Performance Measures

Balanced Scorecard Outcome Measure = Qualitative; reaching an end state Output Measure = Quantitative				Completion Status Color Key
				100% Complete
				61 - 99% Complete
				0 - 60% Complete
Strategic Goal	IT Component	Strategic Initiative	Strategic Measure	Financial	Internal Business	Customer	Learning
Increase profit by at least 7% per year	Shipping and Receiving	Reduce average warehouse handling time by 10% per year for 2008-2010.	Evaluation the current warehouse handling process and determine a sequence plan to reduce handling times by 10% per year.
	Increase Profitability	Create competitive advantages through innovation and investigative research driven by customer requirements.	Focus research and development activities to enhance current product lines and services that will increase current customer value and exceed their expectations.
		Ensure all LOBs are operating at optimum levels (within their area of expertise) and are proficient with their product lines and services.	LOBs that are achieving less than 5% profit per year (in a 3-year term) will be evaluated to determine if a operation restructure is needed or if the product lines and services should be redesigned or sold.
		Sell non-profitable Line of Businesses	LOBs that are not profitable are sold.
		Minimize spending on research and development by 10% per year	R&D activities are evaluated and rated forming a reduction plan for each year.
Establish a “General Aviation Systems” LOB	General Aviation Systems	Roll-out a new commercial component manufacturing plant in San Diego, California (200 new employees).	The San Diego manufacturing plant is opened.
		Expand avionics product line to include Boeing MD-80.	The Boeing MD-80 is part of our General Aviation Systems product line.
		Improve electrical harness product line quality and cost competitiveness.	The electrical harness product line quality and cost competitiveness is improved by 5%.
Control costs by establishing activity based cost accounting in all LOBs	Finance and Administration	Establish an enterprise-wide cost accounting system and migrate from separate legacy finance, payroll, and general ledger accounting systems.	The finance department is able to access and track every LOB cost in a common enterprise system.
	Finance and Administration	Integrate financial information with sales and warehouse data, and establish access controlled data marts that push pre-formatted reports daily.	Daily financial status reports are delivered to management.
	Contracts and Legal	Implement a performance-based contracting approach that uses standard on-line templates and a document tracking/correspondence control system	The legal department now has a common process for accessing and using standard templates on the company intranet and maintaining them in control system.
	Contracts and Legal	Integrate contracting information with finance and accounting information.	The legal department is able to access contracting, finance and accounting information in one system.
Improve the value of investments in information technology	Technology Support	Establish and maintain an enterprise architecture program and on-line repository of actionable EA information.	Management defines the "enterprise". The enterprise is then documented, tracked and reviewed with artifacts that are retained and maintained on a company intranet on-line repository.
		Establish an IT capital planning program to improve the value of investments in IT.	An IT capital planning program is established with its members and procedures.
		Expand the IT Common Operating Environment (IT-COE) to host all front-office and back-office applications at each company location, and expand LAN/WAN capabilities.	A plan is formed to determine how to push common applications to each LOB site.
		Develop and implement a follow-on IT Security solution for the IT-COE.	A plan is formed to determine how to control proper access to common applications at each LOB site.
		Establish a Knowledge Warehouse for the KHA enterprise.	An enterprise knowledge warehouse is available for reference to all employees.
Establish a customer base in Asia and Europe for the Commercial Aviation LOB	Commercial Aviation Systems	Open European Sales & Marketing branches in London, Paris and Frankfurt.	Customer base or product market is extended to Europe by 2009.
		Open Asian Sales & Marketing branches in Bangalore, Beijing and Singapore.	Customer base or product market is extended to Asia by 2009.
		Sell after-market electronic assemblies and parts for airline fleets in Europe and Asia.	Capture 5% of commercial aircraft after-market electronic products market share by 2010.
		Start on product promotion campaign in Asia and Europe in July 2008	Product promotion campaign scheduled to kick off by July 2008.