Balanced Scorecard for Chipset Inc. for 2009. – Horngren Exhibit 13.2; Page 536.

Objectives Measures Initiatives Target Actual

Performance Performance
Financial Perspective
Operating Income Manage costs and Rs 2, Cr Rs 2 Cr 1 lakh
Increase Shareholder From Productivity gain Unused capacity 25 thousand
value Operating income from Build strong Rs 3 Cr Rs 3 Cr 42 lakhs
growth Customer relationship
Revenue growth 6% 6.48%

Customer Perspective
Objectives Measures Initiatives Target Actual
Performance Performance
Increase Market Market share in Identify future needs of customers 6% 7%
Share Communication
network segment
Number of new Identify new target 7 8
customers Customer segments
Customer satisfaction Increase customer focus of sales 90% of customers 87% gave two
Increase Customer ratings people should give two top top ratings
satisfaction ratings

Internal Business Process Perspective

Objectives Measures Initiatives Target Actual
Performance Performance
Improve post-sales Service response time Improve customer service process Within 4 hours Within 3 hours
services
Improve manufacturing Yield Identify root causes of problems 78% 79.3%
quality and productivity and improve quality
Reduce delivery time Order delivery time Reengineer order delivery process 30 days 30 days
To customers
Meet specified delivery On time delivery Reengineer order delivery process 92% 90%
dates
Improve processes Number of major Organize teams from 5 5
improvements in manufacturing and sales to modify
manufacturing and processes
business processes
Improve manufacturing Percentage of Organize R&D/manufacturing 75% 75%
capability processes with teams to implement advanced
advanced controls controls

Learning and Growth Perspective

Objectives Measures Initiatives Target Actual
Performance Performance
Align employee and Employee satisfaction Employee participation and 80% of employees give 80% give top
organizational goal ratings suggestion program to build top two ratings two ratings
teamwork
Empower workforce Percentage of line Have supervisors act as coaches 85% 90%
workers empowered to rather than decision makers
manage processes
Develop process skills Percentage of Employee training programs 90% 92%
employees trained in
process and quality
management
Enhance information Percentage of Improve online and offline data 80% 80%
system capabilities manufacturing process gathering
with real time feedback