1. Strategic Planning Process - 1.1.1
04/02/12
Nick Sykes
Lean Six Sigma Black Belt

2. Company Overview
Hixson has been servicing the military, aerospace, and commercial aircraft industry for over 50 years.
130 Full-time Employees
SEA Stage 1 Certified (2010)
Nadcap Accredited
AS9100/AS9110/
ISO9001 Certified
Awarded SEA’s Leadership & Culture, Leadership Excellence, Supply Chain Innovation, and Operational Excellence Awards

3. Hixson’s Capabilities
Anodize
Black Oxide
Chem Film
Vacuum Cad
Cad Plating
Shot Peen
Nickel Plating
Passivate
Tin Plating
NDT
Chrome Plating
Phosphate
Copper Plating
Painting
Gold Plating
Grind
Silver Plating
More…

4. Strategic Planning Process 1.1.1
Champion: Doug Greene Process Owner: Debbie Sykes Master Trainer: Debbie Sykes
Key Steps in Process:
Preparation
Details
Choose team members
Gather Analysis Tools/Inputs
Annual:
Jan-Mar
Assessment
Details
SWOT Analysis
Customer Interviews/Surveys
Employee Interviews/Surveys
Supplier Interviews/Surveys
Annual:
Jan-Mar
Planning Session
Details
Review/Revise:
Report Outs
SWOT
Vision
Goals & Timetables
Objectives – Action Plans, Targets
Scorecard/Metrics
Value Streams
Champions
Process Owners
Quarterly:
April (Begin)
Implement
Details
Document Procedures
Training
Supplier Collaboration
Customer Collaboration
Communicate Goals
Department Objectives
Ongoing
Inputs
Details
Financial Analysis
Operations Analysis
Environmental Compliance
Technology Analysis
Markets Analysis
Competitive Analysis
Standards – AS9100, AS9110, SEA, Nadcap, FAA
Outputs
Details
Strategic Goals
Change Management Plan
Balanced Scorecard Objectives
REFDOC://VSM_1.1.1_StrategicPlanningProcess_RevB.pptx/Nsykes

8. Customer Surveys Sent to customers annually
Feedback is a direct input to strategic plan

9. SWOT Analysis Internal: Strengths and Weaknesses
External: Opportunities and Threats
STRENGTHS
Turn times
Employee Moral
Customer retention
Heads above competition in top leadership
The Reagan Attitude “Trust but Verify”
Capital Improvements
Nimble, Flexible to market
Great customer intimacy
Always say “yes” and figure out how to do it
Always creative
Thrive on change
Visual presence (standard of appearance)
Lean Maturity (C/I)
Take risks
Approvals (active)
SEA Member (Chairman position)
WEAKNESSES
Follow through on previous problems solved
Older process lines
Communication
Losing “trust but verify” battle-cry
Lack of leadership in middle-management (leads, etc.)
Lack of new hire orientation
Travelers (inconsistencies & processors)
Maintenaince
OPPORTUNITIES
New approvals
Unprecedented growth in commercial aircraft industry
Ability to take on complex processes to set HMF apart from competition
Partnering with 3rd tier suppliers
Improving turn times
Workforce development (training)
Expand pick-up and delivery service (route management)
NDT growth
THREATS
Environmental spill or disaster
Prime disapprovals
Natural disasters
Aerospace market downturn

10. Hixson’s Vision Statement – 2012
Long-term overarching goal
BHAG: Big Hairy Audacious Goal
Central focus for all strategic goals
Hixson’s Vision Statement – 2012
…to be THE premier processing company to the Aerospace and Defense Industry; recognized for revolutionizing the metal finishing experience for our partners and employees.

11. Strategic Goals Strategic goals should be SMART Specific Measurable
Attainable
Relevant
Time-bound

14. One Page Summary Statement

15. Department Objectives
Cascade responsibility down to each department
Target Goal

16. Balanced Scorecard

17. Thank You!
Contact Information: Nick Sykes Quality/Continuous Improvement (949) ext