GMS 業(yè)務(wù)計(jì)劃實(shí)施

1、標(biāo)準(zhǔn)化,員工參與,持續(xù)改進(jìn),縮短制造周期,質(zhì)量制造,原則：持續(xù)改進(jìn),要素：28 業(yè)務(wù)計(jì)劃實(shí)施,GM-GMS Operating Guideline GM-GMS 操作方針 28.0 Business Plan Deployment 28.0 業(yè)務(wù)計(jì)劃實(shí)施,Definition （定義） Business Plan Deployment is a process that enables the total organization to set targets, integrate plans and remain focused to achieve company-wide goals a

2、nd manage change. 業(yè)務(wù)計(jì)劃實(shí)施是一套流程，它為整個(gè)機(jī)構(gòu)設(shè)定了目標(biāo)，使各個(gè)計(jì)劃融為一個(gè)整體，并始終保持著對(duì)整個(gè)工廠的目標(biāo)和管理變化的關(guān)注。,Purpose（目的） To align and integrate all employees to work together, to take action and to develop a culture of continuous improvement. The result is that we are working together towards the same goals, in an effective way a

3、nd working together as one company. 聯(lián)合和統(tǒng)一所有的員工協(xié)同工作來(lái)采取行動(dòng)打造出一個(gè)持續(xù)改進(jìn)的文化氛圍。結(jié)果將是我們作為一個(gè)公司整體，以有效的方式向著共同的目標(biāo)而努力。,公司宗旨,工廠/功能使命,BPD Core Requirements （BPD核心要求） 1 Use a standard annual plan format that includes: goals, objectives, methods, targets, responsible persons, timing, sign off and signature block. 標(biāo)準(zhǔn)的年度

4、計(jì)劃形式包括：總目標(biāo)、分目標(biāo)、方法、指標(biāo)、負(fù)責(zé)人、時(shí)間、終止期和署名 2 Make annual plans to at least the department / unit level. 至少在車(chē)間/部門(mén)層面制定年度計(jì)劃 3 Communicate the company goals to employees before the start of the years plan. 在實(shí)施年度計(jì)劃之前，和員工交流公司目標(biāo) 4 Post annual plans in visible locations following the PDCA (Plan, Do, Check, Act) for

5、mat and the six goal categories of SPQRCE (Safety, People, Quality, Responsiveness, Cost, Environment), and indicate on the plan when activities have been completed or create action plans for all countermeasures. 在可視區(qū)域公布年度計(jì)劃，遵循PDCA模式和六個(gè)目標(biāo)范疇，當(dāng)完成任務(wù)或建立采取對(duì)策的行動(dòng)計(jì)劃時(shí)在計(jì)劃中注明 5 Use the PDCA cycle to carry out

6、Business Plan Deployment. 利用PDCA循環(huán)來(lái)實(shí)施業(yè)務(wù)計(jì)劃,BPD Core Requirements (cont.)（BPD核心要求續(xù)） 6. Establish, standardize, and communicate an annual planning cycle (e.g. completion dates for planning, etc.). 建立、標(biāo)準(zhǔn)化并交流年度計(jì)劃周期(如，計(jì)劃的完成日期，等) 7. Use a formal process of negotiation and cross-functional interdepartmental

7、 meetings and sign off blocks to assure buy in. 使用正式的協(xié)商流程和跨部門(mén)職能會(huì)議，去除障礙確保購(gòu)買(mǎi)力 8. Write additions or changes to the plan, directly on the plan. No erasing. 直接在計(jì)劃上注明額外條款或變化，不用刪除 9. Hold scheduled reviews of the plan at all levels to evaluate the progress of the plan to the goals. 在各級(jí)對(duì)計(jì)劃進(jìn)行計(jì)劃性回顧，評(píng)估達(dá)到目標(biāo)的計(jì)劃

8、進(jìn)程 10. Assure that all employees are knowledgeable in the basic principles of Business Plan Deployment to the appropriate level of detail. 確保所有員工理解業(yè)務(wù)計(jì)劃實(shí)施的基本原則以及相關(guān)細(xì)節(jié),Who is involved in BPD?誰(shuí)參與業(yè)務(wù)計(jì)劃實(shí)施 Every is involved 人人參與,FAW-GM,戰(zhàn)略方向,高級(jí)管理層,工程部,供應(yīng)鏈部,質(zhì)量部,人事部,財(cái)務(wù)部,工廠經(jīng)理,車(chē)間主任,Benefits（獲益之處） Provides focus

9、and direction to the organization. 集中結(jié)構(gòu)業(yè)務(wù)，提供指導(dǎo)（為組織提供重點(diǎn)和方向） Establishes clear and quantifiable targets for all. 制定明確的可計(jì)量的指標(biāo) Individual performance planning / reviews are strategically aligned with the annual business plan. 個(gè)人績(jī)效計(jì)劃/回顧和年度業(yè)務(wù)計(jì)劃在戰(zhàn)略上一致 Challenges the organization to develop action plans to

10、meet objectives. 激勵(lì)機(jī)構(gòu)制定行動(dòng)計(jì)劃（組織制訂挑戰(zhàn)性的行動(dòng)計(jì)劃 ），實(shí)現(xiàn)目標(biāo) Visually communicates to everyone. 和每個(gè)人目視化交流 Identifies opportunities for improvements (drives Continuous Improvement). 識(shí)別改進(jìn)的時(shí)機(jī) (推動(dòng)不斷改進(jìn)) Optimally deploys resources and develops support groups. 最優(yōu)化分配資源，建立支持團(tuán)隊(duì) Aligns business activities focused on objec

11、tives. 調(diào)整業(yè)務(wù)活動(dòng)，關(guān)注目標(biāo),Benefits（獲益之處） Tracks performance. 跟蹤績(jī)效 Engages / Empowers the workforce to affect Business Performance. 促使員工參與，影響業(yè)務(wù)績(jī)效 BPD is a tool for all team members across all functional areas of the organization; from manufacturing, to engineering, to personnel and finance.It provides the f

12、ramework for all activities. 對(duì)于機(jī)構(gòu)的所有職能區(qū)域的所有員工，從制造部到工程部，從人力資源到財(cái)務(wù)，BPD是一種工具。它為所有的活動(dòng)提供了框架 BPD Boards are centrally located in the department or functional area for high visibility to all team members. BPD板位于車(chē)間或職能區(qū)域的中心位置，對(duì)于所有員工高度可視化 Review meetings are held at the BPD boards. 舉行有關(guān)BPD信息板的回顧會(huì)議 Provides an

13、opportunity to coach yellow triangles represent improvement is needed and the target is in jeopardy of not being met; and the red X represents the target was missed. The colors or symbols independently may also be used and represent the same rating system. 通過(guò)評(píng)估系統(tǒng)中不同標(biāo)記和顏色的組合來(lái)交流每月完成的目標(biāo)狀態(tài)和方法。綠色圓圈表示實(shí)現(xiàn)或超

14、出了既定目標(biāo)；黃色三角代表仍需改進(jìn)，目標(biāo)的實(shí)現(xiàn)有一些困難；紅色大叉代表偏離了目標(biāo)。這些顏色或標(biāo)記可單獨(dú)使用，表示同樣的評(píng)估系統(tǒng)。,Problem Solving（問(wèn)題解決） Problem solving and BPD go hand in hand. Use problem solving when: 解決問(wèn)題和業(yè)務(wù)計(jì)劃實(shí)施互相關(guān)聯(lián)。在以下情況使用問(wèn)題解決流程： 1) You are not following the plan and you need to get back to the plan. 沒(méi)有按計(jì)劃實(shí)施，需要重新返回到計(jì)劃流程中 Unforeseen obstacles m

15、ay get us off track from the plan. We must problem solve to overcome these obstacles and get back to plan. The plan is the road map, without it we are lost, and the entire BPD process is threatened. 未預(yù)見(jiàn)的障礙可能會(huì)使我們偏離原先的計(jì)劃。必須通過(guò)解決問(wèn)題來(lái)清除這些障礙重新返回到計(jì)劃流程中。計(jì)劃好比路線圖，沒(méi)有它的指引我們會(huì)迷失方向，而整個(gè)業(yè)務(wù)計(jì)劃實(shí)施的過(guò)程也會(huì)受到影響。 2) You are fo

16、llowing the plan, but you are still not achieving desired results. 執(zhí)行了計(jì)劃，但沒(méi)有達(dá)到理想的結(jié)果 When we are following the plan, but we are still not achieving the targets we have set for ourselves, we must go through the problem solving steps. Never initiate new activities without performing problem solving to

17、find the root cause. 如果我們執(zhí)行了計(jì)劃但仍未達(dá)到設(shè)定的目標(biāo)，就必須采用解決問(wèn)題流程。在執(zhí)行問(wèn)題解決方案找到根本原因之前，不要采取新的行動(dòng)。 Management is responsible for assuring the Root Cause is identified and the appropriate countermeasures are implemented. 管理人員負(fù)責(zé)確認(rèn)問(wèn)題的根本原因并實(shí)施相關(guān)的對(duì)策,Implementing the Plan（實(shí)施計(jì)劃） Pitfalls to Watch out for in the “Do” Phase 提防

18、實(shí)施階段容易犯的錯(cuò)誤 People initiating activities that were not on the plan 員工執(zhí)行不屬于該計(jì)劃的任務(wù) People not referring to the plan for timing 員工沒(méi)有考慮計(jì)劃的期限 Problems implementing planned activities due to unforeseen circumstances 實(shí)施計(jì)劃過(guò)程中沒(méi)有預(yù)料到的問(wèn)題 Implementing the plan, but still not reaching the desired results 執(zhí)行了計(jì)劃，但沒(méi)有

19、達(dá)到理想的結(jié)果 People wanting to make changes to the plan and implement corrective actions, without going through problem solving steps 員工想改變計(jì)劃并實(shí)施對(duì)策，但沒(méi)有采用問(wèn)題解決流程,Hold Scheduled Reviews: Formal reviews are held at each level as a CHECK on the process. Holding reviews provides discipline for the BPD process.

20、(At the beginning of the year, a review schedule should be set with precise dates, and strictly followed.). Informal checks using the PDCA cycle may be required for some areas on a daily or weekly basis. Shop Floor checks (Actual Situation)should be encouraged along with “Plan” checks. 舉辦定期的檢查：在流程的每

21、一層面進(jìn)行正式的回顧檢查?？刂茩z查為業(yè)務(wù)計(jì)劃實(shí)施流程制定了規(guī)則(年初，制定有明確日期的檢查日程計(jì)劃，并嚴(yán)格執(zhí)行)。對(duì)于一些區(qū)域，可能需要每天或每周采用PDCA循環(huán)的非正規(guī)檢查。車(chē)間場(chǎng)地檢查應(yīng)該和計(jì)劃?rùn)z查相結(jié)合。,BPD：Check 業(yè)務(wù)計(jì)劃實(shí)施：檢查,檢查：關(guān)鍵點(diǎn),Check（檢查） Check: Main Points (cont): Confirm the Progress of Current Activities to Expectations: 確認(rèn)當(dāng)前活動(dòng)的進(jìn)程是否達(dá)到期望值： Check that the current activities are being performe

22、d on time, and in the way that was planned. 檢查當(dāng)前活動(dòng)是否準(zhǔn)時(shí)執(zhí)行，并且按計(jì)劃實(shí)施 Confirm Results to Our Targets: 確認(rèn)結(jié)果是否滿足目標(biāo) Check results to our targets. Are we above or below target? What is the trend? 檢查結(jié)果是否已滿足目標(biāo)。超出還是未達(dá)到目標(biāo)？趨勢(shì)如何？ Evaluate the Plan and Results: 評(píng)估計(jì)劃和結(jié)果： Analyze the results, and evaluate if we have

23、met our expectations, if the results require improvement, or if we are below expectation, and need to take corrective action. 分析結(jié)果，評(píng)估是否已達(dá)到期望值，如果需要改進(jìn)或低于期望值，就要采取糾錯(cuò)行動(dòng),Review Process（評(píng)估流程） Reviews must take place at each level to: 必須在各個(gè)層面進(jìn)行評(píng)估： Check the process 檢查流程 Assure the plan is being followed and

24、 is on time 確保計(jì)劃的實(shí)施以及時(shí)間的安排 A meeting schedule needs to be set for the year and strictly followed (example below). It is suggested to use a visual sign-in sheet on the board to track when a review took place and who participated. 需要制定一年的會(huì)議日程并嚴(yán)格執(zhí)行(如下例)。建議在信息板上使用目視化的簽到表，以跟蹤評(píng)估的時(shí)間以及參加的人員,Purpose of Revie

25、ws （評(píng)估的目的） A check to assure we are doing what we said we should do. 確保我們正在執(zhí)行我們所認(rèn)為應(yīng)該做的事情 An opportunity to review problem solving results. 評(píng)估問(wèn)題解決結(jié)果的機(jī)會(huì) A forum to agree on new methods / countermeasures to address root cause. 探討找出根源的新方法/對(duì)策 A forum to agree on new objectives and targets. 商討新的分目標(biāo)和指標(biāo) A f

26、orum to facilitate coordination of activities and resources. 促進(jìn)活動(dòng)和資源的相協(xié)調(diào) Coach / Teach / Mentor. 培訓(xùn)/指導(dǎo)/咨詢 Recognize achievements. 認(rèn)可成果 Share Lessons Learned. 分享經(jīng)驗(yàn),Review Process （評(píng)估流程） Reviews should be held at the BPD boards 在BPD看板前進(jìn)行評(píng)估 Presentations should be limited to the information on the BPD

27、boards 報(bào)告應(yīng)限于與BPD會(huì)議相關(guān)的信息 Managers coach and asks question about Problem Solving to assure Root Cause has been found. 經(jīng)理關(guān)于問(wèn)題解決流程進(jìn)行詢問(wèn)，以找到根本原因 Problem Solving analysis and Action Plans should be available to view or present if necessary. 必要時(shí)，顯示問(wèn)題解決方案的分析和行動(dòng)計(jì)劃 Countermeasures and activities implemented fr

28、om the previous cycle are analyzed for effectiveness. 分析先前循環(huán)中實(shí)施的對(duì)策和行動(dòng)的有效性,Review Process：Key Questions （評(píng)估流程：關(guān)鍵問(wèn)題） First item should always be to review the progress and success of the previously planned countermeasures discussed and followed up? 是否討論并執(zhí)行了用來(lái)評(píng)估先前計(jì)劃對(duì)策進(jìn)程的首要因素？ Is the emphasis placed on

29、finding the root cause of the problem (not to simply blame others)? 重點(diǎn)是否放在找出問(wèn)題的根源上面？(不是簡(jiǎn)單的責(zé)難他人) Are the conclusions reached in the analysis supported by facts? 分析得出的結(jié)論是否和事實(shí)相符？ Are the countermeasures developed for each of the problems defined in the analysis?Are they prioritized? 是否對(duì)分析的每個(gè)問(wèn)題都制定了對(duì)策？是否

30、對(duì)它們進(jìn)行了優(yōu)先級(jí)區(qū)分？ Are the follow up responsibilities and dates defined for each of the countermeasures? 每一個(gè)對(duì)策是否都有執(zhí)行職責(zé)和日期？ Is there a plan presented which explains how the countermeasures will be implemented? 是否有計(jì)劃來(lái)闡明如何實(shí)施對(duì)策？ Are the charts, plans and countermeasures filled out correctly? 圖表、計(jì)劃和對(duì)策是否正確？ Are

31、 clarifying question asked during the review process? 評(píng)估過(guò)程中的問(wèn)題是否清楚？ Is it clear at the end of the review what each party must do to go forward, and whether help is needed from the outside? 評(píng)估結(jié)束時(shí)是否已明確了實(shí)施部門(mén)，是否需要外部的支持？,Review Process （評(píng)估流程） Benefits of Regular Reviews 定期檢查的好處 Achievement of the Busines

32、s Plan objectives 實(shí)現(xiàn)業(yè)務(wù)計(jì)劃目標(biāo) Consensus on methods to achieve objectives 統(tǒng)一實(shí)現(xiàn)目標(biāo)的方法 Clear Action Plans for countermeasures. 清晰的對(duì)策實(shí)施計(jì)劃 Defined roles and responsibilities 明確的角色和責(zé)任 Efficient distribution of resources, coordination of activities 資源的有效分配，任務(wù)的協(xié)調(diào) Sharing of experiences 分享經(jīng)驗(yàn) Assignment of activi

33、ties to cross-functional departments 交叉職能部門(mén)的任務(wù)分配 Status at a glance on Business performance to plan. 對(duì)業(yè)務(wù)績(jī)效狀態(tài)一目了然,Review Process:Managers Role （評(píng)估流程：經(jīng)理的角色） It is the managers role to run the reviews 管理評(píng)估流程 Check each project individually and make an initial evaluation. 檢查每個(gè)項(xiàng)目并作出初始評(píng)價(jià) Prioritize projec

34、ts and focus on the basis of need and urgency 基于需要和緊急狀態(tài)來(lái)區(qū)分每個(gè)項(xiàng)目 Check top priority projects in detail- investigate the reasons for problems and recommend future actions. 詳細(xì)審查優(yōu)先級(jí)項(xiàng)目-調(diào)查問(wèn)題的原由并建議采取的行動(dòng) Evaluate the overall status of all projects and plans 評(píng)估所有項(xiàng)目和計(jì)劃的整體狀態(tài) When checking 檢查時(shí) Check results agai

35、nst objectives 比較結(jié)果和目標(biāo) Check the process that got results 檢查得到結(jié)果的流程不要只依賴于數(shù)據(jù)檢查- Do not rely only on data to check-get information first hand through observation and questioning.Go to the floor to validate. 不要只依賴于數(shù)據(jù)檢查- 通過(guò)觀察和詢問(wèn)獲得第一手的信息。到現(xiàn)場(chǎng)去驗(yàn)證 Do not hid or ignore problems 不要隱藏或忽視問(wèn)題 Both results and pro

36、cess are your responsibility as a leader.Look at your own activities for explanation for problems before you look at others. 負(fù)責(zé)結(jié)果和流程。在檢閱他人之前，先查看自己的任務(wù)，解釋發(fā)生的問(wèn)題,BPD:Action 業(yè)務(wù)計(jì)劃實(shí)施：行動(dòng),行動(dòng)：關(guān)鍵點(diǎn),Standardize effective countermeasures 對(duì)有效的對(duì)策標(biāo)準(zhǔn)化 Start PDCA again if plan is not being followed. 如果計(jì)劃沒(méi)有實(shí)施，再次開(kāi)始PDCA

37、Start PDCA again if targets are not being met 如果目標(biāo)沒(méi)有達(dá)到，再次開(kāi)始PDCA,Action:Managers Role 行動(dòng):經(jīng)理的角色,Are we meeting our targets?If not, are countermeasures to each problem developed and are they adequate. 是否實(shí)現(xiàn)了指標(biāo)？如果沒(méi)有，是否針對(duì)每個(gè)問(wèn)題制定了對(duì)策并進(jìn)行了更新？ Decide if change is needed in your Plan, method planned, steps, syst

38、ems, training, checking method.Make changes right on the Annual Plan. 確定計(jì)劃是否需要更改，計(jì)劃的方法、步驟、系統(tǒng)、培訓(xùn)、檢查方法。在年度計(jì)劃上注明變化 Do not change the person in charge too hastily.Failures and mistakes are important occasions to develop your team members. 不要匆忙的更改負(fù)責(zé)人。失敗和錯(cuò)誤是培養(yǎng)員工的重要機(jī)會(huì) Do not blame the person but rather the

39、 performance if a problem was not recognized and no action was take. 如果沒(méi)有識(shí)別出問(wèn)題，也沒(méi)有采取行動(dòng)，不要指責(zé)人，而是要針對(duì)執(zhí)行情況 Promote standardization to maintain good results. 推廣標(biāo)準(zhǔn)化，維護(hù)良好的成果,In some cases this monthly tracking sheet will be linked to, or supported by a more detailed Problem Solving document or Action Plan,

40、 有些情況中，每月的跟蹤表將和更具體的問(wèn)題解決文件或行動(dòng)計(jì)劃相結(jié)合,Visualize information to the appropriate level.Only visualize information that the team/ group/department has direct influence on and that they have a special interest in. 在相應(yīng)的層面信息目視化。只目視化對(duì)班組/工段/車(chē)間有直接影響的信息以及他們感興趣的信息。 Most important is the discipline.Keep BPD boards actualized and up to date.Managers must USE the information.Hold reviews and meetings at the boards.Boards should be visibly located within the functional area. 規(guī)則是最重要的。實(shí)施并更新BPD信息板。經(jīng)理必須利用這些信息，對(duì)這些信息板進(jìn)行評(píng)估。BPD板應(yīng)該在相關(guān)職能區(qū)域目視化。 Updates should be carried out by the manager responsible for the v