医疗行业业绩卓越奖及波多里奇奖课件2

1、医疗行业业绩卓越奖及波多里奇奖（2）医疗行业业绩卓越奖及波多里奇奖（2）Customer and Market Focus顾客和市场关注Strategic Planning战略策划Human Resource Focus人力资源关注Process Management过程管理Leadership领导力Business Results经营结果Measurement, Analysis, and Knowledge ManagementOrganizational profile: 组织简介Environment, Relationships and Challenges环境、关系和挑战Baldr

2、ige Criteria for Performance Excellence Framework: A Systems Perspective波多里奇业绩卓越框架：系统性方法Customer and Market FocusStraLeadership Triad领导力三元组Leadership (Category 1), Strategic Planning (Category 2), and Customer and Market Focus (Category 3) represent the leadership triad. These Categories are placed

3、together to emphasize the importance of a leadership focus on strategy and customers. Senior leaders set your organizational direction and seek future opportunities for your organization.领导力（第1类），战略策划（第2类），顾客和市场关注（第3类）是领导力三元组。这些类放在一起是为了强调领导关注战略和顾客的重要性。高层领导建立组织的方向并寻求组织未来的发展机会。Leadership Triad领导力三元组Le

4、adershResults Triad结果三元组Human Resource Focus (Category 5), Process Management (Category 6), and Business Results (Category 7) represent the results triad. Your organizations employees and its key processes accomplish the work of the organization that yields your business results.人力资源重点（第5类）、过程管理（第6类

5、）、以及经营结果（第7类）是结果三元组。组织的员工及其关键过程是完成经营结果的全部。All actions point toward Business Resultsa composite of customer, product and service, financial, and internal operational performance results, including human resource and social responsibility results.所有活动都是以综合经营结果为导向顾客群、产品和服务、财务的以及内部运作的业绩结果，包括人力资源和社会责任结果。

6、Results Triad结果三元组Human ResourSystem Foundation体系建立基础Measurement, Analysis, and Knowledge Management (Category 4) are critical to the effective management of your organization and to a fact-based system for improving performance and competitiveness. Measurement, analysis, and knowledge serve as a fo

7、undation for the performance management system.测量、分析及知识管理（第4类）是组织的有效管理以及以事实为基础的、提高业绩和竞争力的体系的关键。测量、分析及知识能够作为业绩管理体系的基础。System Foundation体系建立基础MeasureKey Characteristics of the Criteria - Focus on Business Results 标准的关键特征关注经营结果（1）Focus on Organizational performance areas: 组织业绩领域聚焦： (1) customer-focused

8、 results, (2) product and service results, (3) financial and market results, (4) human resource results, (5) organizational effectiveness results, including key internal operational performance measures, (6) governance and social responsibility results. （1）关注顾客的结果，（2）产品和服务结果，（3）财政和销售结果，（4）人力资源结果，（5）

9、组织的效力结果，包括关键的内部经营业绩测量，（6）管理和社会责任结果。Key Characteristics of the CriKey Characteristics of the Criteria - Focus on Business Results 标准的关键特征关注经营结果（2） Use composite indicator to ensure that strategies are balanced between important stakeholders, or short- and long- term goals. 使用综合指标以确保战略在重要的利益相关方，或短期、长期

10、目标间的平衡 (Among the 7 Categories, 45% of the scores are allocated to the Business Results Category) （在7大类之间，45%的分数分配在经营结果这一类）Key Characteristics of the CriKey Characteristics of the Criteria - Nonprescriptive and Adaptable (1)标准的关键特性非指令性的并且是适应性强的(1)The criteria is more a collection of the best concept

11、s than a standard. The requirements are triggered by questions (what, how).本标准与其说是一个标准还不如说是最佳概念的集合。标准中的要求是由问题（什么、怎样）触发的。- Organizations are encouraged to develop and demonstrate creative, adaptive, and flexible approaches for meeting basic requirements. Nonprescriptive requirements are intended to f

12、oster incremental and major (“breakthrough”) improvements, as well as basic change. 鼓励组织发展并展示创造性的、适用的以及弹性的方法满足基本要求。非指令性要求是为了培育渐进的及重大的（突破式的）改进。Key Characteristics of the CriThe selection of tools, techniques, systems, and organizational structure usually depends on factors such as business type and s

13、ize, organizational relationships, your organizations stage of development, and employee capabilities and responsibilities.工具、技术、体系以及组织结构的选择通常取决的要素有：经营类型和规模、组织关系、组织的发展战略，以及员工的能力和责任。A focus on common requirements, rather than on common procedures, fosters better understanding, communication, sharing,

14、 and alignment, while supporting innovation and diversity in approaches.重点在共同的基本要求而非共同的程序，可培育最佳的理解、沟通、共享和协调方法，同时支持创新和多样性。Key Characteristics of the Criteria- Nonprescriptive and Adaptable (2)标准的关键特性非指令性的并且是适应性强的(2)The selection of tools, techniKey Characteristics of the Criteria - Maintaining Organi

15、zation-Wide Goal Alignment （1） 标准的关键特性保持组织广泛的目标调整(1)The systems perspective to goal alignment is embedded in the integrated structure of the Core Values and Concepts, the Organizational Profile, the Criteria, and the results-oriented, cause-effect linkages among the Criteria Items. 系统性的实施企业目标一贯化体现在一

16、个整合的架构上，包括核心价值及观念，组织解析、标准、及因果导向的经营结果上。Key Characteristics of the CriKey Characteristics of the Criteria - Maintaining Organization-Wide Goal Alignment （2） 标准的关键特性保持组织广泛的目标调整(2)Alignment in the Criteria is built around connecting and reinforcing measures derived from your organizations processes and

17、strategy. The use of measures thus channels different activities in consistent directions with less need for detailed procedures, centralized decision making, or process management. Measures thereby serve both as a communications tool and a basis for deploying consistent overall performance requirem

18、ents. Such alignment ensures consistency of purpose while also supporting agility, innovation, and decentralized decision making.标准中的一贯性建立在相关的组织过程和战略所引发的测量上。使用测量能引导不同的活动的朝向同一方向，而较少需要详细的程序、集中决策、或者过程管理。因此测量既可以作为沟通工具，又可以用来部署一致性的绩效要求。一贯性在支持灵敏性、创新以及授权的同时，还能确保目标的一致性。Key Characteristics of the CriKey Chara

19、cteristics of the Criteria - Support Goal-Based Diagnosis标准的关键特性 支持基于诊断所得出的目标An diagnosis assessment provides a profile of strengths and opportunities for improvement relative to the 19 critical basic requirements. The Scoring Guidelines spell out the assessment dimensions-Approach, Deployment, and

20、Results- and the key factors used to assess each dimension. In this way, assessment leads to actions that contribute to performance improvement in all areas. This diagnostic assessment is a useful management tool that goes beyond most performance reviews and is applicable to a wide range of strategi

21、es and management systems. 诊断评估提供了与19个关键基本要求相关的改进机会和强点的剖析。计分指南清楚地说明了评估维数方法、调整以及结果和评估每一维数的关键要素。用此种方式，评估能够导致贡献于所有区域业绩改进的活动。诊断评估是一种有用的管理工具，并且适用于广泛范围的战略和管理体系。Key Characteristics of the Cri医疗行业业绩卓越奖及波多里奇奖课件22003 Categories and Items Point Values2003分类和条款 评价分数1. Leadership 领导力 1201.1 Organizational Leader

22、ship (70), 组织的领导力1.2 Social Responsibility (50)社会责任2. Strategic Planning 战略策划 852.1 Strategy Development (40), 战略发展2.2 Strategy Deployment (45)战略部署3. Customer and Market Focus 顾客和市场关注 853.1 Customer and Market Knowledge (40), 顾客和市场知识3.2 Customer Relationships and Satisfaction (45)顾客关系和满意度4. Measurem

23、ent, Analysis, and Knowledge Management 90 测量、分析及知识管理4.1 Measurement and Analysis of Organizational Performance (45), 组织业绩的测量和分析 4.2 Information and Knowledge Management (45)信息和知识管理2003 Categories and Items 2003 Categories and Items Point Values2003分类和条款 评价分数5. Human Resource Focus人力资源关注 855.1 Work

24、Systems (35), 工作体系5.2 Employee Learning and Motivation (25),员工学习和动机 5.3 Employee Well-Being and Satisfaction (25)员工福利和满意度6. Process Management 过程惯例 856.1 Value Creation Processes (50), 价值创造过程6.2 Support Processes (35)支持过程7. Business Results 经营结果 4507.1 Customer-Focused Results (75)关注顾客的结果7.2 Product

25、 and Service Results (75)产品和服务结果7.3 Financial and Market Results (75)财政和市场结果7.4 Human Resource Results (75)人力资源结果7.5 Organizational Effectiveness Results (75)组织效力结果7.6 Governance and Social Responsibility Results (75) 管理和社会责任结果 TOTAL POINTS: 10002003 Categories and Items Expectations about Scores得分预

26、计Most companies think they rate much higher on the Baldrige Scale than they really merit. The results from answering question surveys are not reliable. People tend to think that they are further along applying the Baldrige Criteria. 大多数公司自我评分的结果较客观的实际分数高很多。The average corporate America is between 15

27、0 points to 250 points.美国业界的平均分在150到250之间。Many companies that have won Baldrige Awards received scores between 650 points and 750 points.许多已经获得波多里奇奖的公司得分在650到750之间。We do not have to use the scoring system to carry out self-assessment to initiate improvement actions. 我们不一定要是用计分体系进行自我评估，开始改进活动。Expecta

28、tions about Scores得分预计M Process过程“Process” refers to the methods your organization uses and improves to address the Item requirements in Categories 16. The four factors used to evaluate process are Approach, Deployment, Learning, and Integration (ADLI).“过程”是指组织用于致力于1-6大类种条款要求的方法。用于评价“过程”的四大要素有方式、拓展、

29、学习与整合（A-D-L-I）。 P“Approach” refers to:”方式”是指： - the methods used to accomplish the process, - 完成过程所用的方法； - the appropriateness of the methods to the Item requirements, - 方法对条款要求的适当性； - the effectiveness of use of the methods, - 方法使用的有效性； - the degree to which the approach is repeatable and based on

30、reliable data and information (i.e., systematic) - 方式可重复操作的程度以及以可靠的数据和信息为基础（即系统的）。“Approach” refers to:”方式”是指：“Deployment” refers to the extent to which “拓展”是指下列各项的范围： - your approach is applied in addressing, Item requirements relevant and important to your organization, - 方式被应用与组织相关并重要的项目要求。 - you

31、r approach is applied consistently, - 方式被一致的应用。 - your approach is used by all appropriate work units. - 方式被所有适当的工作单元应用。“Deployment” refers to the ext“Learning” refers to:”学习”是指： - refining your approach through cycles of evaluation and improvement, - 通过评价和改进循环精炼你的方式； - encouraging breakthrough chan

32、ge to your approach through innovation, - 鼓励通过创新获得方式方面的突破性变化； - sharing of refinements and innovation with other relevant work units and processes in your organization. -与组织的其他相关工作单元和过程共享改进与创新。“Learning” refers to:”学习”是指：“Integration” refers to the extent to which“整合”是指下列项目的程度： - your approach is al

33、igned with your organizational needs identified in other Criteria Item requirements, - 你的方式与其他标准条款需求中识别的组织需求相匹配； - your measures, information, and improvement systems are complementary across processes and work units, - 你的测量、信息和改进体系是充分的； - your plans, processes, results, analysis, learning, and acti

34、ons are harmonized across processes and work units to support organization-wide goals. - 你的计划、过程、结果、分析、学习，以及活动在整个流程和工作单位中协调一致，以支持组织广泛的目标。“Integration” refers to the exLeadership领导力LeadershipLeadership (Category 1)- Overview领导力（第1类）- 概述Leadership addresses how your senior leaders guide your organizat

35、ion in setting organizational values, directions, and performance expectations. Attention is given to how your senior leaders communicate with employees, review organizational performance, and create an environment that encourages high performance. The Category also includes your organizations gover

36、nance system, its responsibilities to the public, and how your organization practices good citizenship.领导力说明你的高层领导如何指导组织建立组织的价值、方向以及业绩期望。要注意高层领导如何与员工沟通，评审组织的业绩，并创建鼓励高业绩的环境。此类中还包括组织的治理体系，对公众的职责，以及组织如何成为荣誉市民。Leadership (Category 1)- OvervDefinition of High Performance高业绩的定义The term “high-performance w

37、ork” refers to work approaches used to systematically pursue ever-higher levels of overall organizational and individual performance, including quality, productivity, innovation rate, and cycle time performance. High-performance work results in improved service for customers and other stakeholders.术

38、语“高业绩工作”是指系统性的追求更高组织或个人表现的工作方法（包括质量、生产力、创新率以及周期时间业绩）。高业绩工作能导致对顾客和其他利益相关方服务的改进。The drivers for high performance are “good human resources practices” and “organizational and personal learning”. “良好的人力资源管理”以及“组织和人员的学习”是高业绩的驱动器。 Definition of High PerformanceLeadership Items领导力条款（1）1.1 Organizational Le

39、adership组织的领导力Purpose目的This Item examines the key aspects of your organizations leadership and governance systems. It also examines how leadership and organizational performance are reviewed. It focuses on the actions of your senior leaders to create and sustain a high-performance organization. 本条款检

40、查组织领导力和治理体系的关键因素。还检查领导层如何对组织业绩进行评审。关注高层领导如何建立并维持高业绩组织的活动。Leadership Items领导力条款（1）1.1 OrLeadership Items领导力条款（2）1.2 Social Responsibility社会责任Purpose目的 This Item examines how your organization fulfills its public responsibilities, ensures that you and your partners behave ethically, and encourages, su

41、pports, and practices good citizenship. 本条款检查组织怎样履行其公共职责，确保组织及合作方的行为道德，并鼓励、支持并努力成为荣誉市民。Leadership Items领导力条款（2）1.2 SoLeadership - Comments领导力注释(1) Leaderships central roles in setting values and directions, creating and balancing value for all stakeholders, and driving and reviewing performance are

42、the focus of this Item. Success requires a strong orientation to the future and a commitment to both improvement and innovation. Increasingly, this requires creating an environment for empowerment and agility, as well as the means for rapid and effective application of knowledge.领导层的中心职责就是建立价值和方向，为所

43、有利益相关方创造并平衡价值，推动业绩发展并对业绩进行评审是本条的焦点。组织的成功需要对未来方向强有力的把握，以及对改进和创新的承诺。这需要创建一个完全授权及灵活的环境，以及快速有效的知识应用方法。Leadership - Comments领导力注释(1The organizational governance requirement is intended to address the need for a responsible, informed, and accountable governance body that can protect the interests of key s

44、takeholders, such as stockholders. It should have independence in review and audit functions. It should also have a performance evaluation function that monitors organizational and CEO performance.组织的治理要求要致力于能保护关键利益相关方利益的（例如股东）职责范围内的、规定的、可说明的管理层需求。评审和审核运作过程应独立。还应该能对监控组织以及CEO的业绩进行评价。Leadership - Comm

45、ents领导力注释(2)The organizational governance GeoOrb Polymers Governance System GeoOrb Polymers管理体系Board of Directors Level 董事会层- 8 external, independent directors; 4 internal directors. 8个外部的独立董事，4个内部董事- Nominating Committee, Compensation Committee, Audit Committee, Litigation Committee. 提名委员会、报酬委员会、审核

46、委员会、诉讼委员会Top Management Level 高级领导层- Ethics Committee, SH&E Committee, Human Resources Committee, Strategic Material Committee. 道德委员会、职业安全卫生管理体系/环境管理体系委员会、人力资源委员会、战略委员会GeoOrb Polymers Governance SysThis includes not only how well you currently are performing but also how well you are moving toward t

47、he future. It is anticipated that the review findings will provide a reliable means to guide both improvement and opportunities for innovation that are tied to your organizations key objectives, success factors, and measures. Therefore, an important component of your senior leaders organizational re

48、view is the translation of the review findings into an action agenda sufficiently specific for deployment throughout your organization and to your suppliers, partners, and key customers.这不仅包括你目前如何进行还包括未来如何发展。评审结果能提供一种可靠的方法，这种方法既能指导组织的改进，又能为与组织关键目标、成功要素以及测量相关的创新机会。因此高层领导组织评审的重要部分就是将评审结果转化成行动方案，方案必需特性

49、化及详细到能在组织以及供方、合作方和关键顾客中充分拓展。Leadership - Comments领导力注释(3)This includes not only how welAn integral part of performance management and improvement is proactively addressing (1) the need for ethical behavior, (2) legal and regulatory requirements, and (3) risk factors. Addressing these areas requires

50、establishing appropriate measures or indicators that senior leaders track in their overall performance review. Your organization should be sensitive to issues of public concern, whether or not these issues are currently embodied in law. Role model organizations look for opportunities to exceed requi

51、rements and to excel in areas of legal and ethical behavior.业绩管理和改进的主要部分就是主动致力于(1)道德行为需求，(2)法规和规章要求,(3)风险因素。致力于这些领域需要建立高层领导追踪综合业绩评审所用的测量标准或指标。组织应该对公众关注问题保持高度敏感，无论这些问题目前是否体现在法律上。榜样型组织寻找机会超越这些要求以及法律道德行为标准。Leadership - Comments领导力注释(4)An integral part of performancGood citizenship opportunities are ava

52、ilable to organizations of all sizes. These opportunities include encouraging and supporting your employees community service.所有组织都有成为荣誉市民的机会。这些机会包括鼓励和支持组织员工进行地方服务。Examples of organizational community involvement include partnering with schools and school boards to improve education; partnering with

53、 health care providers to improve health in the local community by providing education and volunteer services to address public health issues; and partnering to influence trade, business, and professional associations to engage in beneficial, cooperative activities, such as sharing best practices to

54、 improve overall U.S. global competitiveness and the environment. 组织社会活动的实例包括与学校和学校管理委员会合作以改进教育；与健康服务提供者合作，通过提供教育和志愿服务致力于公共健康问题，以改进地方群体的健康；与有影响的贸易、商业和专业协会合作，以进行有益的合作活动，例如分享最佳惯例以改进全美的全球竞争力和环境。Leadership - Comments领导力注释(5)Good citizenship opportunities医疗行业业绩卓越奖及波多里奇奖课件2DefinitionsDefinitionsG-ORBs Tea

55、ms (1)G-ORBs Teams (1)G-ORBs Team (2)G-ORBs Team (2)Examples of G-ORBs Performance ReviewsExamples of G-ORBs PerformancExample of taking actions against on review findings依据评审结果采取措施的实例(1)In late 2002, Navigation Reviews indicated a changing business environment. The business cycle for the chemical i

56、ndustry is heading downward, with potential negative impacts on G-ORBs business costs and margins. 2002年末，”航行评审“显示了商业环境的变化。化学工业开始走下坡，对于G-ORB商业成本和利润潜在的负面影响。 Example of taking actions agaiExample of taking actions against on review findings依据评审结果采取措施的实例(2)The Optimal Team has begun a KAIZEN Improvemen

57、t Project to meet the Course Coordinate levels defined in the Strategy Map. These cost pressures also are impacting the execution of Team Development and Learning Maps. The Performance Team has established a KAIZEN Improvement Project with GPS-USA to define Course Corrections for meeting training ne

58、eds in a cost constrained environment. The change in the business environment will be a major focus of the upcoming Gyroscope Constant Calibration (GCC) Process. 最优队伍已经开始KAIZEN改进项目以满足战略图规定的课程调整。这些成本压力还影响了队伍发展以及学习图的执行。业绩队伍与GPS-USA建立了KAIZEN改进项目，以在成本有限的情况下修改课程，满足培训需求。商业环境的这些变化将会是下一次GCCP的主要关注点。Example o

59、f taking actions agaiKaizen Improvement ProcessKaizen Improvement ProcessG-ORGs Community Targets and ActivitiesG-ORGs Community Targets and CSR Business Case argumentsCSR 案例讨论CSR initiatives will and lead to:启动CSR将会导致：Increase employee loyalty增加员工忠诚Increase attractiveness as employer增加雇主的吸引力Improve

60、 operational risk management 改进运作风险的管理Strengthen brand强化品牌Reduce capital costs降低资金成本Reduce operating costs降低运作成本Many of these links are not substantiated with data. 这些假设许多不能用数据证实 Profit利益CSR Business Case argumentsCS企业持续发展定义企业持续发展是创造长期利益相关方价值的一种经营方法通过抓住机会，管理风险源自于经济、环境和社会发展企业持续发展定义企业持续发展是创造长期利益相关方价值的