GMS业务计划实施_V1.2

1、标准化标准化员工参与员工参与持续改进持续改进缩短制造周期缩短制造周期质量制造质量制造原则：持续改进原则：持续改进要素：要素：28 业务计划实施业务计划实施GM-GMS Operating GuidelineGM-GMS 操作方针操作方针28.0 Business Plan Deployment28.0 业务计划实施业务计划实施 Definition （定义） Business Plan Deployment is a process that enables the total organization to set targets, integrate plans and remain fo

2、cused to achieve company-wide goals and manage change. 业务计划实施是一套流程，它为整个机构设定了目标，使各个计划融为一个整体，并始终保持着对整个工厂的目标和管理变化的关注。 Purpose（目的） To align and integrate all employees to work together, to take action and to develop a culture of continuous improvement. The result is that we are working together towards

3、the same goals, in an effective way and working together as one company. 联合和统一所有的员工协同工作来采取行动打造出一个持续改进的文化氛围。结果将是我们作为一个公司整体，以有效的方式向着共同的目标而努力。公司宗旨工厂/功能使命 BPD Core Requirements （BPD核心要求）1 Use a standard annual plan format that includes: goals, objectives, methods, targets, responsible persons, timing, s

4、ign off and signature block. 标准的年度计划形式包括：总目标、分目标、方法、指标、负责人、时间、终止期和署名2 Make annual plans to at least the department / unit level. 至少在车间/部门层面制定年度计划3 Communicate the company goals to employees before the start of the years plan. 在实施年度计划之前，和员工交流公司目标4 Post annual plans in visible locations following the

5、PDCA (Plan, Do, Check, Act) format and the six goal categories of SPQRCE (Safety, People, Quality, Responsiveness, Cost, Environment), and indicate on the plan when activities have been completed or create action plans for all countermeasures. 在可视区域公布年度计划，遵循PDCA模式和六个目标范畴，当完成任务或建立采取对策的行动计划时在计划中注明5 Us

6、e the PDCA cycle to carry out Business Plan Deployment. 利用PDCA循环来实施业务计划 BPD Core Requirements (cont.)（BPD核心要求续）6. Establish, standardize, and communicate an annual planning cycle (e.g. completion dates for planning, etc.). 建立、标准化并交流年度计划周期(如，计划的完成日期，等)7. Use a formal process of negotiation and cross-

7、functional interdepartmental meetings and sign off blocks to assure buy in. 使用正式的协商流程和跨部门职能会议，去除障碍确保购买力8. Write additions or changes to the plan, directly on the plan. No erasing. 直接在计划上注明额外条款或变化，不用删除9. Hold scheduled reviews of the plan at all levels to evaluate the progress of the plan to the goal

8、s. 在各级对计划进行计划性回顾，评估达到目标的计划进程10. Assure that all employees are knowledgeable in the basic principles of Business Plan Deployment to the appropriate level of detail. 确保所有员工理解业务计划实施的基本原则以及相关细节Who is involved in BPD?谁参与业务计划实施 Every is involved 人人参与战略方向Benefits（获益之处）Provides focus and direction to the or

9、ganization. 集中结构业务，提供指导（为组织提供重点和方向）Establishes clear and quantifiable targets for all. 制定明确的可计量的指标Individual performance planning / reviews are strategically aligned with the annual business plan. 个人绩效计划/回顾和年度业务计划在战略上一致Challenges the organization to develop action plans to meet objectives. 激励机构制定行动计

10、划（组织制订挑战性的行动计划 ），实现目标Visually communicates to everyone. 和每个人目视化交流Identifies opportunities for improvements (drives Continuous Improvement). 识别改进的时机 (推动不断改进)Optimally deploys resources and develops support groups. 最优化分配资源，建立支持团队Aligns business activities focused on objectives. 调整业务活动，关注目标Benefits（获益之

11、处）Tracks performance. 跟踪绩效Engages / Empowers the workforce to affect Business Performance. 促使员工参与，影响业务绩效BPD is a tool for all team members across all functional areas of the organization; from manufacturing, to engineering, to personnel and finance.It provides the framework for all activities. 对于机构的

12、所有职能区域的所有员工，从制造部到工程部，从人力资源到财务，BPD是一种工具。它为所有的活动提供了框架BPD Boards are centrally located in the department or functional area for high visibility to all team members. BPD板位于车间或职能区域的中心位置，对于所有员工高度可视化Review meetings are held at the BPD boards. 举行有关BPD信息板的回顾会议Provides an opportunity to coach & teach the

13、right behaviors. 提供机会指导正确的行为Provides a process for recognition. 一种认可流程BPD Categories 业务计划实施的分类业务计划实施的分类 There are six key categories which we focus on in BPD: Safety, People Involvement, Quality, Responsiveness , Cost & Environment (SPQRCE).These are long term categories which do not change much

14、 over time. In this way, each department, each area, each group is focused on the same general goals. 我们关注的是在BPD中的六大类范畴：安全、人员参与、质量、响应、和成本, 环境（SPQRCE）.这六大类因素是长期存在的，不会随着时间的流转而改变多少。这样，每个部门，每个领域，每个工段都为着同样的目标而努力工作。安全人员质量响应成本ENVIRONMENT环境BPD and the Plan-Do-Check-Act Cycle 业务计划实施和计划业务计划实施和计划-执行执行-检查检查-行动行

15、动 的循环的循环 The PDCA cycle is essential for BPD.Business Plan Deployment will not be successful unless each phase of the PDCA cycle is applied. PDCA循环对BPD来说是必须的。只有当每一个PDCA循环中的阶段全部被应用时，业务计划实施才能成功。把握情势计划行动实施检查Business Plan Deployment is a PDCA Cycle 业务计划实施就是一个业务计划实施就是一个PDCA循环循环 The phases of the BPD cycl

16、e are directly linked to the phases of PDCA, as described in the following illustration. BPD周期的各个阶段直接和PDCA的各个阶段有关联，如下图所示。年度计划实施 计划检查 （评估）行动计划计划实施行动检查计划：要点（BPD：计划） Grasp the situation 把握现状 Identify the standard of expectation (What are the companies strategic directions?) 确定期望达到的标准（公司的战略指导是什么？） Estab

17、lish the facts of the current situation and analyze them 理清当前的实际情况，并对它们作出分析。 Develop supporting objectives制定分目标 Set and negotiate new targets 制定并协商新的指标 Decide methods:Plan activities and time-frame 确定方法：计划活动和时间框架 Discuss, get buy-in and get signatures from direct reports and supporting departments.

18、通过商讨得到直接负责部门和支持部门的同意和签署。 The Annual Plan is the tool used to document and visualize our goals, objectives, targets, methods, and timing. 年度计划是用于将我们的总目标、分目标、目的、方法和时间进度成文保存和目视化展示的工具。Annual Planning Dos 年度计划的实施是:Use large A3 (1117) size paper 使用大 A3（ 1117 ）尺寸的纸张。Use pencil at firstthe plan will go thro

19、ugh many changes and drafts before being finalized 先用铅笔写这个计划在最后定型之前会经过很多的改动。Leave plenty of space between activities, for updates during the year 在活动与活动之间留下足够的空白，这是为这一年里的更新作准备。 Note timing and details in the body of the plan 为计划注明时间安排和详细情况。Schedule and balance activities throughout the entire year 规

20、划并协调整年的活动。 Use supporting action plans for activities requiring many steps 使用支持行动计划来辅助那些需要很多步骤的活动的安排。BPD流程的第一个步骤是把握现状。这是很有必要的，因为如果不这样的话，我们将会使我们的计划得不到准确的信息而只能处于真空状态。要很好地把握情势，要关注三大主要领域。战略指导公司的宗旨是什么？它是否改变过？职能领域的使命是什么？它是否改变过？确定了的优先权是怎样的？是否有其他公司采取主动？是否有一些共同的目标必须完成？外部环境市场环境是否有所改变？政府的规章制度有否改变？主流的经济环境如何？客户调

21、查的结果是什么？内部环境机构内的当前表现怎样？当前的年度计划的进展如何？是否存在未完成的问题？本年度的员工满意度调查的结果如何？Strategic DirectionWhat are the identified priorities? Are there any other company initiatives? Are there any corporate targets that must be met?To support our strategic direction, we must have realistic / concrete GOALS 为了支持我们的战略指导，我们必

22、须有现实的具体的总目标（GOALS）These goals are then broken down into specific OBJECTIVES 然后，这些目标被分解为各个具体的分目标（OBJECTIVES）We must have clear TAGETS by which we can measure if we have achieved our objectives 我们需要明确的指标（TAGETS），用它们来测评我们是否完成了我们的目的。We need a METHOD to reach our target 我们需要一个方法（ METHOD ）来达到我们的指标。All of

23、this is held together by formal COORDINATION 所有这些都通过正式的协调（ COORDINATION ）来管理。We check ourselves through Regular and Consistent REVIEWS 我们通过正规的统一的评估（ REVIEWS ）来检验我们的工作。 Setting GOALS is the first step in breaking down the strategic direction into statements which support the attainment of the Vision

24、and Mission. 设定总目标是将战略指导分解之后的第一阶段步骤，这个步骤支持我们达成我们的宗旨和使命。The GOALS:目标directly support the strategic direction . 直接支持战略指导are defined and supported by managers and directors. 由经理和总监来对其下定义，并由他们来支持这些目的provide areas of focus to that specific objectives can be defined 设定不同的关注领域，那样就能为这些不同的领域确定专门的目的。fall into

25、 the six BPD categories (SPQRCE) 渗入到BPD的六大类型中来（SPQRCE）。may change from year to year, but do not change dramatically. 年复一年之间可能会有些改变，但是不会有太明显的大改动了。(Think of the Goal as the mission statement for each BPD category.)将目标作为每个BPD类型中的使命阶段。Examples of Goals（总目标样本） Safety - Continue to improve our safety perf

26、ormance to be the safest automobile producer in the region 安全安全持续改进我们的安全成绩，努力成为地区上安全性最高的汽车制造 People - Develop a sustainable organization that supports team work and team member development at full production capacity 人员人员建立起一个有担当力的机构，它能支持团队合作并使组员的制造能力得到发展 - Enhance our image as a good corporate citi

27、zen and contribute to the community巩固我们自己是公司中优秀的一员这个概念，并为这个我们共同的团体作出贡献 Quality - Assure the quality of our product meets or exceeds our customers expectations质量质量确保我们产品的质量能够满足或超越我们的客户的期望值 Responsiveness - Continue to adopt the principles of the GM-Global Manufacturing System both internally and exte

28、rnally响应响应继续在公司内部和外部都采用GM全球制造系统的原则 Cost -Reduce costs to meet or exceed competitive levels成本减低成本来达到或超越竞争力水平的要求 Environment Continue to protect the environment in every location in which we operate环境环境 在我们操作的每个场所都要保护到环境 Objectives（分目标） OBJECTIVES are what one is trying to achieve by a particular cour

29、se of action. They support the attainment of a goal.分目标就是一个人通过特定的行动方法尝试着来达到东西。他们支持着我们来达成一个总目标。 The OBJECTIVES:目的Directly support goals and are agreed to by all levels of the organization. 直接支持总目标，并在机构的所有层面达成共识。Are more specific than goals. 比总目标要明确得多。Are documented on the annual plan. 被纪录在年度计划之中。Are

30、followed up and reviewed monthly. 被跟踪，并且每个月都要被评估一次。 There may be one, two, or three objectives per each goal. It is best to limit the number of objectives per goal, so that the team can remain focused on top priority items. 每个总目标可能包含了一个、两个、或三个分目标。最好能精简每个目标的分目标，这样，组队才能保持关注具有最高优先权的那些项目。（方式）。 A METHOD

31、is comprised of one or more activities which are planned to achieve the Objective, as measured by the Target.Methods should also have a target to track progress and signal whether we are meeting our methods. 一种方式由一项或更多的活动组成，而这些活动是被计划用来达到分目标的，对它们的评估则通过指标来完成。方式同样也有一项指标来跟踪其流程并指示我们是否已满足了我们的方式的要求。The MET

32、HODS are: 方式是 the “HOW” of the annual plan. 年度计划中的“HOW”。 specific 具体的。 timed and scheduled 同步的和定期的。 assigned to individuals responsible for carrying them out 分派给每个人不同的职责来完成它们的 supported by detailed action plans 由具体的行动计划来支持的1.0 Safety安全安全Lost Work Day (LWD) cases损失工作日的案例First Aid Incidents (FAI)急救事故N

33、ear Misses (NM)险肇Disabled worker headcount残废工人人数Safety suggestion scheme安全建议方案Safety training courses attended安全培训课程的参加Safety Observation Tours (SOT) conducted执行安全观察巡视(SOT)PPE adoption采用个人安全防护用品2.0 People人员人员Headcount (direct/indirect)人数（直接劳工/间接劳工）Absenteeism旷工人数Turnover (attrition rate)周转率（离职率）Hiri

34、ng plan achievement雇用计划的完成Training hours/employee每个员工接受过多少小时的培训Suggestions per employee每个员工的建议数Suggestion scheme participation建议方案的参与度3.0 Quality质量质量Plant disruptions生产中断Direct Run Loss (DRL)直行损失数(DRL)Direct Run Rate (DRR)直行率(DRR) Global Customer Audit (GCA)以全球客户的眼光评审(GCA)Warranty IPTV 2MIS, 12MIS质保

35、服务期为2个月和12个月的千辆车故障数 J.D. Power market survey result J.D. Power市场调查结果Component parts PPM每百万个零件的故障数4.0 Responsiveness响应响应Production volume achievement产量的完成Vehicle float in General Assembly滞留在总装的车辆数Total downtime总的故障时间Build to plan按计划制造的完成率Order To Delivery (OTD)订单交付(OTD)Press Shop Average Strokes Per

36、Minute (ASPM) 冲压车间每分钟平均的冲压数(ASPM)Press Shop Die Change Time冲压车间换模时间5.0 Cost成本成本Hours Per Vehicle (HPV)单车工时Cost Per Vehicle (CPV)单车索赔费用Expense budget achievement 支出预算的绩效Material cost reduction材料成本的降低Material scrap cost材料废料的成本Unscheduled overtime hours事先未安排的加班时间Warranty CPV 2MIS, 12MIS质保服务期为2个月和12个月的单

37、车索赔费用6.0 Environment环境环境Energy usage gas M3/vehicle能源使用 造每辆车的所需气体能耗（立方米）Energy usage electricity MWh/vehicle能源使用 造每辆车的所需电力能耗（MWh） Water usage M3/vehicle用水量 造每辆车的所需用水量 （立方米）Total waste Kg/vehicle总废物 造每辆车产生多少公斤 Targets（指标） All objectives require a TARGET by which to track the progress, and to signal t

38、o us whether we are meeting our objective.TARGETS provide us with a tool with which to evaluate if our plan is serving us well. 所有的分目标都需要一项指标，通过指标来跟踪整个流程，并使我们知道我们有否达成了我们的分目标。指标提供给我们的是一项工具，我们可以用它来评估我们的计划是否合适。 The TARGETS must be:指标必须是Achievable. If targets are too high, team members will be disillusi

39、oned, and not motivated to work towards something they believe is unachievable. 可完成的。如果指标订得太高了，组员将会不报希望能完成它，并且没有动力来完成他们相信那是无法完成的工作。Challenging. If targets are too low, problems can remain hidden.Targets should be aggressive so that problems are uncovered, providing us with opportunities to improve.

40、具挑战性。如果指标订得太低了，就会遮蔽许多问题。所以，指标最好是进取性的，这样就会使存在的问题显露出来，我们才有机会来对其作出改进。Based on reliable statistics and tracked regularly. Without a reliable statistics tracking system, we will be unable to measure the achievement of our objective. 建立在可靠的统计资料和常规跟踪的基础之上的。没有可靠的统计资料的跟踪系统，我们就不能评估我们达成我们的目的的程度。SMART (Specific

41、, Measured, Agreed, Realistic, Timed). SMART（具体、精确、统一、现实、同步）具体精确统一现实同步我的指标是否SMART了？（SMART指标） Cross-Functional Support（跨职能支持） An Important part of the BPD process which requires self-discipline, is the face-to-face communication between the departments. BPD流程中要求自律的一个重要部分是在部门与部门之间的面对面的交流。 Where suppor

42、t is required from another department for a particular activity or objective, this is noted on the annual plan and a signature is required. It defeats the purpose if you send the plan through the plant mail for a signature.在年度计划注明哪里有需要其他部门的支持的特殊活动和对象，并需要签名。如果你通过发送工厂内部邮件来得到签名的话，那就有违本身的目的了。 The suppor

43、ting department should only sign the document once face-to-face communication has taken place.支持部门必须只在面对面的交流时才能签署文件。 After the supporting department has agreed to provide resources, this should be reflected on that departments annual plan.在支持部门同意提供资源之后，需要将这个事件在年度计划中反映出来。 Planning Managers Role（计划经理的

44、职责）Review grasp of the situation and needed actions 把握现状，评估所需的活动Comprehend company / department priorities and goals 理解公司/车间的优先级和总目标Set related objectives and targets 设定相关的分目标和指标Clarify problems, needs, obstacles and causes first-hand 明确问题、需求、障碍和直接原因Categorize projects on the basis of the need for t

45、he managers involvement. 按经理参与的需求划分项目Assign planning tasks (Action Plans), check progress and recognize expectations regularly during the planning phase. 在计划阶段，定期分配计划任务，检查进展并认可期望值Coordinate with other departments and confirm needs, agreements and resources. Get sign-off on the plan. 与其他部门协调，确认需求、协定和

46、资源。并在计划上注明完成记号Prioritize objectives and decide schedule for implementation. 优先级区分各个分目标，并确定实施计划Make a managers plan for checking that includes times, responsibilities and forms of reporting. 制定检查计划，包括时间、职责和报告形式Managers plan their own activities to coordinate smooth implementation of projects. 计划自身的活动

47、，协调项目的稳定实施 Summary（总结） Plan 计划Grasp the situation. 把握现状Identify the standard of expectation.(What is the plant Mission? What are the plant goals? What are the departmental objectives?). 确认期望标准 (任务是什么？目标是什么？部门目标是什么？)Establish the facts of the current situation and analyze them (realize, prioritize, d

48、ecide). 对当前的环境进行分析(了解、区分、决策)Develop supporting objectives. 制定支持的分目标Set and negotiate new targets. 设定并商讨新的指标Decide methods: plan activities and timeframe. 确定方法：计划行动和期限Discuss and get buy-in from direct reports. 讨论并获得认同Discuss and signatures from supporting departments. 获得支持部门的签字BPD:Do 业务计划实施：执行业务计划实施

49、：执行执行：关键点执行：关键点 Communicate and confirm the plan:never assume that the organization is aware of the final decisions and discussions that have resulted in the final plan.A kick-off session is held to communicate the plan and re-commit to it. 交流并确认计划：不要假设机构已清楚最终的决策并商讨出最终的计划。举行一系列会议进行交流 Execute the pla

50、n as planned, on schedule:The annual plan is the blueprint for all activities.The plan takes priority, and timing is sacred. 按日程表实施计划：年度计划是对所有活动的规划。该计划享有优先权，而且时间的安排是不可随意改动的 Monitor the results and progress of the plan:The PDCA cycle is used for this evaluation.As the activities are implemented, we m

51、ust check that they are being implemented according to the plan, and that they are achieving the desired results.This is done by measuring results on a regular basis and showing progress to the plan.Typical methods of tracking progress include tracking sheets, charts or graphs. 监控计划的结果和进程：使用PDCA循环对此

52、进行评估。在执行计划过程中，我们必须检查是否按计划在实施，是否达到了理想的结果。可以定期评估结果，并显示进程。跟踪进程的传统方式包括跟踪的各类图表。 Adjust as needed to stay on plan and target:Adjust activities to get back on the plan, or to reach targets. 按需调整，维持原先的计划和目标：调整活动重新按计划进行，达到既定指标 Visualize progress to the plan:The annual plan is posted in a location where every

53、one who is responsible for carrying out the plan can see it, and refer to it. 目视化进程：把年度计划公布在负责计划执行人员能看到并能查阅的地方 Updating The Plan（更新计划） Check the plan regularly (at least once a month), and make notation to the plan regarding delays, additions, or changes. Note delays or problems right on the annual

54、plan, with an explanation. 定期检查计划(至少每月一次)，关于延迟、附加或相应的变化在计划上注明。在计划上记录有关的延迟或问题，并作出解释 Use a string , or line, or another method, to show the current month on the schedule. This immediately shows where you are on the plan. 用线型或其他方式在日程安排上显示当前的月份。这样就可直接表明在计划中所处的位置 Fill in start / end date circles, and con

55、trol points as the activities are completed. 任务完成时，填满起始/结束的日期圆，并标明控制点 Never delete or erase items on the plan. The plan tells a story and the story will help us in problem solving, and in planning for next year. 不要删除计划上的任何项目。计划描述了整个过程，它将帮助我们解决问题并对下一年进行规划 Monthly status to the objectives and methods

56、are best communicated by using a combination of symbols and colors for the rating system. Green circles show the target is being met or exceeded; yellow triangles represent improvement is needed and the target is in jeopardy of not being met; and the red X represents the target was missed. The color

57、s or symbols independently may also be used and represent the same rating system. 通过评估系统中不同标记和颜色的组合来交流每月完成的目标状态和方法。绿色圆圈表示实现或超出了既定目标；黄色三角代表仍需改进，目标的实现有一些困难；红色大叉代表偏离了目标。这些颜色或标记可单独使用，表示同样的评估系统。 Problem Solving（问题解决） Problem solving and BPD go hand in hand. Use problem solving when: 解决问题和业务计划实施互相关联。在以下情况

58、使用问题解决流程：1) You are not following the plan and you need to get back to the plan. 没有按计划实施，需要重新返回到计划流程中 Unforeseen obstacles may get us off track from the plan. We must problem solve to overcome these obstacles and get back to plan. The plan is the road map, without it we are lost, and the entire BPD

59、process is threatened. 未预见的障碍可能会使我们偏离原先的计划。必须通过解决问题来清除这些障碍重新返回到计划流程中。计划好比路线图，没有它的指引我们会迷失方向，而整个业务计划实施的过程也会受到影响。2) You are following the plan, but you are still not achieving desired results. 执行了计划，但没有达到理想的结果 When we are following the plan, but we are still not achieving the targets we have set for ou

60、rselves, we must go through the problem solving steps. Never initiate new activities without performing problem solving to find the root cause. 如果我们执行了计划但仍未达到设定的目标，就必须采用解决问题流程。在执行问题解决方案找到根本原因之前，不要采取新的行动。 Management is responsible for assuring the Root Cause is identified and the appropriate countermeasures