以目标为导向的团队

VPSmodulereferencematerial

VPS培训材料模块

Goalorientedteams

以目标为导向的团队Issue1VPSAcademyVolvoProductionSystem–Principles

沃尔沃生产体系——原则 Anorganisationwherewecontinuouslyimprovequality,deliveryandproductivity,ineverythingwedo我们所做的一切是通过一个组织来持续的改进提高质量，交货期和劳动生产率。Vision愿景沃尔沃之道生产流程稳定团队合作制造质量持续改进准时化生产客户VolvoProductionSystemAcademy2(79)Objectiveandcontentofthismodule

本次培训的目标和内容Objective目标Tocreateanunderstandingof：Howtoachievealignmentofgoalthroughoutthewholeorganisation怎么在整个组织中实现一致的目标Howtoempowertheteammemberstoimproveperformanceanddeliveronresults怎么使团队成员更好的改善业绩并实现目标Howtogiveprerequisitesfortheteamstoreact

andactwhenneeded在需要的时候为团队运转提供必备条件Content内容Introductionandoverview介绍和序论Strategicplanning

战略规划Tacticplanninganddeployment策略计划和部署Todefinegoalsonteamlevel

依据小组水平设定目标Deploymenttoindividuallevel

依据个体水平部署Implementationofplanandregularreview

计划执行与日常回顾Operativelevel–dailyreviewsystem

实施标准-日常回顾系统Templatesandlinks模块和链接VolvoProductionSystemAcademy3(79)Content内容Introductionandoverview

介绍和序论Strategicplanning

战略规划Tacticplanninganddeployment

策略规划与部署Implementationofplanandregularreview计划执行与日常回顾Operativelevel–dailyreviewsystem实施标准－日常回顾体系Templatesandlinks

模块与链接VolvoProductionSystemAcademy4(79)“Cooperation

meansworkingopenlyandeffectively

togetherwithothers,andthisisthefoundation

ofourteamwork.合作意味着同其他人一起公开、高效的工作，这是我们团队合作的基础。Weareconvinced

thatthetotalcapability

ofateamisgreaterthanthesumofthecapabilitiesofitsindividuals.Workingtogetheroffersasuperiorwaytodevelopnewmethodsandsolutions.”

我们相信团结的力量远大于个人的力量。一起工作提供了制定新方法和解决方案的方式。

(TheVolvoWay,page26)Goalorientedteams以目标为导向的团队Set,visualizeandfollowupongoalsanddriveactivitiesandimprovementstofulfilthem设置、可视化和实现目标的后续行动和积极行动来履行这些改进Crossfunctionalwork部门间协作Ensureutilizationoftheorganizationsfullpotential保证所有机构潜能得到充分发掘Organizationaldesign机构设置Settherightstructureforgoodteamwork为好的团队设置正确的组织机构Visualization可视化管理Createawarenessandtransparencyforeveryoneaboutstatus

problemsandneedforactions创建意识和问题现状对每个人透明，及需要采取的行动Teamworkmeanscreatingasoundorganizationwhereallemployeesareinvolvedintheimprovementprocesscontributingtoachievementofourgoalsandstrategicobjectives.Thisiswhereeveryone’sexperience,knowledgeandcreativityisputinplay.团队协作是指通过有效的组织，使团队中的每一个成员都能够参与到不断改进的项目中，以达到我们共同的目标和战略规划。为每一个人提供尽情展露经验，学识和创新性的舞台Teamworkoverview团队协作序论Organizationaldesign机构设置Crossfunctionalwork部门间协作Goalorientedteams以目标为导向的团队Visualization可视化管理VolvoProductionSystemAcademy5(79)Goalorientedteams以目标为导向的团队Crossfunctionalwork团队协作Organizationaldesign

组织机构Visualization可视化

Goalorientedteams,onalllevelsintheorganisation,arethefoundationonworkingwithoperationalaswellasdevelopmentgoals目标导向的团队，在组织的所有层次上，是工作业务以及发展目标的基础Theteamsgoalsarevisualized

andfolloweduponaregularbasis.Tosecure

teamperformance,developmentplansincludinggoalsarealsosetandfolloweduponindividuallevel使该小组的目标可视化和后续行动在常规基础上

。为了确保团队业绩，在个人层面上也要设定发展计划和目标Withintheteamsactionsandimprovementsaredecidedonhowtoreachthegoals在团队的行动和改进中决定如何实现目标HowdoesGoalorientedteamsfitinVPS?

以目标为导向的团队怎样才适合VPS系统？VolvoProductionSystemAcademy6(79)“OverallbusinessobjectivesareformulatedthroughthestrategicdialoguethattakesplaceeveryyearbetweentheGroupExecutiveCommitteeandthemanagementteamsofthevariousbusinessareasandunits.Thestrategicobjectivesarethenbrokendownandadaptedtodepartments,teamsandindividuals.“几乎所有的生产目标都是经过战略讨论后形成的，该战略讨论每年在管理层和下属管理者内部举行。然后战略目标被分解细化以适应各部门，团队和个人Thisisaprocessinwhicheveryoneparticipatesinsettingobjectivesbasedonourknowledgeandexperience.Thisprocessshouldresultinstrongresponsibilityforachievingobjectivesandfulfillingcommitments,anddeeperunderstandingofhoweachofuscancontributetosuccess.”这是基于学识和经验人人参与设定目标的流程。该流程应该产生实现目标和履行承诺的强烈责任感，并使我们每个人深刻理解怎样为成功努力

(TheVolvoWay,page22)

Aboutinvolvingeveryone...关于全员参与VolvoProductionSystemAcademy7(79)Anorganisation机构Supplier供应商Customer客户Supplier供应商Customer客户Goalorientedteam以目标为导向的团队Mission任务Vision愿景Wanted

position目标Strategic

objectives战略目标BA/BUPlant移植Function/Department功能设计VolvoGroup沃尔沃团队MissionVisionWanted

positionStrategic

objectivesMissionVisionWanted

positionKPIs,goalsandmeasurementMissionVisionWanted

positionKPIs,goalsandmeasurementAGoalorientedteam以目标为导向的团队VolvoProductionSystemAcademy8(79)WhatisaGoalorientedteam?什么是以目标为导向的团队？Agoalorientedteamistypicallyawelldefinedfunctionalteamwithinaunit,butitcanalsobeacross-functionalteam(fixedortemporary)thathasaclearassignmenttoworkwith.Theseteamscanexistonalllevelsoftheunit

全球化团队是典型的确定的功能性组织，但是也可以包含有确切任务的协作团队（固定的或暂时的）。这些小团队可以存在于所有的组织层面Agoalorientedteamhaveaclearunderstandingoftheircommonareaofresponsibility

,andthereareclearlydefinedgoalswithintheirarea.Throughastructuredcascadingprocess,theirgoalsareconsistentlylinkedtothebusinessobjectives

全球化团队有对职责范围清晰的理解和目标定位。通过结构层次流程，使他们的目标能够与商业目标一致Thereisastable,regularprocesstomonitorandtracktheteam’sperformance,andtheteamhaveaclearlystatedresponsibilityandauthoritytodriveimprovementstowardsfulfilmentoftheirgoals有稳定规范的程序监测和跟踪团队的业绩，团队有清晰明确的责任和权利，推动改善直到达成目标Tosecuretheteam’sperformance,needsandexpectationsarecommunicatedandindividualdevelopmentplansareagreedupon,includingperformanceobjectivesanddevelopmentgoals确保团队的业绩，需求和期望与个人发展计划相一致，包括业绩目标和发展目标

VolvoProductionSystemAcademy9(79)Whyisthisimportant?

为什么它很重要？Thiswayoforganizingtheworkhelpstogeneratealignmentofgoalsandownership

ofperformanceateachleveloftheunit

这种工作组织形式，可以产生一致的目标和规范所有层面组织的行为

Monitoringandtrackingperformance,togetherwithincreasedownership,helpsensuringnecessaryperformanceandprovideprerequisitesforimprovementactionsbothlong-termandshort-term-监测和跟踪业绩，保证必要业绩和必备条件以不断改进运作，不管是长期上还是短期上VolvoProductionSystemAcademy10(79)Theteam’sgoalscanbebothoperational

(business)goalsordevelopment

goals.团队目标包括可行（商业）目标或发展目标Inputforgoalsettingcanbecascadedtopdownfrommanagement(often

stepbystepdownthroughtheorganization).Herethedegreeoffreedomforteam

tosetgoalandgoallevelsvaryalot,dependingonmaturityoftheorganization

andthecascadingprocess.目标的设定可以是从高层管理得出。这里团队设定目标的自由度是根据机构的成熟度和所处流程位置决定的Itcanalsobeinputwhereteamautonomouslysetgoalsbasedonasetdirection.Importantinputtotheteams’goalscanalsocomefrominternalcustomersandsuppliers.目标的设定也可以由团队根据既定方向自动设定。重要的目标设定也可以源于国内客户和供应商Ingeneral,thelargerthedegreeofinvolvementbytheteaminthegoalsettingprocess,thelargertheownershipandempowermentofthepeopleintheteam.一般，参与目标设定流程的程度越深，获得的自主权越多Whengoalsareset,theteamuseconcrete

plansandactionstodrivetheworktowardsthegoals.Bymeasuring,visualizingandfollowingup/reviewingtheperformanceagainstthegoalsinaregularandstructuredway(daily,weekly,monthly),theteamwillgetagoodoverviewoftheactualsituationandseewhenthereisneedforimprovementsorcorrectiveactions.目标设定后，团队利用具体的计划和行动进行工作。通过测量，可视化管理和深入调查/复查业绩，综观具体的形势做适当调整、改进Theteamhasawellestablishedwayofworkingwithimprovementsorcorrectiveactions,bysettingnewdevelopmentgoalsandusingactionplans.新确定的目标和行动计划，可以使改进工作更稳定Inadditiontothis,individualperformancereviewsaremadetosupporttheteam’seffortsandthedevelopmentofpeople。另外，个人的业绩回顾被用来以支持团队和发展个人个人HowdoesawelldevelopedGoalorientedteamwork?VolvoProductionSystemAcademy11(79)PolicyDeploymentisastep-by-stepplanning,implementation,andreviewprocess.It’sformanagingchangeincriticalbusinessprocessesandallowsacompanytoprioritizewhatreallymattersbyaligningeveryone’seffortsbehindcommongoals

决策部署是具体计划,推行和复查流程。它是为了临界行业的管理变革提出的，它要求公司通过每个人的存在的真正的问题矫正整体目标。PolicydeploymentisatranslationoftheJapaneseterm”Hoshin

Kanri”,andthisisanessentialpartofGoalorientedteams.Thisiswherestrategiesandoverallkeyperformanceindicatorsarecascadedtotheteams决策部署计划是有日本术语“Hoshin

Kanri翻译而来，它是以目标导向团体的精华部分，也是那部分战略和关键业绩需要体指示团队中的各个层面“Hoshin”canbebrokenintotwoparts.“Ho”meansdirection,while“shin”meansneedle,sotakentogether,hoshincouldbetranslatedas“directionneedle,”thatis,acompass.Asusedinbusiness,itmeansstrategicdirectionorleadershipvision;inotherwords,policy.“Kanri”canalsobebrokenintotwoparts.“Kan”meanscontrolorsteering,and“ri”canbetranslatedasreasonorlogic.Takenaltogether,hoshin

kanrimeansmanagementandcontrol(deployment)ofthecompany’sdirection"Hoshin"可以分成两部分。"Ho"表示方向，"shin"表示针，然后和在一起，hoshin可以翻译成"directionneedle,"就是一个指南针，在商业中，它表示战略方向或者是领导目标，换个词说就是决策。"Kanri"也可以分成两部分，"Kan"表示控制或者是领导，"ri"可以翻译成理智或者是逻辑。和在一起，hoshin

kanri表示管理和控制（变更）公司的发展方向Thecascadingprocess-PolicyDeployment(HoshinKanri)

细化的流程-方针部署VolvoProductionSystemAcademy12(79)MainstepsinthePolicyDeployment(Hoshin

Kanri)Process

方针部署进程的主要步骤Strategicplanning战略规划Tacticalplanningand

deploymentofplan筹划和完善方案(Catchball)Implementationofplan

andregularreview推行计划和定期回顾Annualreview年度回顾DeterminetheOrganization’spresentsituation确定组织的现实状况Developthedesired“FutureState”(Vision)形成所渴望的“未来状态”（可视性）Prioritizeandselect“VisionElement”forBreakthrough(StrategicFocus)为突破而排序并选定“可视因素”Createplanstoimprovethevisionelement

制定计划来改善可视因素Deploy/Cascadetheplan

展开/细分计划Executetheplan-createactivitiesandactions执行计划-创建活动行动Checkprogressandtakeactionondeviations

检查里程并对偏差采取行动Improveplanning

改善计划Processandcreatenextyear’splan

制定并形成下年的计划VolvoProductionSystemAcademy13(79)PolicyDeploymentisasystemofnested（一组）PDCA(improvement)cyclesStrategicplanning战略规划Tacticplanningand

deploymentofplan筹划和完善方案(Catchball)Implementationofplan

andregularreview推行计划和定期回顾Annualreview年度回顾Plan计划Do做Check检查Act行动PlanDoCheckActStrategiclevel战略水平(Annual每年)

Tacticlevel策略水平(Weekly/Monthly每周/月)Operativelevel

实施水平(Daily每天)VolvoProductionSystemAcademy14(79)Content内容Introductionandoverview

介绍和序论Strategicplanning

战略规划Tacticplanninganddeployment

策略规划与部署Implementationofplanandregularreview计划执行与日常回顾Operativelevel–dailyreviewsystem实施标准－日常回顾体系Templatesandlinks

模块与链接VolvoProductionSystemAcademy15(79)3.1

2007-2009Wanted

position

20092009年预期目标Wanted

position

20122012年预期目标20073.1

2010-20123.1

2013-2015Wanted

position

20152015年预期目标Vision20152015愿景200720082009201020112012201320142015VolvogroupStrategicObjectives,

summarizedinthe”3.1”document,

issetfor3yearsintervals沃尔沃团队战略目标，3.1文件缩略图显示了未来三年的规划BusinessPlan2009-2011BusinessPlan2008-2010BusinessPlan2007-2009TheBusinessPlanprocessisayearlyprocess,basedonChallengeletters生产计划程序是富有挑战性的年度程序LeifJohansson’s

OperativeVision

KeyelementsinsettingVolvo

GroupStrategicDirection

确定沃尔沃战略方向的关键要素VolvoProductionSystemAcademy16(79)VolvoGroupNAP

StrategicObjectives3.18沃尔沃团队NAP战略目标Goals/ActionplansonTeamlevel团队层面的目标和行动PBPPersonalbusinessplanPBP个人生产计划Managersandemployeestoidentifyindividualcontribution经理和员工确定个人贡献Strategy&Actionplan

Regions/commodities/departments策略和行动计划区域/商品/部门VolvoGroupStrategicObjectives3.1沃尔沃团队战略目标(Example)

Mainfocusin

thismodule!主要关注模块VolvoGroupStrategyBreakdownandCascadingProcess

沃尔沃团队战略的分解和细化流程VolvoProductionSystemAcademy17(79)FutureState-AnOperativeVision未来状态-有效愿景VolvoGroupStrategicObjectives3.1->3.x

ProductCycle

ManagementProfitableGrowthOperationalExcellenceMission任务Vision愿景TheVolvoWay沃尔沃之道CorporateValues合作价值WantedPosition预定目标GroupFinancialObjectives财务目标&+=>Developaclearpictureofthefuturestate

对未来状态形成清晰的构思图

Ourstrategies,policiesandobjectivessetstheoveralldirection我们的战略、策略和目标构成全部的方向Basedonthis,localmanagementlooksintothefutureanddescribeshowthislookslikefromtheirperspective…基于此，各地区管理者洞察理解未来…whichsetsthebasisfortheformulationof

aninspiringoperativevision为激励一系列有效愿景打好基础VolvoProductionSystemAcademy18(79)OperativeVision–Howitlookslikewhenwearethere

有效愿景-当我们达到后该怎么样

AnOperativeVisionshould

coverboththeobjectiveand

thesubjectiveperspective

有效愿景应包括客观目标和主观愿望

Subjective主观愿望Attitudesandvalues态度和价值取向Feelingsandreactions感觉和反应Communication沟通Commitment组织Cooperation协作Culture文化

Objective客观目标Strategies,goals&measurements战略，目标和测量

Toolsandtechniques工具和技术Decisionsandactionplans决策和行动计划Rolesandorganisationalstructure角色和组织架构VolvoProductionSystemAcademy19(79)Now现在2-3years2-3年后???????Leaderswithaclearvisionofthefuture,readytotaketheleadwithhelpofallemployeescompetenceandexperience,the“localexpertise”有清晰未来愿景的领导可以引导员工胜任工作，形成具体的专业的知识FutureState-AnOperativeVision未来状态-一个有效愿景Aclearpictureofthefuturestateleadstheway

未来状态清晰图领引前进道路VolvoProductionSystemAcademy20(79)ExampleofanOperativeVisionsummary

-fromtheVolvoPowertrainFoundryinSkövde

简略有效愿景的例子

-沃尔沃动力火车厂VolvoProductionSystemAcademy21(79)Now现在2-3years2-3年??????Futurestate未来状态StrategicFocus战略焦点6-12months6-12个月Showsdirectiononshortterm,thefirstlogicalstep,towardstheOperativeVision显示短期方向，逻辑上的第一步，导向有效愿景Makesfocusingofforcespossible,byshowingeveryonewhat’smostimportantrightnow保持焦点的关键是让每一个人知道现在最重要的是什么Select“VisionElement”forBreakthrough-AStrategicFocus

选择愿景元素作为突破口-战略焦点VolvoProductionSystemAcademy22(79)ExampleofStrategicReasoningandStrategicFocussummary

-fromVolvoPowertrainFoundryinSkövde

战略原因和战略焦点简略案例VolvoProductionSystemAcademy23(79)Descriptionofthedeploymentprocess

–examplefromVolvosODprocess

部署流程的描述

-沃尔沃OD流程案例

Today现在OperativeVision(OV):

Whatisitlikewhenit’sworkingreallywell?有效愿景理想中的结果是什么样子的Year33年6-12months6-12个月NextSF?下一个焦点NextSF?下一个焦点Year22年BusinessPlan生产计划Why?Strategic

Reasoning(SR)为什么？战略原因What?StrategicFocus(SF)是什么？战略焦点VolvoProductionSystemAcademy24(79)Basedonrealizingcurrentsituation,toshare“stancewhichwewanttobe”

withrelevantpeople基于对当前形势的理解，让相关人员知道我们想要的结果Assteptowardsthestance,todecideandtrytoreach“Target”步向结果的过程中，决策和努力达成目标Current当前Target目标Neverending永不止步Identifyingissues确定事件Identifyingissues确定事件LevelofDouki同步水平Doukiourmanufacturingwithcustomerneeds同步我们的生产和客户的需求

Wanttobe想要的结果Never-endingquesttoidentifyproblemsandputinplacesolutions提出问题付诸解决永不止步Doukiof“Quality”:toguaranteequalityforwholeproducts同步质量：保证产品质量Doukiof“Delivery”:todeliverfreshproductsatrequesteddelivery同步交货期：按订单发新货Doukiof“Cost”:tosupplyaddedvalueonly同步成本：只支持附加价值Never-endingsynchronization(Douki)withcustomerneeds

与客户需求同步永不止步

Descriptionofthedeploymentprocess

–examplefromNissanDiesel

部署流程的描述－日产柴油机案例VolvoProductionSystemAcademy25(79)ContentIntroductionandoverview

介绍与序论Strategicplanning

战略规划Tacticplanninganddeployment

策略规划与部署Implementationofplanandregularreview

计划执行与日常回顾Operativelevel–dailyreviewsystem实施标准－日常回顾体系Templatesandlinks

模块与链接VolvoProductionSystemAcademy26(79)InPolicyDeployment,eachmanagementlevel’sstrategy

becomestheobjectivesofthenextleveldown在方针展开，每个管理水平战略Catchball

ensuresthatalleffortsarealignedacrossprocessand

functionallines.Catchballisavigorousgive-and-takethatgetspeople

involvedinthestrategicfocusthatmotivatesthemtoachievethetargets创意传递确保所有的共同努力，是一项让人以旺盛的精力参与传递战略中心，激发他们实现目标InCatchball,ideasgeneratedateachlevelofthecompanyarepassedupordowntopeopleatotherlevelsfortheirreviewandinput创意传递思想在公司每个层次生成、传递或下达到其它层次让他们评审Thosereceivinganidea“catch”it,modifyit(ifnecessary)tomakeitrelevant

totheworkdoneattheirlevel,andpassitalongtotheotherlevels

Thisgive-and-takedialoguecontinuesuntileveryoneunderstandsandagrees

ontheobjectives,strategies,andactionplansoftheotherlevels这些收到创意“理解”它，修改他（必要）使他们与自己的工作层次相适应，把它继续传递到其他层次，直到其他层次所有人都理解和达成一致的目标和行动计划。Doneproperly,Catchballhelpstodevelopstrongstrategiesandfacilitateseveryone’sbuy-intotheirimplementation,sincepeopleatalllevelsintheorganizationhaveshapeditsothatitwouldworkbestintheirworkenvironment合适，当组织中所有层次上可以形成自己的观点,创意传递用来帮助开发战略和用来执行,从而创造更好的工作环境.Asanadditionalbenefit,Catchballoftenreleaseslatentingenuityinpeoplewhosecontributionswouldnototherwisebeconsidered作为额外的好处，有些人的贡献常常不被认同时，创意传递却可以释放潜在的独创性ThestrategicdialogueinODisanexampleofapplyingtheCatchballconceptOD中的战略对话是应用创意传递观念一个示例Catchballconcept创意传递观念VolvoProductionSystemAcademy27(79)Before–lackofsharedview没有分享观点之前After–Sharedview分享观点之后Sharedviewaboutcommondirectionandalignmentofgoalsand

measurementsisnecessarytodeliveronBusinessObjectives分享关于共同方向、目标和措施在实现目标上是很有必要的Strategic

dialogue战略对话Focusingforces保持焦点VolvoProductionSystemAcademy28(79)Communicationstrategy–theneedforadialogue

战略交流-对话的需要BROADCASTCULTURE广播文化COMMUNICATIONCULTURE文化交流?????DepthoftheOrganization组织机构的深度!!!!(Infosharing资源共享)(Strategicdialogue战略对话)Activeapproach“Joiningthegame”ReceiptofunderstandingAgility!积极的做法加入游戏接受和理解活泼Inactiveapproach“WatchingTV”Applause&appreciationAgility?不积极的做法看电视鼓掌感激活泼!Tobeabletofocusourforces,everyoneneedtounderstandwhatwehavetofocusonandwhy!为了能够集中我们的力量，每一个人应该明白必须关注什么和为什么VolvoProductionSystemAcademy29(79)Astrategicdialoguemeeting–examplefromVolvosODProcess

战略对话会议-沃尔沃OD流程案例IntroductionandframingoftheStrategicdialoguesession(45min)战略讨论会议的介绍和架构

-Shortdescriptionofhowthissessionwillbeperformed

简短说明如何进行会议-Importantprinciplesaroundthestrategicdialoguearepresented(thepowerof

focusingforces,thecommunicationprocess,importanceofcommitment,etc)介绍围绕战略对话的重要原则（集中力量，过程沟通，重要承诺等）PresentationofStrategicFocusandStrategicReasoning(30-45min)介绍战略重点和战略论证TheUnitheadpresentstheproposalforStrategicFocus(SF)fortheunitforthecoming6-12

months,togetherwiththeStrategicReasoning(SR)behind(calledthe”why”reasoning)

ThispresentationisthoroughlypreparedintheFormulationprocesswithsupportfrom

trainedandexperiencedODInternalConsultants(IC’s).该组织负责人提出今后6-12个月的战略重点，介绍之后再加上简短透彻的战略推理（所谓的“为什么”的推理），在经过培训和经验丰富的OD内部顾问支持下。Workshopsintheteams(45minutes)车间中的工作组

TheteamswillnowsittogetheranddiscussandreviewtheproposedSFandSR.团队成员一起讨论回顾SF和SR的提议Theywillpresenttheiranswersincludingmotivationsforthisansweraroundquestionslike;

他们将陈述自己的答案包括这个答案的动机-IsthistherightFocus?

-DoestheStrategicReasoningwithpresentedmaterialholdupforinspection?

-Isittherightmeasurement/-stofollowtheprogress&isthegoallevel/ssetontherightlevel?是不是真正的焦点，战略推理和递交材料支持检查，是不是正确的措施，符合程序和建立在正确的水平目标Presentationofworkshopresultsinbigforum(45-60minutes)在车间研讨会上介绍结果Theteamspresenttheirfindingsandmotivatetheiranswersinpublic.TheUnitheadreceives

andwritedownthefeedback,andsummarizesthefeedback.ThedialogueisfacilitatedbyIC’s团队介绍的决定，激发他们公布自己的答案，组织领导收到记录和总结反馈结果Thestrategicdialogueisnotademocraticprocesswhere”mostvoteswins”.

Itisawayformanagementtogetareceiptofasharedviewaboutstrategicdirection,andapossibilityforallemployeestobeinvolved战略对话不是民主程序，“选票多就赢”。它是一种在战略方向上听取共同观点，全员参与的管理方式VolvoProductionSystemAcademy30(79)Goal2

目标2

Goal1

目标1Wherecanwebe,

basedonourearlier

experienceand

performance?基于早期经验和业绩，我们应该在何位置？?????Whatisrealistic?

现实是什么？2.Howcan

wemakeit

realistic?怎样来实现它？History过去Now现在Future未来Performance业绩Wheredoweneed

tobe,basedon

customerneeds,

marketsituation,etc?基于消费者的需要和市场状况，我们应处何位置？Infogap!

信息差距！Tocreatereal

commitment,peopleneedto

understandWHY…要使实现差距得以切实保证就需知道差距的原因…A”realistic”goalmeansdifferentthingsdependingonwhatperspectiveandinformationyouhave.

Tothinkfromthefuturemeansthatyouputyourselfinthefuture;”Ifthisiswhereweneedtobe,HOW

canwemakeitrealistic?Whathavebeensolved,putinplaceetc,tobeabletoperformatthislevel?”现实目标就是不同的事态，它依赖于你所持有的观点和信息。远景考虑就是要把自己置于未来；“如果这就是我们所应处位置，那我们怎样实现它？以此水准，哪些问题已解决，哪些被重视，哪些要执行？”(Earlierperformance)早期业绩Todefinegoals-thinkfromthefuture!

设定目标－出于对远景的考虑！VolvoProductionSystemAcademy31(79)Improvementofoperations–thetaskofallemployees

改善操作－所有职工的任务Myworkincludesmyoperationalwork(“job1”),developingmywork(“job2”)anddevelopingmyself(“job3”)我的工作包括操作工作（“工作1”）改善工作（“工作2”）和提升自己（“工作3）Bothoperationalanddevelopmentgoalsarenecessarytomeetcustomerdemands.BotharenormalpartsoftheBusinessPlan操作目标与发展目标两者都必需迎合消费者的需求。这都是商业计划的正常组成部分。VolvoProductionSystemAcademy32(79)Strategyfortheunit

(basedonVolvoGroup

Strategicobjectives“3.1”)Objectives,

targets,KPIsPerform

执行

Operationalwork操作Develop

发展

Operationaldevelopment改进操作

Support

支撑Produce

生产Reactive

countermeasures对策反馈Strategic

complexProjects战略综合方案Semi-complex

projects半综合方案Improvementteams改进小组Operationaldevelopmentisthedevelopmentpartofthemanagementsystem,to

successivelychangethestate.ThestrategyprovideschallengingKPIsandtargets

onhowweneedtoperform.Tosucceed,weneedtodevelopthewaywework

改进操作是管理系统发展的组成部分，用以持续的改变现状。在我们该怎样执行上，此策略提供有挑战性的KPIs和目标。要成功，我们就需要形成自己的工作方式Needandopportunities需求和机遇“Job1”工作1“Job2”工作2Thedevelopmentworksupportsouroperationalwork

改善工作支撑我们的操作个体策略（以volvo

集团的战略目标为基础“3.1”）目的，目标，KPIsVolvoProductionSystemAcademy33(79)Developmentwork

“Job2”改进工作“工作2”Operationalwork

“Job1”操作技能“工作1”Improvement

opportunity提升机遇Improved

operational

work

提升操作技能Usedforgoalsettinginordinaryoperationalworkandprocesses

用以日常操作工作和进程中设定目标Usedforareaswheredevelopmentofnewimprovedwaysofworkingisneeded,

tobeabletofulfiltheoperationalgoals用于新的工作方式的发展需要，以能够实行操作目标Operationalgoals

操作目标Developmentgoals发展目标Learning!学习Learning!学习Operationalanddevelopmentgoals

操作和发展目标VolvoProductionSystemAcademy34(79)Operationalgoals

操作目标Developmentgoals

发展目标Focuson...关注于…...”ordinary”operationalwork普通的操作工作...developmentofnewimprovedwaysofworking

新改进工作方式的发展Canbeexpressedas...可表述为…...performancelevelsofordinaryoperationalwork(quality,cost,deliveries,...)

普通操作工作的执行水平（质量，成本，传运,…）...aneffectonperformancelevel

orasadatewhenimplementationiscompleted…在执行水平上的效果或作为执行结束时的日期Aremeasuredby…被…检测…viewingperformanceataspecifictime

在特定的时间视察执行水平(effectmeasurement

效果检测)

…visualizingtheresult(effect)ofthedevelopment(effect)ordegreeofimplementationataspecifictime在特定时间观察改进的结果或执行程度

(progressmeasurement

进程检测)Aredeployedthrough...通过…展开...acascadingprocessandoftenexpressedinsimilarwayatdifferentlevels…重叠的进程并在不同水平以相似的方式表述...atranslationofwhatthismeansatdifferentlevels,tobestcontributetooverallgoals.

对它处于不同水平时的解释，以更好的服务于总体目标Timehorizoncanbe...时间范围应该在…...bothlongandshortterm…可长可短的期限...bothlongandshortterm…可长可短的期限ThedifferencebetweenOperationalandDevelopmentgoals

操作目标和发展目标的区别VolvoProductionSystemAcademy35(79)Content

内容Introductionandoverview

介绍和序论Strategicplanning

战略规划Tacticplanninganddeployment

策略规划及部署Todefinegoalsonteamlevel依据小组水平设定目标Deploymenttoindividuallevel

依据个体水平部署Implementationofplanandregularreview

计划执行与常规回顾Operativelevel–dailyreviewsystem实施标准－日常回顾体系Templatesandlinks

模块与链接VolvoProductionSystemAcademy36(79)OperativeVision:可行愿景Whatdoesitlooklikewhenwearethere?当我们实现它时它是什么样的StrategicFocus:战略中心Describes

WHAT,andWHY

thisismostimportant,and

howyouwanttoMEASUREit.描述它是什么，为什么是最重要的，你想怎样来衡量它Now

现在6-12months

月24-36months

月Seminarsareheldwith

aStrategicDialogue

witheveryone

aboutthe

direction针对方向与所有人用战略对话的方式开展研讨会Theteamstakecareof

HOWtogetthere,bysettinggoalsbasedonhowtheybestcancontribute团队关心的是怎样实现它，在使它们最有效的基础上来设定目标Vision愿景Concrete

activities,

goalsetc具体的行动和目标FromOperativeVisiontodevelopmentgoalsfortheteam

–examplefromVolvosODprocess

团队可行的愿景和发展目标－例如volvo的OD流程VolvoProductionSystemAcademy37(79)LogofideasSTRATEGICFOCUS/OVERALLGOAL战略中心/全面目标Actionplan工作计划Theteam’simprovementarea/focusarea团队的提升区域/中心区域WHOisdoing

WHATuntilWHEN?谁在做，到什么程度，什么时候完成？Goalandmeasurement

CompletedItemsFinishedactivities

Accomplishments

“Listofmerits”Goodideasare

savedforfuture

improvementworkConnectionbetweentheStrategicFocusandtheteam’swork

战略中心和团队工作的连接想法日志目标及检测完成项目为将来的改进工作，保留好的想法完成的工作成就“获益明细”VolvoProductionSystemAcademy38(79)Teamsfocusedarea:团队关注区域Isdecidedbytheteam

是不是团队自己决定SupportstheStrategicFocusedArea支持战略中心区域Supportscustomerdemands

支持客户需求Createsvalueaddedintheflow/process在流程中创造附加值Everybodyintheteamcancontribute

每个团队中的成员都要有贡献精神Goalsandmeasurements

目标和检测:

Inventameasurementthatshowsoutputonwhat’simportanttochange发明一种测试方法来显示需要改变的重要输出量Measurementshouldbeabletoshowthetrend测量方法应该可以显示趋势Sharpdefinitionandroutines精确的定义和路线Showtheresultseveryweek每个星期显示结果Challenginggoalleve