When Lightning Strikes

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1 When Lightning Strikes Malcolm Baldrige National Quality Award Winner JoAnn Brumit CEO KARLEE Profile Certified Contract Manufacturer Providing Total SOLUTIONS for your precision machining, sheet metal, enclosures, integration, assembly, and test requirements Est Statistics 245,000 sq. ft. 420 team members Projected Revenue $52 m Three Strategic Locations Strategic Support Entities NuZinc: Plating facility KAZAM: Powder coat painting facility KARLEE Profile Market Segments Communications Defense Medical Aerospace 1

2 Product & Service Groups End to end solutions: Fabricated enclosures; fully integrated, tested, and shipped to distributor Enclosures, racks and shelves: Non-integrated Component parts: Sheet metal Fabrications Machined parts Precision machining (Lathes and mills): Castings and specialty metals Prototype/NPI End of life: Product management Core Competencies Competitive Environment What Sets KARLEE Apart Award Winning Results Small Business Flexibility & Agility with Large Business Scalability & Sustainability Full Life Cycle Design / Engineering Support Dedicated Customer Care and Integrated New Product Introduction Teams Active Embracement of Green Initiatives What is KARLEE s Competitive position Global contract manufacturers Large in scale Small Job shops Lower cost of overhead Off-shoring/On-shoring Cost vs. Speed Empowered Workforce That Drives Innovative Solutions KARLEE s Foundation Our vision is to be a continually improving LEADER IN PERFORMANCE EXCELLENCE. We strive not to look to the stars but to be a star. Our mission is to EXCEED our stakeholders EXPECTATIONS KARLEE s values are based on Christian ethics and evidenced by : Team Member Growth and Development Encouragement and Recognition A Clean and Safe Environment Mutual Trust, Integrity and Respect Social Responsibilities 2

3 Success Before the Storm $80 million 2000 Malcolm Baldrige Award 2000 Business of the Year 525 Team Members Our most profitable year Lightning Strikes Lightning Strikes Twice Revenue Tech Wreck KARLEE s Crisis Competative Market Environment Rapid revenue decline in fixed cost business Industry specific Banking institutions disengaged Industry concentration 90% Telecom Noted in Baldrige site visit as weakness 20 year history of 30% + annual growth (never experienced a decline) Never had a workforce reduction Competitive Market Environment Global Economic recession across all industries Banks & Financial institutions pull back/mitigate risk KARLEE - Industry diversified National workforce decline/high unemployment 3

4 Performance Recovery Strategic Approach 2001 Approach 2008 Approach Sudden downturn & industry specific Showed no indicators Slow to react Increased prices/hold margins Delayed layoffs Spent cash/no bank Turtle pulled back Gradual, Global, long-term downturn Monthly monitoring of Actual vs. Plan Immediate response Decreased prices/gained market Reduced team members to match revenue Conserve cash/line of credit Fox - aggressive The Turnaround Strategy Utilizing Baldrige Performance Excellence Criteria KARLEE Strategic Planning Process Validate Mission, Vision & Values Refine & Improve prior year strategic plan process Indentify/Gather: Input from key stakeholders Markets Operational Perform ance Metrics Assess effectiveness of prior year's strategies & objectives Evaluate resource requirements Plan for Planning Develop Strategies Review Data/Info Perform Risk Analysis Define: Strategic Plan Key Action Strategies Corporate Business Objectives Balanced Scorecard Metrics Accountability Reporting Develop Budget Resource Needs Communicate Action Plans Implement Action Plans Monitor and Refine Plans and Metrics Deploy Plans, Measures & Goals Define Measures and Goals Translate strategy into projects Refine Operational Performance Metrics Develop Action Plans to achieve appointed performance metrics Validate and align metrics and projects - KLC 4

5 KARLEE Strategic Plan Metrics Alignment Vision & Mission Defines our Purpose Values Defines our Behaviors Strategic Plan Statement Sets our Direction Objectives Improve Business & Grow the Improve Develop Be Socially Financial Operational Business Performance Performance Workforce Responsible Balanced Scorecard Metrics Measurements Targets Projects Action Plans Achieve Targets Drives Accountability KARLEE Strategic Deployment System Officers & SL's Plan for Planning Officers Develop Objectives Officers Define Measures & Goals SL's Validate & Align Metrics & Projects SL's Deploy Plans, Measures, Goals Strategic Planning SL's Convey Departmental Objectives, Measurements & Projects Identify Objectives & Project Targets with Input from KLC Develop Action Plans for Strategic Improvement projects with MTL's Deployment KLC Reviews Projects and Measure Results KLC Tracks Progress against Action Plans & Targets & Refines plan to achieve targets Project Management MTL's Report Progress of Projects & Objective Targets Accountability MTL's work with Teams to select improvement projects to achieve goals & objectives Evaluate and Anlyze results - Communication System ALL Recognize & Celebrate successes Evaluation Recognition KARLEE Communication System Yearly Quarterly Monthly Weekly Daily Strategic Planning Develop Strategies Define Measures & Goals Deploy Plans QMS Review Balanced Scorecard Strategic Plan Review Company Meeting Team Member Updates & Satisfaction TM of the Month, Quality Person, High Performance Team, 6S Award & Anniversaries Safety, Customer requirements, State of KARLEE SL Meeting KLC Daily Control Points Strategic Action Plans Communication Meeting Customer & Operational Results Departmental Meetings Direct Team Member Communication Production Meeting/Rapid Response Key Daily Performance Measures 5

6 KARLEE Corporate Strategic Plan Plan: Achieve annual revenue of at least $100 million by FYE 2014 through expansion of business operations with customers in multiple markets and industry segments. As a Malcolm Baldrige National Quality Award recipient, we will continue to utilize MBNQA criteria (proven effective method) to drive continuous performance excellence in business development, stakeholder satisfaction, financial, operational, business performance (profitability) and social responsibility Key Strategic Objectives: Grow the Business Improve Business & Operational Performance Continue to Improve Financial Performance Increase Workforce Development & Satisfaction Be Socially Responsible Key Strategic Objectives Metrics Measure Target 1Q 2Q 3Q 4Q Grow the Business Revenue Growth % Performance vs Plan 10% Industry Segmentation % per Industry <65 Average revenue per Sq. Ft. Annual $ 176 Revenue/Team Member Annual $ 101 Delivery % On-Time 95.0 Improve Business and Quality Score 99.7 Scrap & Rework % of Sales <.4 Operational Performance Overages % of Sales <.6 Improve Financial Performance Develop Workforce Be Socially responsible KARLEE Balanced Scorecard Raw Inventory Turns Annual Turns 12 Customer Survey (4th Quarter) Score (Best = 5.0) 4 Supplier Survey (4th Quarter) Score (Best = 5.0) 4 Revenue to Forecast % of FY2012 Plan >95 EBITDA % 7.5 Operational Costs % <27 SG&A % <3 AR Cycle Time Days <60 Formal Training Avg Hours/TM 2 Retention Rate % >90 Safety Incidents Hours 0 Lost Dollars $/Qtr <5K Team Member Survey (4th Quarter) Score (Best = 5.0) 4 Volatile Organic Compounds < 1 Ton/Qtr. <1 Community Involvement Hours/Qtr 45 Indicates At or Above Goal Indicates Marginal Performance to Goal (within 10%) Indicates Behind Plan (over 10%) Indicates Positive Trend from Last Period Indicates Negative Trend from Last Period Indicates No Measurable Change from Last Period Lessons Learned Plan for Future Crisis /Risk Analysis/Financial market outcomes Act Quickly & decisively Accountable actions Build Relationships & engagements Banking/Financial Suppliers Customers Friends & Councilors Senior leadership Focused Visible Good Communicator 6

7 Thank You For I know the plans I have for you, declares the lord, plans to prosper you and not to harm you, plans to give you hope and a future. Jeremiah 29:11 KARLEE Contact Info Jo Ann Brumit CEO KARLEE 701 S. International Dr. Garland Texas, jabrumit@karlee.com 7

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