MCRS 管理控制和報(bào)告系統(tǒng)

管理控制匯報(bào)系統(tǒng)MCRSManagementControlandReportingSystemAgenda議程WhatisourcurrentSCorganizationalchallenge?

我們供應(yīng)鏈所面臨的的組織上的挑戰(zhàn)？Whatisamanagementcontrolandreportingsystem,andwhydoweneedone?

什么是管理控制和報(bào)告系統(tǒng)？為什么我們需要這樣的系統(tǒng)？Whatisagoodsystem?

什么是個(gè)好系統(tǒng)？Howdowegetone?

如何制定這樣的系統(tǒng)？WhatisourcurrentSCorganizationalchallenge?MoreandmorechallengingcallforSCoperationalefficiency.Tobealowcostbrewer–acontinuouscampaign.HQSCheadcountincreasedfrom7to24inthelast2years.MorecontrolcomestoBUfrom

HQ.ForBUSC,thetightnessofcontrolforcertainitemsfromHQisnotfullyalignedwiththelocalBUpriority.BetweenHQandBUSC,numerousprojectshavebeenimplemented,buttheupgradingofthesystemconnectingBUSCandHQSCisdifficulttocatchupwithdemand.Keyquestions關(guān)鍵問(wèn)題Howcanwemakesurethattheactivitiesatalllevelsarealignedwiththecompanystrategy?我們?nèi)绾文艽_定——所有級(jí)別的人員采取的行動(dòng)都和公司戰(zhàn)略相一致么？如何能將公司戰(zhàn)略逐步分解到每位員工身上，確保戰(zhàn)略的“落地”？Howcanwegiveeachemployeemoreresponsibility,whilesecuringqualityandsafety?如何在確保質(zhì)量和安全的同時(shí)，讓每個(gè)員工賦予更多責(zé)任？讓其能夠更多的自我解決問(wèn)題？

Howcanweengageeachemployeetocontributetonecessaryproductivityimprovement?如何調(diào)動(dòng)每個(gè)員工的積極性以提高生產(chǎn)率？績(jī)效評(píng)價(jià)方式的多樣化？如何更多的肯定員工價(jià)值？如何將員工由被動(dòng)變?yōu)橹鲃?dòng)？Whatisthemanagementcontrolandreportingsystem?

什么是管理控制和報(bào)告系統(tǒng)？TheMCRSconsistsof管理控制和報(bào)告系統(tǒng)由如下內(nèi)容組成Breakdownofstrategictargetstoactionableoperationalgoals

將戰(zhàn)略目標(biāo)劃分為各級(jí)可操作、利于指導(dǎo)行動(dòng)的目標(biāo)。Reportingmechanismstoidentifyanygapsbetweentargetandandactualoutcome

建立報(bào)告機(jī)制，及時(shí)反饋、評(píng)估、跟蹤，找出目標(biāo)和實(shí)際結(jié)果之間的差距。Problemsolvinganddecisionmakingprocedurestoensuretimelycorrectiveactionattheappropriatelevel(i.e.,aslowintheorganizationaspossible)

建立解決問(wèn)題和決策程序，保證適當(dāng)級(jí)別的員工采取及時(shí)行動(dòng)糾正錯(cuò)誤。（貼近一線，級(jí)別越低越好）Alsoknownas

又稱(chēng)Policydeployment,strategyintoaction(Unilever)

政策部署，行動(dòng)戰(zhàn)略（聯(lián)合利華）HoshinKanri(Toyota)HoshinKanri

（豐田）Year年Quarter季度Month月Week周Day日Shift班Hour小時(shí)Data-howdiditgo?數(shù)據(jù)——進(jìn)展如何？目標(biāo)——我們需要交出什么？更具體的目標(biāo)更加具體細(xì)致的目標(biāo)Analysis-why?分析——為什么？Action-executionofdecidedwork

行動(dòng)——執(zhí)行決定，完成工作Decision-whatarewegoingto

doaboutthat?決定——我們將要為此做什么？Whatisthemanagementcontrolandreportingsystem?

什么是管理控制和報(bào)告系統(tǒng)？恒溫水浴鍋既是現(xiàn)實(shí)生活中MCRS的一個(gè)模型：為了得到某恒定溫度的水（啤酒廠實(shí)現(xiàn)供應(yīng)鏈戰(zhàn)略），需要對(duì)系統(tǒng)設(shè)定溫度需如80℃（設(shè)定具體的KPI），系統(tǒng)則會(huì)發(fā)出信號(hào)，使用電熱絲對(duì)水進(jìn)行加熱（供應(yīng)鏈采取的行動(dòng)措施），水浴鍋中的溫度探頭對(duì)水溫進(jìn)行檢測(cè)（KPItracking），若溫度未達(dá)到設(shè)定的溫度，則系統(tǒng)繼續(xù)發(fā)信號(hào)進(jìn)行加熱（會(huì)議&行動(dòng)計(jì)劃），直到溫度探頭反饋給系統(tǒng)水溫已達(dá)到設(shè)定值。HistorybetweenourSCandMCRStool?72008IntroductiontoCarlsbergChinafromGroupSCA.2008-2012CourseofCarlsbergChinaSCA(Frombrewerydirectorleveltosupervisorlevel,morethan100peoplejoinedthecourse).2011YinchuanstartedMCRSandsetupMCRSinthewholebrewery.2012XinjiangplanstosetupMCRS.2013HQSCplanstostartMCRS.Agenda議程WhatisourcurrentSCorganizationalchallenge?

我們供應(yīng)鏈所面臨的的組織上的挑戰(zhàn)？Whatisamanagementcontrolandreportingsystem,andwhydoweneedone?

什么是管理控制和報(bào)告系統(tǒng)？為什么我們需要這樣的系統(tǒng)？Whatisagoodsystem?

什么是個(gè)好系統(tǒng)？Howdowegetone?

如何制定這樣的系統(tǒng)？好系統(tǒng)應(yīng)該具備的特點(diǎn)：能將日常的行動(dòng)、計(jì)劃與公司的總體策略計(jì)劃相聯(lián)系；能將策略目標(biāo)進(jìn)行量化并層層分解，并能夠有效進(jìn)行跟蹤、反饋；流暢的信息流，順暢的溝通（“上下、左右、內(nèi)外”）；能夠有良好的機(jī)制進(jìn)行持續(xù)改進(jìn)（發(fā)現(xiàn)問(wèn)題、改進(jìn)問(wèn)題）；能夠更多的激勵(lì)、培訓(xùn)員工承擔(dān)責(zé)任，提高自我管理、自我解決問(wèn)題的能力；Company:People,information,communication

公司：人員、信息和交流Operations

操作Operationsmanagement操作管理---------------------Operationalstrategy操作戰(zhàn)略Businessstrategy

經(jīng)營(yíng)戰(zhàn)略Supply

供應(yīng)Supportingfunctions

支持職能Demand需求Operations

操作Operationsmanagement

操作管理---------------------Operationsstrategy操作戰(zhàn)略Businessstrategy

經(jīng)營(yíng)戰(zhàn)略Supply

供應(yīng)Support

支持Demand需求Strategictargets

戰(zhàn)略目標(biāo)Budgetsandoperationalgoals預(yù)算和操作目標(biāo)Operatingmeasurements

操作測(cè)量Communicationscanfailvertically

縱向交流可能出現(xiàn)問(wèn)題公司戰(zhàn)略不能“落地”，無(wú)法實(shí)施。Operations

操作Operationsmanagement

操作管理---------------------Operationsstrategy操作戰(zhàn)略Businessstrategy

經(jīng)營(yíng)戰(zhàn)略Supply

供應(yīng)Supportfunctions支持職能Demand需求Productrange產(chǎn)品范圍Plantinvestment工廠投資Salesplan銷(xiāo)售計(jì)劃Productionplan生產(chǎn)計(jì)劃…orhorizontally:Functionalsilos

或者，橫向交流也可能出現(xiàn)問(wèn)題：形成職能（封閉）筒倉(cāng)各自為陣，沒(méi)有溝通，“組織沖突”的來(lái)源。Purposeofamanagementcontrolandreportingsystem

管理控制和報(bào)告系統(tǒng)的目的Integrationandalignmentofgoals,prioritiesandactivities

tooptimizethecompany’stotalresults實(shí)現(xiàn)目標(biāo)一體化和一致性，分清輕重緩急，采取各種行動(dòng)優(yōu)化公司整體業(yè)績(jī)DriftDriftsstyring---------------------OperasjonellstrategiForretningsstrategiSupply供應(yīng)St?ttefunksjonerDemand需求DriftDriftsstyring---------------------OperasjonellstrategiForretningsstrategiSupply

供應(yīng)St?ttefunksjonerDemand需求MainelementsofaMCRS

管理控制報(bào)告系統(tǒng)的主要元素FORECAST

預(yù)測(cè)Projections&targetsfocusedonbusinessobjectives

以經(jīng)營(yíng)目標(biāo)為重點(diǎn)的預(yù)測(cè)和目標(biāo)Basedonhistoricperformancebutincludingaplanforperformanceimprovement

以歷史業(yè)績(jī)?yōu)橐罁?jù)，但是其中包括業(yè)績(jī)改進(jìn)計(jì)劃。Normally3-12monthtimeframe

一般為3至12個(gè)月的時(shí)間框架REPORT&REVIEW

報(bào)告和審核Actualperformancecomparedtoplan

比較計(jì)劃和實(shí)際業(yè)績(jī)Clearaccountabilitiesforperformance

明確的業(yè)績(jī)責(zé)任Therealissuesaffectingperformancehighlighted

強(qiáng)調(diào)影響業(yè)績(jī)的真正問(wèn)題Rootcausesidentifiedandactionsagreed

找到深層原因，并就糾錯(cuò)行動(dòng)達(dá)成一致意見(jiàn)Supportandcoachingonhowtoimprove

如何改進(jìn)？給予支持和指導(dǎo)Daily/Weekly/Monthlytimeframe

每日/每周/每月的時(shí)間框架PLAN

計(jì)劃‘Roadmap’bywhichtoachievebusinessobjectives

實(shí)現(xiàn)經(jīng)營(yíng)目標(biāo)的路線圖Seriesofdetailedactions/measurestoachieverequiredperformancelevels

為實(shí)現(xiàn)指定業(yè)績(jī)水平而采取的系列詳細(xì)行動(dòng)/措施Actsasthebasisforensuring,

controlling&assessingachievement

保證、控制、評(píng)估成績(jī)的依據(jù)NormallyaDaily/Weekly/Monthlytimeframe

一般為每日/周/月的時(shí)間框架CONTROL

控制ShortIntervalcontrol-hourly/daily

短期控制——每小時(shí)/每天Constantreviewofplanvsactual

經(jīng)常復(fù)核，比較計(jì)劃和實(shí)際結(jié)果Constantfocusuponvariances

始終重視差距Constantlytakingcorrectiveaction

始終采取糾錯(cuò)行動(dòng)Goodcommunicationbetweenindividuals&teams

個(gè)人和團(tuán)體間的順利溝通Recordingofdataandreasonsforlosses

數(shù)據(jù)記錄和缺失原因1、策略、計(jì)劃、指標(biāo)層層分解；2、逐級(jí)實(shí)現(xiàn)各級(jí)的管理目標(biāo)；1、流暢的信息反饋；順暢的溝通；2、不斷修正我們的策略、計(jì)劃M(mǎn)CRSelementshaveappropriatetimescales

管理控制報(bào)告系統(tǒng)的各元素有適當(dāng)?shù)臅r(shí)標(biāo)forecast

預(yù)測(cè)control

控制plan

計(jì)劃

report

報(bào)告Hourly

每小時(shí)Weekly

每周Quarterly

每季Monthly

每月Daily

每日Yearly

每年DriftDriftsstyring---------------------OperasjonellstrategiForretningsstrategiSupply

供應(yīng)St?ttefunksjonerDemand需求Eachdocumentormeetinghasanowner

每個(gè)文件/指標(biāo)都其主人，每個(gè)會(huì)議都有其負(fù)責(zé)人KPIFocus側(cè)重關(guān)鍵績(jī)效指標(biāo)StrategicPlanningMeetingBusinessPlanningMeetingBudgetMeetingMonthlyPlanningMeetingShiftReviewWeeklyPlanningMeetingDailyReviewMeetingMonthlyReviewMeetingQuarterlyBusinessReviewShareholdersmeetingStrategicobjectivesBudgetsBusinessplansMonthlyperformanceplansWeeklyactivityplansShortIntervalControlsDaily-WeeklyOperatingReportWeeklyPerformanceMeetingWeekly-MonthlyOperatingReportQuarterlyFinancialReportAnnualReportMonthlyFinancialReportEVAFocus側(cè)重經(jīng)濟(jì)附加值StrategicPlanningMeetingBusinessPlanningMeetingBudgetMeetingMonthlyPlanningMeetingShiftReviewWeeklyPlanningMeetingDailyReviewMeetingMonthlyReviewMeetingQuarterlyBusinessReviewShareholdersmeetingStrategicobjectivesBudgetsBusinessplansMonthlyperformanceplansWeeklyactivityplansShortIntervalControlsDaily-WeeklyOperatingReportWeeklyPerformanceMeetingWeekly-MonthlyOperatingReportQuarterlyFinancialReportAnnualReportMonthlyFinancialReport

戰(zhàn)略

規(guī)劃

會(huì)議經(jīng)營(yíng)規(guī)劃會(huì)議預(yù)算會(huì)議每月規(guī)劃會(huì)議班組評(píng)議每周規(guī)劃會(huì)議每日評(píng)議Mg每月評(píng)議季度經(jīng)營(yíng)評(píng)估股東會(huì)議戰(zhàn)略目標(biāo)預(yù)算經(jīng)營(yíng)計(jì)劃每月業(yè)績(jī)計(jì)劃每周行動(dòng)計(jì)劃短期控制-每日至每周操作報(bào)告每周業(yè)績(jī)會(huì)議-每周至每月操作報(bào)告季度財(cái)務(wù)報(bào)告年度報(bào)告每月財(cái)務(wù)報(bào)告董事會(huì)

經(jīng)營(yíng)單位管理人員部門(mén)管理人員工廠管理人員車(chē)間班組車(chē)間一線職員Agenda議程WhatisourcurrentSCorganizationalchallenge?

我們供應(yīng)鏈所面臨的的組織上的挑戰(zhàn)？Whatisamanagementcontrolandreportingsystem,andwhydoweneedone?

什么是管理控制和報(bào)告系統(tǒng)？為什么我們需要這樣的系統(tǒng)？Whatisagoodsystem?

什么是個(gè)好系統(tǒng)？Howdowegetone?

如何制定這樣的系統(tǒng)？WhenagoodMCRSisinplace…

一旦有個(gè)好的管理控制報(bào)告系統(tǒng)...Wehaveclearplanstieddirectlytothecompanystrategy

我們有了與公司戰(zhàn)略直接掛鉤的明確計(jì)劃。Wehaveagreedkeyperformanceindicators(KPIs)withtargets,actionplans,andmeasurementofactualoutcomes

我們有了一致同意的關(guān)鍵績(jī)效指標(biāo)、目標(biāo)、行動(dòng)計(jì)劃、實(shí)際結(jié)果測(cè)量方法。Wehavereportsfocusingonwhatwehavedecidedisimportant

我們有了重點(diǎn)明確的報(bào)告。Wehavedesignatedarenastoreviewactualoutcomeagainsttargets,andtodecidecorrectiveactionswhenneeded

我們有了指定場(chǎng)地，以適時(shí)根據(jù)目標(biāo)來(lái)回顧實(shí)際的結(jié)果，而且可以在需要的時(shí)候明確糾錯(cuò)行動(dòng)。Weknowwhoisresponsibleforwhat

我們知道誰(shuí)應(yīng)對(duì)什么負(fù)責(zé)。ChinaSCstrategyoutline中國(guó)區(qū)供應(yīng)鏈戰(zhàn)略概要Overallstrategiccontext整體戰(zhàn)略環(huán)境Overallstrategiccontext整體戰(zhàn)略環(huán)境Whenwehavedevelopedastrategy,thenwe...

制定了一項(xiàng)策略之后，我們將Putitinthedeskdrawer,andpickitupagainnextyear

放在桌子抽屜里，來(lái)年再拿出來(lái)？

Informmanagementaboutthestrategy向管理人員通報(bào)策略?xún)?nèi)容Informallemployeesaboutthestrategy向全體員工通報(bào)策略?xún)?nèi)容Or或者Breakitdowntoconsistentkeyperformanceindicatorstomonitorprogressacrosslevelsandfunctions

將其分解成統(tǒng)一的關(guān)鍵績(jī)效指標(biāo)，以監(jiān)控不同級(jí)別以及部門(mén)的業(yè)務(wù)進(jìn)度？?KPIGuidelines

關(guān)鍵績(jī)效指標(biāo)方針Shouldbelimitedtomanageablenumber(12-20)應(yīng)控制在易于管理的數(shù)目之內(nèi)（12-20）Shouldbeusedinbalancedcombinationsorasratios

使用時(shí)應(yīng)做到不同指標(biāo)間的結(jié)合、平衡，或是以比率形式出現(xiàn)Shouldbemeasuredagainstabase,planandtarget

應(yīng)以可測(cè)量的（依據(jù)基準(zhǔn)、計(jì)劃和目標(biāo)）Shouldbepossibletoinfluencebythepersonmonitoringit

應(yīng)受監(jiān)控人員影響Shouldbeusedasatooltoimproveperformanceandnottopunishpoorperformance

應(yīng)作為一種提高業(yè)績(jī)的工具而非懲罰落后業(yè)績(jī)的工具使用。KeepItSimple!簡(jiǎn)單就好！MapTheKPIRelationshipsUsingAKPITree

用KPI樹(shù)形圖展示KPI之間的關(guān)系Production

costperunit每單元生產(chǎn)成本V

產(chǎn)量C

成本Materials

材料Availability

可用性

Utilization（利用率）Labor

勞動(dòng)力AKPItreebreakseachofthewantedoutcomestothelowestcontrollablelevel使用關(guān)鍵績(jī)效指標(biāo)樹(shù)形圖，將每個(gè)追求結(jié)果分解到最低可控制水平。指標(biāo)的逐層分解，層層落實(shí)！越基層、越具體、越容易執(zhí)行。BreakdownoftotalproductioncostTotalCost(MCandNMC)WhatistheKPI?Owner?PC10RawmaterialcostsPC20PackagingmaterialcostsPC25DepreciationpackagingPC27HandlingofemptiesPC40TTotalmaterialcostPC30UtilitiesPC35DepreciationutilitiesPC28Utilities-TotalPC50LabourcostPC60MachinecostPC21ConsumablesPC70DepreciationmachineryandequipmentPC75SupportCostPC99DepreciationsupportPC99TTotalprodcostexcl.excesscapacityPC95DepreciationexcesscapacityPC96Impairment-ProductionPC98TTotalProductioncostsPC45InventorymovementSCC000TotalPurchasedFinishedGoodsPC55OtherPC65TTotalCostOfGoodsSoldBreakdownoflogisitccostTotalCost(MCandNMC)WhatistheKPI?Owner?LogisticsCostsTransportationWarehousingDistributionLogisticssupportDepreciation-logisticsTotalLogCostsMainstepsinthework

工作的主要步驟一：明確目前的狀態(tài)Businesscase

商業(yè)挑戰(zhàn)Currentcondition

當(dāng)前條件Futurecondition

將來(lái)?xiàng)l件Roadmap

路線圖DM,AICRPFCRPFCRPFCRPFCRPFCWhatisthecurrentcontrolsystem?

什么是當(dāng)前控制系統(tǒng)？Mapandevaluatecurrentcontrolandworkprocessesatthefunction/processlevel站在職能/流程的層面，描述并評(píng)估當(dāng)前的控制和工作流程。Mapcurrentkeyperformanceindicators,decisionprocessesandstructureatthefunction/processlevel站在職能/流程的層面，描述當(dāng)前的KPI，決策流程和組織架構(gòu)。Identifyandevaluatetheinterfacesbetweenfunctionsanddepartments

明確并評(píng)估不同職能單位、部門(mén)之間的聯(lián)系界面。Currentsystem,continued

當(dāng)前系統(tǒng)，續(xù)Mapandevaluatecurrentcontrolandworkprocessesatthecompanylevel站在公司的層面，描述并評(píng)估當(dāng)前控制和工作程序Mapcurrentkeyperformanceindicators,decisionprocessesandstructureatthecompanylevel站在公司的層面，描述當(dāng)前KPI，決策程序和組織結(jié)構(gòu)Identifyandevaluatetheinterfacesatthecompanylevel

站在公司的層面，明確并評(píng)估各部門(mén)職能單位的界面。RPFCDocumentingthecurrentcontrolsystem

當(dāng)前控制系統(tǒng)文件記錄Doc,PRODUCTIONMANAGEMENTCONTROL&REPORTINGSYSTEM

FORECAST

PLAN

CONTROLREPORTYEAR

MONTH

WEEK

DAY

SHIFTHOUR

Mtg.Mapthecurrentcontrolsystemonalargesheetofbrownwrappingpaper(meetings,documents,connections)

在一張棕色大包裝紙上繪制當(dāng)前控制系統(tǒng)圖（會(huì)議、文件、聯(lián)系）Obtaincommentsonwhatworkswellandwhatdoesnotfromthepeopleinvolved

征求相關(guān)人員意見(jiàn)：什么是做到較好的，什么是較差的。Addthecommentstothebrownpaper將相關(guān)人員的意見(jiàn)填到棕色包裝紙上。Symbolsusedinthebrownpaper

棕色紙張上使用的圖例

ADocument:Eitheraforecast,aplan,orareport文件：預(yù)測(cè)、計(jì)劃或報(bào)告AMeeting會(huì)議Anissueidentifiedinthecritique評(píng)論中發(fā)現(xiàn)的問(wèn)題Differentcolorscanbeused,e.g.,fordistinguishingbetweenmeetingsinvolvingdifferentfunctionsororganizationlevels.可以使用不同的顏色，例如，使用不同顏色表示不同部門(mén)或不同組織級(jí)別的會(huì)議。Aconnection,e.g.,showingthataparticularoutputfromonemeetingisaninputtoanother聯(lián)系，例如，表示一場(chǎng)會(huì)議的特定輸出內(nèi)容是另一場(chǎng)會(huì)議的輸入內(nèi)容ATask/Action任務(wù)/行動(dòng)Forecast

預(yù)測(cè)Plan

計(jì)劃Control

控制Report

報(bào)告Yearly

每年Weekly

每周Daily

每日Monthly

每月DataWare-houseDataWare-houseInformation&MotivationPL->personalProduktions-rapporteringiPDSKontrollavutbyten&timmarSWOTInformations-utv?xlingPC<->PLPK-uppf?ljningSill-lednings-m?te14:edagFabrikslednings-m?te14:edagVeckom?teVACFrukost-m?teRapp.OmTid,spill,stopptidDivQ,milj?,hygienBemanningsbehov5m?nUtj?mna?ver-/underskottavpersonalmellanavd.Fastst?llveckoplan(f?rn?stavecka)Bemanna(verkst?ll)prod.linje/dagBemanna(kontroll)prod.linje/dagProd.plan/dagart.nr.&pers.behov3.Personal-kontroll(r?kna)Personalbehov1?rPersonalperavdochveckaPrognosfr?nkundvarjefreF?rs?ljnings-budgetBehovsplan5m?nBehovsplan8veckor6.L?napersonal,annanavd.R?varuplanpervecka4.Genomg?ngavbehovsplanAvropavr?varaInformera&planerapersonal?verdagen7.8-m?teVerkst?llHF-&s?sillverkningMail/tfnomprod.st?rningarKontrollerainsatsvarorPrognosfr?nkundvarjem?n.5m?n.Genomg?ngavpers.behov5m?n.Plan.snurranvarjem?nad3.Personal-b?rsR?varubehov5m?nR?varum?te1/m?nadL?sh?sts&personalplaceringPrioriteraunderh?lls-&f?rb?ttrings?tg?rderUH-m?teFaktura-uppf?ljningUHFaklturorQuestionstoaskwhendoingcritiqueonMCRS

討論管理控制報(bào)告系統(tǒng)時(shí)應(yīng)該提出的一些問(wèn)題Forecasting預(yù)測(cè)Planning計(jì)劃Control控制Reporting報(bào)告Isforecastbasedonhistoricperformancedata?

預(yù)測(cè)是否以歷史績(jī)效數(shù)據(jù)為依據(jù)？Istheplanbasedonforecast?

計(jì)劃是否以預(yù)測(cè)為依據(jù)？Istheplanachievable?

計(jì)劃可以實(shí)現(xiàn)么？Aretherightpeopleinvolvedinplanning?

規(guī)劃是否由適當(dāng)人員參與？Arewecontrollingthewholebycontrollingthesmallestparts?我們是否通過(guò)控制最小部分實(shí)現(xiàn)統(tǒng)一控制？Whoarethekeyindividualscontrollingtheoperation?那些關(guān)鍵人員控制操作？Arewecheckingperformanceagainstplanonatimelybasis?

是否定期根據(jù)計(jì)劃核對(duì)績(jī)效？Aredecisionsbasedonfactor‘gutfeel’?

是根據(jù)事實(shí)還是“直覺(jué)”作出決策？Areactionsrigorouslyfollowedup?是否嚴(yán)格實(shí)施行動(dòng)？Whoisowninganddrivingcontinuousimprovement?誰(shuí)擁有并驅(qū)動(dòng)持續(xù)改進(jìn)？Arewetalkingabouttherealissuesaffectingperformance?有沒(méi)有討論影響績(jī)效的真正問(wèn)題？Aremanagementintroducingacontrolledstretch?管理人員是否提出了受控伸縮范圍？continuousimprovementArethereclearaccountabilitiesforperformance?有無(wú)清楚的績(jī)效責(zé)任制？Isthereaclearcomparisonofactualwithplan?是否將實(shí)際結(jié)果和計(jì)劃做了清楚的比較？Isthereaclearunderstandingoftheprocessandhowtocontrolit?

是否清楚了解程序，如何控制程序？Istheplancommunicatedproperly?

是否以恰當(dāng)方式傳播計(jì)劃內(nèi)容？Istheplanbeingfollowed?

是否按計(jì)劃執(zhí)行？Brownpaperwithcomments:Itcangetthisbad...

棕色紙及評(píng)語(yǔ)：可能糟糕到這樣的地步DagligAvhj?lpandeUHSkyddsronderMilj?arbeteLanseringsplanInvesteringsbehovUHm?tefabrikUkentligplanleggingsm?teRullandeFUplan/fabrikUHm?tefabrikAvhj?lpandeUHStoppetider(Gr?nafabrik)M?nedligunderh?llsfastakostnader?rligunderh?llsbudsjettresultater?rligunderh?llsfastakostnaderForecast預(yù)測(cè)Report報(bào)告Plan計(jì)劃Control控制YearWeekMonthSemester-planering,hver6.m?nedAnticimexcontrollerDagligFUplanSamordningsm?teTeknikm?teF-matmekm?teFIXm?tningMuntligainstruktionerSkriftligamanualerp?nyemaskinerNobuildupofperformancemeasures沒(méi)有積累績(jī)效措施Nostructureinplanning規(guī)劃沒(méi)有結(jié)構(gòu)Nostandardsordatacollection沒(méi)有標(biāo)準(zhǔn)或數(shù)據(jù)搜集Noinformationflow

throughcontrol

systemelements控制系統(tǒng)元素沒(méi)有信息流支持Mainstepsofthework

工作的幾個(gè)主要步驟Businesscase商業(yè)挑戰(zhàn)Currentcondition目前條件Futurecondition未來(lái)?xiàng)l件Roadmap路線圖DM,AICDevelopingthefuturesystem

開(kāi)發(fā)未來(lái)系統(tǒng)Developnewworkprocesses開(kāi)發(fā)新的工作程序DevelopnewKPIstructureandmapofresponsibilities/accountabilities開(kāi)發(fā)新的關(guān)鍵績(jī)效指標(biāo)結(jié)構(gòu)和責(zé)任圖Developnewcontrolsystemflow開(kāi)發(fā)新的控制系統(tǒng)流程FPPCRRR1.Definealldecisionpoints/meetingwithpurposeandfrequency

明確所有決策點(diǎn)/會(huì)議的目的和頻率2.Developameetingdescriptionforeachdecisionpoint

為每個(gè)決策點(diǎn)編制會(huì)議說(shuō)明。3.Documentconnections

記錄聯(lián)系方式4.Assemblealistofreports,meetingsetctobediscontinu