PRO DEX INC Segments Disclosure
| 15. | Segment Information |
In fiscal 2016, the Company has four reportable segments based on its business activities and organization:
| | Pro-Dex located in Irvine, California providing primarily medical and dental instruments using shared production and assembly machines and workforce. This segment also incorporates Huber Precision as the revenues and assets of Huber Precision are not material to the Companys total revenues and assets. Additionally, effective November 30, 2015 the former San Carlos office of Huber Precision was closed and all orders shipped since that date are manufactured at the Irvine facility. |
| | OMS located in Beaverton, Oregon providing multi-axis motion control applications. |
| | Fineline located in San Dimas, California. This business was purchased on February 1, 2015 and is a manufacturer of plastic injection molds for a variety of industries. |
| | Engineering Services Division or (ESD). This division was launched in fiscal 2015 to provide permanent placement and contract services in the fields of engineering, manufacturing and quality to diverse businesses. |
In deciding how to allocate resources and assess performance, the Companys chief executive officer regularly evaluates the sales and operating income of these segments. Operating income is the gross margin of the segment less direct expenses of the segment. Unallocated corporate expenses include our corporate administrative cost center, which primarily includes costs associated with being a public company, as well as general and administrative expenses incurred related to our investment in the Ramsey property and related notes receivable and is a subset of total general and administrative expenses. Additionally, other costs incurred in our general and administrative expenses (G&A) including salaries and other personnel-related expenses for corporate, accounting, finance and human resource personnel, as well as costs for outsourced information technology services, are not allocated by segment internally and are included in Pro-Dex in the tables below. The following tables summarize segment performance for fiscal 2016 and 2015 (in thousands):
| Pro-Dex | OMS | Fineline(1) | ESD | Corporate Unallocated | Total | |||||||||||||||||||
| Fiscal 2016 | ||||||||||||||||||||||||
| Net Sales | $ | 17,158 | $ | 969 | $ | 1,301 | $ | 730 | $ | | $ | 20,158 | ||||||||||||
| Gross Profit | 4,632 | 484 | 32 | 255 | | 5,403 | ||||||||||||||||||
| Operating Income (loss) | 1,985 | (282 | ) | (415 | ) | (70 | ) | (692 | ) | 526 | ||||||||||||||
| Depreciation and amortization expense | 536 | 11 | 67 | | | 614 | ||||||||||||||||||
| Total assets | 7,414 | 371 | 660 | 186 | 2,516 | 11,147 | ||||||||||||||||||
| (1) | The Fineline operating loss includes $245,000 related to impairment of goodwill and long-lived assets. |
| Pro-Dex | OMS | Fineline | ESD | Corporate Unallocated | Total | |||||||||||||||||||
| Fiscal 2015 | ||||||||||||||||||||||||
| Net Sales | $ | 11,617 | $ | 1,394 | $ | 257 | $ | 115 | $ | | $ | 13,383 | ||||||||||||
| Gross Profit | 2,653 | 927 | 44 | 80 | | 3,704 | ||||||||||||||||||
| Operating Income (loss) | 75 | 144 | (33 | ) | (361 | ) | (727 | ) | (902 | ) | ||||||||||||||
| Depreciation and amortization expense | 536 | 11 | 31 | | | 578 | ||||||||||||||||||
| Total assets | 8,479 | 548 | 962 | 17 | 2,510 | 12,516 | ||||||||||||||||||
Revenue by geographic region, based upon the ship to address, consisted of the following (in thousands):
| Years ended June 30, | ||||||||
| 2016 | 2015 | |||||||
| Revenue by geographic region: | ||||||||
| North America | $ | 16,093 | $ | 6,367 | ||||
| Europe | 3,840 | 6,972 | ||||||
| Other | 225 | 44 | ||||||
| Total Revenue | $ | 20,158 | $ | 13,383 | ||||
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About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.