KPI与公司经营绩效

按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,*,理工背景的主管應具備基本的管理知識,陳長仁,崑山科技大學,1,大綱,KPI的基本觀念,公司經營績效,系統的概念,品質的精神,顧客導向,領導與團隊合作,快速學習與創新,解決問題的方法與能力,激勵與向心力,2,KPI (key performance indicator),KPI 關鍵性的績效指標 (重要資訊、非完整性),KPI 是公司內部溝通的工具,KPI 是量化的數據並無法表達”內心感覺、做事的態度、努力的程度、決策品質”,KPI 是根據內部客戶的需求而選訂,KPI 與部門或員工績效表現並非正相關,KPI的基本觀念,3,為何需要KPI ?,顧客需求,了解決策或努力的正確性,主管分配資源的依據,員工作業的依據,KPI的基本觀念,4,製訂績效指標 ?,KPI依據公司的年度目標或經營策略展開,KPI與公司經營績效有關,以內部作業流程中顧客需求而製訂,KPI的基本觀念,5,KPI依據公司的年度目標或經營策略展開,Vision,and,Strategy,Customer,To achieve our vision,how should we appear,to our customers?,Internal Business Process,To satisfy our,shareholders and customers,what business processes,must we excel at?,Financial,To succeed financially, how,should we appear to,our shareholders?,Learning and Growth,To achieve our,vision, how will we,sustain our ability to,change and improve?,6,KPI依據公司的年度目標或經營策略展開,Financial,Customers,Internal Business Processes,Learning and Growth,Processes,Cycle Time,Processes,Quality,Employee Skills,ROCE,Customer,Loyalty,On-time,Delivery,Return-on-,Capital-Employed,7,平衡計分卡中公司的績效指標,Financial,Customers,Internal Business,Processes,Learning and Growth,Response time,Quality,Employee Satisfaction,Return on investment,Retention,Market and account share,Economic value-added,Satisfaction,Cost,New product introductions,Information system availability,8,ECI公司的 經濟目標與績效指標,Financial Perspective,Goals Measures,Survive,Succeed,Prosper,Cash flow,Quatertly sales growth and operating income by division.,Increased market share and ROE,Customer Perspective,Goals Measures,Internal Business Perspective,Goals Measures,Innovation and Learning Perspective,Goals Measures,New products,Responsive supply,Preferred supplier,Customer partnership,Percent of sales from new products,Percent of sales from proprietary products,On-time delivery (defined by customer),Share of key accounts; purchases,Ranking by key accounts,Number of cooperative engineering efforts.,Technology capability,Manufacturing excellence,Design productivity,New product introduction,Technology leadership,Manufacturing learning,Product focus,Time to market,Manufacturing geometry vs. competition,Cycle time; Unit cost ; Yield,Silicon efficiency,Engineering efficiency,Actual introduction schedule vs. plan,Time to develop next generation,Process time to maturity,Percent of products that equal 80% of sales,New product introduction vs. competition,9,A Process is,A stream of activities, transforming input into output by adding value.,績效指標在流程中呈現,10,確認顧客需求,Customer:,Needs,Priorities,Expectations,Measures,Producer:,Capabilities,Have you focused on what really matters?,Agreement,Where? What?,How much? When?,Acknowledged,_ _,Customer Producer,績效指標在流程中呈現,11,績效指標範例,Elapsed time,Conformance to specification,Inventory,Resource utilization (costs),Performance to commitment,Performance to budget,Number or rework loops,績效指標在流程中呈現,12,FedExs Service Quality Indicators,Indicators Weight,1. Damaged Packages 10,2. Lost Packages 10,3. Missed pickups 10,4. Complaints reported 5,5. Overgoods (lost and found) 5,6. Wrong-day late deliveries 5,7. Abandoned calls 1,8. International 1,9. Invoice adjustments requested 1,10. Missing proofs of deliveries 1,11. Right-day late deliveries 1,12. Traces 1,績效指標,13,Getting Better Faster (Right direction and Right way),Time,Performance,Company A,Company B,Good is enough,P,D,C,A,P,D,C,A,Look for better ways,Problems: confusion, rework, equipment failure,errors in design specification, miscommunication .,公司經營績效,快速的成長,Right Direction,(創新)跳躍式的成長,新產業、經營模式創新、組織創新、流程創新、技術創新、設備創新.,14,公司經營績效,公司經營績效,財務指標,營業額,與去年同期成長率,淨,利,資產負債表,EPS,管理指標,環境分析,(PEST),產業分析,競爭力分析,目標達成率,新產品開發時間,新產品營業額比例,每類產品的獲利率,每類產品的,顧客保有率,每類產品的,不良率,15,經營績效與競爭優勢,品質,速度,成本,價值,彈性,優勢,公司經營績效,16,產業競爭力分析,企業,潛在進入者,供應商,替代品,利益關係者,消費者,競爭者,17,主管應具備基本的管理知識,18,系統的概念,因果關係,例如,加班時間很長,員工請長假,規格變更,生產線停線,開發延遲,營業額下降,詢單多下單少,19,方向與效率,管理學裡有兩個做事的原則，,第一個是做對的事，,第二個是把事情 做好。,正確的工作方法必需先選擇對的事，再把對的事情做好。長期以來在醫 學體系裡，似乎大多數人並沒有想過選擇做對的事，多數人只著重於把事 情做好。許多人花了畢生的心血，也許只是把一件錯誤的事情做好而已。,系統的概念,20,治病不治症。當身體出現不舒服的症狀時時，必需找出真正的疾病根源。治療的目標是疾病的根源，不是症狀。,治療疾病的根源就是做對的 事，用錯誤的手段消除症狀，就算真的消除了症狀，常常只是把疾病轉到身體 更深的層次裡，這種情形就是把錯誤的事情做好。,以感冒為例，寒氣剛進入身體時，先停留在身體的表層，這時喝點發熱的食物或藥物就能把寒氣排出。排寒氣時會出現打噴嚏、流鼻水或其他的不舒服症狀。如果把這些症狀當成疾病，把打噴嚏、流鼻水當成鼻炎來治，用藥物直接終 止症狀，結果停止的是身體的排寒氣工作，寒氣只好繼續留在身體裡，時間長了，再往身體更深層的肺裡轉移，造成身體更大的傷害。,沒有症狀出現不代表身體健康 (酸、痛、麻、沒感覺),系統的概念,系統化思考,昰探討原因與擬定對策 累積know-how,而不是追究誰該負責,21,The Organization as a System,Optimizing a System,(optimize the system as a whole, not seek to optimize separate pieces),Cooperation and Win-Win,The Bigger the Loop, the Better,A System Without An Aim Is Not A System,The Biggest Opportunities Lie In The System,(blame the process not the people),Worker-controllable Problems,Pushing for Deep Fixes,Level 1: Fix the Output,Level 2: Fix the Process,Level 3: Fix the System,Using Leverage Points,80/20 rules, Pareto Charts,Critical Paths,Bottlenecks,Leverage-point thinking,Shaping The Future,Organizational Alignment,Design and Redesign,Consumer Research,Consumers,Suppliers,The Organization As a System,系統的概念,22,零缺點(Zero Defect)與持續改善,裘蘭博士說：就ZD指無不良之產品而言，此概念如當作長期的目標是有價值的。因為它意指要持續努力、改善、直至止於至善，即不達理想境界絕不罷休。,知識: 經驗學習,態度: 反省覺悟,智慧: 防患未然,23,品質的概念,不斷檢討方向與改善做事的方法(知識庫),在正確的時間地點作正確的事,減少浪費(第一次沒把事情做好所付出的代價),預防重於治療,“指標”目的是要成為改善的驅動力而不是檢討責任追究誰要負責,品質的精神,24,品質管理的革命,產品導向,生產導向,銷售導向,客戶導向,價值導向,功能,成本,品牌,客戶期望與需求,創造需求,25,Customer-focused Strategies,顧客導向的策略沒有組織流程規劃 訂定適當的量測指標就只是口號而已 沒有行動的驅動力量),New Policies,100% Satisfaction,Everyone Owns Customers,Increasing Customer Complaints! 顧客抱怨昰成長的動力,Turning complaints into sales,Upgrading Existing Functions,Customer Service and Technical Support Functions,Business Planning,Adding a Customer Element to Regular Meetings,A System of Customer-focused Meetings,Leading The Changes 帶領改變,顧客導向,顧客導向的,組織,流程,指標,會議,(,跟催改善,),26,Changing the Way We Manage,The first three generation,By Doing,By Directing,By Results,4th Generation Management,Quality:,defined by Customer,Scientific Approach:,System process thinking,Data variation,All One Team:,Delight,Trust,Respect,Win-Win,Scientific Approach,All One Team,Quality,Joiner Triangle,領導與團隊合作,管理昰一種科學也是一種藝術,27,All One Team,Competition or Cooperation?,The Light and Dark Sides of Competition,Radiating A Belief In People,Where Polices Go Wrong,Close the loophole?,Trusting People,Dealing with the exceptions,Supporting A Customer Focus,領導與團隊合作,教導 指導 引導,尊重 信任 參與,顧客導向,良性競爭與激勵,28,Rapid Learning, Rapid Improvement,Learning From Data: Plan-Do-Check-Act,Using PDCA Effectively,Adapt to the situation,Try ideas first on a small scale,Decide ahead of time how you will assess progress,Integrate PDCA functions,No Substitute For Knowledge,P,D,C,A,P,D,C,A,Company B,快速學習與創新,專業領域 環境變化 資訊系統 學習環境 分享的文化,創新的環境 鼓勵創新,29,看到的現象往往只是冰山一角,解決問題的方法與能力,30,Improving Our Ability to Improve,Pathways To Improvement,Start with data or process?,(Better data help us identify better processes; a deeper understanding of a process leads us to better data. Both help us “improve the system”.),A Framework For Improvement,The 7 Step Method,Purpose,Current Situation,Cause Analysis,Solutions,Results,Standardization,Future Plans,Improvement As a System,解決問題的方法與能力,31,The Challenges of Performance Appraisal,Typical Performance Appraisal Systems,Alternatives To Performance Appraisal,Provide Ongoing Feedback and Development,Rewards and Recognition,Organizational Measurement System,Compensation,Joiner Associates compensation system,Salary,Salary Increases,Prosperity sharing,Special adjustments,激勵與向心力,32,