業(yè)務(wù)計(jì)劃DCA實(shí)施手冊(cè)

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跨職能部門支持 203.0Do實(shí)施 223.1UpdatingthePlan更新計(jì)劃 233.2ProblemSolving解決問題 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)部門指標(biāo)UsethemonthlyPDCAreviewseffectivelybyreviewingprogresstotheplanandbyidentifyingnextstepsusingactionplans.通過審核計(jì)劃的進(jìn)展,以及運(yùn)用行動(dòng)計(jì)劃來確定下一步的行動(dòng),來有效利用每月的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)施這種過程。部署這個(gè)單詞是軍事術(shù)語，它的意思是“組織軍隊(duì)或裝備，使之處于最有效的位置?！蓖瑯拥?，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/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、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/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)并與支持部門一起工作，以便支持部門的活動(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目標(biāo)WemusthaveclearTARGETSbywhichwecanmeasureifwehaveachievedourobjectives我們必須有明確的指標(biāo)來衡量我們是否達(dá)到了目標(biāo)。WeneedaMETHODtoreachourtarget.我們需要方法來達(dá)到我們的指標(biāo)AllofthisisheldtogetherthroughformalCOORDINATION

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

我們通過定期的有連貫性評(píng)審來檢查自己的工作。Ourdailylanguageoftenusesthewordsgoals,objectives,andtargetsinterchangeably,butinBusinessPlanDeploymenteachofthesetermshasaspecificdefinition.Eachelementwillbeexplainedindetailinthismanual.在日常用語中，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，無論是業(yè)務(wù)計(jì)劃實(shí)施、項(xiàng)目規(guī)劃，還是解決問題。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?有無新的工作方向?有無任何必須達(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”PLAN2.0Plan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(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)合作精神和開創(chuàng)性促使我們不斷改進(jìn)，而正是通過不斷改進(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來實(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)及及部部門門經(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部部門門目目標(biāo)標(biāo)OBJECTIVESarewhatoneistryingtoachievebyaparticularcourseofaction.TheysupporttheattainmentofaplantGOAL.目標(biāo)標(biāo)就是是通通過過一一項(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)行行跟跟蹤蹤和和月月度度評(píng)評(píng)審審PLANTheremaybeone,two,orthreeobjectivespereachgoal.Itisbesttolimitthenumberofobjectivespergoal,sothatwecankeepfocused.每一一個(gè)個(gè)目目的的都都可可以以分分解解成成一一個(gè)個(gè)、兩兩個(gè)個(gè)或或三三個(gè)個(gè)目目標(biāo)標(biāo)。。但最最好好限限制制每每一一目目的的分分解解的的目目標(biāo)標(biāo)數(shù)數(shù)（（最好好不要要超過過五個(gè)個(gè)），，使我我們們能能夠夠集集中中力力量量解解決決問問題題。。I.SAFETY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)Example例例子子Theexamplehereshowshowtheplantgoal(I.1)hasbeenbrokendownintotwoobjectives.此例例顯顯示示了了工工廠廠目目的的是是如如何何被被分分解解成成兩兩個(gè)個(gè)目目標(biāo)標(biāo)的的。。GOAL目目的的a.Improveergonomicsafety.改改進(jìn)進(jìn)人人機(jī)機(jī)安安全全b.Providesafe,incident-freeenvironmentforteammembers.為工工人人提提供供安安全全無無事事故故的的環(huán)環(huán)境境。。OBJECTIVES目目標(biāo)標(biāo)TARGETS指指標(biāo)標(biāo)2.4Targets指指標(biāo)標(biāo)AllOBJECTIVESrequireaTARGETbywhichtotracktheprogress,andtosignaltouswhetherwearemeetingourobjective.TARGETSprovideuswithatoolwithwhichtoevaluateifourplanisservinguswell.TARGETSmustbe:所有有的的目標(biāo)標(biāo)都需需要要用用指標(biāo)標(biāo)來跟跟蹤蹤進(jìn)進(jìn)展展，，并并提提醒醒我我們們是是否否達(dá)達(dá)到到目目標(biāo)標(biāo)。。指標(biāo)標(biāo)為我我們們提提供供了了用用來來評(píng)評(píng)估估我我們們衡衡量量計(jì)計(jì)劃劃是是否否很很好好實(shí)實(shí)施施的的工工具具。。指標(biāo)標(biāo)必須須是是：：achievable:Iftargetsaretoohigh,teammemberswillbedisillusioned,andnotmotivatedtoworktowardssomethingtheybelieveisunachievable.可實(shí)實(shí)現(xiàn)現(xiàn)的的：：如果果指指標(biāo)標(biāo)太太高高，，工工人人將將會(huì)會(huì)喪喪失失信信心心，，他他們們不不會(huì)會(huì)努努力力工工作作來來完完成成他他們們認(rèn)認(rèn)為為不不能能完完成成的的事事。。challenging:Iftargetsaretoolow,problemscanremainhidden.Targetsshouldbeaggressivesothatproblemsareuncovered,providinguswithopportunitiestoimprove.具有有挑挑戰(zhàn)戰(zhàn)性性的的：：如果果指指標(biāo)標(biāo)太太低低，，問問題題就就不不容容易易暴暴露露。。指指標(biāo)標(biāo)應(yīng)應(yīng)具具有有挑挑戰(zhàn)戰(zhàn)性性，，問問題題才才能能暴暴露露出出來來讓讓我我們們有有機(jī)機(jī)會(huì)會(huì)改改進(jìn)進(jìn)。。basedonreliablestatisticsandtrackedregularly:Foralmostalltargets,wemustalreadyhaveatrackingsysteminplacewhichgivesustheinformationwerequire.Withoutareliablestatisticstrackingsystem,wewillbeunabletomeasuretheachievementofourobjective.根據(jù)可可靠靠的統(tǒng)統(tǒng)計(jì)計(jì)及定定期期跟蹤蹤：對(duì)于幾幾乎乎所有有的的指標(biāo)標(biāo)，我我們們必須須有有一套套有有效的的跟跟蹤系系統(tǒng)統(tǒng)，它它能提提供供給我我們們所需需要要的信信息息。沒沒有可可靠靠的統(tǒng)統(tǒng)計(jì)計(jì)跟蹤蹤系系統(tǒng)，，我們們就就不能能衡衡量目目標(biāo)標(biāo)的完完成成情況況。SMART:seebelow如如下下Specific具體體的的Measured可衡衡量量的Agreed同同意的的Realistic現(xiàn)現(xiàn)實(shí)的的Timed有時(shí)時(shí)限限的AremytargetsSMART?我的指指標(biāo)標(biāo)是否否SMART?S=Specific,targetsarenotgeneral,theyareprecise.具體的的，指指標(biāo)不不是是籠統(tǒng)統(tǒng)的的而是是精精確的的M=Measurable,byatleasttwomeasures.可衡量量的的，至少少有有兩種種衡衡量標(biāo)標(biāo)準(zhǔn)準(zhǔn)A=Agreeduponbyallwhoareresponsibleforreachingit.征得所所有有負(fù)責(zé)責(zé)實(shí)實(shí)施的的人人的同同意意R=Realistic,targetsareachievable,thoughchallenging.現(xiàn)實(shí)的的，通通過努努力力，指標(biāo)標(biāo)是是可以以實(shí)實(shí)現(xiàn)的的T=Timed-atargetoftenchangesmonthbymonth,dependingonsituation.有時(shí)限限的－指指標(biāo)經(jīng)經(jīng)常常根據(jù)據(jù)形形勢(shì)每每月月進(jìn)行行更更改PLANTARGETS指標(biāo)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來衡衡量。。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)來來衡衡量的的。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)人機(jī)機(jī)安全全b.Providesafe,incident-freeenvironmentforteammembers.為工人提提供安安全、無無事故的的環(huán)境境METHODS方法法2.5Methods方法AMETHODiscomprisedofoneormoreactivitieswhichareplannedtoachievetheOBJECTIVE,asmeasuredbytheTARGET.方法包括一項(xiàng)項(xiàng)或多多項(xiàng)為實(shí)實(shí)現(xiàn)目標(biāo)而設(shè)定的的并以指標(biāo)來衡量的任務(wù)。METHODSare:方法是：：the“How”oftheannualplan年度度計(jì)劃的的“怎樣樣做”specific具具體的timedandscheduled有有時(shí)限限和進(jìn)度度的assignedtoindividualsresponsibleforcarryingthemout責(zé)責(zé)任到人人PLANI.SAFETY安安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不斷改進(jìn)進(jìn)我們們的安全全表現(xiàn)現(xiàn)，成為為本地區(qū)區(qū)最安安全的汽汽車生生產(chǎn)企業(yè)業(yè)GOAL目目的Example例子子Inthisexample,therearetwomethodstobeused.此此例采采用了了兩種方方法。OBJECTIVES目目標(biāo)1998LostWorkDay(LWD)Rate:7.0.1998年年損失失工作日日率：7.01998RepetitiveStrains:4Cases1998年年重復(fù)復(fù)性扭傷傷事故故：4起1998FirstAidIncidentsRate(FAI):32.1998年年急救事事故率率：32TARGETS指標(biāo)標(biāo)a.Improveergonomicsafety.改進(jìn)人機(jī)機(jī)安全全b.Providesafe,incident-freeenvironmentforteammembers.為工人提提供安安全、無無事故的的環(huán)境境ImplementErgonomicRiskAssessmentProcess實(shí)施人機(jī)機(jī)風(fēng)險(xiǎn)險(xiǎn)評(píng)估流流程ImplementtheSafetyTracking&Follow-upSysteminallteamsbyJune于6月份份前對(duì)對(duì)所有生生產(chǎn)小小組實(shí)施施安全全跟蹤系系統(tǒng)METHODS方法法ANNUALPLAN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)劃劃是用用來記錄錄、目視視我們的的目標(biāo)標(biāo)、指標(biāo)、、方法及及進(jìn)度的的工具具。AnnualPlanExplained年度度計(jì)劃說說明(enlargedonnextpage下一一頁放放大)1)GoalNumber:Thisreferstothecompanygoaltowhichtheobjectiverelates.目的編號(hào)號(hào)：指與目標(biāo)標(biāo)有關(guān)關(guān)的公司司目的的。2)Objectives/Methods:Theobjectivetosupportthecompanygoalisstated,andthemethods(thehow)arestatedforeachobjective.目標(biāo)/方方法：規(guī)定了支支持公公司目的的的目目標(biāo)，及為為每一一個(gè)目標(biāo)標(biāo)制訂訂的方法法(方式式)。3)Target:eachobjectivehasatarget,whichistimedovertheyear.Methodsshouldalsohavetargets.指標(biāo)：每一個(gè)目目標(biāo)都都有一個(gè)個(gè)貫穿全全年的的指標(biāo)。。方法也也應(yīng)有有其指標(biāo)標(biāo)。4)Responsible:Anindividualresponsibleforcarryingouttheactivity.Shouldbenamed,toassureaccountability.負(fù)責(zé)人：：應(yīng)寫明負(fù)負(fù)責(zé)實(shí)實(shí)施業(yè)務(wù)務(wù)活動(dòng)動(dòng)的人的的姓名名以明確確職責(zé)責(zé)。5)Timing:Showsthedetailedschedulingofthemethods,withsomekeymilestones.進(jìn)度：顯示了方方法的的詳細(xì)進(jìn)進(jìn)度，及及一些關(guān)關(guān)鍵節(jié)節(jié)點(diǎn)。6)SupportDepartment&Sign-Off:Wherethesupportofanoutsidedepartmentisrequired,thisisnotedbyname,andanindividualfromthatdepartmentsigns-offtoshowsupport.支持部門門簽字字：如果需要要外部部部門的的支持持，應(yīng)注注明支持持人員員姓名，，并由來來自該該部門的的人員員簽字確確認(rèn)。7)Evaluation:Thiscolumnisleftblank,untilthequarterlyreviewsareheld,whentheplanisformallyevaluated.評(píng)估：只有當(dāng)正正式評(píng)評(píng)估計(jì)劃劃，即進(jìn)進(jìn)行季季度評(píng)審審時(shí)，才才填寫寫此欄。。8)Sign-Off:Thefinalplanmustbesignedbythemanagersdirectlyresponsibleforcarryingouttheplan.簽名：最終計(jì)劃劃必須須由直接接負(fù)責(zé)責(zé)實(shí)施該該計(jì)劃劃的經(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無事故故的環(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