如何设计平衡计分卡报告

©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究11平衡计分卡报告会议的意义和步骤2平衡计分卡报告的设计原则3平衡计分卡报告分析方式4平衡计分卡报告制定流程5平衡计分卡会议形式6范例：计分卡报告模板平衡计分卡报告介绍©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究2研讨战略问题(30%)现在(事件驱动的学习)讨论影响(30%)研讨业绩(40%)•输入信息给目前讨论中的战略问题•关于业绩的对话–解释异常事项–提出解决方案–确定问题–沟通•确定下次小组会议要讨论的战略事项•研讨业绩资料研讨战略问题(60%)讨论影响(30%)讨论业绩(10%)将来(持续学习)季度评审会两次会议之间季度战略评估会平衡计分卡报告会议集中于讨论战略问题和学习方面©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究3平衡计分卡报告会议的目的在于让管理高层能够理解、分析和讨论战略事项并采取有效的措施，提升组织将来的绩效平衡计分卡报告会议的目的©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究4平衡计分卡报告会议的目标形成领导者能够积极系统的管理战略的氛围领导层能够围绕战略的达成情况讨论组织绩效并采取战略性措施帮助发现战略绩效的差距，寻找执行出现的问题并引起重视©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究5平衡计分卡报告会议的意义平衡计分卡报告会议为我们提供了管理、跟踪、实施战略的方法平衡计分卡报告会议为我们讨论绩效提供了共同的语言和日程形成固定的流程，积极防止事态恶化帮助解决一直存在的战略计划相对“静态”的问题©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究6平衡计分卡报告会议的管理和跟踪步骤一-会议前的准备步骤二-召开会议步骤三-会后跟踪©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究7•更新平衡计分卡绩效数据，并进行分析和建议•发出计分卡报告以便提前阅读•相关人员准备就目标，指标和行动方案执行情况进行介绍•进行IIAA分析•准备合理的议程（聚焦关键主题、没有达到期望水平的目标、关键的行动方案以及上次报告会议确定的纠正措施的实施效果）平衡计分卡报告会议的准备步骤一-会前准备©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究81平衡计分卡报告会议的意义和步骤2平衡计分卡报告的设计原则3平衡计分卡报告分析方式4平衡计分卡报告制定流程5平衡计分卡会议形式6范例：计分卡报告模板平衡计分卡报告介绍©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究9平衡计分卡报告运行收益•建立平衡计分卡报告报告系统可以获得完整的SFO（战略中心型组织5项原则）收益•使执行层熟悉使用平衡计分卡作为战略执行的管理工具和流程的最佳实践，包括建立一个持续的流程来使用平衡计分卡报告用于聚焦战略执行的会议开始使用平衡计分卡报告作为沟通工具（更新整个组织在实现战略目标上所取得最新进展）•一个有效的报告项目可以加强大家主动管理的积极性，并建立组织中他们的战略意识，这两点对战略执行都十分必备一个好的平衡计分卡报告帮助平衡计分卡报告会议始终关注于关键战略议题©TianmaMicroelectronicsShenzhen,Ltd.,2006.AllRightsReserved.版权所有，翻印必究10平衡计分卡的要素是计分卡报告的重点ProvideSuperiorSuspensionSystemsOperationalExcellenceDevelopEnablingCapabilitiesandInfrastructureFinancialCustomerInternalLearning&GrowthEmployerofChoice•Identifyorganizationroles•EstablishdisciplinedPMSystem•100%byendof2003•TBD•TBD•%programswithformalVA/VEanalyses•Customersurvey•RevenuegrowthpercustomerEnsurethatweunderstandandattendthecustomerperceivedvalueandthatwemaximizeourproductperformanceandqualityofservicestothesatisfactionofthecustomer•Growthinnon-commoditybusiness(e.g.,CDC,ASR,SUVvalve)•#favorablepressmentionsandtechpapersProvidetechnologicalleadershipthroughinnovationinengineering,manufacturing,andservicestoourcustomersinordertofurtherenhanceourbestinclassposition.Increasecustomerandemployee'sperceptionofourleadershipinthemarket.InitiativeTargetMeasureObjectiveDescription•CompetencyDevelopmentProgram•Promoteaperformanceincentiveprogram•0.25%permonth•Top90%•Regretted(involuntary)turnover•ExternalbenchmarkcomparisonAttractandretaingoodpeople.Offerouremployeestheopportunitytoworkinabestinclasscompanyandaworkenvironmentwhichfostersindividualgrowthandmotivationaswellasasenseofbelonging.•Developauniformsuppliermanagementprogram•100%targetdeliverywithzeroppms•SupplierratingsystemscoreImprovethequality,cost,delivery,andlogisticalinfrastructureofoursupplybase,byclearlydefiningenforceableexpectations.•15%minimumofsubmittedbids•PanelreviewofRFQawardsandlossesProvideoptimaldesignwhilestrikinganappropriatebalancebetweenproduct/systemperformanceandsellingprice.•YOYrevenuegrowth(NewbusinessgrowthandOrganicgrowth)Maintainandstrengthenourpositionofleadingsuspensionsupplierwhilebroadeningourproductportfolioandservicestoanincreasingnumberofcustomersandbusinessalliances.MaximizeCustomerValueLeadThroughInnovationContinuouslyImprovetheSupplyBase“EngineeredforPremiumPerformance”DriveRevenueGrowthProvideSuperiorSuspensionSystemsOperationalExcellenceDevelopEnablingCapabilitiesandInfrastructureFinancialCustomerInternalLearning&GrowthEmployerofChoice•Identifyorganizationroles•EstablishdisciplinedPMSystem•100%byendof2003•TBD•TBD•%programswithformalVA/VEanalyses•Customersurvey•RevenuegrowthpercustomerEnsurethatweunderstandandattendthecustomerperceivedvalueandthatwemaximizeourproductperformanceandqualityofservicestothesatisfactionofthecustomer•Growthinnon-commoditybusiness(e.g.,CDC,ASR,SUVvalve)•#favorablepressmentionsandtechpapersProvidetechnologicalleadershipthroughinnovationinengineering,manufacturing,andservicestoourcustomersinordertofurtherenhanceourbestinclassposition.Increasecustomerandemployee'sperceptionofourleadershipinthemarket.InitiativeTargetMeasureObjectiveDescription•CompetencyDevelopmentProgram•Promoteaperformanceincentiveprogram•0.25%permonth•Top90%•Regretted(involuntary)turnover•ExternalbenchmarkcomparisonAttractandretaingoodpeople.Offerouremployeestheopportunitytoworkinabestinclasscompanyandaworkenvironmentwhichfostersindividualgrowthandmotivationaswellasasenseofbelonging.•Developauniformsuppliermanagementprogram•100%targetdeliverywithzeroppms•SupplierratingsystemscoreImprovethequality,cost,delivery,andlogisticalinfrastructureofoursupplybase,byclearlydefiningenforceableexpectations.•15%minimumofsubmittedbids•PanelreviewofRFQawardsandlossesProvideoptimaldesignwhilestrikinganappro