Original Date: 11/13/1995
Revision Date: 01/18/2007

JLG 's strategic plan is simple, easy to understand, fosters creative thinking, and involves the entire company. The plan, known as the Strategic Operating Plan, is a vision for the year 2000 with strategies planned for a three-year period. It presents a perspective of current conditions, patterns, trends, and market/economic conditions that may impact progress. This streamlined plan was spearheaded by the CEO of JLG to address a lack of focus on the plan after its initial establishment.

The core plan is contained on one page and highlights key issues to achieve the vision. There are three core issues to the plan and an associated initiative to address each issue. A champion (usually a department director) and a team leader (a division director) are assigned to each initiative. The team leader forms his team and develops an action plan for the assigned initiative. The team manages all efforts necessary to attain key events and goals of the action plan within the planned timeframe. The first year in the three-year plan is tracked by quarter, the second year by halves, and the third year in total. Measures are developed from the DuPont Model, and the tool for tracking the measures is a ScoreCard. Regular tracking and review are keys to keeping the plan an active document. Simple, visual indicators provided by ScoreCard allow quick monitoring of the progress of each initiative.

This process is simple, and ownership is shared and communicated with all employees. The Strategic Planning Process is established at the home office and is being disseminated to all worldwide subdivisions of JLG Industries, Inc.

For more information see the Point of Contact for this survey.