12-39

12-39 Balanced scorecard. Vic 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. Vic believes that satisty- ing customers with products of high quality at low costs is important to achieving its target profitability. For 2017, Vic plans to achieve higher quality and lower costs by improving yields and reducing defects in its manufacturing operations. Vic will train workers and encourage and empower them to take the necessary actions. Currently, a significant amount of Vic's capacity is used to produce products that are defective and cannot be sold. Vic expects that higher yields will reduce the capacity that Vic needs to manufacture prod- ucts. Vic does not anticipate that improving manufacturing will automatically lead to lower costs because many costs are fixed costs. To reduce fixed costs per unit, Vic could lay off employees and sell equipment, or it could use the capacity to produce and sell more of its current products or improved models of its cur- rent products. Vic's balanced scorecard (initatives omitted) for the just-completed fiscal year 2017 follows. Target Performance Performance Actual Objectives Financial Perspective Increase shareholder value Measures Operating income changes from $2,000,000 $1,200,000 $2,500,000 $1,100,000 3.6% Operating-income changes from growth Customer Perspective Increase market share Internal-Business-Process Perspective Improve manufacturing quality Reduce delivery time to customers Order-delivery time Learning-and-Growth Perspective Develop process skills Market share in color laser printers 4% Yield 88% 23 days 90% 20 days Percentage of employees trained in process and quality 92% 93% Enhance information-system Percentage of manufacturing capabilities processes with real-time eedback 90% 92% 1. Was Vic successful in implementing its strategy in 2017? Explain. 2. Is Vie's balanced scorecard useful in helping the company understand why it did not reach its target market share in 2017? If it is, explain why. If it is not, explain what other measures you might want to add under the customer perspective and why Would you have included some measure of employee satisfaction in the learning-and-growth perspec- tive 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 Vic to implement its strategy? Why or why not? Explain briefly 3. . What problems, if any, do you see in Vic improving quality and significantly downsizing to eliminate unused capacity