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精品资料网（）25万份精华管理资料，2万多集管理视频讲座部门Dept.序号No.代码CodeKPI名称KPI计算公式Formula单位Unit负责部门ResponsibleDept.协助部门AssistantDept.QA3QA售后服务After-SalesKQ2设计问题市场产品退货率(金额比)Technicalreturnrate(valueVSvalue)过去12个月设计问题退货总成本/过去12个月总销售额Totaltechnicalreturncostinpast12month/Totalsalesvalueinpast12months(taxnotincluded)%%KQ3制造及物料问题市场产品退货率(金额比)Manufacturingreturnrate(valueVSvalue)过去12个月制造问题退货总成本/过去12个月总销售额Totaldefectivereturncostinpast12months/Totalsalesvalue(taxnotincluded)inpast12monthsQA售后服务After-Sales工厂关键业绩指标清单KPILIST市场总体产品缺陷率TotaldefecteddevicesKPI（过去12个月退货数量+维修数量）/过去12个月总销售数量*1000000（Returnpcs+repairpcs）inpast12months/Totalpcssoldinpast12months*1000000PPMQA售后服务After-Sales1KQ127KQ7进料检验批合格率Incominginspectionlotpassrate月进料合格批/月进料总批数Monthlypasslots/Monthlyinspectionlots.%QA采购部PURDept.QA生产部ProductionDept.6KQ6内部品质成本损耗率Internalqualitycostrate当月内部品质损耗成本（维修费用+OQC退货返工费用+任何重复测试成本）/当月生产总成本Monthinternalqualitycost(repair+rework+anyrepeattest)/Totalmonthproductioncost%QA8KQ83%QA采购部PURDept.PMC部PMCDept.A,D类供应商比例AclassandDclasssupplierproportion结合供应商分级评分制度对品质/交期/价格/配合总体评分附〈供应商月评价记录表〉按照Ａ／D类供应商所占比例评估整体表现AssessthesuppliersaccordingtotheappendixMonthlyassessrecordofthesupplierswhichscoresandclassthesuppliersbytheirproductsquality,deliverydate,priceandcooperationspirit.5KQ5市场品质总成本比率(金额比)Marketqualitycost(valueVSvalue)（过去12个月市场退机成本+市场维修成本）/过去12个月总销售额（Marketreturncost+marektrepaircostinpast12months）/Totalsalesvalue(taxnotincluded)inpast12months%QA售后服务After-Sales4KQ4市场产品维修率(金额比)Marketrepairrate(valueVSvalue)上个月市场维修总成本/过去12个月平均每月销售额Totalmarketrepaircostoflastmonth/Meanmonthlysalesvalueinpast12months%QAQA售后服务After-Sales售后服务After-Sales%KQ3制造及物料问题市场产品退货率(金额比)Manufacturingreturnrate(valueVSvalue)过去12个月制造问题退货总成本/过去12个月总销售额Totaldefectivereturncostinpast12months/Totalsalesvalue(taxnotincluded)inpast12months10KQ10工序审查改善率Correctionrateoftheworkingprocessafteraudit解决的问题总数/遇到的问题总数Totalproblemssolved/Totalproblemsencounteredinauditprocess%QA生产部ProductionDept.11KQ11内部系统审核不符合率Internalauditunconformityrate审核发现的的问题总数/品质系统实施的稽核总数ProblemspointsNo.foundinaudit/TotalauditedpointsNo.%QA工厂Factory12KQ12成品检验批合格率Finishedproductsinsepctionlotpassrate月成品合格批/月成品总批数Monthlypasslot/Monthlyinspectionlot.%QA生产部ProductionDept.13KH1平均储存时间Meanstoragetime本月期未结存数量/上年出库总数量*365天Monthlyremainingquantity/Totaloutputquantityoflastyear*365天day货仓WarehousePMC部PMCDept.货仓Warehouse货仓Warehouse14KH2账物相符率Matchrateofrealmaterialandaccountrecord本月盈亏物料款数/本月盘点物料款数*100%Monthkindofunmatchedmaterial/Monthkindofmaterialchecked*100%%生产部ProductionDept.9KQ9QA8KQ8工序不良率WorkingProcessdefectiverate月不良总数量/月总投入数量Monthlydefectivepointsorpcsofeachprocess/Monthlyproducingpointsorpcs.%QA%QA采购部PURDept.PMC部PMCDept.A,D类供应商比例AclassandDclasssupplierproportion结合供应商分级评分制度对品质/交期/价格/配合总体评分附〈供应商月评价记录表〉按照Ａ／D类供应商所占比例评估整体表现AssessthesuppliersaccordingtotheappendixMonthlyassessrecordofthesupplierswhichscoresandclassthesuppliersbytheirproductsquality,deliverydate,priceandcooperationspirit.货仓15KH3物料损失率Materiallossingrate每月盘亏金额总值／最近三个月库存金额平均值Monthlylossingmaterialvalue／themonthaveragevalueofmaterialinstockoflast3months%货仓Warehouse财务FinanceDeptPMC部PMCDept.16KP1材料库存控制(当量月)Controlthestockquantityofmaterial本月材料库存金额／紧前三期成品出库金额均值*100%Monthstockmaterailvalue／Theaveragevalue(RMB)ofmatraildistributedinlast3months*100%%PMC部PMCDept.财务FinanceDeptPMC部PMCDept.19KP2成品准时入库率Finishedproductspunctualenter-into-warehouserate本月按时入库单数／本月计划入库单数*100%Monthpunctualwarehouseinputsheets／Monthplanedsheetsofwarehouseinput*100%%PMC部PMCDept.生产部ProductionDept.18KP3生产物料损耗率Materiallossingrateinproduction生产损耗物料金额/当月领用物料总金额*100%Monthlossingmaterialvalueinproduction/Monthvalueofmaterialused*100%%PMC部PMCDept.货仓Warehouse财务部FinanceDept17KP4生产计划达成率Reachrateofproductionplan本月实际完成计划单数／本月总计划单数*100%Monthrealproductionsheetsfinished/Monthplanedproductionsheets*100%%PMC部PMCDept.生产部ProductionDept.23KS1生产效率Productionefficiency完成工时/投入工时*100%Standardhours/Realusedhours*100%%生产部ProductionDept.PMC部PMCDept.生产部ProductionDept.PMC部PMCDept.生产24KS2PMC出错率Material-distributionmistakesrate本月发料出错单数/本月备料总单数*100%Monthincorrectlydistributedsheets/Monthplan-to-distributesheets*100%%货仓21KC2物料平均延迟交货率Monthdelayeddeliveryrateofmaterial月延迟交货批数/月计划交货总批数*100%Monthdelayedlots/Monthplanedlots*100%%采购部PURDept.PMC部PMCDept.货仓Warehouse22KC3物料平均提前交货率Monthdelivery-before-schedulerateofmaterial月提前交货批数/月计划交货总批数*100%Monthdelivery-before-schedulelots/Monthplanedlots*100%%采购部PURDept.PMC部PMCDept.货仓Warehouse各部门经理/主管签核：PMC部（货仓）生产部翟继明／雷洋/乐天如姚新中备注：*每月25号到下月26号为KPI考核周期**每月五号前提供KPI相关数据报告至QA汇总制作KPI图示.王佑社采购20KC1来料追加工成本(金额)Incomingmatrialadded-processingcost实际工时*标准工时费用+不能退供应商的物料总价值Hoursused*Standardhourcost+不能退供应商的物料总价值RMBQA部采购部生产部ProductionDept.财务FinanceDept采购部PURDept.PMC部PMCDept.生产24KS2出错率Material-distributionmistakesrate本月发料出错单数/本月备料总单数*100%Monthincorrectlydistributedsheets/Monthplan-to-distributesheets*100%%数据来源部门DataSourceDept.需求数据被考核部门Dept.beassessed数据统计周期Period2005年月平均值Monthlymeanvalueof20052006年月平均值Monthlymeanvalueof20062006年现状（12月份）Dec.20062007年目标设定Targetof2007PMC部PMCDept.提供退机数量客服部After-Sales提供维修周报货仓部Warehouse提供