卓越績效模式11項核心價值觀

1、卓越績效模式 11 項核心價值觀 Criteria for Performance Excellence一、遠見卓識的領導1、建立方向：樹立以顧客為中心的價值觀，明確組織的使命和愿景，并平 衡所有利益相關(guān)方的需求。2、制定組織的開展戰(zhàn)略、方針、目標、體系和方法，指導組織的各項活動， 并引導組織的長遠開展。3、調(diào)動、鼓勵全體職工的積極性，為實現(xiàn)組織目標做到全員參與、改進、 學習和創(chuàng)新。4、誠信自律，保護股東和其他利益相關(guān)方的權(quán)益。5、以自己的道德行為和個人魅力起到典范作用，形成領導的權(quán)威和職工對 組織的忠誠，帶著全體職工克服困難，實現(xiàn)目標。二、以顧客為導向追求卓越1、組織的產(chǎn)品、效勞質(zhì)量是由顧客

2、和市場來評價的2、為顧客創(chuàng)造價值，建立穩(wěn)定的顧客關(guān)系，增進顧客滿意和忠誠3、既要了解顧客今天的需求，也要預測顧客未來的需求4、盡可能做到零缺陷，對偶爾出現(xiàn)的失誤要迅速、熱情處理好，將顧客的 不滿意降到最低，并驅(qū)動改進和創(chuàng)新5、為顧客提供個性化和有特色的產(chǎn)品、效勞6、對顧客需求變化和滿意度保持敏感性，增強市場應變能力三、培育學習型組織和個人1、組織和個人要不斷學習新思想、新方法，以持續(xù)改進，適應新的開展變 化2、培訓是組織對職工成長的一種投資，而且是高回報的投資3、學習不應再作為額外的工作，而成為職工日常工作的一局部4、學習內(nèi)容不僅限于技能和崗位培訓，還應包括意識教育、研究開發(fā)、顧 客需求研究、

3、最正確工作方法和標桿學習5、開展互相學習和經(jīng)驗交流，在組織內(nèi)部做到知識共享KMS 6、強調(diào)學習的有效性四、尊重職工和合作伙伴1、在內(nèi)部，要提高職工滿意度：對職工的承諾、保障及與工會的合作；創(chuàng) 造公平競爭環(huán)境； 對優(yōu)秀職工的認可； 為職工提供開展時機； 在企業(yè)內(nèi)做到知識 共享，幫助職工實現(xiàn)目標；營造一個鼓勵職工迎接挑戰(zhàn)的環(huán)境2、在外部，與顧客、供應商、銀行、社會團體等建立戰(zhàn)略聯(lián)盟與合作伙伴 關(guān)系3、建立戰(zhàn)略合作伙伴關(guān)系的原那么是：實現(xiàn)互利和優(yōu)勢互補，增強雙方實力 和獲利能力4、成功的內(nèi)部和外部合作伙伴關(guān)系應建立長遠的戰(zhàn)略目標，從制度和渠道 上保證做到互相溝通，共同認識取得成功的關(guān)鍵要求五、靈活性

4、和快速反響1、電子商務的出現(xiàn)縮短了貿(mào)易距離和時間2、為了實現(xiàn)快速反響，要縮短產(chǎn)品更新周期和產(chǎn)品、效勞的生產(chǎn)周期，精 簡機構(gòu)和簡化工作程序，實施同步工程和業(yè)務流程再造BPR 3、為了滿足全球市場、顧客多樣化需求，不能滿足于簡單的 “按規(guī)定辦事 、 “按標準生產(chǎn) ，還要有更多的靈活性4、培養(yǎng)掌握多種能力的職工更為重要，以便勝任工作崗位和任務變化的需 要5、時間將成為非常重要的指標，時間的改進會推動組織質(zhì)量、本錢和效率 方面的改進六、關(guān)注未來1、持續(xù)增長和市場領先地位能給利益相關(guān)方以長期信心2、要制定組織的開展戰(zhàn)略，分析和預測影響組織開展的各種因素3、根據(jù)組織確定的戰(zhàn)略目標，制定中長期、短期方案，并

5、配置所需的資源， 保證戰(zhàn)略目標的實現(xiàn)4、為了追求組織持續(xù)、 穩(wěn)定的開展， 要重視與職工和供應商的同步開展 聯(lián) 盟與合作七、創(chuàng)新的管理1、創(chuàng)新是對產(chǎn)品、效勞和過程的富有意義的變革，為組織帶來新的績效， 為利益相關(guān)方創(chuàng)造新的價值2、創(chuàng)新不僅僅局限于研究開發(fā)部門的技術(shù)和產(chǎn)品創(chuàng)新， 管理創(chuàng)新也很重要。 管理創(chuàng)新包括：思想觀念、組織機構(gòu)、運行機制和業(yè)務流程等多方面的創(chuàng)新3、應領導和管理創(chuàng)新，使之融入到日常工作中，成為組織文化的一局部， 促使全體職工積極地參與變革 危機意識，管理變革風險管理，接受變革能 夠容忍失敗八、基于事實的管理1、組織依賴于績效的測量和分析2、績效測量指標應與組織的方向、戰(zhàn)略保持一致

6、本身也要評價和改進 ， 應反映顧客滿意、運行過程和財務績效情況并導致其改進3、績效測量所依據(jù)的數(shù)據(jù)和信息必須真實、可靠，應包括顧客、產(chǎn)品和服 務的績效；運作、市場和競爭績效的比照，供應商、職工、本錢和財務績效4、對數(shù)據(jù)、信息進行趨勢、差距和因果分析，采取措施進行改進 PDCA 5、分析支持多樣性的用途：籌劃、績效評審、運作改進、變革管理、與競 爭對手或標桿的績效比照九、社會責任與公民義務1、組織的領導應對社會負有責任，盡好公民義務2、公共責任要求組織遵守職業(yè)道德，保護公共健康、平安和環(huán)境，節(jié)約資 源和預防污染3、應從產(chǎn)品設計開始就考慮到環(huán)境、資源和平安等方面的要求4、不能僅滿足于法規(guī)要求，應注

7、重持續(xù)改進、超越標準5、公民義務是指在資源許可條件下，積極從事公益事業(yè)，在社會活動中起 到引導和支持作用取之于民、用之于民十、重在結(jié)果及創(chuàng)造價值1、經(jīng)營結(jié)果是評價組織績效的重點2、要為利益相關(guān)方顧客、股東、職工、供應商和社會創(chuàng)造平衡的價值， 處理好短期、長期目標的關(guān)系3、經(jīng)營結(jié)果不限于銷售額和利潤，包括：以顧客為中心的結(jié)果、產(chǎn)品和服 務結(jié)果、財務和市場結(jié)果、人力資源結(jié)果、組織有效性結(jié)果、組織自律和社會責 任結(jié)果4、“結(jié)果應是有“因之果，是“方法展開 的結(jié)果； “方法展開 的成熟度 如何要看 “結(jié)果；“方法展開 的改進應以 “結(jié)果為導向十一、系統(tǒng)的觀點1、卓越績效模式：以系統(tǒng)的思維來管理整個組織

8、，取得卓越績效。2、系統(tǒng)=綜合、一致、整合：綜合意味著把組織看成一個整體，建立于關(guān)鍵的經(jīng)營要求，包括戰(zhàn)略目 標和行動方案整體 一致意味著鏈接標準要求，確保方案、過程、測量和措施的一致性縱 向整合意味著績效管理體系中的各獨立局部以充分相連的方法運作 橫向3、系統(tǒng)的觀點在質(zhì)量獎標準的框架圖中得到描述，包括：高層領導重視戰(zhàn)略方向和顧客，基于經(jīng)營結(jié)果來監(jiān)視、因應和管理績效 運用測量指標，將關(guān)鍵戰(zhàn)略、關(guān)鍵過程相鏈接，并與資源配置一致，以 改進整體績效，使顧客滿意。核心價值觀原文，摘自 2006 Business Criteria.Core Values and ConceptsThe Criteria

9、are built on the following set of interrelated Core Values and Concepts:i. _ Visionary leadershipii. _ customer-driven excellenceiii._ organizational and personal learningiv._ valuing employees and partnersv._ agilityvi._ focus on the futurevii._ managing for innovationviii._ management by factix._

10、social responsibilityx._ focus on results and creating valuexi._ systems perspectiveThese values and concepts, described below, are embedded beliefs and behaviors found in high-performing organizations.They are the foundation for integrating key performance and operational requirements within a resu

11、lts-oriented framework that creates a basis for action and feedback.Visionary LeadershipYour organization 'ssenior leaders should set directions and create a customer focus, clear and visible values, and high expectations. The directions, values, and expectations should balance the needs of all

12、your stakeholders. Your leadersshould ensure the creation of strategies, systems, and methods for achieving performance excellence, stimulating innovation, building knowledge and capabilities, and ensuring organizational sustainability. The values and strateg ies should help guide all of your organi

13、zation' s activities and decisions.Senior leaders should inspire and motivate your entire workforce and should encourage all employees, including any volunteers,to contribute, to develop and learn, to be innovative,and to be creative.Senior leaders should be responsible to your organization'

14、s governance bodyfor their actions andperformance. The governance body should be responsible ultimately to all your stakeholders for the ethics, actions, and performance of your organization and its senior leaders.Senior leaders should serve as role models through their ethical behavior and their pe

15、rsonal involvement in planning,communications, coaching, development of future leaders,review of organizational performance, and employee recognition.As role models, they can reinforce ethics, values,and expectations while building leadership, commitment,and initiative throughout your organization.C

16、ustomer-Driven ExcellenceQuality and performance are judged by an organiza tion 's customers. Thus, your organization must take into account all product and service features and characteristics and all modes of customer access that contribute value to your customers. Such behavior leads to custo

17、mer acquisition, satisfaction, preference, referral, retention and loyalty, and to business expansion. Customer-driven excellence has both current and future components: understanding today ' scustomer desires and anticipating future customer desires and marketplace potential.Value and satisfact

18、ion may be influenced by many factors throughout your customers 'overall experience with your organization. These factors include your organization's customer relationships,which help to build trust, confidence,and loyalty.Customer-driven excellence means much more than reducingdefects and e

19、rrors, merely meeting specifications, or reducing complaints. Nevertheless, these factors contribute to your customers 'view of your organization and thus alsoare important parts of customer-driven excellence. In addition,your organization 's success in recovering from defects,service errors

20、, and mistakes is crucial to retaining customers and building customer relationships. Customer-driven organizations address not only the product and service characteristics that meet basic customer requirements but also those features and characteristics that differentiate products and services from

21、 competing offerings.Such differentiation may be based on new or modifiedofferings, combinations of product and service offerings,customization of offerings, multiple access mechanisms,rapid response, or special relationships.Customer-driven excellence is thus a strategic concept. It is directed tow

22、ard customer retention and loyalty, market share gain, and growth.It demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer satisfaction and loyalty.It demands listening to your customers. It demands anticipatingchanges in the ma

23、rketplace. Therefore, customer driven excellence demands awareness of developments in technology and competitors' offerings,as well as rapid andflexible responses to customer, environmental, and market changes.Organizational and Personal LearningAchieving the highest levels of organizational per

24、formance requires a well-executed approach to organizational and personal learning. Organizational learning includes bothcontinuous improvement of existing approaches and significant change, leading to new goals and approaches. Learning needs to be embedded in the way your organization operates.This

25、 means that learning (1) is a regular part of daily work;(2) is practiced at personal, work unit, and organizationallevels; (3) results in solving problems at their source ( “ rooct ause );(4) is focused on building and sharing knowledgethroughout your organization; and (5) is driven by opportunitie

26、s to effect significant, meaningful change. Sources for learning include employees 'and volunteers i'deas, research and development (R&D), customers 'input, best practice sharing, and benchmarking.Organizational learning can result in (1) enhancing value tocustomers through new and i

27、mproved products and services;(2) developing new business opportunities; (3) reducing errors,defects, waste, and related costs; (4) improving responsiveness and cycle time performance; (5) increasing productivity andeffectiveness in the use of all your resources; and (6) enhancing your organization

28、'pesrformance in fulfilling its societal responsibilities and its service to your community.Employees 'success depends increasingly on having opportunitiesfor personal learning and on practicing new skills.In organizations that rely on volunteers, the volunteers 'personallearning also is

29、 important, and their learning and skill development should be considered with employees ' . Organizations invest in employees ' personal learning through education, training, and other opportunities for continuing growth and development. Suchopportunities might include job rotation and incr

30、eased pay for demonstrated knowledge and skills. On-the-job training offers a cost-effective way to train and to better link training to your organizational needsand priorities. Education and training programs may benefit from advanced technologies, such as computer- and Internetbased learning and s

31、atellite broadcasts.Personal learning can result in (1) more satisfied and versatile employees who stay with your organization, (2) organizational cross-functional learning, (3) the building of your organization 'knsowledge assets, and (4) an improved environment for innovation.Thus, learning is

32、 directed not only toward better products and services but also toward being more responsive, adaptive,innovative, and efficient giving your organizationmarketplacesustainability and performance advantages and giving your employees satisfaction and motivation to excel.Valuing Employees and PartnersA

33、n organization ' success depends increasingly on the diverse backgrounds, knowledge, skills, creativity, and motivation of all its employees and partners, including both paid employees and volunteers, as appropriate.Valuing employees means committing to their satisfaction,development, and well-b

34、eing. Increasingly, this involves more flexible, high-performance work practices tailored to employees with varying workplace and home life needs.Major challenges in the area of valuing employees include(1) demonstrating your leaders' commitment to your employees 'success,(2) providing recog

35、nition that goes beyond the regular compensation system,(3) offering developmentand progression within your organization, (4) sharing your organization'sknowledge so your employees can better serve your customers and contribute to achieving your strategic objectives, (5) creating an environment

36、that encourages risk taking and innovation, and (6) creating a supportive environment for a diverse workforce.Organizations need to build internal and external partnerships to better accomplish overall goals. Internal partnerships might include labor-management cooperation. Partnerships with employe

37、es might entail employee development,cross-training, or new work organizations, such as high-performance workteams. Internal partnerships also might involve creating network relationships among your work units to improve flexibility, responsiveness, and knowledge sharing.External partnerships might

38、be with customers, suppliers,and nonprofit or education organizations. Strategic partnerships or alliances are increasingly important kinds of external partnerships. Such partnerships might offer entry into new markets or a basis for new products or services. Also,partnerships might permit the blend

39、ing of your organization'score competencies or leadership capabilities with the complementary strengths and capabilities of partners to address common issues.Successful internal and external partnerships develop longerterm objectives, thereby creating a basis for mutual investments and respect.

40、Partners should address the key requirements for success, means for regular communication, approaches to evaluating progress, and means for adapting to changing conditions. In some cases, joint education and training could offer a cost-effective method for employee development.AgilitySuccess in toda

41、y 'sever -changing, globally competitive environment demands agility a capacity for rapid change and flexibility. E-business requires and enables more rapid, flexible, and customized responses. Organizations face ever-shorter cycles for the introduction of new/improved products and services, and

42、 nonprofit and governmental organizations are increasingly being asked to respond rapidly to new or emergingsocial issues. Major improvements in response times often require simplification of work units and processes or the ability for rapid changeover from one process to another.Cross-trained and e

43、mpowered employees are vital assets in such a demanding environment.A major success factor in meeting competitive challenges is the design-to-introduction (product or service initiation) or innovation cycle time. To meet the demands of rapidlychanging markets, organizations need to carry out stage-t

44、ostage integration (such as concurrent engineering) of activities from research or concept to commercialization orimplementation. All aspects of time performance now are more critical, and cycle time has become a key process measure. Other important benefits can be derived from this focus on time; t

45、ime improvements often drive simultaneous improvements in organization, quality, cost, and productivity.Focus on the FutureIn today 'scompetitive environment, creating a sustainable organization requires understanding the short- and longer-term factors that affect your organization and marketpla

46、ce.Pursuit of sustainable growth and market leadership requires a strong future orientation and a willingness to make longterm commitments to key stakeholders your customers, employees, suppliers, partners, stockholders, the public, and your community.Your organiza tion 'pslanning should anticip

47、ate many factors,such as customers ' expectations, new business and partnering opportunities, employee development and hiring needs, the increasingly global marketplace, technological developments,the evolving e-business environment, changes in customer and market segments, evolving regulatory r

48、equirements,changes in community and societal expectations and needs, and strategic moves by competitors. Strategic objectivesand resource allocations need to accommodate these influences. A focus on the future includes developing employees and suppliers, accomplishing effective successionplanning,

49、creating opportunities for innovation, and anticipating public responsibilities and concerns.Managing for InnovationInnovation means making meaningful change to improve an organization 's products, services, programs, processes, and operations and to create new value for the organization's s

50、takeholders. Innovation should leadyour organization to new dimensions of performance. Innovation is no longer strictly the purview of research and development departments; innovation is important for all aspects of your operations and all processes. Organizations should be led and managed so that i

51、nnovation becomes part of the learningculture. Innovation should be integrated into daily work and should be supported by your performance improvement system.Innovation builds on the accumulated knowledge of yourorganization and its employees. Therefore, the ability to rapidly disseminate and capita

52、lize on this knowledge is critical to driving organizational innovation.Management by FactOrganizations depend on the measurement and analysis of performance. Such measurements should derive from business needs and strategy, and they should provide critical dataand information about key processes, o

53、utputs, and results. Many types of data and information are needed for performance management. Performance measurement shouldinclude customer, product, and service performance; comparisons of operational, market, and competitive performance; supplier, employee, cost, and financial performance; andgo

54、vernance and compliance. Data should be segmented by, for example, markets, product lines, and employee groups to facilitate analysis.Analysis refers to extracting larger meaning from data and information to support evaluation, decision making, andimprovement. Analysis entails using data to determin

55、e trends, projections, and cause and effect that might not otherwise be evident. Analysis supports a variety of purposes, such as planning, reviewing your overall performance, improving operations, accomplishing change management, and comparing your performance with competitors ' or with “ best

56、practices benchmarks.A major consideration in performance improvement and change management involves the selection and use of performance measures or indicators. The measures or indicatorsyou select should best represent the factors that lead to improved customer, operational, financial, and ethical

57、 performance. A comprehensive set of measures or indicators tied to customer and organizational performance requirements represents a clear basisfor aligning all processes with your organization 'gsoals. Through the analysis of data from your tracking processes, your measures or indicators thems

58、elves may be evaluated and changed to better support your goals.Social ResponsibilityAn organization 'lseaders should stress responsibilities to the public, ethical behavior, and the need to practice good citizenship. Leaders should be role models for your organization in focusing on ethics and

59、protection of public health, safety, and the environment. Protection of health, safety, and the environment includes your organization' s operations, as well as thceylciflesof your products and services.Also, organizations should emphasize resource conservation and waste reduction at the source. Planning should anticipate adverse impacts from production, distribut