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1、Performance Management,-The best strategy will not succeed unless it is properly implemented and managed.,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.,2-1,The Scope of this Workshop,What this workshop is not about:Developing a Vision/Mission and/or Business StrategyBalanced Scorecard Development of Key Performanc
2、e Indicators(KPIs)Development of HR compensation schemeWhat this workshop is about:Concept of Performance Management(assuming that you have a viable strategy and have developed Strategic Objectives and KPIs)Concept of Economic Value-Add and Strategic InitiativesConcept of Leading and Lagging Indicat
3、orsAligning your organization to your Quality StrategyHow to use the Management Review process to manage your companys performance breakthrough,2-2,本次研討班范圍,本次研討班不是關于:開發一理想(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
4、何利用管理評估制程來管理公司的績效突破點,3-1,Workshop Objectives,Introduce the concept of Performance ManagementShow why companies usually dont benefit very much from their“management reviews”.Show how&where value and competitiveness are created in a company.Explain what are leading and lagging indicators and the relat
5、ionship between them.Show that the workshops in the QSM program are strategic initiatives as well as leading indicators,and should be managed with commitment.Show how to set up an effective Management Review systemShow how to use the Management Review process to manage company performance breakthrou
6、gh.,3-2,研討班目的,導入績效管理概念說明為何公司通常不能從其“管理評估”受益良多.說明在一個公司里如何及在哪里創造價值及競爭.解釋先導及后延指標以及相互之間的關系.說明在QSM計划中研討班是策略倡議及先導指標應以承諾來管理.說明如何建立一有效的管理評估體系說明如何利用管理評估制程來管理公司的績效突破點.,4-1,Contents,Introduction to Performance ManagementStrategy DevelopmentLeading and Lagging IndicatorsExerciseAligning your Organization to your
7、 Quality StrategySetting up a Management Review systemCase StudyConclusionHomework,4-2,內容,績效管理導入策略開發先導及后延指標練習使你的組織密切配合于品質策略建立一管理評估體系個案研究結論作業,5-1,What is Performance Management?,It is about transforming strategy into action from corporate level to operations level,and managing the implementation.An e
8、ffective Performance Management ensures that the implementation of strategic plans has a high chance of success every time.It is very much related to the way a company reviews performance(commonly known as Management Review).From the way your company performance is managed,an outsider(e.g.,your cust
9、omers quality auditor)can tell whether you are creating value or not for your customers and shareholders.,5-2,什么是績效管理?,它是將策略轉化為從公司級到經營級之行動并管理其實施.一有效的績效管理確保策略計划的實施每次都有成功的高可能性.它與公司評估績效(通常被認為是管理評估)的方法密切相關.從你公司管理績效的方法來看一個局外人(如你客戶的品質稽核員)可判斷出你是否在為客戶及股東創造價值.,6-1,It is a Management Process.,Performance Mana
10、gement helps to communicates strategic objectives to each function(e.g.,R&D,Purchasing)and/or operations(e.g.,the factory)The process forces management&employees to develop strategic initiatives(action plans),besides setting quantitative targets.It also forces the management to manage both strategic
11、 initiatives and operational goals,including problem feedback.,6-2,它是一個管理制程.,績效管理幫助把策略目標傳達于每個職能部門(如,R&D,采購)及/或經營單位(如,工廠)制程使管理人員&雇員除了訂定量化目標外還要開發策略倡議(行動計划),.它也使管理人員對策略倡議及經營目標進行管理包括問題反饋.,7-1,Performance Management,Strategy Development,Management Review Process,Performance Management,+,=,+,Initiatives(A
12、ction Plans),7-2,績效管理,策略開發,管理評估制程,績效管理,+,=,+,倡議(行動計划),8-1,Some Common Mistakes in Performance Management,No sense of a real business strategy or no plan for excellence.Company strategy development stops at vision,mission or strategic objectives.No links between the strategy developed and operational
13、 activities(including contents of Management Review).Middle management&employees do not contribute(or has no chance)to functional strategies.Management only review quantitative targets,and“continuous improvement”activities.Reviews of performance are done too infrequently(e.g.,only once or twice a ye
14、ar),mainly to comply with ISO 9000 requirements.,8-2,績效管理的一些常見錯誤,對真正的營業策略沒有意識或者對邁向卓越沒有一個計划.公司策略開發停留在理想使命或策略目標階段.開發的策略與經營活動(包括管理評估內容)之間沒有聯系.中層管理人員&雇員不能(或沒有機會)對職能策略有所貢獻.管理僅評估量化目標及“持續改善”活動.績效評估頻率太低(如,一年僅一次或二次)主要是滿足ISO 9000 需要.,9-1,Great View Co.Ltd.-China Plant Performance Goals,Past MonthsThis Months1
15、.Quality Goals:PerformanceTarget1.1 Pre-alignment1%0.73%0.6%1.2 Alignment3%1.1%0.8%1.3 Final QA7000 ppm600020001.4 Out of Box Audit1000 ppm285410001.5 In-Circuit Test3%5-6%3%2.Line Productivity:2.1 14”130 set/hr119.3 set/hr130 set/hr2.2 15”130 set/hr110 set/hr130 set/hr2.3 17”130 set/hr90 set/hr130
16、set/hr3.Inventory Turnover14 days11.4 days14 days4.Reduction in Material Costs:?5.Abnormal Hours:600hrs700hrs500hrs,9-2,Great View Co.Ltd.-China 工廠績效目標,上月本月1.品質目標:績效目標1.1 預調准1%0.73%0.6%1.2 調准3%1.1%0.8%1.3 最終 QA7000 ppm600020001.4 開箱稽核1000 ppm285410001.5 In-Circuit 測試3%5-6%3%2.線生產率:2.1 14”130 set/hr1
17、19.3 set/hr130 set/hr2.2 15”130 set/hr110 set/hr130 set/hr2.3 17”130 set/hr90 set/hr130 set/hr3.庫存周轉率14 days11.4 days14 days4.材料成本降低:?5.異常時數:600hrs700hrs500hrs,10-1,Great View Co.Ltd.-China Plant Annual Objectives,6.To support HQs plan to expand current factory in order to increase production capaci
18、ty to 2.2 million units.Target date:1st July this year.7.MIS estimated to complete:7.1 Cost system7.2 Fixed Asset and Tooling Control System7.3 Employee Salary System7.4 Web Site enabled JIT system for vendors7.5 Lotus Notes approval system8.Sales Department has been set up and hopes to achieve:8.1
19、100%communicate with regular customers;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 information as and when necessa
20、ry.,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 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.,11-1
21、,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,Screen QA,MFG I QA,MFG I,SMT QA,SMT,IQC,CSD,Lot Accept Rate,First Pass Yield,First Pass Yield,First Pass
22、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 rejected/#of incoming lots)x100%,Side A Visual x Side B Visual x ATE,1-(#of defective boards/#of boards inspecte
23、d)x100%,Front End Visual x Back End Visual x Mylar Visual Inspection,Assembly x Burn-In x Function Test x Surface Inspection&Packing,Number of official customer complaint cases,Cumulative average of Turn Around Time,1-(#of defective units/#of units inspected)x100%,Front End Visual x Function Test x
24、Back End Visual,Burn-In x Function Test x Cosmetic Inspection,1-(#of defective units/#of units inspected)x100%,1-(#of defective units/#of units inspected)x100%,Assembly x Burn-In x Function Test x Surface Inspection&Packing,1-(#of defective units/#of units inspected)x100%,N.A.,MFG=Manufacturing;BTO=
25、Build To Order;CSD=Customer Service Department;CAR=Corrective Action Report.,11-2,TSUN CO.品質績效評估,部門,績效指標,績效指標定義,CAR匯總,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)x100%,A
26、 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&包裝,正式的客戶投訴案例數,周期累計平均值,1-(不良數/檢驗數)x100%,前端目檢 x 功能測試 x 后端目檢,燒機 x 功能測試 x 外觀檢驗,1-(不良數/檢驗數)x100%,1-(不良數/檢驗數)x100%,組裝 x 燒機 x 功能測試 x 外觀檢驗&包裝,1-(不良數/檢驗數)x100%,N.A.,MFG=制造;BTO=依訂單生產;CSD=客戶服務部;CAR=校正措施報告.,12-1,Ideal:Enj
27、oy Life,Mission:Make profits through serving the industry&society.,Product Excellence;High Quality;Appropriate Service;Customer Satisfaction,HR is our company asset;Training is crucial;Talent Share the fruits of success.,BU1,BU2,BU3,BU4,BU5,BU6,BU7,Manufacturing,Sales/Marketing,Planning/Control,R&D,
28、After Sales Service,-Fast delivery-Reduce costs-High quality-Factory/plant close to market-automation-Improve process knowledge&capability,-professional image-Build new channels-Differentiated sales/marketing-Be close to the pulse of the market fluctuations-Obtain large OEM customers long-term/partn
29、ership P.O.-exposure of products getting awards-Develop“Customer Relationship Management”capability,-Build a financial structure to enhance liquidity of company.-Company wide involvement&reward-for-suggestion scheme-Hold activities to enhance company-wide coherence.-Planned training to professional/
30、functional knowledge/skills-MISs support to all departments-“Human-touch”management style to bring out full potential of employees.,-Faster time to market than competition-Enhance/strengthen supplier integration during New Product Development-A complete product line/range for customer/market-new pro
31、ducts overall value-add.,-Build global after-sales service network-Build a“Total Customer Service”structure&system.,Note:3Cs=Computer,Communications&Contents,Success Electronics Ltd-,12-2,理想:享受生活,使命:通過服務業界&社會來創造利潤.,產品卓越;高品質;適當服務;客戶滿意,HR 是公司資產;培訓是關鍵;才能 共享成功果實,BU1,BU2,BU3,BU4,BU5,BU6,BU7,制造,銷售/營銷,計划/管
32、制,R&D,售后服務,-交貨迅速-降低成本-高品質-工廠向市場靠攏-自動化-提高制程知識&能力,-專業形象-建立新渠道-差別銷售/營銷-把握市場波動之脈膊-從大 OEM客戶獲得長期/合作 P.O.-產品獲獎宣傳-開發“客戶關系管理”之能力,-建立財務架構來改善公司流動資產.-公司廣泛的參與&建議回報計划-舉行活動來增強整個公司凝聚力.-有計划的培訓來專業/功能知識/技能-MIS 對所有部門的支援-“人性感化”管理模式以充分挖掘雇員潛能.,-比競爭對手更快地投放市場-于新產品開發階段加強供應商整合-一個針對客戶/市場的完整的產品系列/范圍-新產品整體附加價值.,-建立全球售后服務網絡-建立一個“
33、服務所有客戶”的架構&體系.,Note:3Cs=計算機,通訊&消費,Success Electronics Ltd-,13-1,Warehouse parts damage rate 0.01%,Parts or material scrap rate 0.3%,SMT production capacity 450K pieces,Inventory Turnover rate 20 days,Provide reports of parts not moving for 30 days,Provide reports of products not moving for 30 days,P
34、roduction Expenses to reduce by 10%compared to last year,SMT ICT Yield 99%,DIP Ict Yield 98%,IQA:PCB defect rate 1000 dppm,IQA:Mechanical parts defect rate 500 dppm,IQA:IC defect rate 500 dppm,Supplier reaches Company within 2 hours of notification of issue,Function Test Yield 99.6%,Department,Objec
35、tives,2001,2002 Jan,2002 Feb,2002 Mar,PIC,Success Electronics Annual Objectives Tracking,Production Targets for cards:350K pieces this year,Daily progress management of Shop Floor Control system,Operations&Facilities,Component W/H,Finished Goods W/H,Quality Assurance Department,D.O.A.at customer 200
36、0 dppm,Customer complaint:Furnish initial report within 24 hours,90%of the time,13-2,貨倉元件受損率 0.01%,元件或材料報廢率 0.3%,SMT 產能 450K pieces,庫存周轉率 20 days,提供30天未使用的元件報告,提供30天未出貨的產品報告,生產費用同去年相比減少 10%,SMT ICT 良率 99%,DIP Ict 良率 98%,IQA:PCB 不良率 1000 dppm,IQA:機制件不良率 500 dppm,IQA:IC 不良率 500 dppm,問題反映于供應商后供應商2小時之內抵
37、達公司,功能測試良率 99.6%,部門,目標,2001,2002 Jan,2002 Feb,2002 Mar,PIC,Success Electronics 年度目標追蹤,小卡生產目標:今年350K pieces,生產現場管制系統的每日進度管理,經營&設施部門,元件 W/H,制成品 W/H,品質保証部門,抵達客戶方產品已“死”(D.O.A).2000 dppm,客戶投訴:24小始內完成初步報告,次數的90%,14-1,Ready to ship order within 48 hours of confirmed Sales Order,Inventory Turnover rate 20 d
38、ays,Quality Target:Motherboard yield rate=100%,Quality Target:Case yield rate=99.6%,Quality Target:Power yield rate=99%,Quality Target:Riser Card yield rate=99%,Monitor quality,process parameters change within 1 day when required,Quality Target:Bare bone yield rate=99%,Production volume target:Q1 Mo
39、therboard=900K,Production volume target:Q1 Motherboard=1,500K,Reduce OQA Lot Reject to 6 cases per month,Reduce Customer Complaint(because of packing)to 2 cases,To officially report any component price increase 3%,Production volume target:Q2 Motherboard=900K,Department,Objectives,2001,2002 Jan,2002
40、Feb,2002 Mar,PIC,Success Electronics Annual Objectives Tracking,Provide shipping information within 1 hour for new Sales Order,Quality Target:Cable=99%,Final Assembly,Engineering,Packing,Production volume target:Q3 Motherboard=1,200K,Inventory Turnover rate 20 days,Production Control,Purchasing,14-2
41、,對于已確認的銷售定單48小時內作好出貨准備,庫存周轉率 20 days,品質目標:主板良率=100%,品質目標:Case 良率=99.6%,品質目標:Power良率=99%,品質目標:Riser Card良率=99%,監控品質,在需要時1天之內變更制程參數,品質目標:Bare bone良率=99%,產量目標:Q1 Motherboard=900K,產量目標:Q1 Motherboard=1,500K,減少 OQA 批退至每月 6 cases,減少客戶投訴(因包裝)至 2 cases,任何元件價格上漲3%時作出正式報告,產量目標:Q2 Motherboard=900K,部門,目標,2001,2
42、002 Jan,2002 Feb,2002 Mar,PIC,Success Electronics 年度目標追蹤,對于新訂單1小時內提供出貨資訊,品質目標:Cable 良率=99%,最后組裝,工程,包裝,產量目標:Q3 Motherboard=1,200K,庫存周轉率 20 days,生產管制,采購,15-1,RMA Repair Volume:America East 10,000 per year,RMA Repair Volume:America West 15,000 per year,RMA Repair Volume:Japan 4,000 per year,RMA Repair
43、Volume:China GuangDong 10,000 per year,Control Expenses 10%less than last year,Account Receivables 40 days,RMA Repair Volume:Taipei 20,000 per year,Inventory Turnover rate 20 days,Sales volume target:Q1=200K,Sales volume target:Q4=400K,Send 200 products to worldwide media(Advertisement,etc),World Wi
44、de Web Versions to increase from 5 to 8 sites,To win 100 product prizes or awards,Sales volume target:Q2=170K,Department,Objectives,2001,2002 Jan,2002 Feb,2002 Mar,PIC,Success Electronics Annual Objectives Tracking,RMA Repair Volume:Philippines 35,000 per year,RMA Repair Volume:China HangZhou 5,000
45、per year,Marketing,System Integration(SI),Sales volume target:Q3=350K,Make Internet more user friendly and more features,RMA Repair,Sales,15-2,RMA 維修量:America East 10,000 per year,RMA 維修量:America West 15,000 per year,RMA 維修量:Japan 4,000 per year,RMA 維修量:China 廣東 10,000 per year,管制開銷比去年減少 10%,應收賬款 40
46、 days,RMA 維修量:Taipei 20,000 per year,庫存周轉率 20 days,銷售量目標:Q1=200K,銷售量目標:Q4=400K,向跨世界媒體(廣告等)派送 200 產品,使World Wide Web 網址從 5 增加到 8 個,設 100 個產品獎賞或獎品,銷售量目標:Q2=170K,部門,目標,2001,2002 Jan,2002 Feb,2002 Mar,PIC,Success Electronics 年度目標追蹤,RMA 維修量:菲律賓 35,000 per year,RMA 維修量:China 杭州 5,000 per year,營銷,系統整合(SI),
47、銷售量目標:Q3=350K,使 Internet 用戶界面更友好更多特征,RMA 維修,銷售,16-1,ECSMs Management Review,Monthly meetings to review:Status of meeting quality objectives.If quality system is implemented according to Quality ManualInternal Quality Audit resultsCustomer complaints,corrective&preventive actionsAction items for prev
48、ious management review,16-2,ECSM管理評估,月度會議來評估:品質目標達成狀況.品質體系是否依據品質手冊來實施內部品質稽核結果客戶投訴,校正&預防措施針對以前管理評估的措施項目,17-1,ECSMs Management Review,The following are the main process performance and issues reviewed:SMT process First Pass Yields,issues and corresponding defect Pareto chart DIP process First Pass Yie
49、lds,issues and corresponding defect Pareto chartsOQC Lot Reject defect Pareto chartsSMT Component“throw out”rateFinish goods scrap rateSummary of process“abnormal”issues according process,engineering,and production causes.,17-2,ECSM管理評估,以下是評估的主要制程績效及問題:SMT 制程直通率,問題及相應的不良柏拉圖DIP 制程直通率,問題及相應的不良柏拉圖OQC 批
50、退不良柏拉圖SMT 元件“拋料率”制程品報廢率根據制程,工程,及生產原因的制程“異常”問題之匯總.,18-1,ECSMs Management Review,Some observations:SMT process:the recurring“false”solder,and lack of Corrective Action report for top issuesDIP process:the recurring“floating component”issue,and the lack of CAR reports for top issuesOQC Reject:some of t
