Novacap Operational Excellence Management Principles fotranslation - 副本

1、Novacap Operational Excellence Principes and Management Tools ExCo MeetingNovacap成功經(jīng)營的原則和管理工具成功經(jīng)營的原則和管理工具Strictly Private and Confidentiel執(zhí)行委員會(huì)議執(zhí)行委員會(huì)議2015年2月26日1Novacap Operational Excellence Principes and Management Tools ExCo MeetingTable of Contents2SectionPage1應(yīng)用范圍12成功經(jīng)營的基礎(chǔ)332015年的主要活動(dòng)84組織和部署規(guī)則1

2、05使用BSC測量表現(xiàn)146Project Pipe Management Process177精益六西格瑪 訓(xùn)練計(jì)劃248公司經(jīng)營的管理理念279Our OP. EX. Transformation Card3210Back Up3411提示35Novacap Operational Excellence Principes and Management Tools ExCo Meeting關(guān)于成功運(yùn)行的電梯演講從此前到2013年期間，Novacap和它的子公司在嚴(yán)格控制各項(xiàng)過程從而使其符合我們大多數(shù)的評(píng)估結(jié)果和金融數(shù)據(jù)所顯示的高質(zhì)量方面都顯示出極強(qiáng)的能力。在保持這種高質(zhì)量的同時(shí)，Novac

3、ap集團(tuán)現(xiàn)在需要致力于其成功的運(yùn)行，提高各項(xiàng)過程的效率，從而成為世界范圍內(nèi)的標(biāo)尺。為了提高生產(chǎn)效率，將現(xiàn)有的資源釋放出來提供給顧客更好的為他們服務(wù)，Novacap想要研發(fā)標(biāo)準(zhǔn)化的可靠過程。作為未來數(shù)年的宏偉計(jì)劃的一部分，管理團(tuán)隊(duì)得出結(jié)論認(rèn)為使用精益六西格瑪、嚴(yán)密的方法和數(shù)據(jù)統(tǒng)計(jì)工具包是實(shí)施Novacap政策并助推其持續(xù)不斷發(fā)展的行動(dòng)方案的最好方式。達(dá)到卓越水平需要Novacap組織上至管理層下至每天負(fù)責(zé)各項(xiàng)過程實(shí)施的每位成員的參與。支持、實(shí)施、推動(dòng)成功運(yùn)行的文化是Novacap集團(tuán)內(nèi)部每位員工的責(zé)任，也是大家共同的職責(zé)。在本文中，我們對(duì)這一運(yùn)行模式進(jìn)行解釋說明并且確定Novacap決定運(yùn)行的框

4、架。通過這種做法，我們的目的是確保集團(tuán)的所有員工能夠達(dá)成共識(shí)齊心協(xié)力，在貫徹實(shí)施Novacap集團(tuán)的戰(zhàn)略方針的實(shí)際行動(dòng)中能夠集中精力提高效率。Section 1 - Scope of application2Workshop on Operational Excellence Roadmap Participation of corporate ID team , BU ID and PMSection 2 - Operational Excellence FundationsContinuous improvement loop with self-assessment and review

5、Moon view: From Vision to Performance Management aiming Excellence過程管理過程管理平衡記分卡平衡記分卡項(xiàng)目管理項(xiàng)目管理測量差距目標(biāo)是什么及我們離目標(biāo)有多遠(yuǎn)如何管理企業(yè)、運(yùn)行做什么可以彌合差距核心價(jià)值觀驅(qū)動(dòng)力核心價(jià)值觀驅(qū)動(dòng)力戰(zhàn)略方針戰(zhàn)略方針_ 目標(biāo)目標(biāo)路線圖 _ 預(yù)算 _ 計(jì)劃調(diào)查_ 標(biāo)尺_(dá) 研究我們的市場我們的市場在對(duì)的行業(yè)在對(duì)的行業(yè)做對(duì)的事情做對(duì)的事情用對(duì)的方式做事用對(duì)的方式做事人盡其才人盡其才人員人員& 組織組織NOVACAP 遠(yuǎn)見遠(yuǎn)見 _ 使命使命 _ 價(jià)值觀價(jià)值觀消費(fèi)者環(huán)境股東人員集體供應(yīng)商從股東之所需出發(fā)從股東

6、之所需出發(fā)實(shí)現(xiàn)讓股東滿意實(shí)現(xiàn)讓股東滿意KPIs _ 行動(dòng)方案_ Rewiews4Workshop on Operational Excellence Roadmap Participation of corporate ID team , BU ID and PM3 main axis to achieve Operational Excellence管理過程管理過程精益六西格瑪精益六西格瑪 精益文化精益文化 溝通溝通安全安全消費(fèi)者深入車間消費(fèi)者深入車間可持續(xù)發(fā)展可持續(xù)發(fā)展持續(xù)進(jìn)步持續(xù)進(jìn)步(C_Q_SD)培訓(xùn)培訓(xùn)領(lǐng)導(dǎo)才能領(lǐng)導(dǎo)才能/集中精力集中精力培養(yǎng)人才能力培養(yǎng)人才能力問責(zé)問責(zé)& 行為

7、行為變革體變革體團(tuán)隊(duì)協(xié)作團(tuán)隊(duì)協(xié)作車間觀察車間觀察 對(duì)話對(duì)話 經(jīng)驗(yàn)反饋經(jīng)驗(yàn)反饋 故障解決故障解決 知識(shí)管理知識(shí)管理 布告布告_白板白板 駕駛艙駕駛艙.體系體系 _ 過程地圖過程地圖SIPOCLogigrams分界面分界面程序程序 & 核對(duì)清單核對(duì)清單KPIs & SMART 目標(biāo)目標(biāo)匯報(bào)匯報(bào)每日、每周、每月回顧每日、每周、每月回顧/會(huì)議會(huì)議加速解決問題加速解決問題標(biāo)準(zhǔn)標(biāo)準(zhǔn)良好行為良好行為消除浪費(fèi)消除浪費(fèi)能力能力 靈活性靈活性可靠性可靠性生產(chǎn)效率生產(chǎn)效率& 效率效率項(xiàng)目管理項(xiàng)目管理(Kaizen, DMAIC, CAPEX)工具包工具包(VSM, 5S, VM, SMED,

8、 5W, 8D, A3, Kanban, CEDAC, CAPOS, AMDEC, )審計(jì)、自評(píng)、審計(jì)、自評(píng)、TPM )“合理優(yōu)化配置實(shí)物資產(chǎn)和各項(xiàng)生產(chǎn)活動(dòng)來提高價(jià)值，盡可能降低損失.”“ 合理構(gòu)建、規(guī)范、優(yōu)化各項(xiàng)體系和實(shí)施過程，幫助員工和部門組織管理各項(xiàng)運(yùn)營活動(dòng)，實(shí)現(xiàn)共同的目標(biāo).”“ 讓員工在工作單位不進(jìn)行思考、感受并身體力行，論是作為個(gè)體還是作為集體的成員之一.”成功運(yùn)營成功運(yùn)營 是 對(duì)的人對(duì)的人每次每次在對(duì)的第一時(shí)間在對(duì)的第一時(shí)間以盡可能小的代價(jià)以盡可能小的代價(jià)做對(duì)的事情做對(duì)的事情 使用公認(rèn)成熟的發(fā)展方案作為地圖第二部分 成功運(yùn)營的基礎(chǔ)5Workshop on Operational E

9、xcellence Roadmap Participation of corporate ID team , BU ID and PM精益發(fā)展精益發(fā)展DFSS MES統(tǒng)計(jì)過程控制（統(tǒng)計(jì)過程控制（SPC）六西格瑪六西格瑪精益減少垃圾精益減少垃圾技術(shù)環(huán)節(jié)和技術(shù)環(huán)節(jié)和實(shí)施過程的評(píng)估實(shí)施過程的評(píng)估A roadmap for Excellence : a continuous improvement process記錄所有核心過程/流程圖找出核心過程的各項(xiàng)指標(biāo)并將其和下一階段的客戶關(guān)聯(lián)起來定期測量數(shù)據(jù)確保數(shù)據(jù)可靠及時(shí)發(fā)現(xiàn)改善機(jī)會(huì)員工問責(zé)制開始計(jì)劃，努力做到:明確前景、使命、戰(zhàn)略方針、政策將所有過程記錄存

10、檔跟蹤各項(xiàng)表現(xiàn)看其是否達(dá)到各項(xiàng)指標(biāo) (KPIs)促進(jìn)組織工作（人員、過程、項(xiàng)目）明確崗位職責(zé)規(guī)范整合所有核心過程監(jiān)理和經(jīng)歷使用過程管理體系進(jìn)行管理重點(diǎn)考慮運(yùn)營表現(xiàn)和成本每個(gè)階段進(jìn)行溝通并周期性開展回顧總結(jié)風(fēng)險(xiǎn)防范措施通常使用統(tǒng)計(jì)過程控制 (SPC)過程表現(xiàn)在數(shù)據(jù)統(tǒng)計(jì)上顯示穩(wěn)定過程能夠滿足顧客需求起點(diǎn)起點(diǎn)介紹介紹第一層次第一層次規(guī)范化的過程規(guī)范化的過程(可以反復(fù)的可以反復(fù)的) 第四層次第四層次優(yōu)化的過程優(yōu)化的過程(持續(xù)改進(jìn)持續(xù)改進(jìn))第三層次第三層次可預(yù)見的過程可預(yù)見的過程(管理有序的管理有序的 & 可控制的可控制的) 第二層次第二層次標(biāo)準(zhǔn)標(biāo)準(zhǔn)& 持續(xù)的過程持續(xù)的過程 t=0612

11、2436月月源自哈佛大學(xué)的公認(rèn)的成熟管理的5個(gè)發(fā)展層次第二部分成功運(yùn)營的基礎(chǔ)具備一整套戰(zhàn)略路線和過程管理體系并對(duì)其進(jìn)行周期性的回顧審視使用持續(xù)改善(CI)促進(jìn)過程的穩(wěn)定性、靈活性、可靠性和競爭力實(shí)現(xiàn)產(chǎn)品質(zhì)和服務(wù)質(zhì)量的目標(biāo)，提供超出顧客期望值的服務(wù)不斷創(chuàng)新和突破產(chǎn)品和過程來促進(jìn)市場份額占有量和不斷的增長產(chǎn)業(yè)政策產(chǎn)業(yè)政策&戰(zhàn)略路線戰(zhàn)略路線6用自我評(píng)估 和回顧 實(shí)現(xiàn)持續(xù)改善的 循環(huán)TOOLS & METHODS2017 年的目標(biāo)年的目標(biāo):所有Nocacap的實(shí)體需要實(shí)現(xiàn)的層次Novacap Operational Excellence Principes and Management

12、 Tools ExCo Meeting第二部分 成功運(yùn)營的基礎(chǔ)成功經(jīng)營路線4步改善項(xiàng)目哪方面缺乏競爭力哪方面缺乏競爭力 ?怎么做可以彌合差怎么做可以彌合差距距 ?產(chǎn)生差距的根源是什產(chǎn)生差距的根源是什么么 ?評(píng)估評(píng)估和驗(yàn)證實(shí)際的表現(xiàn)和標(biāo)準(zhǔn)是否達(dá)到了和驗(yàn)證實(shí)際的表現(xiàn)和標(biāo)準(zhǔn)是否達(dá)到了OP EX的框架的框架和目標(biāo)和目標(biāo)基準(zhǔn)驗(yàn)證差距內(nèi)容評(píng)估找出所有根源對(duì)其進(jìn)行排序找出能夠解決根源問題的項(xiàng)目（組織和技術(shù)層面的）設(shè)定提高目標(biāo)選擇合適的工具分配資源頒布、觀察、評(píng)價(jià)規(guī)則確?？沙掷m(xù)性1234項(xiàng)目管理項(xiàng)目管理KaizenDMAIC 投資投資 創(chuàng)新創(chuàng)新為了指導(dǎo)我們的卓越計(jì)劃，實(shí)現(xiàn)戰(zhàn)略目標(biāo)，我們需要生產(chǎn)和調(diào)控過程來管理

13、工程管，實(shí)現(xiàn)轉(zhuǎn)變卡包括包括 :7Workshop on Operational Excellence Roadmap Participation of corporate ID team , BU ID and PM2015年Novacap實(shí)體單位的主要活動(dòng)1. Assessment of all our operational entities and organize resources management To be performed first to take o photo of Current “status” and the “travel” to do, Aiming fi

14、rst standards definition and application 2. Balance Scored Cards (BSC) with mandatory focus first on the seven KPI :安全: TFcat 1 & TFcat 1+cat2環(huán)境: Water emissions in tons 消費(fèi)者: Complaints with compensation demand & OTIF 生產(chǎn): OEE and CPI process & CPI product ( % characteristic with a Cpk hi

15、gher than 1,33)3. Identification and management of a progress action plan with a project pipe tracking: 4. Use of methods & tools templates for project management (Action plan , Problem solving-kaizen, improvements project, Investments, INOVA,) 5. “Performance Management” at each organization le

16、vel 6. People competencies development with Lean Six Sigma training/action: 第三部分 2015年的主要活動(dòng)9為實(shí)現(xiàn)2017年的目標(biāo),我們建議2015年啟動(dòng)并（或）部署如下活動(dòng):Novacap Operational Excellence Principes and Management Tools ExCo Meeting成功運(yùn)營 : 組織Section 4 - Organization and Deployment RulesMaster Black BeltML亞洲區(qū)亞洲區(qū)OPEXChampionSD世界范圍世界范

17、圍成功運(yùn)營董事ML歐洲區(qū)歐洲區(qū)OPEXChampionMLEurope SitesOPEXSiteLeadersProjectleadersYB,GB,BB贊助商Asia SitesOPEXSiteLeadersProjectleadersYB,GB,BBOP EX Network Mains Missions: DeployOperationalExcellenceroadmapatoperationallevel:Managementsystme:Operationzalsystem(toolsandmethdod)Cultureandbehavior Support&challe

18、ngeBUsinOPEX:ProjectpipemanagementProjectmanagement DevelopOPEXcompetenciesbytraining_actionbyprojectleaderscoachingon: DMAIC KAIZENbyperformingDMAICprojects11唯一的功能關(guān)系唯一的功能關(guān)系Novacap Operational Excellence Principes and Management Tools ExCo Meeting成功運(yùn)營 : 組織Section 4 - Organization and Deployment Rule

19、sBlack Belts : 1 managing a DMAIC & 2 none managing a DMAICGreen Belts : 12 managing a DMAIC & 8 none managing a DMAIC Yellow Belts :12 participating to improvement actions12Novacap Population: Master Black Belt: 1 Sponsors: 37 for 16 managed DMAIC In green or black: Six Sigma belt colorIn b

20、lue: Not train or in stand-byTo be completed Novacap Operational Excellence Principes and Management Tools ExCo MeetingRules proposal for deployment :1.To get a same language to speed up our deployment and project management, we need: For Operational Managers ( Production/ Maintenance/ Supply Chain/

21、 Quality ), GB level is required after 2 years in the function For Transactional Managers (Purchasing, Finance, RH,), GB level is recommended NB: a belt is a change leader : Technical and behavioral skills are necessary Final decision based on trainee potentials analysis (with assessment grid) with

22、Hierarchy , HR and Operational Excellence management.2.Training Action concept: No training if no project (GB/BB) or improvement action ( YB) to be lead by the trainee. Certification as GB project leader after performing 3 projects with validated savings 3.知識(shí)管理: 如何分享知識(shí)，做好保密工作? Specific IT files by s

23、ite with transfer from site to site managed by Operational excellence and validated by Industrial director original entity. Section 4 - Organization and Deployment Rules13Novacap Operational Excellence Principes and Management Tools ExCo MeetingKey performance indicator management :Section 5 - Perfo

24、rmance Measurement using BSC15To measure our Industrial performance and based on our historical specific dashboards (more than 50 indicators tracked by each entity) a common Balance Scored Card (BSC) will be tracked by all entities and consolidated and followed up at corporate level using the mains

25、and global indicators as listed below:2015年的工作重年的工作重心建議心建議Novacap Operational Excellence Principes and Management Tools ExCo MeetingHSE SD & Manufacturing Indicators BSC tool 第五部分 使用BSC測量表現(xiàn) Last period trend visual management definitions:指標(biāo)為紅色時(shí)指標(biāo)為紅色時(shí), 在相關(guān)實(shí)體的周期回顧中分享行動(dòng)方案，并持續(xù)跟進(jìn)在相關(guān)實(shí)體的周期回顧中分享行動(dòng)方案，并持續(xù)

26、跟進(jìn)to pilot our key performance indicators with method at a defined frequency 10 min by meeting to focus only on the critical trend (red) of our key performance indicators comparing actual results with targets defined at the end of the previous year presentation of corrective action plan status目的是:例如

27、:16Next 3 periods trend visual management definitions:Worksinprogressonmainsites(inplaceendofQ2)withsupportofIndustrialteam_BUs+CorporateWuxisitemanagingoneBSCwithsomeadjustmenttobedone每次一個(gè)用于現(xiàn)場的管理回顧和表現(xiàn)對(duì)話，鞏固使用后可用于更高層次Novacap Operational Excellence Principes and Management Tools ExCo MeetingProject Pi

28、pe Tracking ToolSection 6 - Project Pipe Management Process 目的和規(guī)定目的和規(guī)定:跟蹤強(qiáng)制性項(xiàng)目和優(yōu)先項(xiàng)目的管理并使其管理透明化靈活的工具可以用來對(duì)我們想要跟蹤的信息進(jìn)行最終的展示只有唯一信息來源(項(xiàng)目負(fù)責(zé)人)的實(shí)體單位的一個(gè)工具 在公司工具中自動(dòng)強(qiáng)化 (不是啟動(dòng) _ 如有需要TBD )鞏固強(qiáng)化責(zé)任: 公司工業(yè)團(tuán)隊(duì)現(xiàn)場文件更新責(zé)任: 現(xiàn)場負(fù)責(zé)人制定 20ToolpreparedandvalidatedwithID,PMandM&A下一步:(ongoing)fullfilwithselectedprojectsdataandto

29、manageit(Industrialteam_BUs+Corporate)該工具的幾個(gè)組成部分該工具的幾個(gè)組成部分 :戰(zhàn)略路線/支持項(xiàng)目需求的行動(dòng)方案介紹項(xiàng)目情況 ( 地點(diǎn), 內(nèi)容, 原因, 方式 .)Project selection qualitative quotation ( business Impact/ implementation facility ) 項(xiàng)目組成員，負(fù)責(zé)人和贊助商姓名關(guān)鍵日期 ( 開始/預(yù)計(jì)結(jié)束日期/ 重新預(yù)測結(jié)束日期/ 實(shí)際結(jié)束日期)Project Capex/Expenditures ( 預(yù)計(jì)花費(fèi)和實(shí)際開銷)Project Estimated Saving

30、s ( estimated annual ones/ integrated in the budget )Performed Savings (by Quarter/ validated by finance)項(xiàng)目狀況 (期限、目標(biāo)、指標(biāo)、 下一個(gè)關(guān)鍵里程碑)項(xiàng)目進(jìn)展每月一評(píng)Novacap Operational Excellence Principes and Management Tools ExCo MeetingProject Pipe Tracking Tool: example (on going) Section 6 - Project Pipe Management Proce

31、ss 21Deploymentongoingonmainsitesforfilefulfilmentwithselectedprojectsdataandmanagementofprojectportfoliobyentity需要工業(yè)團(tuán)隊(duì)的支持_BUs+CorporateNextstep:visualmanagementonprojectspipestatustohelpPortfoliomanagementNovacap Operational Excellence Principes and Management Tools ExCo Meeting項(xiàng)目名稱 執(zhí)行總結(jié)情況 22Sectio

32、n 6 - Project Pipe Management Process 項(xiàng)目描述項(xiàng)目描述OrganizationTypologyM&AOrganic growthOrganization & process changesRationaleX. XXXX X. XXXXXXX X. XXXXxxx: X. XXXXxxx: X. XXXXxxx: X. XXXXEconomicsxxx xxxCAPEX EBITDA (post ramp-up) xxxxxxYYYY recommendation: xxx方案方案 & 更新更新xxxxxxxxxxxxXx/xx/1

33、4Todayxx/xx/15xx/xx/15xx/xx/15問題問題& 行動(dòng)行動(dòng)Xxxxxx核心成功因素核心成功因素234InnovationCASH + 如需用展示特定的如需用展示特定的PPT例如例如 有機(jī)增長項(xiàng)目有機(jī)增長項(xiàng)目 展示格式展示格式” 或者或者 DMAIC 格式格式 或其它或其它Novacap Operational Excellence Principes and Management Tools ExCo MeetingProject Pipe and Projects ManagementSection 6 - Project Pipe Management Pro

34、cess 1.Project pipe management by BUs via monthly review : Overview of projects pipe management with projects follow-up versus Target achievement, Savings and Timing; 資源管理; Roadblocks and Gap management.NovacarbMonthly “Copil” committeeNovacylMonthly “First” committeeNovapex Monthly “Top” committeeN

35、ovacidMonthly reviewYangzi Monthly reviewPuyuanTBDWith support of project management tracking Excel tool & Project presentation PPT Standard.2.項(xiàng)目管理 : each leader as to us the adequate tools and Methods3.精益六西格瑪項(xiàng)目負(fù)責(zé)人培訓(xùn): 法國現(xiàn)場 : 1名指導(dǎo)負(fù)責(zé)人/ 項(xiàng)目負(fù)責(zé)人 / 兩周，如有必要進(jìn)行網(wǎng)絡(luò)會(huì)議 亞洲現(xiàn)場 : 按照同樣的框架即將建立23Novacap Operational

36、Excellence Principes and Management Tools ExCo Meeting確認(rèn)人數(shù)候選人最少人數(shù)六西格瑪2014/2015培訓(xùn)計(jì)劃人才管理結(jié)束活動(dòng)贊助商培訓(xùn)黃帶培訓(xùn)2014年年9月更新月更新XX2013Vague PROEX Green BeltsNbcandidatsinscrits=10EUROPE Sponsor Vague 1YB Vague 1EUROPESponsor Vague 2YB Vague 2GB V2待安排已安排預(yù)定關(guān)閉TSSENC1112Pex session2015第七部分 精益六西格瑪培訓(xùn)計(jì)劃 252014Vague CAP 1

37、Green BeltsNbcandidatsinscrits=86Vague CAP2綠帶綠帶Nbcandidatsinscrits=9TSTSTSCCCCVague CAP 1 升級(jí)至黑帶升級(jí)至黑帶Nbcandidatsinscrits=1TSNovacap 贊助商贊助商 VagueFrance 3TSGB V3GB V3C 培訓(xùn)類型培訓(xùn)類型贊助商贊助商:兩天按區(qū)域培訓(xùn)10至20人分批Define to be performed黃帶黃帶: 兩天按地點(diǎn)進(jìn)行具體培訓(xùn) 10到15人分批1 improvement action to be managed to embed concepts and

38、tools use.綠帶綠帶:4 x 2,5 days按區(qū)域培訓(xùn)10到15人分批 1 project to be managed to embed concepts and tools use黑帶黑帶:2 x 2,5 days按區(qū)域培訓(xùn)10到15人分批1 project to be managed to embed concepts and tools useTODAY2015年培訓(xùn)預(yù)算年培訓(xùn)預(yù)算: -贊助商:免費(fèi)內(nèi)部培訓(xùn)(法國和亞洲)-黃帶:免費(fèi)內(nèi)部培訓(xùn) (法國和亞洲)-綠帶:PROEX法國培訓(xùn) 30,000歐元?dú)W元 /wave from (1至15人)-Asiatraining:simil

39、arcosts_trainingCompanyTBD-黑帶:PROEX法國培訓(xùn) 15,000歐元?dú)W元 /wave from (1至10人)- Asiatraining:similarcosts_trainingCompanyTBDVague CAP 亞洲亞洲綠帶綠帶TSGB V3AVRILMARSAVRILNovacap 贊助商贊助商Vague4 ASIATSNovacap Operational Excellence Principes and Management Tools ExCo MeetingTraining waves candidates proposal 第七部分 精益六西格

40、瑪訓(xùn)練計(jì)劃 26下一步驟下一步驟 : -根據(jù)項(xiàng)目管管理和候選人能力培養(yǎng)計(jì)劃，GB&BB候選人的名單必須得到單位的確認(rèn)-分現(xiàn)場鑒定YB候選人管理“改進(jìn)行動(dòng)”或參與DMAIC項(xiàng)目截止日期截止日期:能在2015年2月底前完成所提議的培訓(xùn)課程黑色, 綠色, 黃色: 六西格瑪級(jí)別顏色 顯示紅色: 討論中 顯示藍(lán)色 : 延遲為實(shí)現(xiàn)高效部署，受訓(xùn)者越多越好為實(shí)現(xiàn)高效部署，受訓(xùn)者越多越好Novacap Operational Excellence Principes and Management Tools ExCo Meeting聚焦如何在每個(gè)層面管理公司運(yùn)行的管理過程有效溝通促進(jìn)行動(dòng)和表現(xiàn)貫通一致

41、生產(chǎn)組織中KPIs的金字塔模型Section 8 - Operations Performance Management Concepts 表現(xiàn)對(duì)話 流程Monthly28Novacap Operational Excellence Principes and Management Tools ExCo Meeting 在貫徹階段我們力爭在所有實(shí)體應(yīng)用成功運(yùn)行體系的所有元素表現(xiàn)對(duì)話表現(xiàn)對(duì)話技術(shù)進(jìn)步技術(shù)進(jìn)步工程管理工程管理解決問題環(huán)節(jié)解決問題環(huán)節(jié)車間參觀和觀察結(jié)車間參觀和觀察結(jié)果果讓每個(gè)人使用最好的做法讓每個(gè)人使用最好的做法不斷解決問題改進(jìn)工不斷解決問題改進(jìn)工作方式作方式最好的做法最好的做法管理

42、管理持續(xù)不斷地根據(jù)顧客需求調(diào)整組織技巧和方案持續(xù)不斷地根據(jù)顧客需求調(diào)整組織技巧和方案TIP management4. Role-modelingI see superiors, peers, and subordinates behaving in the new way1. Fostering understanding and convictionI know what is expectedof meI agree with it, and it is meaningful3. Developing talent and skillsI have the skills and compe

43、tencies to behavein the new way2. Reinforcing with formal mechanismsThe structures, processes, and systems reinforce the change in behavior I am being asked to makeBehavior and mindset shifts4. Role-modelingI see superiors, peers, and subordinates behaving in the new way1. Fostering understanding an

44、d convictionI know what is expectedof meI agree with it, and it is meaningful3. Developing talent and skillsI have the skills and competencies to behavein the new way2. Reinforcing with formal mechanismsThe structures, processes, and systems reinforce the change in behavior I am being asked to makeB

45、ehavior and mindset shifts影響模型影響模型125436第八部分運(yùn)營表現(xiàn)管理理念29理性的落實(shí)必須要進(jìn)行計(jì)算Novacap Operational Excellence Principes and Management Tools ExCo Meeting表現(xiàn)對(duì)話表現(xiàn)對(duì)話技術(shù)改進(jìn)技術(shù)改進(jìn)項(xiàng)目管理項(xiàng)目管理解決問題環(huán)節(jié)解決問題環(huán)節(jié)車間參觀和觀察車間參觀和觀察讓每個(gè)人都使用最好的做讓每個(gè)人都使用最好的做法法不斷解決問題改進(jìn)工作方不斷解決問題改進(jìn)工作方式式最好的做法最好的做法管理管理持續(xù)不斷地根據(jù)顧客需求調(diào)整組織技巧和方案持續(xù)不斷地根據(jù)顧客需求調(diào)整組織技巧和方案TIP mana

46、gement4. Role-modelingI see superiors, peers, and subordinates behaving in the new way1. Fostering understanding and convictionI know what is expectedof meI agree with it, and it is meaningful3. Developing talent and skillsI have the skills and competencies to behavein the new way2. Reinforcing with

47、 formal mechanismsThe structures, processes, and systems reinforce the change in behavior I am being asked to makeBehavior and mindset shifts4. Role-modelingI see superiors, peers, and subordinates behaving in the new way1. Fostering understanding and convictionI know what is expectedof meI agree wi

48、th it, and it is meaningful3. Developing talent and skillsI have the skills and competencies to behavein the new way2. Reinforcing with formal mechanismsThe structures, processes, and systems reinforce the change in behavior I am being asked to makeBehavior and mindset shifts影響模式影響模式125436TIPLevelDM

49、AIC工具和示范模型的關(guān)系 在實(shí)體的車間層次-5個(gè)為什么-SMED-IssueTreeInvestigation-AffinityDiagram-FishboneDiagram - VSM-SpaghettiChart-8種廢品-A3-1-on-1meetingcascade-Morningmeetingwhiteboard-Shiftmeetingswhiteboard-PMcascade-OEEreview-TIPreview-Measurements-Communication-SOPs-5S-可視化管理-標(biāo)準(zhǔn)化作業(yè)-車間參觀-8種廢品-示范和表率-指導(dǎo)&培訓(xùn)-培養(yǎng)領(lǐng)導(dǎo)才能-Vi

50、ralchange-建立社區(qū)-焦點(diǎn)團(tuán)體-微型工作坊第八部分 運(yùn)營表現(xiàn)管理理念 30Novacap Operational Excellence Principes and Management Tools ExCo Meeting車間層次的加速解決問題的原則第八部分運(yùn)營表現(xiàn)管理理念31Novacap Operational Excellence Principes and Management Tools ExCo MeetingAction In preparation2014-2016 OP EX Transformation Card Roadmap deployment with “enabler” projects to transform our organization.Section 9 - Our OP. EX. Transformation Card33 被我們的目標(biāo)客戶認(rèn)可為被我們的目標(biāo)客戶認(rèn)可為我們的目標(biāo)市場區(qū)域內(nèi)世我們的目標(biāo)市場區(qū)域內(nèi)世界頂級(jí)的基本化學(xué)品供給