3. 成功的企業Insert this side into recorderDo not touch the tape inside
4. 錄像觀摩: 成功企業之特質Fb001
5. 1 及時滿足客戶需求
2 持續進行培育人才
l 3 創新及突破
l 4 以提升品質增加附加價值(為目標)
l 5 上下同心、目標明確
l 6 有效的管理
l 7 優質的領導團隊
l 8 流程改善
l 9 及時維護客戶關係
l 10 品質堅持
l 11 管理(者的)企圖心
l 12 持續改善
成功企業之特質
6. 高績效組織之條件
The Elements of High-Performance Organization(HPO)
Source: Ken Blanchard Companies. HPO權利與資訊分享驅策性願景持續學習關注顧客制度與系統革新
S.C.O.R.EEmployer
Of ChoiceProvider
Of ChoiceInvestment
Of ChoiceLinked by Culture
7. 行為結果何謂績效
8. A summary term used to include the BEHAVIORS and the ACCOMPLISHMENT Produced by the behavior (Source: HPT, USA). BEHAVIOR (ACTIONS) 行 為 價值導向之成果 ACCOMPLISHMENT (Result) (VALUABLE OUTPUT) 績效是:不期望成果期望成果監督及修正有效的績效管理,必須透過績效計劃和績效管理體系發展出來。
24. C3A4:差異分析思考模式十三步驟(Gap Analysis-What is versus What should be)區分想要與需要 (wants and needs)
考量組織、單位(團隊)和個人需要
明確陳述期待產出項目(what should be)
明確陳述績效現況(what is)
與相關人員面談內容比對後列為次問題(sub-problems)
找出將相關問題與企業之使命/願景/目標相互關聯點
系統化分析問題:避免過於簡單回答客戶所提問題
不做訓練是解決問題及差距之唯一方式之假設
設定專案差異分析工具及程序:不盲目相信全國性調查或媒體資訊
分析員工個人績效現況及影響原因和工作環境影響因素
找出資訊、資源、激勵及職能影響績效差距因素
績效差距應儘量在早期發現
切勿忽略績效差距分析步驟並花時間謹慎處理之。
34. Many Success FactorsHighest
PriceNo1
Market
ShareLowest
CostEstablish
JV’sCustomer
ServiceBrand
ValueHigh Value
ProductsLow Spec
Commod’sBetter cover
In ChinaInter-reg.
salesDirect
ShipmentsIntegral
Chain Magt. Make
To orderFinancial
Customers
Processes
CompetenceHigh asset
utilizationDelivery
On timeHigh
ProductivityLow
Lead timesHigher
Man YieldsEffective
BCPControl
PricingMfg proc
controlShift to
Low wage
areasReduce
CostImprove ind.
capabilityExchange
Best PractBCP
skillsEstablish
roadmapsMfg
ExcellenceUnderstand
Cust. needsMulti-func
TeamworkPacing
TechnologyBetter
ITImprove
MarcomImprove com
capabilityEst. Balanced
Scorecard
35. Filter to find the CSF’sFinancial
Customers
Processes
Competence Product Mix:
% income <10%EPRIncomeMarket
ShareCashInventory
TurnsRelative
PerformanceBrand
IndexRequested
CSLSales of
New ProductsBCP
Hit RateAsset
UtilizationHigh Mfg
YieldsCycle
time
Apexplus
TrainingInvolvement
In QITLeadership
SkillsMfg
ExcellencePurchasing
Competency
56. Vision Criteria:A non-financial goal with which most employees
want to associated-
Ex: “ best”, “ job one”, “preferred supplier”, “Leader”
A statement of the market which is served
and your organization ‘s strategic advantage in it-
Ex: 3M- Innovation, Wal-mart: Distribution, Inventory Control..
A good chance of success-
realistic and make progress
4. A source of inspiration to the employees-
using non-traditional and Exciting words
An outsider-insider perspective
“ top in the eyes of the customers”, “ through dedicated employees”
58. 公司願景(Vision)範例所羅門: SUPER 135
陽明海運:成為世界一流之運輸企業集團
宏碁集團:培養200個總經理,4000億年營
業額,在全球擁有21家上市公司
@ 7-11:2000年2000家營業店
@ 何嘉仁: 新世代家庭終生學習的好夥伴
@ 新天地: 做餐飲界的百貨公司,帶給消
費者選購之樂趣。
@Vision/ Vision GoalVideo - Pike Place Fish market: “World famous”
59. What is KOJEN’s VISION?KOJEN’s Vision
KOJEN 的公司願景
60.
The best vision is one that is
- Clear,
- Understood,
- and Supported
throughout The Organization.
It create a sense of ownership and
unity of Purpose.
61. Drafting Vision for KOJEN
以高品質語言學習服務,
擴展人生美好經驗。
or
快樂成長,豐富人生。
62. 關鍵成功因素 (CSFs)為達成企業願景所必須聚焦的企業工作範圍
CSFs 描述提昇企業競爭力及企業活力的主要方向
CSFs 是企業生存所必須要做( Must dos) 的事.
65. CSFs類型產品或服務:
subject to expansion. Ex. J.M. smucker
高潛能高質量人才
市場服務. Ex. Consumers packaging
回收及利潤: Ex. Variety Corporation.
科技及創新: to leverage tech. expertise, ex. 3M
低成本生產 ex. International paper
營運能力 ex. Bechtel Group.
配送或銷售方式 ex. Book-of-the Month Club
國家政策或資源 ex. Shell oil. Control the resources.
Tregoe et al, 1989.
66. Determine the CSFsCompetenciesHow shall we
Acquire our
Capacity to run,
change and
Innovate
Our processes?ProcessesTo satisfy our
Stakeholders,
What processes
Must we excel at?CustomersTo succeed
With our
Vision, how
Should
We look to
our customers?FinancialTo succeed
Financially, how
Should we look
To our
Shareholders?A world class company
85. “ A competency is an underlying characteristic of
an individual that is causally related to
criterion-referenced effective
and/or
superior performance
in a job or situation. “
“ 成功的擔任一個職位應具備之能力”
104. Tasks 作業DutiesResponsibilities職務內容主要職責範圍GroupingWhy you do it?關鍵績效指標
(控管點)WORKS
GROUP 1GROUP 2GROUP xGROUP 3T T T T T T T T T T T T TEX:
時間管理
安全管理
成本管理
知識管理職位 POSITION專案 PROJECT專業能力
職能
128. 目標設定公式Do this To thisIn this amountUnder these
Conditions:Use an active verb.
1.The objective/Person
That will benefit
From high performance
2A measurable
Numerical target
3When?
Where?
How?
4. (Person) Increase customer service visits by 10% per week on B list account.
1. 2. 3. 4.
130. Measurable Objectives ChecklistDo the objective support organizational needs and goals?
Do the objectives state what is to be done, rather than how to do something?
Are the objectives clearly stated in language that is free from distortion or misinterpretation?
Are numbers, statistics, and quantifiable terms used wherever possible?
Are the objectives feasible in light of current (or highly predictable) business and economic conditions?
Are the objectives challenging but reasonable?
Are benchmark time set, which corresponding progress states defined?
Can progress towards meeting these objectives be reliably measured?
Does the employee have the ability and authority necessary to accomplish the objectives?
131. Job Objectives form Job Objectives Form Name :
General responsibility Date: Key Result Areas
(Duties, Responsibilities,
Goals, Objectives)Measurement Factors
(Quantity, Quality, Cost,
Time, Efficiency, Yield,
Scrap, Production, etc.)Time Allocation
(Complete dates,
When? What? With
Who?)Remarks
( Progress reviews,
Obstacles, Prioities,
Areas of Improvement)
132. (本页无文本内容)
133. 6:設計診斷工具
134. 績效診斷計劃表(附件)199-Fp004說明
請填寫(十分鐘)
135. 診斷工具問卷調查(練習)
面談
工作觀察
口敘報告
分析卡
閱讀文件
136. 評量方式從不 有時 時常 - +
1 2 3 4 5A. B. C.
D. E. F.問題
137. 7:確認績效差距
138. 商業流程十五項問題查核點(Where to look for Business Process Problems)資訊分享方式
資訊創造方式
促進回饋方式
回饋資訊再利用方式
非正式溝通方式
正式溝通方式
智慧資產保護方式
管理制度產生方式
9. 工作計劃程序
10. 產品保證體系
11. 服務保證體系
12. 單位間協同合作方式
13. 顧客需求回應方式
14. 用才流程
15. 工作說明及工作設計
140. 現況與期望AssessmentValueVisionMissionCSFsObjectivesExpectations
&NormsValue-Driven & CSF Based ChangeChanging Role of Leadership Work
Re-DesignDesign
WorkshopImplementationRenewal
Continuous ImprovementWhere
We areAligning our OrganizationWhat we
Want to beMaking it
HappenCharter
Design Teams
141. 差異分析思考模式十三步驟(Gap Analysis-What is versus What should be)區分想要與需要 (wants and needs)
考量組織、單位(團隊)和個人需要
明確陳述期待產出項目(what should be)
明確陳述績效現況(what is)
與相關人員面談內容比對後列為次問題(sub-problems)
找出將相關問題與企業之使命/願景/目標相互關聯點
系統化分析問題:避免過於簡單回答客戶所提問題
不做訓練是解決問題及差距之唯一方式之假設
設定專案差異分析工具及程序:不盲目相信全國性調查或媒體資訊
分析員工個人績效現況及影響原因和工作環境影響因素
找出資訊、資源、激勵及職能影響績效差距因素
績效差距應儘量在早期發現
切勿忽略績效差距分析步驟並花時間謹慎處理之。
142. What “should be” versus What “is”Fp005期望狀況現況差距
(時間、費用、能力、品質,錯誤率、時程安排…etc. )
143. “五層次為什麼”找根本原因技巧Fp006問題Why?Why?Why?Why?Why?
144. 8:選擇改善方案(設計改善方案)
145. 確認期望目標及改善方式227Fp007表說明
Fp007表實做
(十五分鐘)
146. 選擇改善方式: 正、反意見Fp008表說明
Fp008表實做
(十五分鐘)
147. (本页无文本内容)
148. 9:激勵及授權員工進行變革
149. 績效來自企業個別價值鍊環結所生之加值效應,本流程加值結果 #1N
E
X
T
P
R
O
C
E
S
S加值結果 #2消費者心目中之價值基礎是透過一連串的企業內部物質與技術上
之具體價值活動與利潤(Value activities and Margin)所構成。
162. 每季調整對象-Q1Q2Difficult to replace
Low value addedQ3
Easy to replace
High Value addedQ1
Easy to replace
Low value addedQ4
Difficult to replace
High Value addedReplacement DifficultyValue-added level