Harwood Medical
Problem Statement Harwood Medical Instruments PLC (HMI) manufactures specialty medical instruments. The incentive compensation scheme was based solely on operating profit and did not take into account any other key performance indicators. HMI instituted a new bonus plan that takes into an account a more balanced scorecard approach and is based on operating profit and other key performance indicators. The problem in this case is whether the new bonus system is successful and whether it is the most appropriate incentive program for the company.
Case Data Harwood Medical Instruments PLC is based outside Birmingham, England and manufactures specialty medical instruments. The company is organized into nine separate divisions each run by general manager. The company is culturally diverse and the product lines are separate as six of the divisions were acquired by HMI within the past decade. The company sells its products to hospitals, laboratories and/or doctors and the need for product quality and reliability is high. The success of each division relies on various factors such as new product development, efficiency of production and/or customer service and differs for each division.
In November 2006 Andy Guthrie, the HMI’s managing director expressed willingness to pay higher bonuses if the improved performance warranted doing so. The company introduced a modified bonus plan in 2007. Under the previous bonus plan the annual bonuses for division managers were paid semi-annually and were calculated as two percent of the division’s operating profits. The new bonus plan is calculated semi-annually and is based on one percent of the division’s operating profits and it is further adjusted based on several key performance indicators such as on time deliveries, sales returns, patent applications filed, scrap and rework costs and customer satisfaction ratios. If the final bonus results in negative amount the manager receives no bonus. Under the previous and the current plan
Case Data Harwood Medical Instruments PLC is based outside Birmingham, England and manufactures specialty medical instruments. The company is organized into nine separate divisions each run by general manager. The company is culturally diverse and the product lines are separate as six of the divisions were acquired by HMI within the past decade. The company sells its products to hospitals, laboratories and/or doctors and the need for product quality and reliability is high. The success of each division relies on various factors such as new product development, efficiency of production and/or customer service and differs for each division.
In November 2006 Andy Guthrie, the HMI’s managing director expressed willingness to pay higher bonuses if the improved performance warranted doing so. The company introduced a modified bonus plan in 2007. Under the previous bonus plan the annual bonuses for division managers were paid semi-annually and were calculated as two percent of the division’s operating profits. The new bonus plan is calculated semi-annually and is based on one percent of the division’s operating profits and it is further adjusted based on several key performance indicators such as on time deliveries, sales returns, patent applications filed, scrap and rework costs and customer satisfaction ratios. If the final bonus results in negative amount the manager receives no bonus. Under the previous and the current plan