STRATEGIC PLAN FISCAL YEAR 2017–2018 U.S. ENGINEERING COMPANY HOLDINGS
STRATEGIC INITIATIVE 1 Leaders: Justin Apprill, Dan Strait GAME PLAN 1. Define and communicate the Total Cost of Ownership strategy, its benefits to facility owners, our internal team members, the overall value chain, and how it ultimately furthers our Mission to “Leave a Legacy.� 2. Develop and execute an external marketing strategy in support of TCO, which includes presentations, a TCO field guide, website, content marketing, account management tools, and a process for TCO Scorecard development. 3. Leverage account management and inter-divisional collaboration to cross-sell all services enhancing our ability to deliver on TCO. 4. Further develop case studies with associated TCO Scorecards to quantify TCO savings as our proof of value so that we can then capture that value. 5. Evaluate TCO savings potential on project pursuits as a tool to decide whether or not to invest and pursue a project. 6. Leverage TCO as the primary strategy to pursue, build, and expand relationships with owners. 7. Develop a social responsibility plan by utilizing the concepts inherent to our TCO strategy.
STRATEGIC INITIATIVE 2 Leaders: Bryan Taylor, Todd VonLintel GAME PLAN 1. Define what we want our company cultural norms to be; commit, modify current business practices to align with our cultural norms; and actively engage in creating a culture in which people can be the best version of themselves. 2. Minimize profit losses on our construction projects by implementing best practices to identify issues early and avoid projects with an unbalanced risk/reward profile. 3. Continue to develop and implement technology-based solutions that will improve efficiencies and quality in our manufacturing facilities and field installations. 4. Recognize that Virtual Construction is essential in reaching our 80% manufacturing goal; we must continue to evolve as software and manufacturing technologies advance. 5. Develop and begin implementation of a Midwest manufacturing strategy.
STRATEGIC INITIATIVE 3
PURE SERVICE
Leaders: Clay Daniels, Lyle Smith GAME PLAN 1. Determine a structure within the Service division that allows for sustainable owner-direct growth, seamless interaction with our construction team, and the enhancement of individual creativity and customer support. 2. Develop a sales culture focused on improving our customers’ ability to reduce their cost of operations and improve their own businesses. 3. Continue to professionalize the sale, execution, and follow-through of our service agreements and offerings. 4. Further develop specialized service offerings that enhance our overall value to our customers. 5. Support our smaller, geographical offices in delivering premium-value service to new customers. We must further establish centralized support processes and plan for sustainable, profitable, growth in these new markets.
INNOVATIONS STRATEGY STATEMENT
We will deliver Innovation, Technology, and Efficiency with our core skill sets and engage in new and advanced manufacturing means and methods to execute our work. Leader: Jeff Kiblen OUR I.D.E.A. AND ITS IMPORTANCE TO USE INNOVATIONS Innovation
Drive advanced technology
Disruption
Change how and where work is performed
Efficiency
Maximize our state-of-the-art manufacturing facility
Agility
Leverage our dynamic ability to deal with change
GAME PLAN 1. Execute the virtual build plan, modular central plant, and heavily manufactured plan for data centers directly with an owner on at least one project. 2. Develop processes and resources needed to successfully complete work we have obtained in the oil & gas industry. 3. Attain and construct multiple projects in the brewery process piping and brewhouse markets. 4. USECI intends to utilize a more robust process for implementing action plans during FY 2017-2018.