卓越绩效五大支柱

©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.OrganizationalExcellence卓越组织五大支柱ChinaDec.13,2007Dr.H.JamesHarringtonCEO,HarringtonInstitute詹姆士·哈林顿博士©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.FordMotorCompanyQualityImprovementPlan福特汽车公司质量改进计划•Slogancontest-“Qualityanddemandgohand-in-hand”竞赛口号－“质量和产量两手同时抓”•Postercampaign-Fordandsuppliers-prideinindividualperformance海报宣传活动－福特和供应商－为各自的绩效而骄傲•Monthlyqualitycontrolpublications-givecreditforachievements月度QC出版物－对所取得的成就给予肯定•Plantachievementawards工厂成就奖©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.FordMotorCompanyQualityImprovementPlan(cont’d)福特汽车公司质量改进计划（续）•Statisticalqualitycontrol-togetproductsbetterthanthebest统计质量控制－把产品做得比最好的产品更好•Managementandemployeetraining管理层和员工培训•Supplierimprovement供应商改进•SuppliertrainingonSPC对供应商进行SPC（统计过程控制）培训©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.WhyHighlightFord’sImprovementProcess?为何特别介绍福特的改进过程？•ThesewereimprovementactivitiesatFordinthelate1940s,asreportedina1950issueofIndustrialQualityControl在上世纪40年代后期，福特进行了一系列改进活动，并在1950年出版的一期《工业质量控制》中加以报道。©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.ConfusionReignsSupreme多种主流思想并存•PhilipB.Crosby’s14Steps克劳什比的十四步质量改进法•Dr.W.EdwardsDeming’s14Points,ornewanddifferent14Pointsof“ProfoundKnowledge”戴明的质量管理新十四要点•Dr.ArmandV.Feigenbaum’s10BenchmarksforQualitySuccess费根堡姆的质量成功十个基准•Dr.JosephM.Juran’sStep-By-StepsImprovement朱兰的循序渐进改进法•Dr.KaoruIshikawa’sSixCategoriesforTransformation石川馨的改革的六种方法©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.PagesfromScienceFictionnovelsarebeingcutandpastedintosciencetextbooks.©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.Don’tjustthinkoutsideofthebox.不要仅仅在盒子里进行突破性思考TearDownTheWallsits拆掉四面围墙©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.OrganizationalExcellence(OE)istheprocessofbuildinganorganizationthatEXCELS!组织卓越是打造卓越组织的过程©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.卓越组织资源变革项目知识过程©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.ThePillarsofOrganizationalExcellence14thOct2003-DubaiStructured,InnovativeManagementPerformanceExcellence卓越绩效ValuetoallStakeHolders为所有利益相关方创造价值卓越组织的五大支柱过程项目变革知识资源结构化的、创新的管理©2007HarringtonInstitute14©2007HarringtonInstituteTotalOrganizationalAssessment组织整体评估©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.卓越过程管理©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.TwoApproachesofProcessManagement过程管理的两个方法•Micro-levelApproach微观方法•Macro-levelApproach宏观方法©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.Micro-levelApproach微观方法•ContinuousImprovement持续改进•Tentofifteenpercentperyear每年百分之十至十五•AreaActivityAnalysis团队活动分析©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.TheAAAPuzzle团队活动分析拼图©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.©2007HarringtonInstituteRelatedmissionstatement关联的使命描述MiddlemanagementNWTNWT高层管理中层管理自然工作团队©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.Settingupthenwt’sprocessmeasurement建立自然工作团队流程测量CustomerAgreed-toFeedbackonSupplierNWTprocessAgreed-toFeedbackonAgreed-toRequirementsAgreed-toRequirementsAgreed-toefficiency供应商顾客自然工作团队工作流程确认效率确认需求确认反馈确认需求确认反馈©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.TheCascadingCustomer/SupplierModelSupplierCustomerFeedbackonCorrectiveAction/ImprovementsFeedbackonPerformanceInputsAgreed-toRequirementsSupplierCustomerFeedbackonPerformanceInputsAgreed-toRequirementsCorrectiveAction/ImprovementsFeedbackon层叠的顾客/供应商模式确认需求确认需求顾客供应商纠正措施/改进反馈纠正措施/改进反馈绩效反馈绩效反馈输入输入供应商顾客©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.NewIdeasPerformanceProjectsPhotooftheteam•NWTnames•Areamissionstatement•Customerlist•Boardpostingprocedure•LettersfromcustomersIdeasinProgressImprovementPlansPerformanceBoard绩效板新的想法绩效项目改进计划执行中的想法团队照片自然工作团队名称团队使命描述顾客列表顾客来信上榜程序©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.Macro-levelApproach宏观方法©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.Macro-levelApproach宏观方法•TheFineMethodology–PhaseI.Definethemajorprocesses.–PhaseII.Confinethemajorprocess.–PhaseIII.Refinethemajorprocess.•精细化方法–阶段I.定义主要过程.–阶段II.界定主要过程.–阶段III.精炼主要过程.©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.G_x33TheFivePhasesoftheBPIMethodologyPASIC业务过程改进方法的五个阶段-PASICPhaseIPlan-OrganizingforImprovementPhaseIIAnalyze-UnderstandingtheProcessPhaseIIIStreamliningTheProcessPhaseIVImplementation,MeasurementsandControlsPhaseVContinuousImprovement阶段一：计划阶段二：分析阶段三：优化阶段四：执行阶段五：保持©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.ProcessRedesign过程重新设计•80to100daysforthefuturestatedesign耗时80至100天完成•Costandcycletimereduction20%to60%成本和周期减少20％至60％•Qualityimprovement40%to100%质量改进40％至100％•Correctanswer60%to80%ofthetime可以解决60％至80％的过程问题©2007HarringtonInstitute©2007,HarringtonInstitute,Inc.P3_1_1_x1PhaseIII-StreamliningtheProcess阶段三－优化过程Automation/ComputerizationSupplierPartnershipsStandardizationSimpleLanguageUpgradingErrorP