VPO_M管理支柱指导书.doc

Management Pillar Book管理支柱手册The printout of this book shows the structure of the Pillar. It refers to updated documents in the AB InBev Intranet./livelinkThe electronic version provides the required links to all documents building the pillar.本手册之打印版本为英博局域网上的最新文件，详尽展现了支柱结构。/livelink所有支柱文件将提供电子版本链接。Management Pillar BookDate: 15/12/2008Version: 8.0Page 129 of 129ConfidentialOwner: Virginia PradoApproved: Management Pillar Validation CommitteeManagement Pillar Book管理支柱手册Table of Contents目录1.VPO Management Pillar VPO管理支柱41.1AB InBev Management System (ABI MS) 百威英博管理系统（ABI MS）41.1.1AB InBev Management System (ABI MS): link between long and short term results百威英博管理系统（ABI MS）：长短期成果之间的联系Mid and Long Range: Dream - People Culture中长期：梦想-员工-文化.1The 3YP Strategic Pillars 三年计划（3YP）战略支柱.2Enablers Initiatives 使能策略 .3CCW Cost, Connect and Win CCW 成本、连接与制胜Yearly Horizon: Targets and Projects年度水平线：目标与项目.1Target Setting and Cascading (TSC) Yearly Innovation and Improvement Targets 目标的设定与串联（TSC）- 年度创新与改进目标.1.1Yearly Improvement Targets 年度改进目标.1.2Yearly Innovation Targets年度创新目标.2Projects项目Daily Operation Execution: Standard AB InBev Way日常运营的执行：标准的百威英博之道211.1.2PDCA Method Applications in the Continuous Improvement cycle 持续改进循环中PDCA法的应用241.1.3AB InBev Management System (ABI MS) and Continuous Improvement Roles百威英博管理系统（ABI MS）与持续改进作用251.1.4AB InBev Management System (ABI MS) towards Business Excellence面向卓越经营的百威英博管理系统（ABI MS）261.1.5ABI MS and the 3 Key Success Factors to Achieve Results百威英博管理系统（ABI MS）与取得成果的成功三要素3Leadership领导层3Process Knowledge流程知识3Method方法391.1.6The 3 Key Success Factors and the AB InBev House Concept成功三要素与百威英博房屋理念3AB InBev Management Pillar (ABI MP) 百威英博管理支柱（ABI MP）401.1.7The AB InBev House Structure百威英博房屋结构411.2VPO Program VPO项目451.2.1VPO Mission and Vision VPO使命与愿景451.2.2VPO Principles to Achieve Results 取得成果的VPO原则461.2.3Results Aspects成果因素461.2.4The VPO House VPO房屋471.3VPO Management Pillar VPO管理支柱481.3.1VPO Management Pillar Structure VPO管理支柱结构4Manage to Improve (MTI): how to improve our daily routine, using the PDCA cycle in order to improve current results管理提高（MTI）：如何利用PDCA循环来改进我们的日常工作，以提高目前成果5Manage to Sustain (MTS): to sustain our daily routine, using SDCA cycle in order to sustain current results管理维持（MTS）：如何利用SDCA循环来维持我们的日常工作，以保持目前成果521.3.2Management Pillar Design Principles 管理支柱设计原则521.4MCRS Concept 管理控制报告系统（MCRS）理念541.4.1MCRS Benefits管理控制报告系统（MCRS）优势561.4.2Structure 结构561.2Policies, Procedures Tools and Methodologies政策、程序、工具和方法591.4.3Fundamentals Layer根基层5PMBF (Plant Management Basic Fundamentals ex People) PMBF（除人员外的工厂管理基础）605S 5S611.4.4Manage to Sustain (MTS) Layer管理维持（MTS）层6Business Description (BD)业务描述（BD）6.1.1Roles and Responsibilities (THIS HAS TO BE MOVED TO THE PEOPLE PILLAR) 岗位与职责（此项必须移至“人员支柱”）6Process Mapping (PMap) 流程图（PMap）6Product and Process Indicators (PPI) 产品与流程标识（PPI）6Standards Creation and Execution (SCE) 标准的制定与执行（SCE）6Routine MCRS (Shift, Daily, Weekly) 日常管理控制报告系统（MCRS）（每班次、每天、每周）671.4.5Manage to Improve (MTI) Layer管理提高（MTI）层6Target Setting and Cascading (TSC) 目标的设定与串联（TSC）70Problem Solving (PS) 解决问题（PS）7Project Management 项目管理7Knowledge Management 知识管理7Performance MCRS (Monthly, Quarterly and Yearly Performance Review)业绩MCRS（每月、每季度、每年业绩审核）751.Implementation 实施771.1Management Pillar Pyramid管理支柱金字塔791.2Planning and Implementation 规划与实施825.1Implementation Progress Tracking (can also be moved to the annex) 实施流程追踪（也可移至附件内）836.0Updates of the Pillar book 支柱手册更新84Level Definition and Accountability per Pillar Section每个支柱部分所包含的层次定义和问责制847.0Appendix 附件847.1Abbreviations 缩略语847.2MCRS IT Tool (Atlantis Tools) MCRS IT工具（Atlantis工具）845.0Document History文件历史记录851. VPO Management Pillar VPO管理支柱1.1 AB InBev Management System (ABI MS) 百威英博管理系统（ABI MS）1.1.1 AB InBev Management System (ABI MS): link between long and short term results百威英博管理系统（ABI MS）：长短期成果之间的联系A Management System is a group of integrated parts, each one of them performing one or more specific functions, with the final objective of delivering expected and sustainable RESULTS to stakeholders.管理系统是各整合部分的组合，每个部分都具有一个或一个以上的特定功能，其最终目标是将预期的可持续成果送达利益相关者。It is a structured way of management to deliver improved and sustainable RESULTS. It is a structured way of management, based on continuous improvement of existing and new processes, procedures and tools, that defines the framework to create sustainability and improvement of RESULTS in our business through supporting the continued development of operations, based on the PDCA method. Additionally, it aids in the swift integration of new businesses and acquisitions. In essence, its results driven and aims the company survival in the long term.管理系统是传送改进后的可持续成果的结构化管理方法。这种结构化的管理方式，以现有的及新的流程、程序和工具的持续改进为基础，在PDCA法的基础上通过支持运营的不断改进，在业务中确定创建成果的可持续性和改进的构架。另外，它还帮助新业务和新成果的迅速整合。从本质上来说，它由成果来推动，旨在获得公司的长期存续。A Management System is the link between Long Range Plan and Daily Operations to deliver improved & sustainable Results. It is divided into 3 parts:管理系统是联系传送改进后的及可持续的成果的长期计划与日常运行的纽带，它由三部分组成： Strategic: Mid and Long Range: Vision (end) and Strategies (means to achieve the Vision)战略：中长期：愿景（末期）和战略（实现愿景的方法） Tactic: Yearly Horizon: Targets and Projects战术：年度水平线：目标和项目 Operational: Daily Operation Execution: Standard Operations 运行：日常运营的执行：标准操作。中长期愿景战略基础政策行动目标年度水平线目标改进 创新项目设定年度目标和项目，从而提高绩效日常运营执行标准规范日常运营，以保持绩效成果In order to achieve the Vision, Strategies are divided into:为实现这一愿景，其战略分为以下部分： Strategic Objectives: broadly defined targets that an organization must achieve to make its strategies succeed. Strategic Objectives guide the efforts towards what needs to be achieved in the long term. Objectives can be cascaded into smaller pieces, originating the Yearly Horizon Targets, which need action plans to be achieved. 战略目标：从广义上讲是一个组织为确保其战略成功而必须达到的目标。战略目标对实现长期需求的努力方向进行指导。总体目标可被细分之后逐级串联，树立年度水平线目标，这些年度目标需要行动计划来确保实现。 Strategic Actions: measures that cant be broken down further, since what needs to be done is known upfront. These actions are projects on the tactic level. The responsibility for the implementation of the project is assigned to a Project Manager;战略行动：因事先已知道需要做什么而不可进一步中止的措施。该类措施是战术层的项目。由项目经理负责该项目的实施。 Policies: a group of means (standards) that are established as a product of beliefs, values and experience. Policies cant be broken down, they just have to be complied with. Therefore, they go straight to the Operational Level and have to be executed by Daily Operations.政策：作为信念、价值观和经验的产物而建立的一组方法（标准）。政策不可随意中止，必须遵守。因此这些政策直接下达至运营层，在日常运营中执行。Applied to ABInBev, the general Management System structure can be translated into the ABI MS, represented by the following picture:在百威英博公司，一般管理系统结构可译为ABI MS，由下图表示： 中长期梦想、员工、文化超级航行者战略政策行动目标在中长期水平线上 愿景与战略年度水平线TSC项目以每年为基础 战略与项目日常运营执行标准以每天为基础 标准成 果 Therefore, the AB InBev Management System (ABI MS) is the link between AB InBevs Dream and the day-by-day operations. In other words, its objective is to make sure that all AB InBev People are working in the same direction and making the Dream coming true, through delivering better and sustainable results. It translates the long-term vision into strategies that will become:因此，百威英博管理系统（ABI MS）是联系百威英博梦想与日常运营之间的纽带，即其目标是通过传递更美好的可持续成果，确保所有百威英博员工在统一的指导下，为实现梦想而努力。 该系统将长期愿景转化为战略，这些战略即成为： yearly targets from the deployment of the strategic objectives;源自战略目标部署的年度目标； projects, from the strategic actions on a tactic level源自战术层战略行动的项目。Both will become part of daily operations, together with the strategic policies that need to be executed, in order to bring better and sustainable results.In other words, it translates: 上述两者与需执行的战略政策共同构成日常运营的组成部分， 以获得更好的可持续成果。即，它将： Dream-People-Culture: AB InBevs dream, people, culture will be the driving force behind everything we do. Our Dream is to be the best beer company in the world, ultimately delighting our customers and consumers. Our “Dream, People, Culture” concept is translated into ten principles, completed by five competencies.梦想-员工-文化：百威英博的梦想、员工和文化将成为我们所有工作的原动力。我们的梦想就是做全球最佳的啤酒公司，最终满足客户和消费者的需求。我们的“梦想-员工-文化”理念可解释为十大原则，通过五大能力来实现。Into:转化为 Results: results are strongly connected to our Dream. They need to be improved and sustainable.成果：成果与我们的梦想紧密相连，需不断改进与保持。So the ABI MS should be applied from the top level to the execution level (managers supervisors operators) in all areas of the company. Voyager Plant Optimization (VPO) is part of the ABI MS, because it is the AB InBev way to operate our breweries, aligned with the Company Strategies.因此百威英博管理系统（ABI MS）应在上自高层领导下至执行人员（经理-主管-操作人员）的公司所有领域应用。工厂最优化管理（VPO）是百威英博管理系统（ABI MS）的一部分，因为它以“百威英博之道”运行其下属各啤酒厂，与公司战略保持一致。The alignment between all areas and levels of AB InBev can only exist if all areas and levels are managed the same way.只有采用统一的管理方法，百威英博所有领域与层次之间才能保持一致。Some benefits of the AB InBev Management System are:百威英博管理系统的部分优势在于： Greater effectiveness in results improvement and sustainability: supports results achievement - close the gap and reach planned values in more efficient and smart way and make them sustainable through daily operations在成果改进与可持续性中发挥更大效力：支持成果的获得 以更为有效和灵活的方式弥补差距和达到计划值，使之在日常运营中具有可持续性。 Guarantees alignment from Strategy to Daily Operation through target setting and cascading process通过目标的设定与串联流程确保从战略到日常运营的一致性。 Implements disciplined routine follow-up of the results and a more effective decision making based on facts and figures对成果实施缜密的日常跟进，根据事实与数据作出更有效的决策。 Supports more effective sharing of best practices: One AB InBev Way支持更为有效地分享最佳实践：“一条百威英博之道”。 Gives greater clarity of accountabilities and expectations 提出更明确的问责制与期望。 Installs a continuous improvement mindset树立持续改进的观念。In order to understand the ABI MS as a whole, it should be broken down into parts:为从总体上理解百威英博管理系统，应将之细分为以下部分： Mid and Long Range: Dream - People Culture 中长期：梦想 - 员工 - 文化 Yearly Horizon: Yearly Targets and Projects年度水平线：年度目标与项目 Daily Operation Execution: Standard AB InBev Way日常运营执行：标准百威英博之道 Mid and Long Range: Dream - People - Culture 中长期：梦想 - 员工 - 文化We, as a company, have a huge and responsible role to search for and identify the shareholders needs. This is done while defining the Strategies that will make it possible to achieve our Dream.作为公司，我们在为利益相关者寻求利益与确定需求方面起着巨大作用，肩负重要责任。我们在确定能实现我们梦想的战略时，也就是在履行这一职责。AB InBevs Dream - People - Culture will be the driving force behind everything we do. Our Dream is to become “the Best Beer Company in a Better World”, ultimately delighting our clients and consumers, understanding the people who enjoy our products and connecting with them through our brand. This is our vision, and what we want to achieve. “Best” means:百威英博的“梦想 - 员工 - 文化”将成为我们做任何事情的原动力。我们的梦想就是 “做全球最佳的啤酒公司，酿造更美好世界”，最终满足我们客户与消费者的需求，通过我们的品牌了解享用我们产品的人， 与他们紧密联系。这是我们的愿景以及我们希望达成的目标。“最佳”意味着：l having the best and fastest growing brands in the industry and the best products for consumers; 在行业中拥有声誉最佳、成长最快的品牌，为消费者生产最佳产品；l having the highest profitability in the industry;保持行业中的最高利润率；l being recognized by customers as the best partner; 成为客户公认的最佳合作伙伴；l having the best and most committed people and building a strong, unique culture;拥有最佳的最忠实的员工，建立强大而独特的企业文化；l having the courage to step forward and leading the necessary changes to accomplish the Dream.为实现梦想有勇气挺身向前、引领必要的变革。The Results of our company are strongly connected to its Dream. In order to align everyone in the same direction, the mission also needs to be defined aligned to the vision. Our mission is the reason why we exist, focused on the clients of the business / organization. Our mission is “to create enduring bonds with consumers by providing the brands and experiences that bring people together”.公司取得的成果与其梦想密切相关。为保持全体一致，我们确立的使命也需要与愿景保持一致。我们的使命就是我们存在的理由，集中体现在关注业务/组织的客户上。我们的使命就是“通过品牌和体验将人们联系在一起，建立与消费者之间的长久联系。”In order to accomplish the Dream (end), a timeline and measurable quantities / qualities are added to our Dream. This becomes our Strategy: how to achieve the Dream. 为实现这一梦想（结果），我们在我们的梦想中加设了时间期限和可测量的数量/质量，从而使之成为我们的战略：如何实现梦想。梦想 员工 文化中长期第一步就是将我们的梦想：做最佳啤酒公司，酿造更美好的世界转化为我们的战略：梦想+时间表+衡量标准从而使我们的员工团结一心Strategies are the outputs that come from analyzing the current situation of the company (SWOT), future trends and perspectives, and their comparison.战略源自对公司现状（SWOT）、未来趋势和前景及两者比较的分析。It is important that our Strategy is driven by a bigger goal the Dream. It inspires us to go further in reaching new boundaries. In order to turn our dream into something tangible: the Strategy, we must set deadlines, determine roles and responsibilities, and decide how we will measure its fulfillment or progress.我们的战略，其重要动力来源我们更大的目标 梦想。它激励我们向着新的境界前进。为了梦想成真，我们必须为战略设定期限，确定其作用与职责，决定衡量其实施与进展的标准。In order to achieve our Dream, the Super Voyager Strategy framework is built around four strategic pillars supported by the three enabling platforms. The Strategy was designed to focus the companys energy and resources to an unbeatable combination of:为实现我们的梦想，我们围绕四大战略支柱建立了“超级航行者战略”框架，由三大平台给予支持。这一战略将公司能源和资源集中构成如下坚不可摧的组合： The 3YP Strategic Pillars 3YP战略支柱 Enablers Initiatives使能策略 CCW Cost, Connect and WinCCW 成本、连接与制胜.1 The 3YP Strategic Pillars 3YP战略支柱 In order to achieve Results, AB InBev has decided to define and follow a direction, called SuperVoyager, which encompasses 4 strategic pillars: Winning Brand Portfolio, Winning at the Point of Connection, World Class Efficiency, and Targeted External Growth.为获取成果，百威英博决定确定并遵循一个方向，称之为“超级航行者”。它包含了四大战略支柱：制胜的品牌组合；赢在终端；世界级效率；以及策略性收购。 In the Winning Brand Portfolio the global Brand Portfolio Optimization program ensures that we invest the right time, energy and resources behind our highest profile brands and in the markets where we believe we have the best opportunities to achieve leading positions. 在制胜的品牌组合中，全球品牌组合优化项目确保对我们最具影响力的品牌在正确的时间、能源和资源方面进行投资，同时对我们认为具有最佳时机实现领先地位的市场进行投资。 The second pillar refers to the Point of Connection, where consumers make and experience their beverage selections. Within this pillar is the World Class Commercial Program, which has been designed to establish best-practice sales and marketing principles throughout AB InBev. 第二支柱为连接点，消费者对其饮料作出选择并体验。这一支柱中包含有世界级商务项目，设计用于在百威英博公司建立最佳实践的销售和市场原则。 Similarly, in the World Class Efficiency Pillar, Voyager Plant Optimization (VPO), Zero Based Budget (ZBB), Business Service Center Kit (BSC Kit) and others have established a standard “AB InBev Way” for operating our entities around the world. 同样，在世界级效率支柱中，工厂最优化管理（VPO）、零基预算（ZBB）、业务服务中心工具包（BSC Kit）及其它已建成了用于全球机构运营的标准“百威英博之道”。 The fourth pillar, Targeted External Growth, can be connected to Legal and Finance areas and has continued to be active, due to AB InBevs recent acquisitions. The External Growth agenda is designed to complement SuperVoyager by completing deals that boost our local operations, and make our existing businesses stronger and more profitable.第四支柱，策略性收购，可与法律和财务领域相结合，并因百威英博最近的收购活动而继续活跃。外部扩张日程计划完成推进我们当地运营的交易，以此作为超级航行者的补充，使我们现有的业务更加壮大，利润更高。.2 Enablers Initiatives使能策略 As a supporting platform, Innovation at AB InBev sometimes involves creating new products, but more often it means presenting our existing products in a new ways. For example, the launch of the Perfect Draft, system in Europe has created the opportunity for consumers to enjoy our brands on draught, easily and affordably in their own homes. 作为支持平台，创新在百威英博有时还包括创造新产品，但更多的时候，它意味着以新的方式呈现我们的产品。举例来说，随着Perfect Draft的面世，欧洲系统为消费者提供了坐在家中即可轻松地享用我们生啤的机会。 People and Culture was added to our strategy as a “critical enabler”. AB InBevs values, related behavioral competencies, and common People processes like organization design, performance reviews, staffing, rewards and learning were all rolled out to help differentiate AB InBev from other companies and define the actions and interactions of all AB InBev employees.员工与文化作为关键推动因素加入我们的战略。百威英博的价值观、相关的行为能力和普通的人事流程，如组织设计、业绩审查、人员编制、奖励与学习等使百威英博在众多公司中脱颖而出，规范所有百威英博员工的行为和互动方式。 Finally, Financial Discipline includes initiatives such as the Project Management Process and Zero-Based Budgeting, which together help to focus the majority of AB InBevs resources on projects that helps to achieve the companys targets. 最后，财务纪律包括诸如项目管理流程和零基预算等策略，两者都帮助百威英博将资源集中用于有助于公司实现目标的项目。.3 CCW Cost, Connect and Win CCW 成本、连接和制胜 Cost: The first is AB InBevs disciplined approach to cost management, which can uphold the companys profitability or be reinvested in the business. We have one target: to become the lowest cost producer wherever we operate.成本：首先是百威英博缜密的成本管理方法，它可以维护公司的盈利能力，或进行再投资。我们有一个共同目标：在我们业务领域成为成本最低的生产商。 Connect: Second, identified resources are continuously channeled toward initiatives that enable us to connect in the best, most enduring way with consumers, through our customers. 连接：其次，确定的资源不断流向我们的各项策略，使我们能通过我们的客户以最好、最持久的方式与消费者紧密相连。 Win: And finally, that connection enables us to increase sales volumes and effectively compete to win, sustainably and profitably, in either the markets or segments in which weve chosen to do business. 制胜：最后，在我们选择经营的市场或细分市场内，这种联系帮助我们增加了销量，有效地制胜，获得持续且高利润的发展。This sequence is continuous, and each principle is powered by our people and our c