Page 6 - CCAD FYAnnual Report
P. 6

FY14 Azimuth and Balanced Scorecards
The balanced scorecard (BSC) is a strategic planning and management system that is used extensively in business and industry, government and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. According to the Gartner Group, over 50% of large U.S. firms have adopted the BSC*. Since 2008 CCAD has used the BCS to set goals for the fiscal year.
CCAD continues to make strides in strategic planning to meet its financial obligations and goals. Continued efforts to meet audit readiness blend with our efforts to improve our financial knowledge- base with focused courses on- site that meet DOD’s Financial Management Certification. As fiscal constraints manifest across DOD in the out-years, the depot’s ability to manage production costs and overhead is paramount to future success.
Provide our Nation the best value solution for modification, repair and overhaul of rotary wing components and aircraft; posture the depot to meet our Nation’s future requirements in peacetime and at war.
Commitment - Customer satisfaction is our core competency.
Loyalty - To our customers and to each other.
Accountability - Personal ownership of our job responsibilities – because our reputation hangs on every single component and aircraft we deliver.
Integrity - Our actions match our values – we do what we say.
Respect - Sustain a workplace and climate that fosters dignity and respect for our entire workforce.
Selfless service - We are uniformed and civil servants to our nation – our service is a key factor in National Security – we serve so that others are safe.
Teamwork - Our mission is achieved by working together to meet the end state.
The Cornerstone of Aviation Readiness
* Balanced Scorecard Institute 4
At the beginning of each fiscal year the commander and senior depot leaders review previous balanced scorecards and establish a new set of goals for the upcoming year. New scorecards are adopted and prominently displayed throughout the depot.
C1. Meet the schedule coordinated with our customers
C2. Improve production process management, from program initiation to program close
C3. Improve product safety and quality
C4. Enhance material support and inventory management within the depot
C5. Drive system efficiency of the Dynamic Component Rebuild Facility into the production facility of the future
The Cornerstone of Aviation Readiness
F1. Improve data accuracy to ensure audit readiness
F2. Balance carryover through enterprise integrated teams
F3. Improve effectiveness of UFC cost management
F4. Improve financial education and stewardship
F5. Manage resources to workload in order to mitigate risks and right size the workforce for future requirements
E1. E2.
E3. E4.
Continue the focus on employee safety and wellness
Develop and retain a disciplined, flexible, competent, and multi-skilled workforce
Invest in the education of our workforce
Foster an environment for employees to participate in continuous process improvement
Continue to recognize and reward excellence in team and individual performance
O1. O2. O3. O4. O5.
Innovate, improve, and integrate product services and processes
Effectively communicate the strategic goals and objectives throughout the Depot
Increase our proficiency and accuracy in the use of information technology
Implement proactive, risk based, production centered infrastructure support plans
Improve the acquisition process for required materials and services
Return rotary wing aircraft and components to the Department of Defense and other government organizations with uncompromising quality, at the lowest possible cost, in the shortest amount of time possible.
Safeguard the workforce. Integrate safety and risk mitigation into every aspect of depot operations.
Support the Army’s accident investigation processes
worldwide with materials expertise and laboratory analysis.
Assess, evaluate and repair forward-deployed aircraft and components worldwide. Provide on-site depot capacity to the U.S. Army Aviation Center of Excellence at Fort Rucker.
Support Active, Reserve and National Guard aviation maintenance skill development with hands-on training at the depot.
Customers satisfied - demands met on time - carry-over goal met. Zero accident related loss of life, limb or eyesight with all OSHA safety goals met. Depot is right sized and right skilled to meet customer demands.

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