thomas恒安流程重組咨詢?nèi)?77mb bit presentation

恒安每周BIT會(huì)議日期:2001年12月10日HengAnWeeklyBITMeetingDecember10,2001

會(huì)議議程AgendaTopics會(huì)議議程AgendaTopics(2)

BITMeeting12/10/2001BIT會(huì)議2001年12月10日

W3ActionPlanW3行動(dòng)計(jì)劃AsofDate12/10/01截止日期2001年12月10日銷售收入與超前一年百分比SalesRevenue&%GrowthPreviousYear利潤(rùn)與超前一年百分比Profit&%GrowthPreviousYear毛利潤(rùn)百分比GrossMargin%所用資金回報(bào)率ReturnOnCapitalEmployed應(yīng)收帳款A(yù)ccountReceivable供應(yīng)鏈周期時(shí)間SupplyChain供應(yīng)商準(zhǔn)時(shí)到貨率SupplierOnTimeDelivery滿足率FillRate%生產(chǎn)技術(shù)流程FulfillmentProcess生產(chǎn)周期時(shí)間ManufacturingCycleTime生產(chǎn)第一次通過(guò)率ManufacturingFirstPassYield營(yíng)銷流程Marketingprocess

返購(gòu)率RepeatRate銷售流程SalesProcess每位銷售代表收入RevenueperSalesRep.銷售費(fèi)用%SalesExpense%人力資源HumanResources崗位描述實(shí)施JobDescriptionImplementation培訓(xùn)活動(dòng)TrainingActivity

新產(chǎn)品開(kāi)發(fā)周期時(shí)間NPDProcess尚待決定TobeDetermined庫(kù)存天數(shù)InventoryDOS庫(kù)存金額（人民幣）Inventory(RMB)市場(chǎng)份額百分比MarketShare%客戶滿意度CustomerSatisfaction業(yè)務(wù)改進(jìn)團(tuán)隊(duì)績(jī)效考評(píng)圖BITCockpitchart銷售收入與超前一年百分比SalesRevenue&%GrowthPreviousYear負(fù)責(zé)人:*張漢來(lái)，黎澤榮Owners:*ZhangHan

Lai,LiZeRong利潤(rùn)與超前一年百分比Profit&%GrowthPreviousYear負(fù)責(zé)人:*許大座，張時(shí)跑Owner:*XuDaZhao,ZhangShiPao毛利潤(rùn)百分比GrossMargin%應(yīng)收帳款A(yù)ccountReceivable所用資金回報(bào)率ReturnOnCapitalEmployed負(fù)責(zé)人:*許大座，潘福全Owners:*XuDaZhuo,TerryPoon供應(yīng)鏈SupplyChain供應(yīng)商準(zhǔn)時(shí)到貨率SupplierOnTimeDelivery負(fù)責(zé)人:王向陽(yáng)Owner:WangXiangYang滿足率FillRate%負(fù)責(zé)人:童廉章Owner:TongLianZang生產(chǎn)技術(shù)流程FulfillmentProcess負(fù)責(zé)人:黃攸源Owner:HuangYouYoun營(yíng)銷流程Marketingprocess負(fù)責(zé)人:黎澤榮Owner:LiZeRong銷售流程SalesProcess負(fù)責(zé)人:張漢來(lái)Owner:ZhangHan

Lai人力資源HumanResources負(fù)責(zé)人:許連批Owner:XiuLianPi新產(chǎn)品開(kāi)發(fā)周期時(shí)間NPDProcess負(fù)責(zé)人:張時(shí)跑Owner:ZhangShiPao庫(kù)存天數(shù)InventoryDOS庫(kù)存金額（人民幣）Inventory(RMB)負(fù)責(zé)人:*張漢來(lái)，王向陽(yáng)，童廉章Owners:*ZhangHan

LaiWangXiangYangTongLianZang市場(chǎng)份額百分比與客戶滿意度MarketShare%&CustomerSatisfaction負(fù)責(zé)人:*黎澤榮，張漢來(lái)Owners:*LiZeRong,ZhangHan

Lai業(yè)務(wù)改進(jìn)團(tuán)隊(duì)績(jī)效考評(píng)圖模塊負(fù)責(zé)人

BITCockpitchart----Ownership

CFTsCockpitChart跨功能CFT績(jī)效考評(píng)圖人力資源流程成熟度指數(shù)HRProcessMaturityIndex經(jīng)理和主管人員流動(dòng)率TurnoverofManagersandSupervisors培訓(xùn)活動(dòng)TrainingActivity教育和培養(yǎng)活動(dòng)EducationandDevelopmentActivity招聘效率—周期時(shí)間和第一次通過(guò)率RecruitmentEfficiency-CT

實(shí)施崗位描述JobDescriptionImplementation招聘效果—能成功地進(jìn)行內(nèi)部招聘RecruitmentEffectiveness-InternalRecruitmentSuccess能否保留服務(wù)期低于兩年的經(jīng)理和主管人才RetentionofManagersandSupervisorswithlessthan2yearsservice招聘效果--人員準(zhǔn)時(shí)招聘到位及第一次通過(guò)率RecruitmentEffectiveness-OTDandFPY恒安員工生產(chǎn)力--人均營(yíng)業(yè)收入HengAnEmployeeProductivity-RevenueperEmployee人力資源-績(jī)效考評(píng)圖HR-CockpitChart

單位生產(chǎn)成本（含單位材料耗用）UnitManufacturingCost(withoutmaterials)廢品Scrap機(jī)器的利用率MachineUtilization生產(chǎn)效率Productivity生產(chǎn)周期時(shí)間ManufacturingCycleTime生產(chǎn)第一次通過(guò)率ManufacturingFirstPassYield按可用原材料生產(chǎn)的產(chǎn)品數(shù)量與每月按計(jì)劃生產(chǎn)的產(chǎn)品對(duì)照No.ofproductrunsmaterialavailableontimevs.No.ofproductrunsscheduledinthemonth維修機(jī)器和機(jī)器停機(jī)的平均占用時(shí)間MeantimetorepairmachinesandMeantimebetweenmachinefailures準(zhǔn)時(shí)完成產(chǎn)品數(shù)量（+7-0）周（與每月按時(shí)完成的數(shù)量對(duì)照）No.ofproductrunscompletedontime(+7-0days)Vs.No.ofproductrunsscheduledtocompleteinthemonth產(chǎn)品質(zhì)量ProductQuality生產(chǎn)技術(shù)-績(jī)效考核表Fulfillment-CockpitChart-滾動(dòng)12個(gè)月內(nèi)新產(chǎn)品的生產(chǎn)數(shù)量-滾動(dòng)12個(gè)月內(nèi)新產(chǎn)品的品種數(shù)量Productionvolumeofnewproductsoverrolling12months-Numberofnewproductsoverrolling12months取得新產(chǎn)品開(kāi)發(fā)的成本目標(biāo)Achievementofcosttargetofnewproducts第一次通過(guò)率和訂購(gòu)到貨時(shí)間，材料元件和設(shè)備的接收FPYandOTDreceptionofmaterials,componentsandequipment新產(chǎn)品開(kāi)發(fā)流程分流程的階段表現(xiàn)（按時(shí)完成情況）流程整體完成情況（交付生產(chǎn)）

NPDProcessOTDperformanceofmilestonesAnddeliverytoMfg形成新品概念期和設(shè)計(jì)具體規(guī)格的周期時(shí)間CTConceptphaseandDesignspecifications第一次通過(guò)率和周期時(shí)間界定材料、元件和設(shè)備需求FPYandCTDefinitionofrequirementsformaterials,componentsandequipment-設(shè)計(jì)類的投訴-DesignrelatedComplaints設(shè)計(jì)的調(diào)整-開(kāi)發(fā)期內(nèi)-開(kāi)發(fā)完成后DesignModificationsDuringdevelopmentAfterhand-off實(shí)際費(fèi)用和預(yù)算費(fèi)用的對(duì)比Actualexpenseversusbudgetexpense新產(chǎn)品開(kāi)發(fā)流程-總體周期時(shí)間反應(yīng)時(shí)間NPDprocessRollupCTResponseCT新產(chǎn)品開(kāi)發(fā)-績(jī)效考評(píng)圖NPD-CockpitChartR&DMarketingPurchasingR&DManufacturingSales/MarketingSales/MarketingR&DR&DFinance

現(xiàn)有庫(kù)存天數(shù)和庫(kù)存價(jià)值（原材料、加工中產(chǎn)品、成品）InventoryDaysonHandAndInventoryValue(Raw,WIP,FinGoods)供應(yīng)商訂購(gòu)到貨時(shí)間SupplierLeadTime

采購(gòu)周期時(shí)間PurchaseCT銷售收入Revenues成品倉(cāng)的品種滿足率FillRateFromtheFinishedWarehousetoCustomer供應(yīng)商準(zhǔn)時(shí)到貨率SupplerOnTimeDelivery供應(yīng)商發(fā)貨按規(guī)格驗(yàn)收的比率

（第一次通過(guò)率）SupplierPercentreceiptsperspecification(FPY)月度銷售預(yù)測(cè)的準(zhǔn)確率AccuracyOftheMonthlySalesForecast每噸紙漿成本PulpCostPerTon按時(shí)交貨OnTimeDeliveryFromFinishedWarehousetoCustomer材料成本和占有成本MaterialCostAndCostofOwnership

供應(yīng)鏈-績(jī)效考核表SupplyChain-CockpitChart

銷售和分銷-范圍和界限

SalesandDistribution–ScopeandBoundaries尋找客戶Prospectingforcustomers開(kāi)始銷售關(guān)系OpeningtheRelationship篩選客戶Qualifyingtheaccount展示銷售信息PresentingtheSalesMessage完成銷售Closingthesales交付產(chǎn)品Deliveringtheproducts完成貨款結(jié)算Securingpayment為客戶服務(wù)ServicingTheAccount

應(yīng)收帳款回收率AccountsreceivablePercentage應(yīng)收帳款周轉(zhuǎn)天數(shù)DaysAccountsReceivableonHand毛利和毛利率GrossMargin&GrossMarginRate市場(chǎng)份額MarketShare銷售人員的平均銷售收入SalesRevenueperSalesRepresentative銷售費(fèi)用率SalesExpenseasaRatioas%toSales庫(kù)存成品的金額和周轉(zhuǎn)天數(shù)FinishedGoodsInventoryonHandInRMBandDays品類銷售收入SalesRevenueByCategory銷售預(yù)測(cè)的偏差率ForecastingAccuracyVs.Plan價(jià)格體系的合格執(zhí)行率QualifiedExecutionRateforPriceSystem布點(diǎn)率和出樣率PenetrationRateandSkuPercentage銷售收入和銷售收入增長(zhǎng)率SalesRevenueandSalesRevenueGrowthRate銷售和分銷-績(jī)效考評(píng)圖SalesandDistribution-CockpitChart滿足客戶訂單要貨品種和數(shù)量的合格率FillRateFPY按時(shí)交貨率OTDRate

休息Break

各CFT組長(zhǎng)上周工作匯報(bào)

CFTleaderspresentationofplishments/issue

CFT每周工作成果匯報(bào)/CFTWeeklyResultsReport上周的工作成果(已完成的AIP或已取得的重大進(jìn)展)：1、回顧人力資源衡量指標(biāo)，以及各項(xiàng)指標(biāo)BFM表；2、回顧衡量指標(biāo)的原始數(shù)據(jù)；3、協(xié)助第二期（鄭州）、第三期（成都）銷售經(jīng)理培訓(xùn)；4、擬定并討論人力資源分流程圖（培訓(xùn)）；5、組織對(duì)“市場(chǎng)總監(jiān)”候選人進(jìn)行第一次面試并進(jìn)行面試小結(jié)。

計(jì)劃于下周完成的AIP：1、繼續(xù)回顧人力資源衡量指標(biāo)，以及各項(xiàng)指標(biāo)BFM表；2、進(jìn)一步考慮指標(biāo)，以建立其“基線”；3、擬定并討論人力資源分流程圖；4、組織對(duì)“市場(chǎng)總監(jiān)”候選人進(jìn)行第二次面試；5、回顧人力資源績(jī)效考評(píng)圖。

.需要通知BIT或引起B(yǎng)IT關(guān)注的重要問(wèn)題1、12月8日—12月10日在成都的銷售經(jīng)理培訓(xùn)；2、市場(chǎng)總監(jiān)的招聘。

TEAMNAME:HRCFT團(tuán)隊(duì)名稱：人力資源TEAMLEADER:XuLianPi團(tuán)隊(duì)領(lǐng)導(dǎo)：許連批WEEKENDED:12/06,2001上周工作截止時(shí)間：2001年12月06日ResultsfortheWeek(AIPscompletedorsignificantprogressmade)：1.ReviewHRCFTmeasurement,IncludingMeasurementBFM’s；2.Reviewedinitialmeasurementdata;3.SupportedSalesManagementTraining(Session2andSession3);4.DevelopedanddiscussedMapHRSub-process(Level2)（Training）;5.InterviewedDirectorofMarketingcandidates,andsummarizedInterviewresults.AIPsscheduledfornextweek：1、ReviewHRCFTmeasurements,includingMeasurementBFM’s；2、Furtherreviewmeasurementsdatatoestablish“Baseline”;3、DevelopAnddiscussHRProcessMaps(Level2);4、InterviewDirectorofMarketingfurther;5、ReviewHRPerformanceAssessingMap..SignificantissuesforBITinformationorattention1.SalesManagementTraininginChengDu-8thto10thDecember;2.RecruitmentofDirectorofMarketing

CFT每周工作成果匯報(bào)/CFTWeeklyResultsReport上周的工作成果(已完成的AIP或已取得的重大進(jìn)展)計(jì)劃于下周完成的AIP周三市場(chǎng)營(yíng)銷系列培訓(xùn)–品牌II或其它蓋洛普、尼爾森消費(fèi)者研究專題報(bào)告3。討論尿褲發(fā)展的障礙4?？?jī)效圖與指標(biāo)定義最后確認(rèn)

C .需要通知BIT或引起B(yǎng)IT關(guān)注的重要問(wèn)題

按BIT的要求從12。17日起市場(chǎng)CFT例會(huì)改為每周星期一下午2：00-4；30

TEAMNAME:MarketingCFT團(tuán)隊(duì)名稱：市場(chǎng)營(yíng)銷CFTTEAMLEADER:LiZeRong團(tuán)隊(duì)領(lǐng)導(dǎo)：黎澤榮WEEKENDED:Dec9,2001上周工作截止時(shí)間：2001年12月9日C.SignificantissuesforBITinformationorattention

ResultsfortheWeek(AIPscompletedorsignificantprogressmade)AIPsscheduledfornextweek參與市場(chǎng)總監(jiān)面試廣州消費(fèi)者訪談會(huì)BIT市場(chǎng)營(yíng)銷知識(shí)培訓(xùn)績(jī)效指標(biāo)基礎(chǔ)數(shù)據(jù)收集InterviewedthemarketDirectorGuangzhouConsumerFocusstudyonFriday/Sat.MarketingtrainingspecialforBITonMondaypm.Collecthistorydataforeachmeasurementsofcockpitchart8MarkettrainingSeriesonWed.–BrandingequityorothersGallup,NielsensegmentationstudypresentationDiscussthebarrierofDiaperdevelopingFinalizecockpitchartandBFMworksheetMktCFTwillbemovedtoMonday2:00-4:30pm

CFT每周工作成果匯報(bào)/CFTWeeklyResultsReport上周的工作成果(已完成的AIP或已取得的重大進(jìn)展)完成AIP管理第二階段的培訓(xùn)。修改銷售&分銷CFT的績(jī)效考評(píng)圖，建立基礎(chǔ)狀況下的績(jī)效收集過(guò)去18個(gè)月的數(shù)據(jù)。討論銷售&分銷CFT的AIP。完成在鄭州市舉行的第二期銷售培訓(xùn)。

計(jì)劃于下周完成的AIP對(duì)銷售&分銷CFT的AIP進(jìn)行優(yōu)先排序。識(shí)別障礙，并進(jìn)行排序。確定銷售&分銷CFT的BFM表格。確定銷售&分銷CFT績(jī)效考評(píng)圖的量化工作表。在成都市舉行的第三期銷售培訓(xùn)。

C. 需要通知BIT或引起B(yǎng)IT關(guān)注的重要問(wèn)題

TEAMNAME:SalesandDistributionCFT團(tuán)隊(duì)名稱：銷售&分銷跨功能小組TEAMLEADER:ZhangHanLai團(tuán)隊(duì)領(lǐng)導(dǎo)：張漢來(lái)WEEKENDED:Dec08,2001上周工作截止時(shí)間：2001年12月08日ResultsfortheWeek(AIPscompletedorsignificantprogressmade)AIPmanagementtraining-Part2RevisedtheSale&DistributionCockpitChart,developedthebaselineperformance.Collectedthepast18monthsdata.DiscussedtheAIPsofSales&DistributionCFT.Finishedthe2ndsessionofsalestraininginZhengzhouCity.AIPsscheduledfornextweekPrioritizetheAIPsofSales&DistributionCFT.Identifythebarriersandrankthem.FinalizetheSales&DistributionBFMs.FinalizetheSales&DistributionCockpitChartWorksheet.3rdsessionofsalestraininginChengduCity.

C.SignificantissuesforBITinformationorattention

CFT每周工作成果匯報(bào)/CFTWeeklyResultsReport上周的工作成果(已完成的AIP或已取得的重大進(jìn)展)1、建立衡量指標(biāo)系統(tǒng)，并用新設(shè)計(jì)的表格來(lái)收集數(shù)據(jù)。2、最后確定BFM表格。3、核心項(xiàng)目小組為項(xiàng)目管理最后確定工作包。4、繼續(xù)制新產(chǎn)品開(kāi)發(fā)的目標(biāo)狀況各級(jí)流程圖。5.繼續(xù)在項(xiàng)目核心小組中識(shí)別流程中有附加價(jià)值和沒(méi)有附加價(jià)值的步驟和活動(dòng)計(jì)劃于下周完成的AIP1、核心項(xiàng)目小組–學(xué)習(xí)使用微軟項(xiàng)目管理2000軟件2、評(píng)估指標(biāo)–回顧數(shù)據(jù)收集狀況3、繼續(xù)繪制新產(chǎn)品開(kāi)發(fā)的目標(biāo)狀況各級(jí)流程圖4、深入識(shí)別基礎(chǔ)狀況流程中有附加價(jià)值和沒(méi)有附加價(jià)值的步驟和活動(dòng)

C .需要通知BIT或引起B(yǎng)IT關(guān)注的重要問(wèn)題

TEAMNAME:NPDCFT團(tuán)隊(duì)名稱：新產(chǎn)品開(kāi)發(fā)小組TEAMLEADER:ZhangShipao團(tuán)隊(duì)領(lǐng)導(dǎo)：張時(shí)跑WEEKENDED:Dec7,2001上周工作截止時(shí)間：2001年12月07日ResultsfortheWeek(AIPscompletedorsignificantprogressmade)1、FinalizeMeasurementSystemSetupandstartcollectdatausingthenewlydesignedForms.2、FinalizeBFMs.3、CoreProjectTeamtofinalizetheWorkpackagesforProjectManagement.4、ContinuetoworkontheEntitledNPDProcessMap5. IdentifyValueaddedandnon-valuedprocessstepsandactivitiesthroughCoreProjectTeamMeetingAIPsscheduledfornextweek1、CoreProjectTeam–learntouseMicrosoftProjectManagement20002、Measurement–DataCollectionStatusReview3、ContinuetheEntitledNPDProcessMapping

4、FurtheridentifytheValue-addedandnon-value-addedprocessstepsandactivitiesoftheAs-IsProcess

C.SignificantissuesforBITinformationorattention

新產(chǎn)品開(kāi)發(fā)CFT評(píng)估工作進(jìn)展匯報(bào)/NPD

CFTMeasurementStatusReport

新產(chǎn)品開(kāi)發(fā)CFT評(píng)估工作進(jìn)展匯報(bào)/NPD

CFTMeasurementStatusReport

CFT每周工作成果匯報(bào)/CFTWeeklyResultsReport

上周的工作成果(已完成的AIP或已取得的重大進(jìn)展)開(kāi)始評(píng)估第一個(gè)排障小組，改寫(xiě)引入原材料及工廠生產(chǎn)產(chǎn)品原輔材料的質(zhì)量檢驗(yàn)標(biāo)準(zhǔn)，在會(huì)議上已說(shuō)明了如何運(yùn)用AIP工作包。每位成員匯總至少5個(gè)障礙決定拆分當(dāng)前的供應(yīng)鏈流程圖中的采購(gòu)流程圖，分為外采、自制、供應(yīng)、豁免和評(píng)審5個(gè)分流程，便于CFT更好地利用CT理論。衡量指標(biāo)狀況

-BFM已完成90%，其余的還需斟酌。

-考評(píng)圖收集了8、9、10月的資料，其中未完成品種滿足率與成品從倉(cāng)庫(kù)交付給客戶的準(zhǔn)時(shí)發(fā)貨率。

計(jì)劃于下周完成的AIP收集歷史資料與11月份的資料并入所有的BFM與考評(píng)圖內(nèi)回顧AIP工作包質(zhì)量標(biāo)準(zhǔn)討論新的流程圖及建立初步的CT基礎(chǔ)狀況CFT每周繼續(xù)回顧驅(qū)動(dòng)衡量指標(biāo)

C .需要通知BIT或引起B(yǎng)IT關(guān)注的重要問(wèn)題所有CFT成員本星期全參與CFT會(huì)議

TEAMNAME:SupplyChain團(tuán)隊(duì)名稱：供應(yīng)鏈TEAMLEADER:WangXiangYang團(tuán)隊(duì)領(lǐng)導(dǎo):王向陽(yáng)WEEKENDED,2001上周工作截止時(shí)間：2001年12月9日ResultsfortheWeek(AIPscompletedorsignificantprogressmade)StartedourfirstBRTonreassessing&rewritingingrawmaterials&factorysub-materialsqualityinspectionstandardssupportingtheproductsfactories.AIPworkpackagewasintroducedinthemeetingEachmembercollect5barriers.DecisiontoredrawCurrentMacro-ProcessMapandmadeitmorevisibleforCFTdiscussioninwarehousingandplanning&purchasingprocessesStatusofmeasurement: -BFM90%completed.Needrefinementontherest. -CockpitChartCompletedwithAug/Sept/OctData Notcomplete,Fillrate&OTDfromFG WarehousetocustomerAIPsscheduledfornextweekCollectallBFM&CockpitChartplotonhistorical&Nov.dataReviewQualityStandardAIPworkpackageDiscussNewProcessMaps&EstablishPreliminaryCTbaselineContinuingweeklyCFTreviewofdrivermeasures

C.

SignificantissuesforBITinformationorattentionAllCFTmembersparticipated100%inthemeetingthisweek

恒安廣州特別行動(dòng)

HengAnSalesInitiative

Guangzhou2001年12月6日December6th,2001總概況Overview12月3-5日Dec3-5th對(duì)高影響度,低困難度障礙進(jìn)行根源分析CompletedRootCauseAnalysisforHighImpact/LowDifficultyBarriersforPOP陳列POPDisplays每周銷售采訪SalesCallsperWeek銷售采訪:采訪客戶的百分比:SalesCalls:PercentageofallCustomersVisited導(dǎo)致形成兩個(gè)行動(dòng)小組

ResultedintwoActionTeams銷售Sales: (PhilAngino/GaryGallagher)銷售規(guī)劃Merchandising:(BobEdmonson/陳永杰KeithChan)總概況Overview12月3-5日Dec3-5th銷售員與產(chǎn)品導(dǎo)購(gòu)員的行動(dòng)計(jì)劃ActiveActionPlansforSalesand“ProductGirls”報(bào)酬項(xiàng)目CompensationPrograms銷售員：林月斌（5個(gè)行動(dòng)）Sales:LinYueBin(5Actions)產(chǎn)品導(dǎo)購(gòu)員：吳曉萍（6個(gè)主要行動(dòng)）ProductGirls:WuXiaoPing(6MajorActions)培訓(xùn)Training銷售員：Sales:TungFengTai(3個(gè)行動(dòng)3Actions)ProductGirls:SongJianZhong(3個(gè)主要行動(dòng)

3MajorActions)管理Management銷售員：Sales:ChenYiBin(7個(gè)行動(dòng)7Actions)產(chǎn)品導(dǎo)購(gòu)員ProductGirls:XuLianSheng/WuXiaoPing(7個(gè)行動(dòng)7Actions)形象Image銷售員：Sales:PanLongQing(5個(gè)行動(dòng)5Actions)產(chǎn)品導(dǎo)購(gòu)員：ProductGirls:PanLongQing(5個(gè)主要的行動(dòng)

5MajorActions)總概況Overview12月3-5日

Dec3-