KPI与公司经营绩效 (2).ppt

KPI與公司經營績效-理工背景的主管應具備基本的管理知識,大綱,KPI的基本觀念公司經營績效,系統的概念品質的精神顧客導向領導與團隊合作快速學習與創新解決問題的方法與能力激勵與向心力,KPI(keyperformanceindicator),KPI關鍵性的績效指標(重要資訊、非完整性)KPI是公司內部溝通的工具KPI是量化的數據並無法表達”內心感覺、做事的態度、努力的程度、決策品質”KPI是根據內部客戶的需求而選訂KPI與部門或員工績效表現並非正相關,KPI的基本觀念,為何需要KPI?,顧客需求了解決策或努力的正確性主管分配資源的依據員工作業的依據,KPI的基本觀念,製訂績效指標?,KPI依據公司的年度目標或經營策略展開KPI與公司經營績效有關以內部作業流程中顧客需求而製訂,KPI的基本觀念,KPI依據公司的年度目標或經營策略展開,VisionandStrategy,CustomerToachieveourvision,howshouldweappeartoourcustomers?,InternalBusinessProcessTosatisfyourshareholdersandcustomers,whatbusinessprocessesmustweexcelat?,FinancialTosucceedfinancially,howshouldweappeartoourshareholders?,LearningandGrowthToachieveourvision,howwillwesustainourabilitytochangeandimprove?,KPI依據公司的年度目標或經營策略展開,Financial,Customers,InternalBusinessProcesses,LearningandGrowth,ProcessesCycleTime,ProcessesQuality,EmployeeSkills,ROCE,CustomerLoyalty,On-timeDelivery,Return-on-Capital-Employed,平衡計分卡中公司的績效指標,Financial,Customers,InternalBusinessProcesses,LearningandGrowth,Responsetime,Quality,EmployeeSatisfaction,Returnoninvestment,Retention,Marketandaccountshare,Economicvalue-added,Satisfaction,Cost,Newproductintroductions,Informationsystemavailability,ECI公司的經濟目標與績效指標,FinancialPerspectiveGoalsMeasures,SurviveSucceedProsper,CashflowQuatertlysalesgrowthandoperatingincomebydivision.IncreasedmarketshareandROE,CustomerPerspectiveGoalsMeasures,InternalBusinessPerspectiveGoalsMeasures,InnovationandLearningPerspectiveGoalsMeasures,NewproductsResponsivesupplyPreferredsupplierCustomerpartnership,PercentofsalesfromnewproductsPercentofsalesfromproprietaryproductsOn-timedelivery(definedbycustomer)Shareofkeyaccounts;purchasesRankingbykeyaccountsNumberofcooperativeengineeringefforts.,TechnologycapabilityManufacturingexcellenceDesignproductivityNewproductintroduction,TechnologyleadershipManufacturinglearningProductfocusTimetomarket,MpetitionCycletime;Unitcost;YieldSiliconefficiencyEngineeringefficiencyActualintroductionschedulevs.plan,TimetodevelopnextgenerationProcesstimetomaturityPercentofproductsthatequal80%ofsalesNpetition,AProcessis,Astreamofactivities,transforminginputintooutputbyaddingvalue.,績效指標在流程中呈現,確認顧客需求,Customer:NeedsPrioritiesExpectationsMeasuresProducer:Capabilities,Haveyoufocusedonwhatreallymatters?,AgreementWhere?What?Howmuch?When?Acknowledged_CustomerProducer,績效指標在流程中呈現,績效指標範例,ElapsedtimeConformancetospecificationInventoryResourceutilization(costs)PerformancetocommitmentPerformancetobudgetNumberorreworkloops,績效指標在流程中呈現,FedExsServiceQualityIndicators,IndicatorsWeight1.DamagedPackages102.LostPackages103.Missedpickups104.Complaintsreported55.Overgoods(lostandfound)56.Wrong-daylatedeliveries57.Abandonedcalls18.International19.Invoiceadjustmentsrequested110.Missingproofsofdeliveries111.Right-daylatedeliveries112.Traces1,績效指標,GettingBetterFaster(RightdirectionandRightway),Time,Performance,CompanyA,CompanyB,Goodisenough,Lookforbetterways,Problems:confusion,rework,equipmentfailure,errorsindesignspecification,miscommunication.,公司經營績效,快速的成長,RightDirection,(創新)跳躍式的成長,新產業、經營模式創新、組織創新、流程創新、技術創新、設備創新.,公司經營績效,公司經營績效,財務指標營業額與去年同期成長率淨利資產負債表EPS,管理指標環境分析(PEST)產業分析競爭力分析目標達成率新產品開發時間新產品營業額比例每類產品的獲利率每類產品的顧客保有率每類產品的不良率,經營績效與競爭優勢,品質,速度,成本,價值,彈性,優勢,公司經營績效,產業競爭力分析,主管應具備基本的管理知識,系統的概念,因果關係例如加班時間很長員工請長假規格變更生產線停線開發延遲營業額下降詢單多下單少,方向與效率,管理學裡有兩個做事的原則，第一個是做對的事，第二個是把事情做好。正確的工作方法必需先選擇對的事，再把對的事情做好。長期以來在醫學體系裡，似乎大多數人並沒有想過選擇做對的事，多數人只著重於把事情做好。許多人花了畢生的心血，也許只是把一件錯誤的事情做好而已。,系統的概念,治病不治症。當身體出現不舒服的症狀時時，必需找出真正的疾病根源。治療的目標是疾病的根源，不是症狀。治療疾病的根源就是做對的事，用錯誤的手段消除症狀，就算真的消除了症狀，常常只是把疾病轉到身體更深的層次裡，這種情形就是把錯誤的事情做好。以感冒為例，寒氣剛進入身體時，先停留在身體的表層，這時喝點發熱的食物或藥物就能把寒氣排出。排寒氣時會出現打噴嚏、流鼻水或其他的不舒服症狀。如果把這些症狀當成疾病，把打噴嚏、流鼻水當成鼻炎來治，用藥物直接終止症狀，結果停止的是身體的排寒氣工作，寒氣只好繼續留在身體裡，時間長了，再往身體更深層的肺裡轉移，造成身體更大的傷害。沒有症狀出現不代表身體健康(酸、痛、麻、沒感覺),系統的概念,系統化思考昰探討原因與擬定對策累積know-how而不是追究誰該負責,TheOrganizationasaSystem,OptimizingaSystem(optimizethesystemasawhole,notseektooptimizeseparatepieces)CooperationandWin-WinTheBiggertheLoop,theBetterASystemWithoutAnAimIsNotASystemTheBiggestOpportunitiesLieInTheSystem(blametheprocessnotthepeople)Worker-controllableProblemsPushingforDeepFixesLevel1:FixtheOutputLevel2:FixtheProcessLevel3:FixtheSystemUsingLeveragePoints80/20rules,ParetoChartsCriticalPathsBottlenecksLeverage-pointthinkingShapingTheFuture,OrganizationalAlignment,DesignandRedesign,ConsumerResearch,Consumers,Suppliers,TheOrganizationAsaSystem,系統的概念,零缺點(ZeroDefect)與持續改善,裘蘭博士說：就ZD指無不良之產品而言，此概念如當作長期的目標是有價值的。因為它意指要持續努力、改善、直至止於至善，即不達理想境界絕不罷休。,知識:經驗學習,態度:反省覺悟,智慧:防患未然,品質的概念,不斷檢討方向與改善做事的方法(知識庫)在正確的時間地點作正確的事減少浪費(第一次沒把事情做好所付出的代價)預防重於治療“指標”目的是要成為改善的驅動力而不是檢討責任追究誰要負責,品質的精神,品質管理的革命,產品導向生產導向銷售導向客戶導向價值導向,功能成本品牌客戶期望與需求創造需求,Customer-focusedStrategies顧客導向的策略沒有組織流程規劃訂定適當的量測指標就只是口號而已沒有行動的驅動力量),NewPolicies100%SatisfactionEveryoneOwnsCustomersIncreasingCustomerComplaints!顧客抱怨昰成長的動力TurningcomplaintsintosalesUpgradingExistingFunctionsCustomerServiceandTechnicalSupportFunctionsBusinessPlanningAddingaCustomerElementtoRegularMeetingsASystemofCustomer-focusedMeetingsLeadingTheChanges帶領改變,顧客導向,顧客導向的組織流程指標會議(跟催改善),ChangingtheWayWeManage,ThefirstthreegenerationByDoingByDirectingByResults4thGenerationManagementQuality:definedbyCustomerScientificApproach:SystemprocessthinkingDatavariationAllOneTeam:DelightTrustRespectWin-Win,ScientificApproach,AllOneTeam,Quality,JoinerTriangle,領導與團隊合作,管理昰一種科學也是一種藝術,AllOneTeam,CompetitionorCooperation?TheLightandDarkSidesofCompetitionRadiatingABeliefInPeopleWherePolicesGoWrongClosetheloophole?TrustingPeopleDealingwiththeexceptionsSupportingACustomerFocus,領導與團隊合作,教導指導引導尊重信任參與,顧客導向,良性競爭與激勵,RapidLearning,RapidImprovement,LearningFromData:Plan-Do-Check-ActUsingPDCAEffectivelyAdapttothesituationTryideasfirstonasmallscaleDecideaheadoftimehowyouwillassessprogressIntegratePDCAfunctionsNoSubstituteForKnowledge,CompanyB,快速學習與創新,專業領域環境變化資訊系統學習環境分享的文化創新的環境鼓勵創新,看到的現象往往只是冰山一角,解決問題的方法與能力,Improv