东莞企达电器有限公司目标管理培训(PPT20页)

目標管理培訓課程----東莞企達電器有限公司培訓課程內容：什么是目標管理目標管理的類型制定目標的原則目標體系和目標的類別目標卡的介紹目標的執行，檢查與獎懲---什么是目標管理3個石匠的故事：混口飯吃，最棒的石匠，教堂？目標：指將來要達到的水平，理想，高度，地方。。。管理指通過方法，技巧使目標實現成為可能及更經濟提高業績型目標管理自我發展型目標管理目標管理（MBO：managementbyobjectives）目標管理是一種制度目標管理是以提高績效為目的目標管理是以設立目標為手段目標管理是上下級人員共同努力目標管理是由工作人員完成目標管理應規定期限，工作項目，評估標准，以作為人員努力之方向。－－提高業績型目標管理－－注重于結果，它依賴于企業的組織將公司的總目標，由上到下推行到每一個部門，甚至個人，使全公司的所有目標有機的聯系到一起，結合團隊的力量，運用PDCA模式，確保在規定的時間達到目標的方法。業績性目標管理的特性：連續性，每個人都明了自已的目標和總的公司目標相關。逐級制定時間限制，通常每月，每季，每半年，每制要評估。目標體系：總目標公司目標主管目標經理目標員工目標關系高關系低目標的制定：平衡+木桶目標制定的原則:SMARTSpecific具体的明确的Measurable可测量的Ambitious有雄心地Realistic现实地,可实现地Time-phased阶段性地PSG2003AOPQ1Q2Q3Q4TargetActualTargetActualTargetActualTargetActualTargetActualResp.CustomersCustomerComplaint(KPI)[ComfirmedCases]SOT54ProductQuality232228GeorgeSOT23ProductQuality111226GeorgeVisualPPM(KPI)[PPM]SOT54ProductQuality20520202020GeorgeSOT23ProductQuality838888GeorgeCustomerSurveyScoreCustomerServices\8\88GeorgeProcessesProductionOutput(KPI)-[M]PSG1SOT54AcceleratedGrowth6396066856876842695ShekPSG1SOT23AcceleratedGrowth3192673593603851423ShekPSG2rampup-SOT23RampUPCapability0060360420ShekDieFreePackagingCost(KPI)[US$/k]PSG1SOT23CostManagementKennethPSG2SOT23CostManagementKennethSOT54CostManagementKennethCLIP(KPI)[%]SOT54DeliveryReliability98.80%100%98.80%98.80%98.80%98.80%R.ChanSOT23DeliveryReliability98.80%100%98.80%98.80%98.80%98.80%R.ChanOverallYield[%]SOT54CostManagement97.8%98.33%97.8%97.8%97.8%97.8%GeorgeSOT23CostManagement98%98.32%98%98%98%98%GeorgeOEEEq.Management80%84.4%80%80%80%80%LanberCompetenceCompletedPBEactionsQualityofOrganisation25%25%25%15%90%GeorgeITsystemimplimentationITCompetence20%40%60%80%80%ontimeKennethLocalEMSEmployeeMotivation+2+2+2+2+8of2002resultsArthurTrainingHoursAssembly80%over10hr42%over24.1Hr.80%over20hr80%over30hr80%over40hr80%over40hrArthurTurnoverrateHRcompetence7%9.27%12%18%22%22%ArthurFinancialsShareholderValueIFO[kRMB]KennethEPRKennethControlablecashflowKennethPurchasibgSavingLeadingKennethPurchasibgSavingTapeKennethPurchasingSavingPartsKennethSupportingBomcostreduction[%]98%96.80%96%94%92%92%RaymondNPRcostreducton[%]100%99.5%98%96%95%95%RaymondLocalization80%97%85%90%93%93%RaymondEDLSupport(Headcount)92003CriticalSuccessFactorsUnderTargetUnderTargetTargetActualTargetAprMayjunActualTargetActualTargetActual1.1OutgoingPPM5.665.55.795.5455N/A330280300191250250N/A3504093003842502501.3DemandFulfillmentN/A100%100%100%100%100%100%2.1GAOverallYield98.2%98.0%98.1%98.0%98.1%98.2%98.2%2.2PowerOverallYield95.4%94.5%95.3%95.0%95.0%95.3%95.5%2.3PST5.55.55.565.566.53.1N/A0.0100.0290.0120.0250.0150.0180.03USD/K0.0012Leadframeutilizationrateincreased0.3%(99.1%)BOM:98.0%98.80%0.0083Powderutilizationincrease0.04kg/100kpcs(1.26)BOM:1.30kg/kpcs1.27kg/100Kpcs0.01543.22772622782282672622833.340010014.1Man.Hour/KN/A0.3700.3340.3600.3440.3450.3404.2SpotRecognition229118127364.3ProjectQty.1344456ConsumableParts:8%savingbasedon2004.TMMarking250CFMMolding250InprocessPPMⅢ.COST0.018USD/KsavingQ4.2004Manufacturing:6.5PSGIManufacturingBBS20055Ⅰ.CUSTOMERSⅡ.PROCESS1.2100%98.20%95.50%Q2Q1Q3Q4≤0.34≥36(Accum.)≥7(Accum.)HC(Direct,2shiftspattern)IndustrialInjury2casesⅣ.COMPETENCEOutgoingPPM0.001.002.003.004.005.006.007.008.00Actual5.667.384.4954Target5.55.55.55.55.55.55555552004JanFebMarAprMayJunJulAugSepOctNovDec目標的種類：目標最多不超過5個TQCSMBusinessBalancedScoreCardCompetenceProcessesCustomersFinancialStaffCompetenciesTechnologyInfrastructureClimateforActionExcellenceinPerformanceCustomerDelightValueGrowthAcauseandEffectchainLeadingandLaggingIndicatorsCompetenceProcessesCustomersFinancialLeadingperformanceIndicatorsLaggingperformanceIndicators•UnderstandLaggingandLeadingindicatorconcepts•UnderstandCauseandEffectrelationships•ReportandReviewabalancedsetofindicatorsWorldclassbusinesses:BBSC-KeyTransitionsMarketPerformanceDelivery&ServiceStrategicInvestmentProcessdevelopmentLearningcustomersProcessesFinancialDeploymentFormatsAnobjectiveisachievedbyprocessesAprocessismeasuredbyindicators.AnindicatorisspecifiedinatargetAtargetistheobjectiveforthenextlevelAllthreemustbeidentifiedChoosethetermsthatfit.StrategicObjectiveProcessesIndicatorsTargetsOperationalObjectiveProcessesIndicatorsTargetsTacticalObjectiveProcessesIndicatorsTargets目標卡的介紹：目標的執行：要了解整體目標，上級目標，個人目標自我管理自由裁量權限委讓自我啟發，總結1.下屬如何完成目標2.上司如何幫助下屬完成目標適當的授權提高部屬的工作意愿給于部屬支持與協調就目標完成情況經常交換意見適當的控制分配責任目標進度了解，記錄分時間，如每周，每月，匯報工作進度3.如何確保目標被執行目標的檢查：發現目標執行過程中的偏差，以使做適當的修正以考核的手段來激發員工的責任感為上司與下屬之間溝通提供機會1.檢查的目的：2.檢查的原則：確保目標原則效率原則責任原則標准原則關鍵因素原則例外原則行動原則3.檢查的重點：目標之設定授權制度之建立報告系統的建立目標貫效評分基准之建立目標管理成績與考績，獎懲之連結目標管理的績效獎懲：1.物質獎勱，金錢，獎品。。。2.精神獎勱，如升職，証書，。。3.關鍵是獎罰分明，公平，公正，。。。4.個案介紹－－－END－－－