東莞企達(dá)電器有限公司目標(biāo)管理培訓(xùn)(PPT 20頁)

1、目標(biāo)管理培訓(xùn)課程目標(biāo)管理培訓(xùn)課程-東莞企達(dá)電器有限公司來自資料搜索網(wǎng)() 海量資料下載培訓(xùn)課程內(nèi)容：p什么是目標(biāo)管理p目標(biāo)管理的類型p制定目標(biāo)的原則p目標(biāo)體系和目標(biāo)的類別p目標(biāo)卡的介紹p目標(biāo)的執(zhí)行，檢查與獎(jiǎng)懲- 什么是目標(biāo)管理什么是目標(biāo)管理3個(gè)石匠的故事：混口飯吃，最棒的石匠，教堂？目標(biāo)：指將來要達(dá)到的水平，理想，高度，地方。管理指通過方法，技巧使目標(biāo)實(shí)現(xiàn)成為可能及更經(jīng)濟(jì)提高業(yè)績(jī)型目標(biāo)管理自我發(fā)展型目標(biāo)管理目標(biāo)管理（目標(biāo)管理（MBO：management by objectives）目標(biāo)管理是一種制度目標(biāo)管理是以提高績(jī)效為目的目標(biāo)管理是以設(shè)立目標(biāo)為手段目標(biāo)管理是上下級(jí)人員共同努力目標(biāo)管理是由工

2、作人員完成目標(biāo)管理應(yīng)規(guī)定期限，工作項(xiàng)目，評(píng)估標(biāo)準(zhǔn)，以作為人員努力之方向。提高業(yè)績(jī)型目標(biāo)管理提高業(yè)績(jī)型目標(biāo)管理注重于結(jié)果，它依賴于企業(yè)的組織將公司的總目標(biāo)，由上到下推行到每一個(gè)部門，甚至個(gè)人，使全公司的所有目標(biāo)有機(jī)的聯(lián)系到一起，結(jié)合團(tuán)隊(duì)的力量，運(yùn)用PDCA模式，確保在規(guī)定的時(shí)間達(dá)到目標(biāo)的方法。業(yè)績(jī)性目標(biāo)管理的特性：連續(xù)性，每個(gè)人都明了自已的目標(biāo)和總的公司目標(biāo)相關(guān)。逐級(jí)制定時(shí)間限制，通常每月，每季，每半年，每制要評(píng)估。目標(biāo)體系：目標(biāo)體系：總目標(biāo)公司目標(biāo)主管目標(biāo)經(jīng)理目標(biāo)員工目標(biāo)關(guān)系高關(guān)系低目標(biāo)的制定：目標(biāo)的制定：平衡+木桶 目標(biāo)制定的原則目標(biāo)制定的原則: SMART: SMARTSpecific 具

3、體的明確的具體的明確的Measurable 可測(cè)量的可測(cè)量的Ambitious 有雄心地有雄心地Realistic 現(xiàn)實(shí)地現(xiàn)實(shí)地,可實(shí)現(xiàn)地可實(shí)現(xiàn)地Time-phased 階段性地階段性地PSG 2003 AOP Q1 Q2 Q3 Q4TargetActualTarget Actual Target Actual Target Actual Target ActualResp. Customers Customer Complaint (KPI) Comfirmed Cases SOT54 Product Quality232228George SOT23 Product Quality1112

4、26George Visual PPM (KPI) PPM SOT54 Product Quality20520202020George SOT23 Product Quality838888George Customer Survey ScoreCustomer Services888George Processes Production Output (KPI) - M PSG1 SOT54 Accelerated Growth639606 6856876842695Shek PSG1 SOT23 Accelerated Growth319267 3593603851423Shek PSG

5、2 ramp up -SOT23 Ramp UP Capability0060360420Shek Die Free Packaging Cost (KPI) US$/k PSG1 SOT23 Cost ManagementKenneth PSG2 SOT23 Cost ManagementKenneth SOT54 Cost ManagementKenneth CLIP (KPI) % SOT54 Delivery Reliability98.80%100%98.80%98.80%98.80%98.80%R.Chan SOT23 Delivery Reliability98.80%100%9

6、8.80%98.80%98.80%98.80%R.Chan Overall Yield % SOT54 Cost Management97.8%98.33%97.8%97.8%97.8%97.8%George SOT23 Cost Management98%98.32%98%98%98%98%George OEE Eq. Management80%84.4%80%80%80%80%Lanber Competence Completed PBE actionsQuality of Organisation 25%25%25%15%90%George IT system implimentatio

7、nIT Competence20%40%60%80%80% on timeKenneth Local EMSEmployee Motivation+2+2+2+2+8 of 2002 resultsArthur Training Hours Assembly80% over 10 hr42% over 24.1Hr.80% over 20hr80% over 30hr80% over 40hr80% over 40hrArthur Turnover rateHR competence7%9.27%12%18%22%22%Arthur FinancialsShareholder Value IF

8、O k RMBKenneth EPRKenneth Controlable cash flow KennethPurchasibg Saving LeadingKennethPurchasibg Saving TapeKennethPurchasing Saving PartsKenneth Supporting Bom cost reduction %98%96.80%96%94%92%92%Raymond NPR cost reducton %100%99.5%98%96%95%95%Raymond Localization80%97%85%90%93%93%RaymondEDL Supp

9、ort ( Headcount )92003Critical SuccessFactorsUnder TargetUnder TargetTargetActualTargetAprMayjunActualTargetActualTargetActual1.1Outgoing PPM5.665.55.795.5455N/A330280300191250250N/A3504093003842502501.3Demand FulfillmentN/A100%100%100%100%100%100%2.1GA Overall Yield98.2%98.0%98.1%98.0%98.1%98.2%98.

10、2%2.2Power Overall Yield95.4%94.5%95.3%95.0%95.0%95.3%95.5%2.3PST65.566.53.1N/A0.0100.0290.0120.0250.0150.0180.03USD/K0.0012 Leadframe utilization rate increased 0.3% (99.1%)BOM: 98.0%98.80%0.0083 Powder utilization increase 0.04kg/100kpcs (1.26)BOM: 1.30kg/kpcs1.27kg/100Kpcs0.0154 3.227726

11、22782282672622833.340010014.1Man.Hour/KN/A0.3700.3340.3600.3440.3450.3404.2Spot Recognition229118127364.3Project Qty.1344456Consumable Parts:8% saving based on 2004.TM Marking 250CFM Molding 250In process PPM.COST0.018 USD/K saving Q4.20042004Manufacturing: 6.5PSG I M anufacturi ng BBS 2005 PSG I M

12、anufacturi ng BBS 2005 5.C U S T O M E R S.P R O C E S S1.2100%98.20%95.50%Q2Q1Q3Q40.3436 (Accum.)7 (Accum.)HC(Direct, 2shifts pattern)Industrial Injury 2cases.COMPETENCEOutgoing PPM目標(biāo)的種類：目標(biāo)最多不超過目標(biāo)的種類：目標(biāo)最多不超過5個(gè)個(gè)TQCSM Business Balanced Score Card Business Balanced Score CardCompetenceProcessesCustome

13、rsFinancialStaffStaffCompetenciesCompetenciesTechnologyTechnologyInfrastructureInfrastructureClimate for ActionClimate for ActionExcellence in Excellence in PerformancePerformanceCustomerCustomerDelightDelightValueValueGrowthGrowthA cause and Effect chainA cause and Effect chain Leading and Lagging

14、Indicators Leading and Lagging IndicatorsCompetenceCompetenceProcessesProcessesCustomersCustomersFinancialFinancialLeading performance IndicatorsLagging performance IndicatorsUnderstand Lagging and Leading indicator conceptsUnderstand Lagging and Leading indicator conceptsUnderstand Cause and Effect

15、 relationshipsUnderstand Cause and Effect relationshipsReport and Review a balanced set of indicatorsReport and Review a balanced set of indicatorsWorld class businesses:World class businesses: BBSC-Key TransitionsBBSC-Key TransitionsMarket PerformanceMarket PerformanceDeliveryDelivery& &Ser

16、viceServiceStrategicStrategicInvestmentInvestmentProcess developmentProcess developmentLearningLearningcustomerscustomersProcessesProcessesFinancialFinancialDeployment FormatsDeployment FormatsAn objective is achieved by processes An objective is achieved by processes A process is measured by indica

17、tors.A process is measured by indicators.An indicator is specified in a targetAn indicator is specified in a targetA target is the objective for the next levelA target is the objective for the next levelAll three must be identified Choose the terms that fit.All three must be identified Choose the te

18、rms that fit.Strategic Strategic ObjectiveObjectiveProcessesProcessesIndicatorsIndicatorsTargetsTargetsOperationalOperationalObjectiveObjectiveProcessesProcessesIndicatorsIndicatorsTargetsTargetsTacticalTacticalObjectiveObjectiveProcessesProcessesIndicatorsIndicatorsTargetsTargets目標(biāo)卡的介紹：目標(biāo)卡的介紹：目標(biāo)的執(zhí)行：目標(biāo)的執(zhí)行：l要了解整體目標(biāo)，上級(jí)目標(biāo)，個(gè)人目標(biāo)l自我管理l自由裁量l權(quán)限委讓l自我啟發(fā)，總結(jié)1.下屬如何完成目標(biāo)下屬如何完成目標(biāo)2.上司如何幫助下屬完成目標(biāo)上司如何幫助下屬完成目標(biāo)適當(dāng)?shù)氖跈?quán)提高部屬的工作意愿給于部屬支持與協(xié)調(diào)就目標(biāo)完成情況經(jīng)常交換意見適當(dāng)?shù)目刂苐分配責(zé)任l目標(biāo)進(jìn)度了解，記錄l分時(shí)間，如每周，每