monitored by the management, but not structurally communicated or used at the shop floor. The feedback on KPI's is such that it is not clearly linked to the performance of the individual employees, which makes it difficult for them to understand how they can influence the KPI's. Level 3: The team supervisor determines the KPI's, in line with the business objectives. Individual group members know their KPI's and support them. Follow-up of the KPI's is done by the supervisor. As performance indicators are present in the work environment and are updated on a daily basis by the group, individual employees also have a good view on the KPI's. It is not (only) the supervisor that uses them to adjust specific actions. Level 4: The team determines their KPI's in consultation with the supervisor and in line with the business objectives. It is clear to the team members how they can influence the achievement of the KPI's through their own actions and decisions. The supervisor and the team (members) follow the KPI's and consult on proposals for improvement. Team members feel responsible for performance indicators and the team meets regularly to discuss continuous improvement activities. They have the knowledge and tools to monitor and adjust KPI's. Level 5: KPI's are developed and monitored by the team on a permanent basis. They autonomously take the initiative to develop and implement corrective and improvement actions based on performance. The management is informed and has the primary task to clarify the direction and the framework for the teams. Within this framework of vision and strategy, the operational teams and their members are free agents in terms of how they will successfully perform and reach/exceed their own targets.

Level 1: The operational manager assigns tasks to individual employees and supervises their execution. Level 2: Individual employees receive work instructions without a kind of group or team being involved. As a consequence employees work alongside each other, not together. Level 3: Groups of individual employees structurally monitor the activities and take appropriate actions if adjustments are needed. People work closely together and the interdependence and connections are strong. The manager actively participates and acts as a group coach rather than a hierarchical superior. The groups of individual employees have autonomy to determine the work approach, the division and organisation of tasks. Level 4: The team organises itself, both in terms of internal operations and goals and in terms of external contacts, outside of the own team. Depending on the aspirations and needs of individual employees, a team can easily switch between competencies and tasks in which the burden and capacity of each individual are respected. Teams manage themselves autonomously and have acquired the necessary skills to translate this into their work organization. Level 5: Teams are assembled in a very agile fashion. When the composition of teams changes, the team members can easily arrange the work through mutual consultation. Even if there are potential conflicts of interest between the collective and the individual, people on the shop floor succeed in resolving and managing these conflicts. The teams systematically work closely together at the shop floor, and a lot of knowledge and information is exchanged across the teams.