| Financial | Customer | Internal | Learning | ||||||
| Initiative | Measure | Target | Measure | Target | Measure | Target | Measure | Target | |
| Increase Profit |
Initiative 1.1 – Implement stock-locator system for warehouses |
Inventory levels |
10% decrease |
Customer
satisfaction |
95%
“highly satisfied” |
Handling time |
10 % decrease |
Six sigma
training attendance |
Train 100%
warehouse employees |
| Initiative 1.2 – Improve electrical harness product line quality and cost competitiveness | COGS |
3% decrease |
Customer
satisfaction |
5% increase |
Defective parts |
15% reduction |
Six sigma
training attendance |
Train 100%
of employees |
|
|
Initiative
1.3 – Implement performance-based contracting approach that uses
standard on-line templates and a document tracking/correspondence
control system |
Overhead rate |
2% decrease |
Customer
efficiency score |
7% increase |
Percentage of
contracts using new templates |
95% compliance |
Contracting
training attendance |
Train 100% of
contract specialists |
|
| Expand |
Initiative
2.1 – Roll out new commercial component manufacturing plant in San
Diego, CA |
Revenue |
5% increase |
Customer
satisfaction |
95% “highly
satisfied” |
Production
capacity |
25% increase |
New employee
training pass rate |
90% Pass on first
attempt |
|
Initiative
2.2 – Expand avionics product line to include Boeing MD-80 |
Revenue |
5% increase |
Customer
satisfaction |
95% “highly
satisfied” |
Time to develop
and produce new parts |
Less than 90 days |
|||
| Establish new LOB |
Initiative
3.1 – Support Research
and Development activities for the Next-Generation Space Shuttle
Avionics Program |
% share of total
revenue for project |
25% of total or
greater |
Customer
satisfaction |
95% “highly
satisfied” |
Percentage of new
parts sourced from KHA |
80% of avionics
and telemetry parts |
Case studies
developed from R&D activities |
Develop 1 new
case study/ lesson per quarter |
|
Initiative
3.2 – Develop multi-function electronics busses for the Boeing
Dreamliner |
Percent of
revenue from Boeing Dreamliner |
3% increase |
Customer
satisfaction |
95% “highly
satisfied” |
Reuse rate of
standard parts |
75% reuse rate |
Number of
employees trained on Dreamliner |
150 employees
trained |
|
|
Initiative
3.3 – Establish a Knowledge Warehouse for the KHA enterprise. |
Employee
satisfaction with KM warehouse |
90% “highly
satisfied” |
Employee usage of
KM repository |
100% of employees
trained; 25% of employees log in 1x per week |
|||||
| Costs |
Initiative
4.1 – Establish an enterprise-wide cost accounting system and
migrate from separate legacy finance, payroll, and general ledger
accounting systems. |
Annual cost to
operate financial systems |
25% reduction in
O&M costs |
Time to pay
accounts payable/ accuracy |
100% of AP paid
on time/ 100% accuracy in payments |
Time to close
books each quarter |
Within 3 days |
Percentage of
employees trained on new system |
100% of end users
trained within 3 months |
|
Initiative
4.2 – Integrate financial information with sales and warehouse data,
and establish access controlled data marts that push pre-formatted
reports daily |
Cost to prepare
new quotes |
25% reduction in
cost to prepare quotes |
Time to provide
cost quotes to customers |
Within 1 day of
request |
Latency in sales
and warehouse data |
Maximum of 1 day |
Percentage of
employees trained on new system |
100% of end users
trained within 3 months |
|
|
Initiative
4.3 – Integrate contracting information with finance and accounting
information |
Cost of preparing
quarterly reports |
25% reduction in
cost to produce quarterly reports |
Accuracy of
invoices |
100% accuracy of
customer invoices |
Visibility of
cost and revenue info by project |
Ability to view
all financial info down to the project level |
Percentage of
employees trained on new system |
100% of end users
trained within 3 months |
|
| Improve Value |
Initiative
5.1 – Establish and maintain an EA program and online repository of
actionable EA information |
Percent reuse of
IT systems and data |
Increase reusage
rate by 25% |
Percentage of
business segments complete |
100% complete
within 1 year |
Percentage of
employees trained on new system |
100% of end users
trained within 3 months |
||
|
Initiative
5.2 – Establish an IT Capital Planning Program |
Percentage of IT
projects that fail to achieve objectives |
50% reduction in
failed projects |
Customer
satisfaction with external IT systems |
95% “highly
satisfied” |
Percentage of IT
projects evaluated by program |
100% of projects
>$500K by end of year |
Percentage of
employees trained on new system |
100% of end users
trained within 3 months |
|
|
Initiative
5.3 – Expand the IT-COE to host all front-office and back-office
applications |
Annual cost to
operate financial systems |
25% reduction in
O&M costs |
Percentage of
apps on the corporate IT-COE |
100% within 2
years |
General IT
training for all managers |
100% of managers
trained in one year |
|||
|
Initiative
5.4 – Expand LAN/WAN capabilities |
25% reduction in
O&M costs |
Percentage of
apps on the corporate LAN/WAN |
100% within 2
years |
General IT
training for all managers |
100% of managers
trained in one year |
||||
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