Lee Corporation manufactures various types of colour laser printers in a highly automated facility with high fixed costs. The market for laser printers is competitive.
The various colour 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 2012, 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 the 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 2012 follows:

REQUIRED
1. Was Lee successful in implementing its strategy in 2013? Explain.
2. Is Lee€™s balanced scorecard useful in helping the company understand why it did not reach its target market share in 2013? 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 Performance Actual Objectives Measures Financial Perspective Increase shareholder value S400,000 Operating-income changes from growth S,500,000 S600,000 4.6% Operating-income changes from productivity improvements S1,000,000 Customer Perspective Increase market share Internal-Business-Process Perspective Improve manufacturing quality Yield Reduce delivery time to Market share in colour laser printers 5% 82% 25 days 85% Order-delivery time 22 da ays customers Learning-and-Growth Perspective Develop process skills Enhance information-system Percentage of manufacturing processes Percentage of employees trained in 90% 92% process and quality management 85% 87% capabilities with real-time feedback