Financial and nonfinancial performance measures, goal-congruence. (CMA, adapted) Leader Automotive Canada is a Tier 1 supplier in the automotive industry (direct supplier to car assemblies), an industry that is considered the most competitive in the manufacturing sector. A couple of years ago the CEO decided to revise the bonus plan (based, at the time, entirely on operating income) to encourage plant managers to focus on areas that were important to customers and that added value without increasing cost. In addition to a prof- itability incentive, the revised plan also includes incentives for reduced rework costs, reduced rejections (sales returns), and on-time deliveries. Bonuses are calculated and awarded semi- annually on the following basis. A base bonus is calculated at 2% of operating income. The bonus amount is then adjusted by the following amounts:

a. i. Reduced by excess of rework costs over 2% of operating income. ii. No adjustment if rework costs are less than or equal to 2% of operating income.

b. Increased by $6,000 if over 98% of deliveries are on time, by $2,400 if 96-98% of deliver- ies are on time, and by $0 if on-time deliveries are below 96%.

c. i. Increased by $3,600 if rejections are less than or equal to 1.5% of sales. ii. Decreased by 50% of excess of rejections over 1.5% of sales. Note: If the calculation of the bonus results in a negative amount for a particular period, the manager simply receives no bonus, and the negative amount is not carried forward to the next period. Results for Leader Automotive Canada's plants for the year 2010, the first year under the new bonus plan, follow. In the previous year, 2009, under the old bonus plan, the Alliston Plant manager earned a bonus of $32,472 and the Oshawa Plant manager a bonus of $26,928.

REQUIRED 1. Why did the Leader Automotive CEO introduce these new performance measures? That is, why does he need to use these performance measures over and above the operating income numbers for the period? 2. Calculate the bonus earned by each manager for each six-month period and for the year 2010. 3. What effect did the change in the bonus plan have on each manager's behaviour? Did the new bonus plan achieve what the CEO desired? What changes, if any, would you make to the new bonus plan?LO1

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Revenues Operating income On-time delivery Rework costs Sales returns Alliston Plant January 1, 2010 to June 30, 2010 $5,040,000 Dec. 31, 2010 Oshawa Plant June 30, 2010 July 1, 2010 January 1, 2010 July 1, 2010 to to to Dec. 31, 2010 $5,280,000 $3,420,000 $3,480,000 $528,000 $410,400 $487,000 95.4% 97.3% 98.2% 94.6% $13,800 $13,200 $7,200 $8,600 $100,800 $84,000 $53,750 $51,000 $554,400