B綜合業(yè)務(wù)計(jì)劃實(shí)施參考手冊(cè)范本

APDCReferenceManual參考手冊(cè)BusinessPlanDeployment(BPD)業(yè)務(wù)計(jì)劃實(shí)施Contents目錄1.0Introduction引言 31.1CourseObjectives課程目的 31.2Background背景 41.3BPDDefinition業(yè)務(wù)計(jì)劃實(shí)施的定義 51.4AdvantagesofBPD業(yè)務(wù)計(jì)劃實(shí)施的優(yōu)點(diǎn) 51.5WhoisInvolved誰(shuí)是參與者 61.6BPDCategories業(yè)務(wù)計(jì)劃實(shí)施的范疇 61.7ElementsofBPD業(yè)務(wù)計(jì)劃實(shí)施的要素 71.8BPDandthePlan-Do-CheckActionCycle 8業(yè)務(wù)計(jì)劃實(shí)施及計(jì)劃－實(shí)施－檢查－行動(dòng)循環(huán)1.8.1ThePDCACycleExplained對(duì)PDCA循環(huán)的解釋 82.0Plan計(jì)劃 92.1Vision宗旨 102.2PlantGoals企業(yè)目的 112.3DepartmentalObjectives部門(mén)目標(biāo) 122.4Targets指標(biāo) 132.5Methods方法 152.6AnnualPlan年度計(jì)劃 162.7CascadingthePlan層層落實(shí)計(jì)劃 192.7.1NegotiatingTargets商談指標(biāo) 202.7.2Cross-functionalSupport跨職能部門(mén)支持 203.0Do實(shí)施 223.1UpdatingthePlan更新計(jì)劃 233.2ProblemSolving解決問(wèn)題 244.0Check檢查 264.1Reviews評(píng)審 274.2PDCAReportExplained PDCA報(bào)告解釋 284.3QuarterlyReview季度評(píng)審 304.4Manager抯Role經(jīng)理的職責(zé) 305.0Action行動(dòng) 316.0Visualization目視管理 327.0Summary總結(jié) 337.1AnnualPlanningCycle年度計(jì)劃循環(huán) 34Introduction引言1.1CourseObjectives課程目的Uponcompletionofthiscourse,participantsareableto:完成本課程時(shí)，學(xué)員們能夠：UnderstandtheimportanceofBusinessPlanDeployment(BPD)formanagingthebusiness了解業(yè)務(wù)計(jì)劃實(shí)施對(duì)于管理業(yè)務(wù)的重要性UnderstandtheconceptsandelementsoftheBPDprocess了解業(yè)務(wù)計(jì)劃實(shí)施過(guò)程的概念與要素OutlinethestepsoftheannualBPDcycle概述年度業(yè)務(wù)計(jì)劃實(shí)施循環(huán)的各個(gè)步驟Setobjectives,targets,anddevelopmethods設(shè)定目標(biāo)、指標(biāo)，建立方法Completeannualplansandsupportingactionplanstoachieveplantgoalsandobjectives完成年度計(jì)劃和相應(yīng)的行動(dòng)計(jì)劃以實(shí)現(xiàn)企業(yè)的目的與目標(biāo)Negotiatetargetswiththeirdirector/manager/co-managerstoachievedepartmentaltargets與各級(jí)經(jīng)理商談指標(biāo)以實(shí)現(xiàn)部門(mén)指標(biāo)UsethemonthlyPDCAreviewseffectivelybyreviewingprogresstotheplanandbyidentifyingnextstepsusingactionplans.通過(guò)審核計(jì)劃的進(jìn)展,以及運(yùn)用行動(dòng)計(jì)劃來(lái)確定下一步的行動(dòng),來(lái)有效利用每月的PDCA評(píng)審UnderstandtheirRolesandResponsibilities了解他們的職責(zé)UnderstandtherelationshipofPlan-Do-Check-ActiontoBPD理解計(jì)劃－實(shí)施－檢查－行動(dòng)與業(yè)務(wù)計(jì)劃實(shí)施的關(guān)系1.0Introduction引言BusinessPlanDeploymentisasimpleprocesstomanagethebusinesswhichonlyrequiresdisciplineforsuccessfulimplementation.Witheffortandcommitment,goodresultsareimmediate!業(yè)務(wù)計(jì)劃實(shí)施是一個(gè)管理業(yè)務(wù)的簡(jiǎn)單的流程，對(duì)于其成功實(shí)施的唯一要求是“紀(jì)律”。依靠大家的努力和承諾，良好的結(jié)果就近在眼前!Introduction引言

1.2Background背景Traditionalcompanieshavealwayshada揃usinessPlan?butoftenthebusinessplanwascreatedbymanagementatthetopoftheorganization.Thesebusinessplansweredisconnectedfromtherestoftheorganization,andtherewaslittleinvolvementorinputfromthepeoplewhohadthemostinfluenceonachievingthebusinessplan-theteammembers.傳統(tǒng)的公司總是有一個(gè)“業(yè)務(wù)計(jì)劃”。但是此業(yè)務(wù)計(jì)劃通常是由公司最高領(lǐng)導(dǎo)層制訂的。這些業(yè)務(wù)計(jì)劃與公司其余部分的工作脫節(jié)，而對(duì)實(shí)現(xiàn)業(yè)務(wù)計(jì)劃最具影響的人－工人，則幾乎不參與業(yè)務(wù)計(jì)劃的實(shí)施。Manager,Pre-BPD經(jīng)理，業(yè)務(wù)計(jì)劃實(shí)施前?PlantManager總經(jīng)理?duplication重復(fù)differentdirections不同的方向noownership不承擔(dān)責(zé)任conflictinggoals相矛盾的目的

VISION宗旨????Withoutaprocessbywhichtocoordinateouractivities,allourdifferentpartswillbegoinginasmanydifferentdirections,resultinginduplication,conflictinggoalsandpoorresults.如果沒(méi)有一個(gè)能協(xié)調(diào)我們業(yè)務(wù)活動(dòng)的流程，各部分人員都會(huì)按不同的指導(dǎo)方向進(jìn)行工作，從而導(dǎo)致重復(fù)，目的相互矛盾及不良結(jié)果。BusinessPlanDeployment業(yè)務(wù)計(jì)劃實(shí)施AmoreeffectivewaytorunthebusinessisthroughBusinessPlanDeployment.Theworddeploymentisamilitaryterm,whichmeans:“toorganizetroopsorequipmentsothattheyareinthemosteffectiveposition”.Insimilarways,wemustorganizethepartsofourorganizationtobethemosteffective.一個(gè)行之有效的經(jīng)營(yíng)業(yè)務(wù)的方法是憑借業(yè)務(wù)計(jì)劃實(shí)施這種過(guò)程。部署這個(gè)單詞是軍事術(shù)語(yǔ)，它的意思是“組織軍隊(duì)或裝備，使之處于最有效的位置。”同樣地，我們也必須有效地組織我們的公司的各個(gè)部分，使它們都處于最有效率的狀態(tài)。Introduction引言1.3BPDDefinition業(yè)務(wù)計(jì)劃實(shí)施的定義BusinessPlanDeploymentisastandardprocesswhichenablesourcomplicatedorganization,madeupofmultipleparts,toactinunisontoachievecompany-widegoalsinthefivekeycategories:Safety,Quality,Cost,Responsiveness,andOrganizationalDevelopment.TheultimateobjectiveofBusinessPlanDeploymentisContinuousImprovement.業(yè)務(wù)計(jì)劃實(shí)施是一個(gè)標(biāo)準(zhǔn)的流程，它能使我們復(fù)雜的組織統(tǒng)一行動(dòng)，在五個(gè)關(guān)鍵范疇內(nèi)實(shí)現(xiàn)整個(gè)企業(yè)的目的：安全，質(zhì)量，成本，響應(yīng)和組織發(fā)展。BPD的最終目標(biāo)是不斷改進(jìn)。TRACKPERFORMANCETRACKPERFORMANCE跟蹤績(jī)效DEPLOYRESOURCES部署資源PlantManager總經(jīng)理

VISION宗旨FOCUS集中TARGETS指標(biāo)CLEARDIRECTION清晰的導(dǎo)向COMMONGOALS共同目的

OneobjectiveofBPDistoachievehorizontalandverticalalignmentbetweenallthepartsoftheorganization,sothatweareallworkingforthesamegoalsinaneffectiveway.Theresultisthatweareworkingtogetherasonecompany.業(yè)務(wù)計(jì)劃實(shí)施的一個(gè)目標(biāo)是在組織內(nèi)部實(shí)現(xiàn)橫向和縱向的統(tǒng)一，使我們能夠以有效的方式來(lái)實(shí)現(xiàn)同樣的目的。其結(jié)果是我們作為一個(gè)整體而共同工作。BusinessPlanDeploymentcoordinatesouractivitiessothatallofourarrowsarepointinginthesamedirection業(yè)務(wù)計(jì)劃實(shí)施協(xié)調(diào)我們的業(yè)務(wù)活動(dòng)使我們的目標(biāo)一致。1.4AdvantagesofBPD業(yè)務(wù)計(jì)劃實(shí)施的優(yōu)點(diǎn)BPDisamanagementtoolto:業(yè)務(wù)計(jì)劃實(shí)施是一種管理工具：Providefocus&direction提供注意焦點(diǎn)及指導(dǎo)方向Establishclearandquantifiabletargetsforall為所有部門(mén)/人員設(shè)定清晰定量的指標(biāo)Challengetheorganizationtodevelopactionplanstomeetobjectives促使該組織制訂行動(dòng)計(jì)劃以實(shí)現(xiàn)目標(biāo)Trackperformance跟蹤績(jī)效Identifyopportunitiesforimprovements確定改進(jìn)的機(jī)會(huì)Optimallydeployresources最佳地部署資源Alignbusinessactivitiesfocusedonobjectives根據(jù)目標(biāo)調(diào)整業(yè)務(wù)活動(dòng)Developthosewhoworkforyou培養(yǎng)下屬Drivecontinuousimprovement激勵(lì)不斷改進(jìn)Introduction引言1.5WhoisInvolved?誰(shuí)是參與者?BPDisnotanactivitywhichonlycoversproductiondepartments.Thewholeorganizationisinvolved,frommanufacturing,toengineering,topersonnel,andfinance.Manufacturingdepartmentsdefinetheirobjectivesandworkwithsupportfunctionssothattheactivitiesofsupportfunctionsalignwiththerequirementsofmanufacturing.BPDisacascadingprocess.Eachlevelsupportstheobjectivesofthelevelabove.業(yè)務(wù)計(jì)劃實(shí)施是一個(gè)層層落實(shí)的過(guò)程。每一層次支持其上一層次的目標(biāo)。1.6BPDCategories業(yè)務(wù)計(jì)劃實(shí)施的范疇

ThesearethefivekeycategorieswhichwefocusoninBPD.Thesearelong-termcategorieswhichdonotchangemuchovertime.Inthisway,eachdepartment,eacharea,eachgroupisfocusedonthesamegeneralgoals.業(yè)務(wù)計(jì)劃實(shí)施有五個(gè)關(guān)鍵范疇。這些范疇均是長(zhǎng)期性的，在一定時(shí)間內(nèi)不會(huì)改動(dòng)太多。這樣，每個(gè)部門(mén)、每個(gè)區(qū)域、每個(gè)工段都有相同的總目的。COST成本ORGANIZATIONAL組織DEVELOPMENT發(fā)展SAFETY安全RESPONSIVENESS響應(yīng)

QUALITY質(zhì)量

Safetyisalwaystheoverridingpriority,butwecanfocusondifferentcategoriesforemphasisovertime.Forexample,atstart-upofanewplantornewproduct,ourfocusmustbeonQuality.Aswestabilizeourquality,wecanfocusontheothercategoriesinthefollowingyears.安全始終是最優(yōu)先的考慮因素，但我們應(yīng)在不同的時(shí)期關(guān)注不同的范疇。例如，在一個(gè)新工廠或一個(gè)新的產(chǎn)品啟動(dòng)時(shí)，我們必須以質(zhì)量為焦點(diǎn)。當(dāng)質(zhì)量趨于穩(wěn)定時(shí)，今后幾年我們就能在把焦點(diǎn)放在其他的范疇上了。SAICPresident總經(jīng)理Vision宗旨Goals目的Targets指標(biāo)Dept./PlantManager部門(mén)/工廠經(jīng)理Section/ShopManager科/車間經(jīng)理GroupLeader工段長(zhǎng)TeamLeader班組長(zhǎng)Vision宗旨Objectives目標(biāo)Targets指標(biāo)Methods方法FinanceHRQualityMatl.Objectives目標(biāo)Targets指標(biāo)Methods方法Objectives目標(biāo)Targets指標(biāo)Methods方法Input投入Support支持Activities活動(dòng)Vision宗旨StrategicDirection戰(zhàn)略指導(dǎo)業(yè)務(wù)計(jì)劃實(shí)施不僅僅是生產(chǎn)部門(mén)的工作，整個(gè)公司，從制造部到工程部、人力資源部及財(cái)務(wù)部，都應(yīng)參與。制造部制訂他們的目標(biāo)并與支持部門(mén)一起工作，以便支持部門(mén)的活動(dòng)能滿足制造部的需求。BusinessPlanDeployment業(yè)務(wù)計(jì)劃實(shí)施Concrete具體的

GOALS目的Specific特定的OBJECTIVES目標(biāo)Clear&Measurable明確的可衡量的TARGETS指標(biāo)AscheduledMETHODtoreachthetargets達(dá)到指標(biāo)的方法RegularandConsistentReviews定期持續(xù)的評(píng)審Coordination協(xié)調(diào)1.7ElementsofBPD

業(yè)務(wù)計(jì)劃實(shí)施的要素ThesearetheelementsofBPD.以下是BPD要素FirstwemusthaveagoodVISION.首先我們必須有一個(gè)好的宗旨

Tosupportthevision,wemusthaverealisticandconcreteplantGOALS.為支持宗旨，我們必須有現(xiàn)實(shí)的、具體的企業(yè)目的。ThesearebrokendownintospecificdepartmentOBJECTIVES.

這些目的將被分解成特定的部門(mén)目標(biāo)WemusthaveclearTARGETSbywhichwecanmeasureifwehaveachievedourobjectives我們必須有明確的指標(biāo)來(lái)衡量我們是否達(dá)到了目標(biāo)。WeneedaMETHODtoreachourtarget.我們需要方法來(lái)達(dá)到我們的指標(biāo)AllofthisisheldtogetherthroughformalCOORDINATION

所有這些通過(guò)正式的協(xié)調(diào)貫穿起來(lái)WecheckourselvesthroughRegularandConsistentREVIEWS.

我們通過(guò)定期的有連貫性評(píng)審來(lái)檢查自己的工作。Ourdailylanguageoftenusesthewordsgoals,objectives,andtargetsinterchangeably,butinBusinessPlanDeploymenteachofthesetermshasaspecificdefinition.Eachelementwillbeexplainedindetailinthismanual.在日常用語(yǔ)中，goals,objectives,targets是可以相互替換的。但是在業(yè)務(wù)計(jì)劃實(shí)施中，這些用語(yǔ)都有其特殊的定義。在本手冊(cè)中每一要素都有詳細(xì)的解釋。宗旨Introduction引言

PLAN計(jì)劃DO實(shí)施CHECK檢查ACTION行動(dòng)GrasptheSituation把握形勢(shì)1.8BPDandthePlan-Do-Check-ActionCycle

BPD與PDCA循環(huán)ThePDCAcycleisessentialforBPD.BusinessPlanDeploymentwillnotbesuccessfulunlesseachphaseofthePDCAcycleisapplied.PDCA循環(huán)是業(yè)務(wù)計(jì)劃實(shí)施中必不可少的。除非PDCA循環(huán)的每個(gè)階段都被采用，否則業(yè)務(wù)計(jì)劃實(shí)施將不會(huì)取得成功。

1.8.1ThePDCACycleExplainedPDCA循環(huán)說(shuō)明PDCAisamindsetandthoughtprocessthatwemusthaveineverythingwedo,whetheritisBusinessPlanDeployment,projectplanning,orproblemsolving.PDCA是我們做每一件事時(shí)在頭腦中形成的思維定式，無(wú)論是業(yè)務(wù)計(jì)劃實(shí)施、項(xiàng)目規(guī)劃，還是解決問(wèn)題。Beforewecanbeginthecycleandtheplanning,itisnecessarytounderstandwhatishappening.ThustheremindertoGRASPTHESITUATION.我們?cè)趩?dòng)循環(huán)與規(guī)劃之前有必要了解發(fā)生了什么事情。這就提醒我們要認(rèn)清形勢(shì)。Withthiswecanmakeagoodplan(PLAN).這樣我們就可以制訂一個(gè)好的計(jì)劃。(計(jì)劃)Wethenimplementtheplanontimeasplanned(DO)然后我們?nèi)缙趯?shí)施計(jì)劃。(實(shí)施)Weevaluateourselvesregularlytomakesurethatweareachievingthedesiredresultsandtochecktheplan(CHECK)我們定期對(duì)自己進(jìn)行評(píng)估，確認(rèn)我們實(shí)現(xiàn)了預(yù)期的結(jié)果同時(shí)對(duì)計(jì)劃進(jìn)行了檢查。(檢查)Wethentakeactiontochangetheplanorgetbackontrackinordertoachieveourtargets(ACTION).然后我們將對(duì)計(jì)劃進(jìn)行修改或采取補(bǔ)救措施，使之回上正軌。(行動(dòng))Thisstartsthecycleoveragain,becauseeachactionrequiresanewplan!由于每一項(xiàng)業(yè)務(wù)活動(dòng)都需要制訂一個(gè)新的計(jì)劃，循環(huán)再一次開(kāi)始!SincethePDCAcycleissoimportantforBusinessPlanDeployment,itsstructureisusedtoexplaintheBusinessPlanDeploymentprocessinthismanual.由于PDCA循環(huán)對(duì)業(yè)務(wù)計(jì)劃實(shí)施十分重要，在本手冊(cè)中將用它的結(jié)構(gòu)來(lái)解釋業(yè)務(wù)計(jì)劃實(shí)施的流程。BusinessPlanDeployment

業(yè)務(wù)計(jì)劃實(shí)施Plan;MainPoints

計(jì)劃；要點(diǎn)GrasptheSituation把握形勢(shì)Identifythestandardofexpectation(Whatarethecompanystrategicdirection:visionandgoals?Objectives?Marketconditions?)確認(rèn)期望的標(biāo)準(zhǔn)(公司戰(zhàn)略指導(dǎo)是什么：宗旨是

什么?目的及市場(chǎng)條件如何?)Establishthefactsofthecurrentsituationandanalyzethem明確并分析當(dāng)前形勢(shì)Developsupportingobjectives建立與之相對(duì)應(yīng)的目標(biāo)Setandnegotiatenewtargets設(shè)定并商談新的指標(biāo)Decidemethods:Planactivitiesandtime-frame確定方法：計(jì)劃業(yè)務(wù)活動(dòng)及時(shí)間框架Discussandgetbuy-infromdirectreports討論并得到下屬的支持Discussandgetsignaturesfromsupportingdepartments討論并得到支持部門(mén)的簽字認(rèn)可GrasptheSituation

把握形勢(shì)ThefirststepintheBPDprocessistograspthesituation.Thisisnecessary,becauseotherwisewewillbemakingourplans搃navacuum?withoutaccurateinformation.Therearethreemainareastofocusonforagoodgraspofthesituation.業(yè)務(wù)計(jì)劃實(shí)施流程的第一步是把握形勢(shì)。這是必要的一步，否則我們將在沒(méi)有任何正確信息的“真空狀態(tài)下”制訂我們的計(jì)劃。把握形勢(shì)有三個(gè)要點(diǎn)。I.STRATEGICDIRECTION/VISION戰(zhàn)略指導(dǎo)/宗旨Whatisthecorporatevision,hasitchanged?Whataretheidentifiedpriorities?Arethereanyothercompanyinitiatives?Arethereanycorporatetargetsthatmustbemet?公司宗旨是什么?它是否有變化?什么應(yīng)優(yōu)先考慮?有無(wú)新的工作方向?有無(wú)任何必須達(dá)到的公司指標(biāo)?II.EXTERNALENVIRONMENT外部環(huán)境Arethereanychangesinthemarketplace?Anychangesingovernmentalregulation?Anymajoreconomicsituations?Whataretheresultsofcustomersurveys?市場(chǎng)形勢(shì)有何變化?政府規(guī)定有何變化?主要的經(jīng)濟(jì)形勢(shì)如何?顧客調(diào)查的結(jié)果如何?III.INTERNALENVIRONMENT內(nèi)部環(huán)境Whatisourcurrentperformanceintheplant?Whatistheprogressonthecurrentyearannualplan?Arethereanylaborissues?Whataretheresultsofthisyearemployeesurvey?近期廠內(nèi)運(yùn)行情況如何?當(dāng)年年度計(jì)劃的進(jìn)展如何?有何勞資問(wèn)題?今年員工調(diào)查的結(jié)果如何?PDCA

“Makeagoodplan”“制訂一個(gè)好計(jì)劃”P(pán)LAN2.0Plan計(jì)劃Vision宗旨2.1Vision宗旨Thevisionisapictureformedinourmindofwherewewanttobeasacorporation,company,ororganization.Itistheidealstateuponwhichtobuildourgoalsandobjectives.Thisvisionor“mentalpicture”mightbedifferentfromthewaythingsarenow.宗旨是我們想要成立一個(gè)企業(yè)、公司或團(tuán)體時(shí)在頭腦中形成的一幅畫(huà)面。這是用以建立我們目的、目標(biāo)的理想狀態(tài)。宗旨或稱之為“精神畫(huà)面”，與事物的現(xiàn)實(shí)狀態(tài)可能并不一致。Avisioncanbemadeatanyleveloftheorganization-evenateamcanhaveavisionstatement,butvisionsmustexistatthecorporatelevel,atthefunctionallevel(i.e.theHumanResourcesOrganizationshouldhaveavisionstatement)andandattheplantlevel.Thevisionattheplantlevelshoulddirectlysupportthecorporatevision.公司任何一級(jí)均可制訂自己的宗旨，甚至一個(gè)班組都可以有自己的宗旨。而且公司級(jí)、職能部門(mén)(例：人力資源部)和廠級(jí)必須制訂自己的宗旨。廠級(jí)宗旨應(yīng)直接支持公司級(jí)宗旨。Avisionstatementis:宗旨是：clear,realisticandfocused清晰的、現(xiàn)實(shí)的、明確的easytoremember便于記憶的reflectiveofexternalandinternalenvironments內(nèi)外環(huán)境的反映long-terminscope長(zhǎng)期的

ThevisionofGeneralMotorsis通用汽車的宗旨是...搕obetheworldleaderintransportationproductsandrelatedservices.Wewillearnourcustomers?enthusiasmthroughcontinuousimprovementdrivenbytheintegrity,teamworkandinnovationofGMpeople.在汽車生產(chǎn)業(yè)及其相關(guān)服務(wù)業(yè)內(nèi)成為具有世界領(lǐng)先地位的企業(yè)。通用人的誠(chéng)實(shí)正直，團(tuán)隊(duì)合作精神和開(kāi)創(chuàng)性促使我們不斷改進(jìn)，而正是通過(guò)不斷改進(jìn)我們才贏得了顧客的熱情。Thevisionofourplantis我們工廠的宗旨是...PLANThevisionofourdepartmentis我們部門(mén)的宗旨是...GOALS目的2.2PlantGoals工廠目的Settingplant

GOALSisthefirststepinbreakingdowntheVISIONintostatementswhichsupporttheattainmentoftheVISION.Theplantgoals:設(shè)定工廠

目的是對(duì)宗旨加以

分解描述來(lái)實(shí)現(xiàn)宗旨的第一步。工廠目的：directlysupportthevision直接支持宗旨aredefinedandsupportedbytheplantmanageranddirectors由廠長(zhǎng)及部門(mén)經(jīng)理確定并提供支持provideareasoffocussothatspecificobjectivescanbedefined提供焦點(diǎn)區(qū)域以確定具體的目標(biāo)fallintothefiveBPDcategories可歸入業(yè)務(wù)計(jì)劃實(shí)施的五大范疇maychangefromyeartoyear,butdonotchangedramatically每年都有可能改動(dòng)，但不會(huì)改動(dòng)太多PLANISAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改進(jìn)我們的安全表現(xiàn)，成為本地區(qū)最安全的汽車生產(chǎn)企業(yè)IIQUALITY質(zhì)量2)AssurethequalityofW-carmeetsdemandsofmarket保證W-car的質(zhì)量滿足市場(chǎng)要求IIICOST成本3)Reducecontrollablecoststocompetitivelevels降低可控制成本，達(dá)到具有競(jìng)爭(zhēng)力的水平IVRESPONSIVENESS響應(yīng)4)ContinuetoadopttheprinciplesoftheGM-GlobalManufacturingSystembothinternallyandexternally.內(nèi)外均采用通用全球管理系統(tǒng)的原則VORGANIZATIONALDEVELOPMENT組織發(fā)展5)Developasustainableorganizationthatsupportsteamworkandteammemberdevelopmentatfullproductioncapacity.發(fā)展一個(gè)能支持團(tuán)隊(duì)合作和團(tuán)隊(duì)成員充分發(fā)揮能力的可靠的組織

6)Enhanceourimageasagoodcorporatecitizenandcontributetothecommunity.加強(qiáng)我們作為優(yōu)秀企業(yè)員工的公民形象，為所在社區(qū)作出貢獻(xiàn)

ExamplesofPlantGoals工廠計(jì)劃例子OBJECTIVES目標(biāo)2.3DepartmentalObjectives部門(mén)目標(biāo)OBJECTIVES

arewhatoneistryingtoachievebyaparticularcourseofaction.TheysupporttheattainmentofaplantGOAL.目標(biāo)就是通過(guò)一項(xiàng)特定的業(yè)務(wù)活動(dòng)所要達(dá)到的成效，它們支持工廠目的的實(shí)現(xiàn)。OBJECTIVES：目標(biāo)：Directlysupportplantgoalsandareagreedtobyalllevelsoftheorganization直接支持工廠目的，并征得公司各級(jí)人員的同意FallintooneofthefiveBPDcategories可歸入業(yè)務(wù)計(jì)劃實(shí)施的五個(gè)范疇Aremorespecificthangoals比目的更具體AredocumentedontheAnnualPlan記錄在年度計(jì)劃中Arefollowedupandreviewedmonthly進(jìn)行跟蹤和月度評(píng)審PLAN

Theremaybeone,two,orthreeobjectivespereachgoal.Itisbesttolimitthenumberofobjectivespergoal,sothatwecankeepfocused.每一個(gè)目的都可以分解成一個(gè)、兩個(gè)或三個(gè)目標(biāo)。但最好限制每一目的分解的目標(biāo)數(shù)（最好不要超過(guò)五個(gè)），使我們能夠集中力量解決問(wèn)題。I.SAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改進(jìn)我們的安全表現(xiàn)，成為本地區(qū)最安全的汽車生產(chǎn)企業(yè)Example例子Theexamplehereshowshowtheplantgoal(I.1)hasbeenbrokendownintotwoobjectives.此例顯示了工廠目的是如何被分解成兩個(gè)目標(biāo)的。GOAL目的a.Improveergonomicsafety.改進(jìn)人機(jī)安全b.Providesafe,incident-freeenvironmentforteammembers.為工人提供安全無(wú)事故的環(huán)境。OBJECTIVES目標(biāo)TARGETS指標(biāo)2.4Targets指標(biāo)AllOBJECTIVESrequireaTARGET

bywhichtotracktheprogress,andtosignaltouswhetherwearemeetingourobjective.TARGETSprovideuswithatoolwithwhichtoevaluateifourplanisservinguswell.TARGETSmustbe:所有的目標(biāo)都需要用指標(biāo)來(lái)跟蹤進(jìn)展，并提醒我們是否達(dá)到目標(biāo)。指標(biāo)為我們提供了用來(lái)評(píng)估我們衡量計(jì)劃是否很好實(shí)施的工具。指標(biāo)必須是：achievable:Iftargetsaretoohigh,teammemberswillbedisillusioned,andnotmotivatedtoworktowardssomethingtheybelieveisunachievable.可實(shí)現(xiàn)的：如果指標(biāo)太高，工人將會(huì)喪失信心，他們不會(huì)努力工作來(lái)完成他們認(rèn)為不能完成的事。challenging:Iftargetsaretoolow,problemscanremainhidden.Targetsshouldbeaggressivesothatproblemsareuncovered,providinguswithopportunitiestoimprove.具有挑戰(zhàn)性的：如果指標(biāo)太低，問(wèn)題就不容易暴露。指標(biāo)應(yīng)具有挑戰(zhàn)性，問(wèn)題才能暴露出來(lái)讓我們有機(jī)會(huì)改進(jìn)。basedonreliablestatisticsandtrackedregularly:Foralmostalltargets,wemustalreadyhaveatrackingsysteminplacewhichgivesustheinformationwerequire.Withoutareliablestatisticstrackingsystem,wewillbeunabletomeasuretheachievementofourobjective.根據(jù)可靠的統(tǒng)計(jì)及定期跟蹤：對(duì)于幾乎所有的指標(biāo)，我們必須有一套有效的跟蹤系統(tǒng)，它能提供給我們所需要的信息。沒(méi)有可靠的統(tǒng)計(jì)跟蹤系統(tǒng)，我們就不能衡量目標(biāo)的完成情況。SMART:seebelow如下Specific具體的Measured可衡量的Agreed同意的Realistic現(xiàn)實(shí)的Timed有時(shí)限的AremytargetsSMART?我的指標(biāo)是否SMART?S=Specific,targetsarenotgeneral,theyareprecise.具體的，指標(biāo)不是籠統(tǒng)的而是精確的M=Measurable,byatleasttwomeasures.可衡量的，至少有兩種衡量標(biāo)準(zhǔn)A=Agreeduponbyallwhoareresponsibleforreachingit.征得所有負(fù)責(zé)實(shí)施的人的同意R=Realistic,targetsareachievable,thoughchallenging.現(xiàn)實(shí)的，通過(guò)努力，指標(biāo)是可以實(shí)現(xiàn)的T=Timed-atargetoftenchangesmonthbymonth,dependingonsituation.有時(shí)限

的－指標(biāo)經(jīng)常根據(jù)形勢(shì)每月進(jìn)行更改PLANTARGETS指標(biāo)PLANCOST成本QUALITY質(zhì)量TIME時(shí)間QUANTITY數(shù)量Targets指標(biāo)AneffectivetargetshouldbemeasuredbyatleastTWOtypesofmeasures,timeoftenbeingoneofthetwo.Therearegenerallyfourtypesofmeasures.一項(xiàng)有效的指標(biāo)至少應(yīng)以兩種措施來(lái)衡量。時(shí)間通常是其中之一。以下為常用的四種措施。I.SAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改進(jìn)我們的安全表現(xiàn)，成為本地區(qū)最安全的汽車生產(chǎn)企業(yè)GOAL目的OBJECTIVES目標(biāo)Example例子Followingwiththesafetyexample,thetwoobjectiveswillbemeasuredbythreetargetsasshown.Themanagerwhosetthesetargetsissaying,ifthesetargetsaremet,hefeelshewillhaveachievedhisobjectives,whichinturnsupporttheplantgoals.以下以安全為例，兩個(gè)目標(biāo)是以三個(gè)指標(biāo)來(lái)衡量的。設(shè)定這些指標(biāo)的經(jīng)理認(rèn)為，如果這些指標(biāo)達(dá)到了，他就實(shí)現(xiàn)了他的目標(biāo)，也就是支持了工廠目的。1998LostWorkDay(LWD)Rate:7.0.1998年損失工作日率：7.01998RepetitiveStrains:4Cases1998年重復(fù)性扭傷事故：4起1998FirstAidIncidentsRate(FAI):32.1998年急救事故率：32TARGETS指標(biāo)a.Improveergonomicsafety.改進(jìn)人機(jī)安全b.Providesafe,incident-freeenvironmentforteammembers.

為工人提供安全、無(wú)事故的環(huán)境METHODS方法2.5Methods方法AMETHODiscomprisedofoneormoreactivitieswhichareplannedtoachievetheOBJECTIVE,asmeasuredbytheTARGET.方法包括一項(xiàng)或多項(xiàng)為實(shí)現(xiàn)目標(biāo)

而設(shè)定的并以指標(biāo)來(lái)衡量

的任務(wù)。METHODSare:方法是：the“How”oftheannualplan年度計(jì)劃的“怎樣做”specific具體的timedandscheduled有時(shí)限和進(jìn)度的assignedtoindividualsresponsibleforcarryingthemout責(zé)任到人PLANI.SAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改進(jìn)我們的安全表現(xiàn)，成為本地區(qū)最安全的汽車生產(chǎn)企業(yè)GOAL目的Example例子Inthisexample,therearetwomethodstobeused.此例采用了兩種方法。OBJECTIVES目標(biāo)1998LostWorkDay(LWD)Rate:7.0.1998年損失工作日率：7.01998RepetitiveStrains:4Cases1998年重復(fù)性扭傷事故：4起1998FirstAidIncidentsRate(FAI):32.1998年急救事故率：32TARGETS指標(biāo)a.Improveergonomicsafety.改進(jìn)人機(jī)安全b.Providesafe,incident-freeenvironmentforteammembers.

為工人提供安全、無(wú)事故的環(huán)境ImplementErgonomicRiskAssessmentProcess

實(shí)施人機(jī)風(fēng)險(xiǎn)評(píng)估流程ImplementtheSafetyTracking&Follow-upSysteminallteamsbyJune

于6月份前對(duì)所有生產(chǎn)小組實(shí)施安全跟蹤系統(tǒng)METHODS方法ANNUALPLAN年度計(jì)劃PLAN2.6AnnualPlan年度計(jì)劃Theannualplanisthetoolusedtodocumentandvisualizeourobjectives,targets,methods,andtiming.年度計(jì)劃是用來(lái)記錄、目視我們的目標(biāo)、指標(biāo)、方法及進(jìn)度的工具。AnnualPlanExplained年度計(jì)劃說(shuō)明(enlargedonnextpage下一頁(yè)放大)1)GoalNumber:Thisreferstothecompanygoaltowhichtheobjectiverelates.目的編號(hào)：指與目標(biāo)有關(guān)的公司目的。2)Objectives/Methods:Theobjectivetosupportthecompanygoalisstated,andthemethods(thehow)arestatedforeachobjective.目標(biāo)/方法：規(guī)定了支持公司目的的目標(biāo)，及為每一個(gè)目標(biāo)制訂的方法(方式)。3)Target:eachobjectivehasatarget,whichistimedovertheyear.Methodsshouldalsohavetargets.指標(biāo)：每一個(gè)目標(biāo)都有一個(gè)貫穿全年的指標(biāo)。方法也應(yīng)有其指標(biāo)。4)Responsible:Anindividualresponsibleforcarryingouttheactivity.Shouldbenamed,toassureaccountability.負(fù)責(zé)人：應(yīng)寫(xiě)明負(fù)責(zé)實(shí)施業(yè)務(wù)活動(dòng)的人的姓名以明確職責(zé)。5)Timing:Showsthedetailedschedulingofthemethods,withsomekeymilestones.進(jìn)度：顯示了方法的詳細(xì)進(jìn)度，及一些關(guān)鍵節(jié)點(diǎn)。6)SupportDepartment&Sign-Off:Wherethesupportofanoutsidedepartmentisrequired,thisisnotedbyname,andanindividualfromthatdepartmentsigns-offtoshowsupport.支持部門(mén)簽字：如果需要外部部門(mén)的支持，應(yīng)注明支持人員姓名，并由來(lái)自該部門(mén)的人員簽字確認(rèn)。7)Evaluation:Thiscolumnisleftblank,untilthequarterlyreviewsareheld,whentheplanisformallyevaluated.評(píng)估：只有當(dāng)正式評(píng)估計(jì)劃，即進(jìn)行季度評(píng)審時(shí)，才填寫(xiě)此欄。8)Sign-Off:Thefinalplanmustbesignedbythemanagersdirectlyresponsibleforcarryingouttheplan.簽名：最終計(jì)劃必須由直接負(fù)責(zé)實(shí)施該計(jì)劃的經(jīng)理簽字。12345678BPDCategory:I.SafetyArea:1234Goal#Objectives/Methods目標(biāo)/方法Target指標(biāo)Resp.負(fù)責(zé)人JanFebMarAprMayJunJulAugSepOctNovDecSupportSign-OffQuarterlyEval.1.0IIIIIIIV1.aP.Green1.bLegend:PlannedBegin/EndofActivityPlannedControl/CheckActualBegin/EndofActivityControl/CheckCompleteDurationoftheActivityOngoingActivityAssemblyShopManager總裝車間經(jīng)理AreaManager(1234)區(qū)域經(jīng)理GroupLeader1工段長(zhǎng)GroupLeader2工段長(zhǎng)xyTargetActualSign-offGroupLeader3工段長(zhǎng)J.SmithT.TaylorP.GeorgeP.BailyC.RiceC.RicePBP.GeorgeP.GeorgeKMP.GreenH.J.

Continuetoimproveoursafetyperformancetobethesafetstautomobileproducerintheregion.

目的：不斷改進(jìn)我們的安全表現(xiàn)，成為本地區(qū)最安全的汽車制造企業(yè)Objective:Improveergonomicsafety.目標(biāo)：改進(jìn)人機(jī)安全Method:1)ImplementErgonomicAssessmentProcess.實(shí)施人機(jī)工程評(píng)估流程2)TrainTMsinincidenttracking&resolution對(duì)工人進(jìn)行事故跟蹤及解決的培訓(xùn)'98LWD:7.01area/qtrJ.SmithArea1Area2Area3Area4476hourliesby12/98125250375Objective:Providesafe,incident-freeenvironmentforteammembers目標(biāo)：為工人提供安全無(wú)事故的環(huán)境'98FAI:325152530Method:1)ShowSafetyAwarenessVideo觀看安全意識(shí)錄像Allareasby3/9850%75%K.Murr10987P.GreenGoal:AnnualPlan年度計(jì)劃AnnualPlanningDo，s年度計(jì)劃的制作Uselargesizepaper使用大號(hào)紙張Usepencilatfirst...theplanwillgothroughmanychangesanddraftsbeforebeingfinalized.起先使用鉛筆...計(jì)劃完成之前會(huì)有多次更改和許多草稿Leaveplentyofspacebetweenactivities,forupdatesduringtheyear.在各項(xiàng)任務(wù)之間留下足夠的空間，用于更新Notetiminganddetailsinthebodyoftheplan.計(jì)劃應(yīng)注明時(shí)間進(jìn)度和詳細(xì)內(nèi)容Scheduleandbalanceactivitiesthroughouttheentireyear.計(jì)劃并且平衡行動(dòng)內(nèi)容，使之貫穿全年Usesupportingactionplansforactivitiesrequiringmanysteps.在多步驟活動(dòng)中運(yùn)用支持行動(dòng)計(jì)劃ActionPlanExample行動(dòng)計(jì)劃樣表CascadingthePlan分解計(jì)劃PLAN2.7CascadingthePlan分解計(jì)劃Aplanisnotfinalizeduntileachleveloftheorganizationhashadinput.Thecascadingprocessisveryfluid,andrequiresopencommunicationandformalandinformaldiscussions.Itisalsoreferredtoasanegotiationperiod,asdepartmentsnegotiatetargetsandresources.只有當(dāng)公司各級(jí)人員都參與計(jì)劃的制訂后，計(jì)劃才能完成。分解流程應(yīng)是非常流暢的，需要公開(kāi)的交流及正式與非正式的討論。這也就是商討階段，部門(mén)間就指標(biāo)與資源進(jìn)行商議。PlantManager廠長(zhǎng)Vision宗旨Goals目的DepartmentDirectors部門(mén)經(jīng)理UnitMgrs./SectionLeaders區(qū)域經(jīng)理/科經(jīng)理Support支持Input投入Implementation實(shí)施Tracking跟蹤TeamL