Deanna HerwaldPh. 573-445-6363 ext. 2009

qms@midwayusa.com

StrategicPlanning Tools

Understanding the big picture:  The strategic plan is a way to ensure that Company Goals are met within the framework of the Mission Statement and the Code of Conduct by achieving strategic objectives.  

   

The Strategic Planning Process: The strategic planning process uses many inputs to develop the strategic plan.  

 

Master Planning Calendar: A planning calendar that depicts all important top level meetings.  

 

Strategic Plan Development Timeline Overview:  A one‐page timeline overview that integrates strategic planning, budgeting and workforce planning processes   

 

22 All Finalized h s

Strategic Plan Development Timeline Detail:  A comprehensive timeline that integrates strategic planning, workforce planning and budgeting processes, and provides the milestones necessary to deliver the strategic plan to the Board on time.

BudgetStrategic PlanningWorkforce Planning (including capacity and capability)

Month Day Dept Action Output

November 2 FS/ME

Update EOQ: VP-FS recommend value of Internal Rate of Return to President. VP-ME Review Rent, Cost of Borrowed Funds, cost to place an order, receive and stock the product and complete processing of payment to the vendor.

EOQ calculation updated with these values to ensure inventory is kept at optimum levels.

November 11 All Customer Focus meeting Referrals to SPPNovember 15 QMS Finalize Master Planning Calendar meeting schedule Finalized MPC scheduleNovember 30 QMS Schedule Master Planning Calendar Meetings MPC meetings scheduledNovember 30 QMS Finalize Strategic Planning Development Timeline Finalized SP development timeline

December 3 QMSVP-QMS and President review Co and dept. SWOTs, dept. process maps, Strategic Advantages/Challenges, Core Competencies

Documents ready for President's meeting with CEO; Co. SWOT; Strategic Advantages/Challenges and Core Competencies

December 9 QMS Leadership meeting Referrals to SPPDecember 17 QMS SP implementation timeline draft presented to SLTDecember 17 All Knowledge Management meeting Referrals to SPPDecember 17 All SLT review MS, CoC and CGs for changes to submit to BOD Recommendation to the BODDecember 31 FS 3-year budget sent to President/CEO for review Updated 3-year budget (reminder set)December 31 All 2010 DAPs Due Completed Department Action PlansJanuary 11 All/CEO Focus on the Future Referrals to SPPJanuary 11 Strategic Thinking Team - Product and Market Referrals to SPP

January 25 Adm Sales plan and future goal discussion between President and CEO

Concepts, direction and recommendations to the BOD

January 28 All Results, Process Management and Strategic PlanningJanuary 28 All Leadership meeting Referrals to SPP

January 29 BOD/Pres. First quarter BOD meetingCompany Goals for 2011-2013 (incl. sales) and Shareholder requirements. Changes to MS, CoC, CG.

January 29 Strategic Thinking Team - Systems Improvement Referrals to SPP

February 1 Company Goals and MS, CoC and CG changes delivered to SLT SLT Meeting

February 15 Strategic Thinking Team - Customer Engagement (combined with Marketing and changed name to Customer Focus) Referrals to SPP

February 8-22 AdmStrategic Objective discussion between President and CEO; Review of Co SWOT, Strategic Advantages/Challenges, Core Comp.

Strategic Objectives and Goals Draft (2011-2013)

FebruaryFebruary 22 All SLT final review of salary changes and profit sharing before y g p gimplementation Finalized salaries for March pay increases salaries for Marc pay increase

February 24 All Results, Process Management and Strategic PlanningFebruary 24 All Customer Focus meeting Referrals to SPP

February 24 Strategic Objective draft and Shareholder requirements presented to SLT Revised Draft of Strategic Objectives

February 24 Review and set time horizons Planning time horizonsMarch 2 All Workforce Focus Meeting

March 8 FS VP-FS presents 3-year budget to President with new shareholderrequirements

3-year budget

March 25 All Results, Process Management and Strategic Planning

March 25 Review processes to consider for outsourcing Processes to consider for outsourcing for department strategic plan

March 25 Strategic Objectives and goals finalized Finalized Strategic Objectives and Goals (2011-2013)

March 25 Review of Company Key Measures [moved to April 2010]

March 25 VP-FS presents 3-year budget to SLT with new shareholder requirements 3-year budget

March 25 Knowledge Management meeting

March All Departments draft SP outline and Department Operating Plan 3-year SP outline and operating plan (2011-2013)

April 8 All/CEO Focus on the Future Referrals to SPP

April 16 ME/MK ME/MK review draft of operating plans and SP outline with President (3 years) Finalized department SP outline and operating plan

April 15 All Section process goals meeting with President Draft of section process goals for 2011-2013April 21 Strategic Thinking Team - Systems Improvement Referrals to SPPApril 27 All Results, Process Management and Strategic PlanningApril 27 All Discuss Strategic Objectives and goals for 2012-13

April 27 ME/MK Presentation of ME/MK operating plans and strategic plans to SLT

April 27 All Leadership meeting Referrals to SPPApril ME/MK ME/MK draft of sales, margin and expenses Draft of ME/MK budget

May 3 All but ME/MK

Department (except ME/MK) review draft of operating plan and SP outline with President (3 years) Finalized department SP outline and operating plan

May 3 BOD/Pres. Second quarter BOD meeting

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May 4 ME/MK Review draft budget meeting with President (sales, margin and expense): ME/MK Final draft of ME/MK budget

May 5 Strategic Thinking Team - Product and Market Referrals to SPP

May 10 ME/MK President and CEO review final draft of ME/MK budget (sales, margin and expense) and operating plans for ME/MK Finalized ME/MK budget

May 11 ME/MK Presentation of ME/MK budget to SLT (relevant information only) Sales, Margins, Expense, Capital, Space and Cash Budget

May All Departments adjust SP outlines and operating plans per ME/MK information plan (above); revisions reviewed with President Final draft of department SP outlines

May 21 All Department strategic plan drafts presented to SLT Final draft of department SP outlinesMay 21 All Customer Focus meeting Referrals to SPPMay 21 All Results, Process Management and Strategic Planning

June 3 QMSVP-QMS and President review Co and dept. SWOTs, dept. process maps, Strategic Advantages/Challenges, Core Competencies

Documents ready for SLT review; Co. SWOT; Strategic Advantages/Challenges and Core Competencies

June 15 All Departments complete AP charters - Stage One (CAPs and DAPs) Reminder set

June 16 LO Review draft budget meeting w/President: Logistics Final draft of budget for LO June 16 CC Review draft budget meeting w/President: Contact Center Final draft of budget for CC

June All Departments begin creating capacity matrix (incl. hours needed by CAPs)

June 23 LO/CC Presentation of LO and CC budget to SLT LO and CC Budget, Capital, Space and Freight

June 23 All CAP Stakeholder Determination Meeting #1 Stakeholders and resource time estimates identified

June 24 QMS QMS consolidates department SPs to create draft of Company SP (CAPs only)

June 24 All Results, Process Management and Strategic PlanningJune 24 All Knowledge Management meetingJune 25 Strategic Thinking Team - Customer Focus Referrals to SPP

June 25 All CAP Stakeholder Determination Meeting #2 Stakeholders and resource time estimates identified

June 25 All Workforce plan discussion; update 3-year org models July 13 Strategic Thinking Team - Systems Improvement Referrals to SPP

July 14All but

ME/MK and LO/CC

Remaining departments review draft of budget with President (HR, IS, FS, QMS, EC) Final draft of budget for remaining departments

July DBM All Departments review department capability, align with training plan and budget

July 15 All Department heads review capability with HR and QMS, align with training plan and budget

July

CC 22EC MK 23EC, MK 23

21: HR, ME, QS, LO, FS

All D t t t ith IS/EC f ti t AP fDepartments meet with IS/EC for estimates on APs for intermediate strategic plan (following year) Estimated hour requirements for IS/EC resources

July 22 All Departments and President finalize salary increases for following year (re-evaluate in Feb before increases given) Finalized salaries for March pay increases

July 23All but

ME/MK and LO/CC

Presentation of remaining department budgets to SLT and overview of entire budget (HR, IS, FS, EC, QMS) IS, EC, HR, QMS, FS budget, capital and space

July 26 BOD/Pres. Third quarter BOD meetingJuly 26 All/CEO Focus on the Future Referrals to SPPJuly 29 QMS QMS draft capacity and prioritization matrix for SPJuly 29 All Leadership meeting Referrals to SPPJuly 29 All Results, Process Management and Strategic PlanningJuly 30 All Placeholder meeting

August 4 All Placeholder meetingAugust 5 Strategic Thinking Team - Product and Market Referrals to SPP

August 10 QMS QMS meet with President to discuss capacity and prioritization matrix

August 11 All Departments present capacity matrices to President and QMS

August 18 All Overview of entire budget

August 19 Section process goals verified with President Finalized section process goals for 2011-2013 (reminder set)

August 20 All Departments complete AP charters - Stage Two (CAP and DAPs, Milestones) Reminder set

August 23 Adm President and CEO review of final draft of budget no later than 9/9August 25 Customer Focus meeting Referrals to SPPAugust 25 All Results, Process Management and Strategic PlanningAugust 25 Review of consolidated and prioritized SP Final draft of Company SP

Septembe 10 Strategic Thinking Team - Customer Focus Referrals to SPPSeptembe 13 Adm President and CEO review final draft of strategic plan

Septembe 15 Key Key process departments present long-term strategic plans (2012-13) for integration

Septembe 22 Support Support process departments present long-term strategic plans (2012-13) for integration

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September All Departments update capacity matrix (incl. hours needed by CAPs)

Septembe 23 All Knowledge Management meeting Referrals to SPPSeptembe 23 All Results, Process Management and Strategic PlanningSeptembe 23 All Review and resolve issues SP, workforce and budgetSeptembe 30 All Departments finalize capacity matrices

October 1 QMS Begin Master Planning Calendar Process for following yearOctober 1 FS Update 3 year budget based on Sept-Sept sales Revised 3 year budgetOctober 8 Strategic Thinking Team - Systems Improvement Referrals to SPPOctober 12 Budget, workforce plan and SP finalized with SLT Final financial budget and strategic planOctober 25 All/CEO Focus on the Future Referrals to SPP

October 25 BOD/Pres. Fourth quarter BOD meeting, review of final budget and strategic plan

October 28 All Results, Process Management and Strategic PlanningOctober 28 All Leadership meeting Referrals to SPPOctober 29 Pres/VP ME Pricing Strategy Review

Company SWOT Analysis:   One input used by the President and CEO to determine the Company Strategic Objectives.

MidwayUSA Company SWOT Analysis - Abbreviated VersionCustomer Satisfaction (C) -- Employee Satisfaction (E) -- Shareholder Satisfaction (S) -- Vendor Satisfaction (V) -- Modern Management Practices (M)

Strengths Weaknesses1. Dedication to Customer Satisfaction (C,S,M) 1. Website Development (C)

2. Employees with a Passion for the Industry and a High LeEngagement (C,E,S)

vel of 2. Scalability and stability of information systems (C, E, S)

3. Vendor Relationship Management Process (V) 3. Entering New Markets (C, S)

4. Real-time, Highly Integrated Information Systems with In-HouDevelopment Capabilities (S,E,C)

se 4. Availability of Data and Information (E,S,M)

Opportunities Threats1. Implement Lean to Reduce Costs (S,M) 1. Shortages of certain products since 2008 Presidential election 2. Industry Demand for Information/Knowledge (C) 2. Competition from Internet Only Retailers (S)3. Emerging Internet Technologies (C,S) 3. Vendor MAP pricing (C,S)4. Video Content Distribution 4. Increasing, Changing or Unknown Regulations on Products (C,S)

Green indicates an action plan is associated.Updated 02/01/10

Action Plan Charter Template:   This  template creates a systematic approach  for planning  the details of  the strategic plan.  Action Plan Charter Template The AP Charter template purpose is to collect relevant information for: 1) Making a decision to incorporate an AP into the strategic plan 2) Determining the resources required and the impact to the capacity of the resources 3) Providing a framework to manage the AP from idea to implementation and control Attention: Action Plan Charter development assistance is available through QMS. Please email your questions or visit the QMS office. Company action plans (CAPs) are key change initiatives that fit one or more of the following criteria:

• Key to achieving a Company Strategic Objective or Company Goal • Requires $20,000 in capital and/or human resource time • Consume resources from multiple departments totaling more than 40 hours • Requires a resource commitment from Information Systems – Development or eCommerce of more than 8 hours

Department action plans (DAPs) are key change initiatives that fit one or more of the following criteria:

• Addresses a performance shortfall of a department area process • Requires more than 40 hours of resource time • Requires an IS or eCommerce resource of less than 8 hours (see process)

Kaizen events are process improvement efforts (as part of the process management process) that fit the following criteria:

• Note: AP Charters are not required for Kaizen events • Key to enhancing area process performance to meet goal • Requires a resource commitment of less than 40 total hours regardless of the participants (resources from multiple

departments except IS-Development or eCommerce) • Requires an IS or eCommerce resource of less than 8 hours (see process)

Stages of the Action Plan Charter: Stage 1 consists of documenting the details resulting from the planning stage of an AP, this information will be used to build resource requirements including IS and EC. Stage 2 consists of organizing the timeline, resources and managing the implementation of the AP.

Stage 3 consists of the activities to monitor the success of a fully implemented AP.

Overview Information - Complete for Stage 1 Executive Summary: Highlight the root cause of the problem or opportunity for improvement, and its estimated cost per year, the solution and its cost, and the estimated NPV. Give a brief overview of the current processes or applications as they pertain to the plan to familiarize the reader with what is going on today. Denote if AP Charter is a CAP or DAP.

POSEC – Plan - Complete for Stage 1 Objective:

A description of what will be produced by the project (the proposed solution) or the value the plan will create.

Owner:

This section identifies the owner of the AP (typically only 1 owner per AP). This person manages the AP and is responsible for all stages of the AP lifecycle completion including setting and meeting milestones, coordinating with other departments, acquiring resources, and successful, on-time completion.

Stakeholder Determination and Sign Off:

This section will determine the departments that will be impacted by the implementation of the proposal. These departments shall have input into the design of the solution. This section should include external stakeholders (vendors and partners), as applicable. The AP Owner should send the AP Charter to each department head for review and sign off. Department heads are responsible for reviewing the AP Charter and determining the stakeholder status for their department. This section may not apply to DAPs. Highlight checkbox and type “x” to select the appropriate answer. Department Stakeholder Sign Off

(Department Head enter initials and date)

President Yes No Contact Center Yes No eCommerce Yes No Logistics Yes No Marketing Yes No Merchandising Yes No Financial Services Yes No Human Resources Yes No Information Systems Yes No Quality Management Yes No External Yes No Enter list of external stakeholders

to include

Subject Matter Experts (SMEs): This section will list the individuals that are designated as extremely knowledgeable on processes or subjects related to the AP. SME knowledge may be required in the development and execution of the AP.

Strategic Impact:

A description of how the action plan will impact strategic objectives, key stakeholder(s) and their key requirement(s), related key process(es) and Company goal. This section may not apply to DAPs.

SWOT:

A description of the Company or Department SWOT as it relates to this action plan. Net Present Value (NPV1) Estimate:

Use the NPV template to estimate the value or cost of the AP, even if no cash inflows are anticipated. Enter the estimated net present value that will be realized by the implementation of this AP (may be a negative amount). Should include footnotes for where the numbers were obtained. The NPV will be updated after IS and other department time estimates are obtained. Insert hyperlink to completed NPV spreadsheet.

Goals/Projected Results:

Current department or key measures, current goals, actual performance, and projected performance (and goals) after implementation of AP. Insert hyperlink to measure(s) on intranet as applicable.

Process Requirements:

Outline New Process or Process Improvement – • List steps of process and/or how the improvement will change the current process. • Show current process strategy and proposed strategy (if changed). • Identify any interaction with other processes. • List what the process needs to accomplish, including legal and regulatory requirements. • List the process inputs, outputs, tools, measures. • Define reports needed (must create a milestone if reports are needed)

See Staff section below for additional Stage 1 information.

POSEC – Organize - Complete for Stage 2

Net Present Value (NPV2):

Enter the updated NPV. This NPV will have IS and other department resource time estimates included. Should include footnotes for where the numbers were obtained. Insert hyperlink to NPV spreadsheet.

Project Scope:

This section should detail what will and will not be included in the AP. (What will be included may be a link to functional requirements documents.) Any future vision or long term requirements should be noted in order to communicate long term and short term goals.

Project Timeline and Milestones:

Milestones will include all of the steps to be taken to complete the action plan. Items that are key to whether or not the final completion date is met should be denoted in the milestones. Insert hyperlink for Gantt chart, if applicable. Standard milestones may include:

1. Complete Stage 2 on AP Charter [REQUIRED for all APs] 2. Stakeholder review of completed AP Charter and sign off on milestones [REQUIRED for all APs] 3. Stakeholder discovery; meet to finalize requirements 4. Review of process summaries of impacted processes as listed in Process Requirement Section

[REQUIRED for all APs] 5. Project management meetings 6. Gated sign off by stakeholders 7. Testing 8. Documentation (update Company Glossary, process map(s), create process summary and work

instructions for all impacted processes, and transition plan, as applicable) [REQUIRED for all APs] 9. Training 10. Completion milestone, denote which milestone represents the completion of the AP once implemented 11. Announcement sent to Company, celebrate as deemed appropriate!

Scheduled Start Date: Scheduled Completion Date: AP Owner Completion Date Sign Off: [Enter initials]

Milestone Owner/Resource Range of

Estimated Hours

Scheduled Deadline Range

Actual Completion Date

Hours Utilized

POSEC - Staff- Complete for Stage 1-2 Create Resource Requirements

For Stage 1: List resources (human and other) based on skill type, the proposed employee’s name (if known) and number of estimated range of hours required (should be best and worst case scenario and included in the NPV using the 50% mark of the range). Required resources may be selected from the University of MidwayUSA skills inventory. This information will be used during the AP review by stakeholders to determine final resource requirement estimates. Refer to milestones listed above. For Stage 2: Enter the final hour estimate and resource assigned. These resources should be used to complete the milestone above. If adequately trained resources are not available, training is required. Enter any training that will be required. (Any training listed here should also show up as a milestone presented in the Organize section.)

For Stage 2: Assign and document AP roles based on the AP Team Member Roles and Responsibilities descriptions. Should include the role of each stakeholder

Resource Needed (role/skill/tool) Stage 1

Proposed Employee (name) Stage 1

Estimated Hour Range Stage 1

Final Hour Estimate Range Stage 2

Final Resource Assigned Stage 2

Training Required Stage 2

Proposed Employee Stage 2

Proposed Training Method Stage 2

Training Date (enter as milestone) Stage 2

Final Resource Assigned Stage 2

Resource Stage 2

Role Stage 2

Responsibilities Stage 2

POSEC - Execute

Execute plan as outlined in Organize section. Track achievement of milestones in the Project Timeline and Milestone section for reporting in the Strategic Planning meeting.

POSEC – Control - Complete for Stage 3

Net Present Value (NPV3) After completion of the AP, recalculate the NPV (separate tab) using the actual hours needed for the project as tracked in the Project Timeline and Milestone.

Results Review To complete this section, copy and paste the following table onto a blank page at the beginning of this document. Beneath this table, (AP owners) enter a record of the monthly results against the measures listed in the Goals/Projected Results section. Results are tracked until SLT approves discontinuation of monitoring. APs not meeting projected results, will be discussed in the monthly Strategic Planning meeting for additional action.

Actual Completion Date: Goals and Projected Results: Enter the goals and projected results for this AP

Innovation:   Ideas for innovation come from multiple sources and are captured on CIP lists for use in the strategic planning process.

Department: QMS

Continuous Improvement Suggestions

Opportunity for Improvement Proposed Solution Suggested By IS Date

Submitted Notes Est. NPV

Suggestion Status

Closed Date

Age (Days)

Value stream maps for all area processes; use ISO audit time to help departments

Terry Roberts 1/5/2009 Under review. 11/24/09; still a good idea, lower priority

given 2010 capacity. Pending 451Apply for the JD Power and Associates Customer Satisfaction Award

Holly Ketchum 6/23/2009 11/24/09; Investigate viability and benefit analysis;

probably a 2011 activity. Pending 282

Highlight a Company Value during DKSQMS build into DKS template to standardize across all departments

Deanna Herwald 10/27/2009

Best practice used in Contact Center, identified in carpool on the way to Focus on the Future. Need to update the DKS Template (Troberts) N/A Active 156

Knowledge Management Meeting

QMS create quarterly departmental knowledge management meeting agendas for QMS and possibly IS

Holly Ketchum 10/28/2009

This is due to the fact that QMS is a central repository for knowledge and best practice sharing within the company. We need to work to improve this area rather than running at status quo. 11/24/09; This is a 2011 item Pending 155

Integration between company goals and process measures

Use process measures and survey results to develop a composite score.

Sundeep Boinpally 11/3/2009

May include a change in the Results Management process. N/A Pending 149

Weighting of scorecard measures Weight measures on scorecardSundeep Boinpally 11/3/2009

Tied in to line 18 above (Integration between CG's and process measures); Schedule to complete in 2010. N/A Active 149

Use "lunch & learn' events as an opportunity to both present and deploy information as well as a time to practice presentations of best practice information. Schedule L&L's as needed

Holly Ketchum 11/24/2009 Refer to curriculum from line 9 above. N/A Active 128

Knowledge Management - we no longer know Create a knowledge sharing page or site on Sundeep

This would be a good tie in for learning management - see Terry and Sundeep for more info.This would also add value as we have more remote g g g

who knows what within the organizationg g g

intranet modeled after Google Wave Boinpally 1/19/2010 sites. N/A Pending 72

Leadership notes from Larry

QMS will attend Larry's Leadership sessions and take notes. We will consolidate these notes and publish on the intranet in Knowledge Sharing Center.

Sundeep Boinpally 2/23/2010 Pending 37

Deployable meeting minutes from Company-level meetings

Sanitize Company-level meeting minutes to publish in Knowledge Sharing Center on intranet. Jeff Larkin 2/23/2010 Pending 37

Department Capacity Plan:   Each department determines how much time each employee needs to allocate to all requirements.

Department Capacity 2010 Gray cells are formulas or constants, do not change these cells.

UtilizationUtilization of Productive

Hours

Remaining Productive Hrs Avail

Total Available

Hours

Productivity Adjustment/Productive

Hours

Total Productive Hours Used

Vacation / Industry Sick Holidays LEAN/SS MQA/

EIMF BaldrigeBaldrige Lunch & Learns

Other Dept Meetings

Company Meetings

Dept Processes APs

Employee 1 71% 486 2080 1696 1210 80 48 68 24 40 18 196 194 144 594Employee 2 75% 425 2080 1696 1271 80 48 68 40 18 130 30 494 559Employee 3 99% 23 2080 1696 1673 80 48 68 24 40 18 40 130 30 477 914Employee 4 116% -262 2080 1678 1940 100 48 68 24 40 18 32 130 30 472 1194

Department Total 670 8,320 6,094 340 192 272 24 48 160 72 586 90 1587.2 3261

SummaryDept Total

Employee 1 Employee 2 Employee 3 Employee 4

Process Hours 1,587                  144                   494                   477                   472                  Time Off 804                     196                   196                   196                   216                  Training 376                     82                     58                     122                   114                  

Meetings /Other 640                     160                   160                   160                   160                  AP Hours 3,261                  594                   559                   914                   1,194               Total Hours 6,668                  1,176                1,467               1,869               2,156               

Time Off Training/Conferences Meetings The Work

Action Plan Detail (action plan name and annual hour requirement)

Employee 1

Employee 2

Employee 3

Employee 4

Total Hours

Create Strategic Thinking Teams CAP 65 65             University of MidwayUSA Program CAP 40 1000 1,040        Action Plan Management Training DAP 95 15 20 130           Reconfigure Administrative Space CAP 5Plan Logistics Reconfiguration (Nitro Express) CAP 600 600           Promo Accuracy Measure Improvement DAP 10 40 50             Individual Performance Measurement System  CAP 20 20             Reevaluate Hourly Staffing Model CAP ‐            Develop Data Warehouse System CAP 20 10 10 10 50             No Charge Product Number Analysis CAP 60 60             Create Leadership Development Program  CAP 14 14 14 14 56             Review Processes for Scalability DAP 80 80 40 40 240           Excellence in Columbia Initiative DAP 40 200 20 260           Re‐map QMS Processes DAP 20 20 20 20 80             Quest for Excellence CAP 200 40 40 40 320           Baldrige Ceremony CAP 30 100 30 30 190           2009‐Apply Lean to Selected Processes DAP 10 40 40 90             2009‐Lean Internal Training Program DAP 10 40 20 70             

Total 594 559 914 1194 3256

Process Detail (process name and annual hour requirement)Employee 1 144.2 Total HrsERG 52Strategic Meetings (prep/follow up)Master Planning Calendar 40Weekly Team Meetings (in meeting time)

Company Strategic PlanningCapacity Planning 10AP Time Estimates (IS and Other) 25( )Company SWOT 4.2Strategic Objective Creation 5Company AP Review and Prioritization 8

Employee 2 494 Total HrsERG 26Results Review Meeting 6SOTB Presentation Update 24Training MQA & Baldrige Examiner Identification  20Identify and Fix App Gaps 40Baldrige review criteria changes 10Baldrige feedback from MQA and MBNQA 40Baldrige Identify and Fix Gaps 30Baldrige Quarterly Scoring 36Comparative Data Selection 20Examiner participation 242

Employee 3 477 Total HrsERG 26Company Results/PM meeting preparation 60Lean Projects ‐ reallocate 480 to Nitro Express Aps 0Process management 350

Baldrige AlignmentApplication Writing 41

Employee 4 472 Total HrsERG 52Training Needs Analysis.doc 32Curriculum Development.doc 80Curriculum Review QSP‐4.10.3.doc 16Train the Trainer.doc 40Training Evaluation QSP‐4.10.5.doc 240

Weekly Action Plan Updates:   To monitor implementation of action plans, department heads update the status of their active action plans weekly. This is emailed to all senior leaders.

Action Plan UpdatesDate of Last Update Action Plan Milestone Status Due Date Plan Description

Owner:  Department Head

3/22/2010 Customer Acquisition 03/22/2010 ‐ Current with all milestones.  12/30/2010Using VAT Campaigns via 3P Eblasts and Banner ads, add New Buying Customers and drive incremental sales and margin dollars. 

Owner:  Department Head

3/22/2010 Improve Website Checkout

Customer Experience Flow Diagrams, Wireframe creation, and first draft of Functional Requirements are nearly complete.  We will be juggling to get all Stakeholders involved in the early part of this process because of Spring Break.

Working on Stakeholder feedback on Requirements which is due 4/2/2010

7/13/2010Research best practices for eCommerce website checkouts and implement on MidwayUSA.com; Includes COD functionality. 

Owner:  Department Head

3/24/2010 University of MidwayUSA No major milestones to report. 12/31/2010Use process maps and documentation numbers as a foundation of the University of MidwayUSA to create lesson plans/curriculum.

3/24/2010 Excellence in ColumbiaHeld first meeting, with attendance twice original goal (set in January). Next meeting scheduled 4/27/10. 

12/31/2010Create a process for a local Quest event and Friends of Baldrige Lunch and Learn program.

Owner:  Department Head

3/26/2010Application Performance Monitoring

Project completion is at 93%.  Process Definition and Process Deployment in progress. 

3/1/2010We propose to lease or purchase a commercial product that monitors our systems 24/7/365.  This product provides a set of features designed to help IS professionals rapidly focus their efforts on the actual problem.  

Owner:  Department Head

3/26/2010Create Leadership Development Program 

Meeting schedule drafted; participants being selected. 12/31/2010Create and deploy a leadership development program and process to develop current and future leaders.

Owner:  Department Head

3/23/2010Add Self Service Options to Phone System for Customers (IVR)

Requirements gathering complete 3‐18‐10 next milestone ‐ on schedule6/30/2010

Create and deploy self‐service phone options for Customers to reduce the number of non‐order phone calls and improve the efficiency of the Contact Center. (Lean)

Strategic Plan Execution Measure:   A measure to manage progress toward completion of the strategic plan throughout the year.

MidwayUSA 2009 Strategic PlanStrategic Objectives and Action Plans

% of Strategic Plan Completed  92%

Goal 95%

Action Plan Plan Description Status1.  Grow the business      

3‐Year Hunting Category Expansion Plan Create a plan to expand the hunting category to continue growth to plan. Completed 10/13/09

2.  Improve website performance, Customer interface  and overall value

Server Virtualization Continue to virtualize servers.  Completed 4/29/09

Improve Web Page:  Homepage Launch new homepage Completed 9/29/09

Strategic Objective Measure:   A measure to manage in‐process results toward achieving strategic objectives.

2009 Strategic Objectives  Year End Results1.  Grow the business      Goal: Grow sales by 20% 26 5%Goal:  Grow sales by 20%  26.5%

2.  Improve website performance, Customer interface  and overall value Goal: Improve CS Survey Question "Ease of finding what you  are looking for" to 89%

85%

3.  Improve Customer satisfaction and loyalty     Goal: Improve Overall Customer Satisfaction Survey Results to 93% 93%4.  Improve efficiency in key areas Goal: Reduce Operations Cost per Order from $X.XX to $Y.YY Y.YY5.  Improve availability of data and information Goal:  Expand Deployment of Vendor Satisfaction Survey and Achieve Vendor Satisfaction of 90%

91%

6.  Improve quality in key areas Goal:  Receive Baldrige Award Received