Danforth Manufacturing’s Concept of Operations is best reflected in the diagram below which demonstrates how DMC manufactures and delivers photovoltaic products to customers in the aerospace, consumer, industrial, and medical industries. Danforth recently committed to an Enterprise Architecture approach, outlined in the Management Plan. DMC is already enjoying the benefits of modeling their business in new ways and looks forward to ongoing integrated planning and implementation opportunities across all lines of business.
CONOPS Scenario
Danforth Manufacturing stands firmly in the forefront of the photovoltaic storage industry. DMC is expanding product expertise and market share, while enhancing performance and integration throughout four major market segments: aerospace, consumer, industrial, and medical products, all of which are influenced by a corporate Enterprise Architecture (EA).
Each product segment seeks to introduce and deploy increasingly competitive products while reducing costs and improving market penetration. In a geographic view of company operations, it becomes apparent there are opportunities for streamlining internal operations as well as opportunities to expand marketing presence in the US and abroad.
The concept of operations respective to each market segment is supplemented by a corporate concept of operations dealing with self governance, leadership, and control. Relationships between segments and the corporate concept are facilitated through the implementation of the EA program.
Performance to the EA program is documented, managed, and iteratively reviewed. Key initiative leaders find that working from a common model improves opportunity, analysis, cooperation and results. The EA program is easily adjusted, providing for the greatest agility in response to market, operating, and industry conditions.
Each of the main components of the business, in turn, perform iteratively with the EA program respective to their enterprise segment.
Collectively, the organization is able to expand in size (grow) while reducing costs, becoming more integrated, and increasing overall market share. Through the EA process, goals and initiatives (such as workforce planning, lean manufacturing, competitor acquisition, sales integration, product deployment) are detailed, managed, documented, and measured. All this information is captured within the artifacts of the EA repository. Consequently, strategy, goals and performance are recorded and consistently available during the ongoing business cycle.
A predictive extrapolation of the DMC CONOPS is reflected in the Future Operating scenario of the Management Plan.
Strategic Goals
The DMC five year growth strategy will be accomplished through execution of the following 4 goals, each led by an Executive Sponsor:
| Maintain Solid Financial Growth | Alan Rosenberg, VP Finance |
| Increase Market Share | Jeff Linder, VP Industrial Products |
| Increase Product Competitiveness | Eric Johansen, VP Consumer Products |
| Promote Organizational Excellence | Sara Jenkins, VP Administration |
Strategic Initiatives
Corporate Headquarters
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| • Implement corporate-wide integrated communications network ($4.6 million) | |
| • Remodel corporate headquarters building ($3.9 million) | |
| • Implement a new HR module as part of the WELLCO ERP in 2008 ($2.1M) | |
| • Expand new ERP system to meet demand in NE US ($1.7 million) | |
Consumer Products Division
| • Competitor Acquisition ($15-25 million) |  |
| • Implement new product development center ($13 million) | |
| • Development of more powerful solar mini-cell ($1.3 million) | |
| • Re-tool manufacturing plant ($12.6 million) | |
| • Development of modified solar micro-cell ($800 thousand) | |
Industrial Products Division
| • Develop end-to-end industrial product development capability ($5.3 million) |  |
| • Ship first DMC-brand solar-powered street lights ($3.8 million) | |
| • Ship first DMC-brand 911 call-box/street light products ($2.4 million) | |
| • Expand sales offices in Jacksonville and Los Angeles ($280 thousand) | |
| • Re-tool manufacturing plant ($18.6 million) | |
| • Open sales and distribution facilities in Boston ($2.7 million) |
Aerospace Products Division
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| • Development of new solar micro-cell by 2007 ($1.7 million) | |
| • Develop improved solar panel cell by 2008 ($3.1 million) | |
| • Implement new six sigma program by 2009 ($0.5 million) | |
Medical Products Division
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| • Development of new emergency generator adaptor product line ($680 thousand) | |
| • Development of new surgical suite solar lighting product line ($1.9 million) | |
| • Development of new surgeon’s lighting headband product line ($1.3 million) | |
| • Develop new solar-powered UPS for surgical suites ($2.2 million) | |
Strengths, Weaknesses, Opportunities, Threats
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SWOT Matrix |
Internal StrengthsS1: Diverse profitable products
S2: Solid leadership S3: Established sales network S4: Cross-divisional teaming S5: New cost accounting system S6: New sales presence in SW US S7: New products for Aerospace Division S8: New Medical Products Division S9: New acquisitions for Industrial Products Division / Ability to meet increased product demand S10: New product development center. S11: Fully developed Enterprise architecture S12: NE sales coverage |
Internal WeaknessesW1: No international presence
W3: Minimal policy and regulation W6: Lack of NW US sales coverage |
| External OpportunitiesO1: High energy pricesO2: Tax breaks for clean energy
O3: New technology (IT) O4: International market O6: Untapped regional markets O7: Legal requirements for alternative clean energy source.
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Strength OpportunitiesSO1: Develop products with high market potential and high profit margin that align well DMC business model
SO2: Expand market share SO3: Separate manufacturing and assembly SO4: New state of the art manufacturing and product development center SO5: Deploy common systems And processes SO6: Emphasize tax breaks in NE states in marketing effort |
Weakness OpportunitiesWO4: Address international market with modularized production/ customizable product
WO5: Outsource manufacturing to non-US company
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| External ThreatsET1: Alternative energy and substitute products
ET2: Competitors ET3: Technology changes (energy related)
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Strength ThreatsST1: Develop new product line and acquire competitors
S1T2: Maintain leadership in new materials/processes
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Weakness ThreatsWT1: Solidify international presence before competitors
W5T2: Unify and gain allegiance of sales force
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Initiative to Performance Measure to Strategic Goal Mapping
| Initiative | Performance Measure | Supported Strategic Goal |
| Corporate Headquarters | ||
| Corporate-wide integrated communications network | Single corporate-wide communication network by mid 2008 | Promote Organizational Excellence |
| Remodel corporate headquarters building | Increase employee satisfaction survey ratings by at least 6% annually in 2005-2008 | Promote Organizational Excellence |
| New HR module as part of the WELLCO ERP in 2008 | Increase participation in employee school tuition program by at least 5% annually | Promote Organizational Excellence |
| Consumer Products Division | ||
| Competitor Acquisition | Increase market share through acquisitions/mergers where appropriate | Increase Market Share |
| New product development center | Reduce defects in consumer and industrial divisions to less than 0.3%Maintain at least a 95% customer satisfaction rating for consumer/industrial products. | Increase Market ShareMaintain Solid Financial Growth |
| More powerful solar mini-cell | Introduce at least one new product per year in each division | Increase Market Share |
| Re-tool manufacturing plant | Increase overall profit by at least 3% per year | Maintain Solid Financial Growth |
| Modified solar micro-cell | Achieve/maintain #1 market share in at least one product line per division | Increase Product Competitiveness |
| Industrial Products Division | ||
| End-to-end industrial product development capability | Reduce average product time-to-market by 8% annually in 2005-2008 | Increase Product Competitiveness |
| Ship first DMC-brand solar-powered street lights | Introduce at least one new product per year in each division | Increase Market Share |
| Ship first DMC-brand 911 call-box/street light products | Introduce at least one new product per year in each division | Increase Market Share |
| Expand sales offices in Jacksonville and Los Angeles | Increase gross revenue by at least 15% per year | Maintain Solid Financial Growth |
| Aerospace Products Division | ||
| New solar micro-cell by 2007 | Introduce at least one new product per year in each division | Increase Market Share |
| Improved solar panel cell by 2008 | Achieve/maintain #1 market share in at least one product line per division | Increase Product Competitiveness |
| Implement six sigma program | Reduce defects in aerospace division to less than 0.1% | Increase Product Competitiveness |
| Medical Products Division | ||
| New emergency generator adaptor product line | Introduce at least one new product per year in each division | Increase Market Share |
| New surgical suite solar lighting product line | Introduce at least one new product per year in each division | Increase Market Share |
| New surgeon’s lighting headband product line | Introduce at least one new product per year in each division | Increase Market Share |