Balanced scorecard. Lee Corporation manufactures various types of color laser printers in a highly automated facility with high fixed costs. The market for laser printers is competitive. The various color laser printers on the market are comparable in terms of features and price. Lee believes that satisfying customers with products of high quality at low costs is key to achieving its target profitability. For 2009, Lee plans to achieve higher quality and lower costs by improving yields and reducing defects in its manufacturing operations. Lee will train workers and encourage and empower them to take the necessary actions. Currently a significant amount of Lee’s capacity is used to produce products that are defective and cannot be sold. Lee expects that higher yields will reduce the capacity that Lee needs to manufacture products. Lee does not anticipate that improving manufacturing will automatically lead to lower costs because Lee has high fixed costs. To reduce fixed costs per unit, Lee could lay off employees and sell equipment, or it could use capacity to produce and sell more of its current products or improved models of its current products. Lee’s balanced scorecard (initiatives omitted) for the just-completed fiscal year 2009 follows:

1. Was Lee successful in implementing its strategy in 2009? Explain.

2. Is Lee’s balanced scorecard useful in helping the company understand why it did not reach its target market share in 2009? If it is, explain why. If it is not, explain what other measures you might want to add under the customer perspective and why.

3. Would you have included some measure of employee satisfaction in the learning-and-growth perspective and new-product development in the internal-business-process perspective? That is, do you think employee satisfaction and development of new products are critical for Lee to implement its strategy? Why or why not? Explain briefly.

4. What problems, if any, do you see in Lee improving quality and significantly downsizing to eliminate unused capacity?

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Target Performance Actual Objectives Financial Perspective Increase shareholder value Measures Performance Operating-income changes from productivity improvements Operating-income changes from growth $400,000 $1,000,000 $600,000 $1,500,000 Customer Perspective 4.6% Increase market share Market share in color laser printers 5% Internal-Business-Process Perspective Improve manufacturing quality Yield Reduce delivery time to 85 % 22 days 82% 25 days Order-delivery time customers Learning-and-Growth Perspective Develop process skills Percentage of employees trained in process and quality management Percentage of manufacturing processes 90% 92% 87% Enhance information-system 85% with real-time feedback capabilities