Performance Management 绩效管理

1、quality strategy master 2002 performance management - the best strategy will not succeed unless it is properly implemented and managed. quality strategy master 2002 績效管理 - 最好的策略也不會成功除非對其正 確實施并有效管理. quality strategy master 2002 2-1 the scope of this workshop what this workshop is not about: developin

2、g a vision/mission and/or business strategy balanced scorecard development of key performance indicators (kpis) development of hr compensation scheme what this workshop is about: concept of performance management (assuming that you have a viable strategy and have developed strategic objectives and k

3、pis) concept of economic value-add and strategic initiatives concept of leading and lagging indicators aligning your organization to your quality strategy how to use the management review process to manage your companys performance breakthrough quality strategy master 2002 2-2 本次研討班范圍 本次研討班不不是關于: 開發

4、一理想(夢想)/使命及/或營業策略 均衡記分卡 關鍵績效指標 (kpis)的開發 人力資源報酬計划的開發 本次研討班是關于: 績效管理概念 (假定你有一個可行的策略并已開發了策略目標及 kpis) 經濟附加價值及策略倡議的概念 先導及后延指標的概念 使你的組織密切配合于品質策略 如何利用管理評估制程來管理公司的績效突破點 quality strategy master 2002 3-1 workshop objectives introduce the concept of performance management show why companies usually dont benef

5、it very much from their “management reviews”. show how let customer contact factory directly; 8.2 when china joins wto, to increase market share in china, possible to get 3 local customers; 8.3 increase sales resources, so that sales can represent factory, providing customers with accurate informati

6、on as and when necessary. quality strategy master 2002 10-2 great view co. ltd. - china plant 年 度目標 6. 支援 hq 計划擴大現有工廠(規模)以增加產能至 220萬 units. 目標日期: 今年1st july. 7. mis 預計完成: 7.1 成本系統 7.2 固定資產及工具管制系統 7.3 雇員薪資系統 7.4 網址可支援針對供應商的 jit 系統 7.5 lotus notes 認可系統 8. 銷售部門已建立并希望達成: 8.1 與固定客戶100% 溝通; 讓客戶直接聯絡工廠; 8.2

7、 當中國加入 wto, 擴大在中國的市場份額可能的話獲得3個當地客戶; 8.3 增加銷售資源以便銷售可代表工廠必要時給客戶提供准確資訊. quality strategy master 2002 11-1 quality performance review at tsun co. department performance indicator definition of performance indicator with car summary customer complaint qa (china) mfg (china) bto qa mfg iii oem qa mfg ii s

8、creen qa mfg i qa mfg i smt qa smt iqc csd lot accept rate first pass yield first pass yield first pass yield first pass yield first pass yield first pass yield monthly number of cases average turn around time yield rate yield rate lot accept rate lot accept rate lot accept rate 1 - (# of lots rejec

9、ted/# of incoming lots)x100% side a visual x side b visual x ate 1 - (# of defective boards/# of boards inspected)x100% front end visual x back end visual x mylar visual inspection assembly x burn-in x function test x surface inspection bto = build to order; csd = customer service department; car =

10、corrective action report. quality strategy master 2002 11-2 tsun co.品質績效評估品質績效評估 部門部門績效指標績效指標績效指標定義績效指標定義car匯總匯總 客戶投訴客戶投訴 qa (china) mfg (china) bto qa mfg iii oem qa mfg ii screen qa mfg i qa mfg i smt qa smt iqc csd 批允收率 直通率 直通率 直通率 直通率 直通率 直通率 每月案例數 平均周期 良品率 良品率 批允收率 批允收率 批允收率 1 - (批退數 / 來料總批數)x1

11、00% a 面目檢 x b 面目檢 x ate 1 - (不良板數 / 檢驗總數量)x100% 前端目檢 x 后端目檢 x mylar (聚酯薄膜模板)目檢 組裝 x 燒機 x 功能測試 x 外觀檢驗 bto = 依訂單生產; csd = 客戶服務部; car = 校正措施報告. quality strategy master 2002 12-1 ideal: enjoy life mission: make profits through serving the industry high quality; appropriate service; customer satisfaction

12、 hr is our company asset; training is crucial; talent conducive work environment; share the fruits of success. bu1bu2bu3bu4bu5bu6bu7 manufacturingsales/marketingplanning/controlr 高品質; 適當服務; 客戶滿意 hr 是公司資產; 培訓是關鍵; 才能 富感染力的工作環境;共享成功果實 bu1bu2bu3bu4bu5bu6bu7 制造制造銷售銷售/營銷營銷計划計划/管制管制r group 2) increase prod

13、uctivity 類 2) 提升生產力 cannot induce or cause damage to wip and finished goods. ensure that companys qa system makes sense - that is., able to assure quality; and promote quality ownership in all functions (get himself out of job). purchasing hr able to purchase direct materials that are “cheap and goo

14、d”. squeeze suppliers but still able to maintain long-term win-win supplier relationships. hire the best people for the most competitive rate. convince managers 推進公司所有職能部門對品質權責的 分擔化 (而使自己從工作中擺脫出來). 采購 hr 能夠直接采購到“價廉物美”之材料. “壓榨”供應商但仍能維持長期雙贏的供 應商關系. 雇佣最佳人才, 以(使各項指標)達成最富競爭力之比率. 使經理 tpm = total preventiv

15、e maintenance; 8-d = 8 discipline quality strategy master 2002 56-2 生產線a的行動計划 01 jan febaprmayjunjulaugsepoctnovdecmar 計划 實際 計划 實際 實際 實際 計划 實際 計划 實際 計划 實際 計划 實際 計划 計划 行動計划 1. 實施 tpm 計划至領導 tpm = 整體預防性維護; 8-d = 8 discipline quality strategy master 2002 57-1 kpi for product quality target actual target

16、 actual target actual target actual target actual target actual target actual target actual 2000 01 jan febaprmayjunjulaugsepoctnovdecmar performance indicator 1. iqc ship-to-stock ratio (%) 2. iqc lot acceptance rate (%) 7. field return rate (ppm) 6. oqc lot acceptance rate (%) 5. connectors defect

17、 rate (ppm) 3. no. of material quality issue in production/ month 4. pcb defect rate (%) 8. customer dead on arrival (d.o.a.) rate (ppm) quality strategy master 2002 57-2 產品品質的kpi 目標 實際 目標 實際 目標 實際 目標 實際 目標 實際 目標 實際 目標 實際 目標 實際 2000 01 jan febaprmayjunjulaugsepoctnovdecmar 績效指標 1. iqc 免檢率 (%) 2. iqc

18、 批允收率 (%) 7. 市場退回率 (ppm) 6. oqc 批允收率 (%) 5. 連接器不良率 (ppm) 3. 每月, 在生產中材料品 質問題發生次數 4. pcb 不良率 (%) 8. 抵達客戶處, 產品即“死 ” (d.o.a.)比率 (ppm) quality strategy master 2002 58-1 action plan for product quality 01 jan febaprmayjunjulaugsepoctnovdecmar plan actual plan actual actual actual plan actual plan actual p

19、lan actual plan actual plan plan action plan 1. preventive supplier survey 2. supplier spc 8-d = 8 discipline quality strategy master 2002 58-2 針對產品品質的行動計划 01 jan febaprmayjunjulaugsepoctnovdecmar 計划 實際 計划 實際 實際 實際 計划 實際 計划 實際 計划 實際 計划 實際 計划 計划 行動計划 1. 預防性供應商審查 2. 供應商 spc 8-d = 8 discipline quality

20、strategy master 2002 59-1 management review corrective depends on qty. customers sqe or factory qa together with our fan team to activate sorting, or other action if required. bad parts segregated and quarantined for further actions. root cause analysis conducted by fan team rework te and group perf

21、orm rework on failed pcba with reference to debug report and repaired pcba is inspected and tested electrically. within 48 hrs upon receipt of pcba. system-based preventive action taken. other non-systemic preventive action taken. fan coordinator sends 8-d to customer sqe or factory qa on containmen

22、t plan and prevention action(s) taken. our factory monitors for any recurrence. customers sqe or factory qa closes 8-d if satisfied. within 2 months of preventive actions taken. quality strategy master 2002 62-2 應對 取決于 qty. 客戶 sqe 或工廠 qa 協同 fan 團隊 “激活”挑選或所需采取的其它措施. 針對隔開隔離的不良件作進一步處 理. 由fan團隊執導根因分析 重工

23、 te 及小組參 考debug報告對 不良pcba進行重 工并對已維修件 進行電氣檢驗和測 試. 收到pcba 48 小時內. 采取系統性預防措施.采取其它非系統性預防 措施. fan 協調員就受控計划及采取 的預防措施向客戶sqe或工 廠qa發出8-d. 工廠監控任何再發生. 如果滿意客戶 sqe 或 工廠 qa 對 8-d 結案. 2 月內采取預防性措施. quality strategy master 2002 63-1 aligning the quality management audit plan new business qualification test execution

24、/f-up - management of fair design reviews; shipment approval - standard of production sample 評核測試執行/跟蹤 - 一般設計評估管理; 出貨認可 - 生產樣品 goal vs results (factory: defect return rate) - quality status 目標 vs 結果 (工廠:退貨不良率) - 每個營銷組織反饋的品質狀況 to be service to build effective business processes to obtain profits and

25、competitiveness; to increase individual productivity through human resource development; use communications technology to innovate business strategy and close gaps between company and market performance. annual business plan (key points): to employ economy of scales, expand sales, increase productiv

26、ity; implement nps (new production system) to change our fundamentals in production technology strengthen supply chain management, reduce material costs using critical business indicators and business costs information to implement performance management cycle; to increase the usage of e-commerce an

27、d information technology in contract manufacturing business. quality strategy master 2002 82-2 win-win co. ltd. 年度營業計划 使命計划使命計划: 成為世界上前 20 名合約制造商; 以服務及客戶為導向, 與客戶形成合作伙伴; 建立有效的業務經營方式以獲取利潤及競爭力; 通過人力資源開發來提升個人生產力; 采用通訊技朮來革新營業策略并縮短公司與市場績效之間的差距. 年度營業計划年度營業計划 (關鍵點關鍵點): 利用規模經濟, 擴大銷售, 提高生產力; 實施 nps (新生產體系) 來改

28、變生產技朮 加強供應鏈管理, 降低材料成本 利用關鍵營業指標和營業成本資訊來實施績效管理循環; 在合約制造業增加電子商務及it(信息科技)的使用. quality strategy master 2002 83-1 win-win co. ltd. key business directions increase throughput (throughput = sales - cost of items in bill of materials) use real time cost strategy and economy of scale, and develop “high throu

29、ghput” customers. develop growth markets, wireless communications, optoelectronics and system assembly markets. use current production resources optimally; optimize product and process designs according to human resource availability. using superior resources as stepping stone, growth market as main

30、 targets, our strategy is to reach out to those customers that outsource their manufacturing. key business directionsmain contents of plan increase productivity (labor) focus on cash flow management use real time production and waste elimination as base, develop a new production management system. u

31、se self-empowered teams to suggest ways to improve productivity as well as cost of quality projects, drive continuous improvement activities and increase labor productivity. determine key performance indicators and use an effective performance management process to track improvement and performance,

32、 including: sales throughput, business costs, capital 依據人力資源配置來優化產品及制程設計. 利用高階資源作為“墊腳石”, 以“在成長”市場作為主要目標, 我們的策略就是伸至向國外轉移 制造業之(跨國公司)客戶. 關鍵營業方向關鍵營業方向計划的主要內容計划的主要內容 提高生產力 (勞工) 集中注意于現金流量 管理 利用即時(管理)生產及消除浪費作為基礎開發一新的生產管理體系. 利用具自主權團隊提出的建議來提高生產力以及改善品質方案成本推動持續改善活動提高 勞動生產力. 確定關鍵績效指標并利用一有效的績效管理方式來追蹤改善及績效包括: 銷售利

33、潤(throughput), 營 業成本, 資本 & 設施投資, 品質成本及相關的現金流量指標. 利用應收帳款, 庫存及應付帳款作為主要監控項目來達成60天的現金周轉率. 選定關鍵績效指標并采用適當方式來推動庫存周轉率的改善. 選擇關鍵供應商作為我們的合作伙伴來實施“及時”交貨系統. quality strategy master 2002 84-1 win-win co. ltd. key business directions utilize our process technology to secure niche markets & customers examples of tar

34、get customers/markets: blue tooth technology products, wireless communications, system on module, and memory module products. develop advanced process and assembly technology to better position ourselves when electronics and communications industries shift toward “high value” products. key business

35、directionsmain contents of plan utilize communications technology to create competitive advantage to balance growth and risk, we need to consider doing business in china drive the usage of e-commerce and information technology (it) to reduce inventory as well as purchasing costs. use olap and web te

36、chnology to link our organization to our customers and enhance our customer relationship management. because of cost strategy and risk management, we need to consider setting up manufacturing facilities and logistics system in china. the plan is to have division of labor between taiwan and china (ma

37、nagement and manufacturing respectively). quality strategy master 2002 84-2 win-win co. ltd. 關鍵營業方向 利用制程科技來保住 市場利基 & 客戶 目標客戶/市場例: 藍牙技朮產品, 無線通訊,模塊式系統, 以及記憶模塊產品. 開發先進制程及組裝技朮這樣當電子及通訊業轉向“高價位”產品時我們可以更好地定位. 關鍵營業方向關鍵營業方向計划的主要內容計划的主要內容 利用通訊技朮來開創 競爭優勢 權衡成長及風險, 我們 需要考慮在中國營業 推動電子商務及信息科技(it)的使用來減少庫存以及采購成本. 利用 o

38、lap 及 web 技朮將我們的組織與客戶連接起來并強化“客戶關系管理”. 因為成本策略及風險管理, 我們需要考慮在中國建立制造廠及“后勤支援”系統. 此計划是在台灣及大陸各有分工 (分別是管理及制造). quality strategy master 2002 85-1 win-win co. ltd. annual goals management sales revenue of usd 60 m and throughput of usd 14m net income of usd1.8m and profit before tax of usd1m department reduce

39、 material costs of non-consigned parts by 5% inventory (includes wip) turnover to reduce to 55 days terms of accounts receivable to 60 days achieve the objectives set out for each bu and department expenses to be within annual budgets market development general planning manufacturing resources manuf

40、acturing engineering concurrent engineering business unit 1 business unit 2 business unit 3 annual goals communications & optoelectronics products 50% of total $ produced average unit operator throughput per month usd 850 annual sales/(total assets + working capital) 1.4 times major role support rol

41、e minor role (throughput = sales - cost of items in bill of materials) quality strategy master 2002 85-2 win-win co. ltd. 年度目標管理 銷售收入 usd 60 m 及 (throughput) 利潤 usd 14m 純收入 usd1.8m 及稅前利潤 usd1m 部門部門 降低非客供料的材料成本 5% 庫存 (包括 wip) 周轉率降低至 55 days 應收帳款期 60 days 達成(對每個 bu 及部門設定的)目標 開支在年度預算以內 市場開發部 總規划室 制造資源

42、制造工程 同步工程 bu 1 bu 2 bu 3 年度目標年度目標 通訊 & 光電產品 總收入的 50% 每月平均單個作業員(throughput)利潤 usd 850 年度銷售/(總資產 + 周轉金) 1.4 倍 主要角色 支援角色 次要角色 (throughput= 銷售 材料清單中的各項成本) quality strategy master 2002 86-1 win-win co. ltd. annual goals management market development for year 2001 throughput target is usd 800k focus on lc

43、d opto-electronics, broadband and wireless communications market combine packaging and r&d capabilities to seek new system assembly market opportunities develop customers with high throughput potential focus our limited resources on clearly defined market segments, develop an effective business plan

44、. departmentannual key work directions business unit 1 business unit 2 for year 2001, sales target is usd 26m, throughput target is usd 5.5m continue to develop key existing customers a, b and c companies businesses increase the number lcd opto-electronics customers to achieve economies of scale str

45、engthen the business and engineering know-how of special memory module products enhance the management of accounts receivable and reduce the risk of cost of inventory. drive continuous improvement and increase individual employees contribution to throughput for year 2001, sales target is usd 9.2m, t

46、hroughput target is usd 2.1m continue to develop key existing customers x, y and z companies businesses utilize leadership and niches in industrial electronics to achieve economies of scale in throughput strengthen the business and engineering know-how of broadband and communications products enhanc

47、e the management of accounts receivable and reduce the risk of cost of inventory. drive continuous improvement and increase individual employees contribution to throughput (throughput = sales - cost of items in bill of materials) quality strategy master 2002 86-2 win-win co. ltd. 年度目標管理 市場開發 針對 2001

48、年年, (throughput)利潤目標是利潤目標是 usd 800k 集中于 lcd 光電子, 寬帶及無線通訊市場 把裝配及 r&d 能力結合起來尋求新的系統組裝市場機會 開發具“高利潤(throughput)”潛力之客戶 將有限資源集中于界定清楚的市場部分開發一有效的營業計划. 部門部門年度關鍵工作方向年度關鍵工作方向 bu 1 bu 2 針對 2001年年, 銷售目標銷售目標 usd 26m, (throughput)利潤目標是利潤目標是 usd 5.5m 繼續開發現有關鍵客戶 a, b 及 c 公司的業務 增加增加 lcd 光電產品客戶數量以達成規模經濟光電產品客戶數量以達成規模經濟

49、加強特殊記憶模塊產品的業務及工程技朮 加強應收賬款管理, 降低庫存成本風險. 推動持續改善及使單個雇員對(throughput)利潤的貢獻增加 針對 2001年年, 銷售目標銷售目標 usd 9.2m, (throughput)利潤目標利潤目標 usd 2.1m 繼續開發現有關鍵客戶x, y 及 z 公司的業務 利用在工業電子的領導地位和利基來達成規模經濟效益(throughput)利潤 加強寬帶及通訊產品的業務及工程技朮 加強應收賬款管理, 降低庫存成本風險. 推動持續改善及使單個雇員對(throughput)利潤的貢獻增加 (throughput= 銷售 材料清單中的各項成本) quali

50、ty strategy master 2002 87-1 win-win co. ltd. annual goals management business unit 3 departmentannual key work directions manufacturing resources establish a solid plan, reduce or eliminate excess or slow-moving materials/parts. improve material request & planning process, real time response to eac

51、h bus material needs. improve inventory turnover rate continue to drive production & quality improvement activities, and build a real-time kitting system. enhance the management of accounts receivable/payable and reduce the risk of cost of inventory. reduce the material costs of non-consigned parts

52、by 5%, and track the progress quarterly. strengthen suppliers response time to our requests for quotation (rfq). improve the current supplier assessment system, provide regular reports to support purchasing decision and allocation. build a set of material planning key performance indicators and rela

53、ted management process. for year 2001, sales target is usd 27.4m, throughput target is usd 6.5m continue to develop key existing customers e, f and g companies businesses, as well develop new local customers such as gigabyte and gvc. strengthen the business and engineering know-how of broadband and

54、communications products enhance the management of accounts receivable and reduce the risk of cost of inventory. drive continuous improvement and increase individual employees contribution to throughput (throughput = sales - cost of items in bill of materials) quality strategy master 2002 87-2 win-wi

55、n co. ltd. 年度目標管理 bu 3 部門部門年度關鍵工作方向年度關鍵工作方向 制造資源 制定一牢靠計划制定一牢靠計划, 減少或消除過多或呆滯減少或消除過多或呆滯(用料少用料少)物料物料/元件元件. 改善材料申請 & 計划流程, 對每個 bu 物料需求作出即時回應. 提高庫存周轉率提高庫存周轉率 繼續推動生產 & 品質改善活動, 建立一個即時備料系統. 加強應收加強應收 / 應付賬款管理應付賬款管理, 降低庫存成本風險降低庫存成本風險. 降低非客供料的材料成本降低非客供料的材料成本 5%, 并每季追蹤進度并每季追蹤進度. 加強供應商對我方報價請求(rfq)的回應時間. 改善當前供應商評

56、估系統, 定期提供報告以幫助采購做決策及(定單)分配. 建立一套物料計划的關鍵績效指標及相關管理流程. 針對 2001年年, 銷售目標銷售目標 usd 27.4m, (throughput)利潤目標利潤目標 usd 6.5m 繼續開發現有關鍵客戶 e, f and g 公司的業務, 并開發當地新客戶如 gigabyte 及 gvc. 加強寬帶及通訊產品的業務及工程技朮 加強應收賬款管理, 降低庫存成本風險. 推動持續改善及使單個雇員對(throughput)利潤的貢獻增加. (throughput = 銷售 材料清單中的各項成本) quality strategy master 2002 88

57、-1 win-win co. ltd. annual goals management manufacturing engineering support the business units needs/requests, provide assistance for product design. work with packaging r&d to design process and enhance process qualification capability. help to build production processes for wireless communicatio

58、ns products and the corresponding product test capabilities. help the business units to establish statistical techniques such as spc, control charts and design of experiments, and the application of value engineering concepts. drive continuous improvement and increase individual employees contributi

59、on to throughput support business units mid to long term project plans and implementation. departmentannual key work directions concurrent engineering general planning support the business units and market development needs in terms of advanced process technology. responsible for building production

60、 process and test capabilities for wireless communications products. build a library of design for manufacture (dfm) & design for test (dft) knowledge and ensure that all business units know how to use them. strengthen test engineering development capabilities, assist all business units to use autom