業(yè)務(wù)計(jì)劃范例BDan

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目目的的2.2PlantGoals工工廠廠目目的的SettingplantGOALSisthefirststepinbreakingdowntheVISIONintostatementswhichsupporttheattainmentoftheVISION.Theplantgoals:設(shè)定定工廠廠目的的是對(duì)對(duì)宗旨旨加以以分解解描描述述來(lái)來(lái)實(shí)實(shí)現(xiàn)現(xiàn)宗旨旨的第第一一步步。。工廠廠目目的的：：directlysupportthevision直直接接支支持持宗宗旨旨aredefinedandsupportedbytheplantmanageranddirectors由廠廠長(zhǎng)長(zhǎng)及及部部門(mén)門(mén)經(jīng)經(jīng)理理確確定定并并提提供供支支持持provideareasoffocussothatspecificobjectivescanbedefined提供供焦焦點(diǎn)點(diǎn)區(qū)區(qū)域域以以確確定定具具體體的的目目標(biāo)標(biāo)fallintothefiveBPDcategories可可歸歸入入業(yè)業(yè)務(wù)務(wù)計(jì)計(jì)劃劃實(shí)實(shí)施施的的五五大大范范疇疇maychangefromyeartoyear,butdonotchangedramatically每年年都都有有可可能能改改動(dòng)動(dòng)，但但不不會(huì)會(huì)改改動(dòng)動(dòng)太太多多PLANISAFETY安安全全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷斷改改進(jìn)進(jìn)我我們們的的安安全全表表現(xiàn)現(xiàn)，成成為為本本地地區(qū)區(qū)最最安安全全的的汽汽車車生生產(chǎn)產(chǎn)企企業(yè)業(yè)IIQUALITY質(zhì)質(zhì)量量2)AssurethequalityofW-carmeetsdemandsofmarket保證證W-car的的質(zhì)質(zhì)量量滿滿足足市市場(chǎng)場(chǎng)要要求求IIICOST成成本本3)Reducecontrollablecoststocompetitivelevels降低低可可控控制制成成本本，達(dá)達(dá)到到具具有有競(jìng)競(jìng)爭(zhēng)爭(zhēng)力力的的水水平平IVRESPONSIVENESS響響應(yīng)應(yīng)4)ContinuetoadopttheprinciplesoftheGM-GlobalManufacturingSystembothinternallyandexternally.內(nèi)外外均均采采用用通通用用全全球球管管理理系系統(tǒng)統(tǒng)的的原原則則VORGANIZATIONALDEVELOPMENT組組織織發(fā)發(fā)展展5)Developasustainableorganizationthatsupportsteamworkandteammemberdevelopmentatfullproductioncapacity.發(fā)展展一一個(gè)個(gè)能能支支持持團(tuán)團(tuán)隊(duì)隊(duì)合合作作和和團(tuán)團(tuán)隊(duì)隊(duì)成成員員充充分分發(fā)發(fā)揮揮能能力力的的可可靠靠的的組組織6)Enhanceourimageasagoodcorporatecitizenandcontributetothecommunity.加強(qiáng)強(qiáng)我我們們作作為為優(yōu)優(yōu)秀秀企企業(yè)業(yè)員員工工的的公公民民形形象象，為為所所在在社社區(qū)區(qū)作作出出貢貢獻(xiàn)獻(xiàn)

ExamplesofPlantGoals工工廠廠計(jì)計(jì)劃劃例例子子OBJECTIVES目目標(biāo)標(biāo)2.3DepartmentalObjectives部部門(mén)門(mén)目目標(biāo)標(biāo)OBJECTIVESarewhatoneistryingtoachievebyaparticularcourseofaction.TheysupporttheattainmentofaplantGOAL.目標(biāo)標(biāo)就是是通通過(guò)過(guò)一一項(xiàng)項(xiàng)特特定定的的業(yè)業(yè)務(wù)務(wù)活活動(dòng)動(dòng)所所要要達(dá)達(dá)到到的的成成效效，它它們們支支持持工工廠廠目的的的實(shí)實(shí)現(xiàn)現(xiàn)。OBJECTIVES：：目標(biāo)標(biāo)：Directlysupportplantgoalsandareagreedtobyalllevelsoftheorganization直接接支支持持工工廠廠目目的的，并并征征得得公公司司各各級(jí)級(jí)人人員員的的同同意意FallintooneofthefiveBPDcategories可可歸歸入入業(yè)業(yè)務(wù)務(wù)計(jì)計(jì)劃劃實(shí)實(shí)施施的的五五個(gè)個(gè)范范疇疇Aremorespecificthangoals比比目目的的更更具具體體AredocumentedontheAnnualPlan記記錄錄在在年年度度計(jì)計(jì)劃劃中中Arefollowedupandreviewedmonthly進(jìn)進(jìn)行行跟蹤蹤和月月度評(píng)評(píng)審PLANTheremaybeone,two,orthreeobjectivespereachgoal.Itisbesttolimitthenumberofobjectivespergoal,sothatwecankeepfocused.每一個(gè)個(gè)目的的都可可以分分解成成一個(gè)個(gè)、兩個(gè)個(gè)或三三個(gè)目目標(biāo)。。但最好好限制制每一一目的的分解解的目目標(biāo)數(shù)數(shù)（最好好不要超過(guò)過(guò)五個(gè)），，使我們們能夠夠集中中力量量解決決問(wèn)題題。I.SAFETY安全全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改改進(jìn)我我們的的安全全表現(xiàn)現(xiàn)，成為為本地地區(qū)最最安全全的汽汽車生生產(chǎn)企企業(yè)Example例例子Theexamplehereshowshowtheplantgoal(I.1)hasbeenbrokendownintotwoobjectives.此例顯顯示了了工廠廠目的的是如如何被被分解解成兩兩個(gè)目目標(biāo)的的。GOAL目目的a.Improveergonomicsafety.改改進(jìn)人人機(jī)安安全b.Providesafe,incident-freeenvironmentforteammembers.為工人人提供供安全全無(wú)事事故的的環(huán)境境。OBJECTIVES目標(biāo)標(biāo)TARGETS指指標(biāo)2.4Targets指指標(biāo)AllOBJECTIVESrequireaTARGETbywhichtotracktheprogress,andtosignaltouswhetherwearemeetingourobjective.TARGETSprovideuswithatoolwithwhichtoevaluateifourplanisservinguswell.TARGETSmustbe:所有的的目標(biāo)都需要要用指標(biāo)來(lái)跟蹤蹤進(jìn)展展，并提提醒我我們是是否達(dá)達(dá)到目目標(biāo)。指標(biāo)為我們們提供供了用用來(lái)評(píng)評(píng)估我我們衡衡量計(jì)計(jì)劃是是否很很好實(shí)實(shí)施的的工具具。指標(biāo)必須是是：achievable:Iftargetsaretoohigh,teammemberswillbedisillusioned,andnotmotivatedtoworktowardssomethingtheybelieveisunachievable.可實(shí)現(xiàn)現(xiàn)的：如果指指標(biāo)太太高，工工人將將會(huì)喪喪失信信心，他他們不不會(huì)努努力工工作來(lái)來(lái)完成成他們們認(rèn)為為不能能完成成的事事。challenging:Iftargetsaretoolow,problemscanremainhidden.Targetsshouldbeaggressivesothatproblemsareuncovered,providinguswithopportunitiestoimprove.具有挑挑戰(zhàn)性性的：如果指指標(biāo)太太低，問(wèn)問(wèn)題就就不容容易暴暴露。指指標(biāo)應(yīng)應(yīng)具有有挑戰(zhàn)戰(zhàn)性，問(wèn)問(wèn)題才才能暴暴露出出來(lái)讓讓我們們有機(jī)機(jī)會(huì)改改進(jìn)。basedonreliablestatisticsandtrackedregularly:Foralmostalltargets,wemustalreadyhaveatrackingsysteminplacewhichgivesustheinformationwerequire.Withoutareliablestatisticstrackingsystem,wewillbeunabletomeasuretheachievementofourobjective.根據(jù)可可靠的的統(tǒng)計(jì)計(jì)及定定期跟跟蹤：對(duì)于幾幾乎所所有的的指標(biāo)標(biāo)，我們們必須須有一一套有有效的的跟蹤蹤系統(tǒng)統(tǒng)，它它能提提供給給我們們所需需要的的信息息。沒(méi)有有可靠靠的統(tǒng)統(tǒng)計(jì)跟跟蹤系系統(tǒng)，，我們們就不不能衡衡量目目標(biāo)的的完成成情況況。SMART:seebelow如下下Specific具具體的的Measured可可衡量量的Agreed同意意的Realistic現(xiàn)現(xiàn)實(shí)的的Timed有有時(shí)限限的AremytargetsSMART?我的指指標(biāo)是是否SMART?S=Specific,targetsarenotgeneral,theyareprecise.具體的的，指標(biāo)標(biāo)不是是籠統(tǒng)統(tǒng)的而而是精精確的的M=Measurable,byatleasttwomeasures.可衡量量的，至至少有有兩種種衡量量標(biāo)準(zhǔn)準(zhǔn)A=Agreeduponbyallwhoareresponsibleforreachingit.征得所所有負(fù)負(fù)責(zé)實(shí)實(shí)施的的人的的同意意R=Realistic,targetsareachievable,thoughchallenging.現(xiàn)實(shí)的的，通過(guò)過(guò)努力力，指標(biāo)標(biāo)是可可以實(shí)實(shí)現(xiàn)的的T=Timed-atargetoftenchangesmonthbymonth,dependingonsituation.有時(shí)限限的－指標(biāo)標(biāo)經(jīng)常常根據(jù)據(jù)形勢(shì)勢(shì)每月月進(jìn)行行更改改PLANTARGETS指指標(biāo)PLANCOST成本QUALITY質(zhì)量TIME時(shí)間QUANTITY數(shù)量Targets指標(biāo)標(biāo)AneffectivetargetshouldbemeasuredbyatleastTWOtypesofmeasures,timeoftenbeingoneofthetwo.Therearegenerallyfourtypesofmeasures.一項(xiàng)有效效的的指標(biāo)標(biāo)至至少應(yīng)應(yīng)以以兩種種措措施來(lái)來(lái)衡衡量。。時(shí)間間通常常是是其中中之之一。。以下下為常常用用的四四種種措施施。I.SAFETY安安全全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改改進(jìn)進(jìn)我們們的的安全全表表現(xiàn)，，成為為本地地區(qū)區(qū)最安安全全的汽汽車車生產(chǎn)產(chǎn)企企業(yè)GOAL目的的OBJECTIVES目標(biāo)標(biāo)Example例例子Followingwiththesafetyexample,thetwoobjectiveswillbemeasuredbythreetargetsasshown.Themanagerwhosetthesetargetsissaying,ifthesetargetsaremet,hefeelshewillhaveachievedhisobjectives,whichinturnsupporttheplantgoals.以下以以安安全為為例例，兩個(gè)個(gè)目目標(biāo)是是以以三個(gè)個(gè)指指標(biāo)來(lái)來(lái)衡衡量的的。設(shè)設(shè)定定這些些指指標(biāo)的的經(jīng)經(jīng)理認(rèn)認(rèn)為為，如如果這這些些指標(biāo)標(biāo)達(dá)達(dá)到了了，他他就實(shí)實(shí)現(xiàn)現(xiàn)了他他的的目標(biāo)標(biāo)，也也就就是支支持持了工工廠廠目的的。1998LostWorkDay(LWD)Rate:7.0.1998年損損失失工作作日日率：：7.01998RepetitiveStrains:4Cases1998年年重重復(fù)性性扭扭傷事事故故：4起起1998FirstAidIncidentsRate(FAI):32.1998年年急救救事事故率率：32TARGETS指標(biāo)標(biāo)a.Improveergonomicsafety.改進(jìn)人人機(jī)機(jī)安全全b.Providesafe,incident-freeenvironmentforteammembers.為工人人提提供安安全全、無(wú)無(wú)事故故的的環(huán)境境METHODS方法法2.5Methods方方法AMETHODiscomprisedofoneormoreactivitieswhichareplannedtoachievetheOBJECTIVE,asmeasuredbytheTARGET.方法包括一一項(xiàng)項(xiàng)或多多項(xiàng)項(xiàng)為實(shí)實(shí)現(xiàn)現(xiàn)目標(biāo)而設(shè)定定的的并以指標(biāo)來(lái)衡量量的任務(wù)。。METHODSare:方法是是：：the““How”oftheannualplan年年度度計(jì)劃劃的的“怎怎樣做做”specific具具體體的timedandscheduled有有時(shí)限限和和進(jìn)度度的的assignedtoindividualsresponsibleforcarryingthemout責(zé)責(zé)任到到人人PLANI.SAFETY安安全全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改改進(jìn)進(jìn)我們們的的安全全表表現(xiàn)現(xiàn)，成為為本本地區(qū)區(qū)最最安全全的的汽車車生生產(chǎn)企企業(yè)業(yè)GOAL目的的Example例子子Inthisexample,therearetwomethodstobeused.此此例例采用用了了兩種種方方法。。OBJECTIVES目標(biāo)標(biāo)1998LostWorkDay(LWD)Rate:7.0.1998年損損失工工作日日率：：7.01998RepetitiveStrains:4Cases1998年年重復(fù)復(fù)性扭扭傷事事故：4起1998FirstAidIncidentsRate(FAI):32.1998年急急救事事故率率：32TARGETS指指標(biāo)a.Improveergonomicsafety.改進(jìn)人人機(jī)安安全b.Providesafe,incident-freeenvironmentforteammembers.為工人人提供供安全全、無(wú)事事故的的環(huán)境境ImplementErgonomicRiskAssessmentProcess實(shí)施人人機(jī)風(fēng)風(fēng)險(xiǎn)評(píng)評(píng)估流流程ImplementtheSafetyTracking&Follow-upSysteminallteamsbyJune于6月月份前前對(duì)所所有生生產(chǎn)小小組實(shí)實(shí)施安安全跟跟蹤系系統(tǒng)METHODS方方法ANNUALPLAN年年度計(jì)計(jì)劃PLAN2.6AnnualPlan年年度計(jì)計(jì)劃Theannualplanisthetoolusedtodocumentandvisualizeourobjectives,targets,methods,andtiming.年度計(jì)計(jì)劃是是用來(lái)來(lái)記錄錄、目視視我們們的目目標(biāo)、指指標(biāo)、方方法及及進(jìn)度度的工工具。AnnualPlanExplained年度度計(jì)劃劃說(shuō)明明(enlargedonnextpage下一一頁(yè)頁(yè)放大大)1)GoalNumber:Thisreferstothecompanygoaltowhichtheobjectiverelates.目的編編號(hào)：指與目目標(biāo)有有關(guān)的的公司司目的的。2)Objectives/Methods:Theobjectivetosupportthecompanygoalisstated,andthemethods(thehow)arestatedforeachobjective.目標(biāo)/方方法：：規(guī)定了了支持持公司司目的的的目目標(biāo)，及及為每每一個(gè)個(gè)目標(biāo)標(biāo)制訂訂的方方法(方方式)。3)Target:eachobjectivehasatarget,whichistimedovertheyear.Methodsshouldalsohavetargets.指標(biāo)：每一個(gè)個(gè)目標(biāo)標(biāo)都有有一個(gè)貫貫穿全全年的的指標(biāo)標(biāo)。方方法也也應(yīng)有有其指指標(biāo)。4)Responsible:Anindividualresponsibleforcarryingouttheactivity.Shouldbenamed,toassureaccountability.負(fù)責(zé)人人：應(yīng)寫(xiě)明明負(fù)責(zé)責(zé)實(shí)施施業(yè)務(wù)務(wù)活動(dòng)動(dòng)的人人的姓姓名以以明確確職責(zé)責(zé)。5)Timing:Showsthedetailedschedulingofthemethods,withsomekeymilestones.進(jìn)度：顯示了了方法法的詳詳細(xì)進(jìn)進(jìn)度，及及一些些關(guān)鍵鍵節(jié)點(diǎn)點(diǎn)。6)SupportDepartment&Sign-Off:Wherethesupportofanoutsidedepartmentisrequired,thisisnotedbyname,andanindividualfromthatdepartmentsigns-offtoshowsupport.支持部部門(mén)簽簽字：如果需需要外外部部部門(mén)的的支持持，應(yīng)注注明支支持人人員姓姓名，，并由由來(lái)自自該部部門(mén)的的人員員簽字字確認(rèn)認(rèn)。7)Evaluation:Thiscolumnisleftblank,untilthequarterlyreviewsareheld,whentheplanisformallyevaluated.評(píng)估：只有當(dāng)當(dāng)正式式評(píng)估估計(jì)劃劃，即進(jìn)進(jìn)行季季度評(píng)評(píng)審時(shí)時(shí)，才才填寫(xiě)寫(xiě)此欄欄。8)Sign-Off:Thefinalplanmustbesignedbythemanagersdirectlyresponsibleforcarryingouttheplan.簽名：最終計(jì)計(jì)劃必必須由由直接接負(fù)責(zé)責(zé)實(shí)施施該計(jì)計(jì)劃的的經(jīng)理理簽字字。12345678BPDCategory:I.SafetyArea:1234Goal#Objectives/Methods目標(biāo)/方方法Target指標(biāo)Resp.負(fù)責(zé)人人JanFebMarAprMayJunJulAugSepOctNovDecSupportSign-OffQuarterlyEval.1.0IIIIIIIV1.aP.Green1.bLegend:PlannedBegin/EndofActivityPlannedControl/CheckActualBegin/EndofActivityControl/CheckCompleteDurationoftheActivityOngoingActivityAssemblyShopManager總裝車車間經(jīng)經(jīng)理AreaManager(1234)區(qū)域經(jīng)經(jīng)理GroupLeader1工段長(zhǎng)長(zhǎng)GroupLeader2工段長(zhǎng)長(zhǎng)xyTargetActualSign-offGroupLeader3工段段長(zhǎng)J.SmithT.TaylorP.GeorgeP.BailyC.RiceC.RicePBP.GeorgeP.GeorgeKMP.GreenH.J.Continuetoimproveoursafetyperformancetobethesafetstautomobileproducerintheregion.目的：不不斷改改進(jìn)我我們的的安全表表現(xiàn)，，成為本本地區(qū)區(qū)最安全全的汽汽車制制造企企業(yè)Objective:Improveergonomicsafety.目標(biāo)：改進(jìn)人人機(jī)安安全Method:1)ImplementErgonomicAssessmentProcess.實(shí)施人人機(jī)工工程評(píng)評(píng)估流流程2)TrainTMsinincidenttracking&resolution對(duì)工人人進(jìn)行行事故故跟蹤及解解決的的培訓(xùn)訓(xùn)'98LWD:7.01area/qtrJ.SmithArea1Area2Area3Area4476hourliesby12/98125250375Objective:Providesafe,incident-freeenvironmentforteammembers目標(biāo)：為為工人人提供供安全無(wú)無(wú)事故故的環(huán)環(huán)境'98FAI:325152530Method:1)ShowSafetyAwarenessVideo觀看安安全意意識(shí)錄錄像Allareasby3/9850%75%K.Murr10987P.GreenGoal:AnnualPlan年年度計(jì)計(jì)劃AnnualPlanningDo，s年度計(jì)計(jì)劃的的制制作Uselargesizepaper使使用大大號(hào)紙紙張Usepencilatfirst...theplanwillgothroughmanychangesanddraftsbeforebeingfinalized.起起先使使用鉛鉛筆...計(jì)計(jì)劃完完成之之前會(huì)會(huì)有多多次更更改和和許多多草稿稿Leaveplentyofspacebetweenactivities,forupdatesduringtheyear.在各項(xiàng)項(xiàng)任務(wù)務(wù)之間間留下下足夠夠的空空間，用用于更更新Notetiminganddetailsinthebodyoftheplan.計(jì)劃應(yīng)應(yīng)注明明時(shí)間間進(jìn)度度和詳詳細(xì)內(nèi)內(nèi)容Scheduleandbalanceactivitiesthroughouttheentireyear.計(jì)