业务计划PDCA实施手册.ppt

,A,P,D,C,ReferenceManual参考手册,BusinessPlanDeployment(BPD)业务计划实施,Contents目录,1.0Introduction引言31.1CourseObjectives课程目的31.2Background背景41.3BPDDefinition业务计划实施的定义51.4AdvantagesofBPD业务计划实施的优点51.5WhoisInvolved谁是参与者61.6BPDCategories业务计划实施的范畴61.7ElementsofBPD业务计划实施的要素71.8BPDandthePlan-Do-CheckActionCycle8业务计划实施及计划实施检查行动循环1.8.1ThePDCACycleExplained对PDCA循环的解释82.0Plan计划92.1Vision宗旨102.2PlantGoals企业目的112.3DepartmentalObjectives部门目标122.4Targets指标132.5Methods方法152.6AnnualPlan年度计划162.7CascadingthePlan层层落实计划192.7.1NegotiatingTargets商谈指标202.7.2Cross-functionalSupport跨职能部门支持203.0Do实施223.1UpdatingthePlan更新计划233.2ProblemSolving解决问题244.0Check检查264.1Reviews评审274.2PDCAReportExplainedPDCA报告解释284.3QuarterlyReview季度评审304.4Manager抯Role经理的职责305.0Action行动316.0Visualization目视管理327.0Summary总结337.1AnnualPlanningCycle年度计划循环34,Introduction引言,1.1CourseObjectives课程目的,Uponcompletionofthiscourse,participantsareableto:完成本课程时，学员们能够：UnderstandtheimportanceofBusinessPlanDeployment(BPD)formanagingthebusiness了解业务计划实施对于管理业务的重要性UnderstandtheconceptsandelementsoftheBPDprocess了解业务计划实施过程的概念与要素OutlinethestepsoftheannualBPDcycle概述年度业务计划实施循环的各个步骤Setobjectives,targets,anddevelopmethods设定目标、指标，建立方法Completeannualplansandsupportingactionplanstoachieveplantgoalsandobjectives完成年度计划和相应的行动计划以实现企业的目的与目标Negotiatetargetswiththeirdirector/manager/co-managerstoachievedepartmentaltargets与各级经理商谈指标以实现部门指标UsethemonthlyPDCAreviewseffectivelybyreviewingprogresstotheplanandbyidentifyingnextstepsusingactionplans.通过审核计划的进展,以及运用行动计划来确定下一步的行动,来有效利用每月的PDCA评审UnderstandtheirRolesandResponsibilities了解他们的职责UnderstandtherelationshipofPlan-Do-Check-ActiontoBPD理解计划实施检查行动与业务计划实施的关系,1.0Introduction引言BusinessPlanDeploymentisasimpleprocesstomanagethebusinesswhichonlyrequiresdisciplineforsuccessfulimplementation.Witheffortandcommitment,goodresultsareimmediate!业务计划实施是一个管理业务的简单的流程，对于其成功实施的唯一要求是“纪律”。依靠大家的努力和承诺，良好的结果就近在眼前!,Introduction引言,1.2Background背景Traditionalcompanieshavealwayshada揃usinessPlan?butoftenthebusinessplanwascreatedbymanagementatthetopoftheorganization.Thesebusinessplansweredisconnectedfromtherestoftheorganization,andtherewaslittleinvolvementorinputfromthepeoplewhohadthemostinfluenceonachievingthebusinessplan-theteammembers.传统的公司总是有一个“业务计划”。但是此业务计划通常是由公司最高领导层制订的。这些业务计划与公司其余部分的工作脱节，而对实现业务计划最具影响的人工人，则几乎不参与业务计划的实施。,Manager,Pre-BPD经理，业务计划实施前,Withoutaprocessbywhichtocoordinateouractivities,allourdifferentpartswillbegoinginasmanydifferentdirections,resultinginduplication,conflictinggoalsandpoorresults.如果没有一个能协调我们业务活动的流程，各部分人员都会按不同的指导方向进行工作，从而导致重复，目的相互矛盾及不良结果。,BusinessPlanDeployment业务计划实施AmoreeffectivewaytorunthebusinessisthroughBusinessPlanDeployment.Theworddeploymentisamilitaryterm,whichmeans:“toorganizetroopsorequipmentsothattheyareinthemosteffectiveposition”.Insimilarways,wemustorganizethepartsofourorganizationtobethemosteffective.一个行之有效的经营业务的方法是凭借业务计划实施这种过程。部署这个单词是军事术语，它的意思是“组织军队或装备，使之处于最有效的位置。”同样地，我们也必须有效地组织我们的公司的各个部分，使它们都处于最有效率的状态。,Introduction引言,1.3BPDDefinition业务计划实施的定义BusinessPlanDeploymentisastandardprocesswhichenablesourcomplicatedorganization,madeupofmultipleparts,toactinunisontoachievecompany-widegoalsinthefivekeycategories:Safety,Quality,Cost,Responsiveness,andOrganizationalDevelopment.TheultimateobjectiveofBusinessPlanDeploymentisContinuousImprovement.业务计划实施是一个标准的流程，它能使我们复杂的组织统一行动，在五个关键范畴内实现整个企业的目的：安全，质量，成本，响应和组织发展。BPD的最终目标是不断改进。,TRACKPERFORMANCE,TRACKPERFORMANCE跟踪绩效,DEPLOYRESOURCES部署资源,PlantManager总经理,VISION宗旨,FOCUS集中,TARGETS指标,CLEARDIRECTION清晰的导向,COMMONGOALS共同目的,OneobjectiveofBPDistoachievehorizontalandverticalalignmentbetweenallthepartsoftheorganization,sothatweareallworkingforthesamegoalsinaneffectiveway.Theresultisthatweareworkingtogetherasonecompany.业务计划实施的一个目标是在组织内部实现横向和纵向的统一，使我们能够以有效的方式来实现同样的目的。其结果是我们作为一个整体而共同工作。,BusinessPlanDeploymentcoordinatesouractivitiessothatallofourarrowsarepointinginthesamedirection业务计划实施协调我们的业务活动使我们的目标一致。,1.4AdvantagesofBPD业务计划实施的优点BPDisamanagementtoolto:业务计划实施是一种管理工具：ProvidefocusMainPoints计划；要点GrasptheSituation把握形势Identifythestandardofexpectation(Whatarethecompanystrategicdirection:visionandgoals?Objectives?Marketconditions?)确认期望的标准(公司战略指导是什么：宗旨是什么?目的及市场条件如何?)Establishthefactsofthecurrentsituationandanalyzethem明确并分析当前形势Developsupportingobjectives建立与之相对应的目标Setandnegotiatenewtargets设定并商谈新的指标Decidemethods:Planactivitiesandtime-frame确定方法：计划业务活动及时间框架Discussandgetbuy-infromdirectreports讨论并得到下属的支持Discussandgetsignaturesfromsupportingdepartments讨论并得到支持部门的签字认可,GrasptheSituation把握形势ThefirststepintheBPDprocessistograspthesituation.Thisisnecessary,becauseotherwisewewillbemakingourplans搃navacuum?withoutaccurateinformation.Therearethreemainareastofocusonforagoodgraspofthesituation.业务计划实施流程的第一步是把握形势。这是必要的一步，否则我们将在没有任何正确信息的“真空状态下”制订我们的计划。把握形势有三个要点。I.STRATEGICDIRECTION/VISION战略指导/宗旨Whatisthecorporatevision,hasitchanged?Whataretheidentifiedpriorities?Arethereanyothercompanyinitiatives?Arethereanycorporatetargetsthatmustbemet?公司宗旨是什么?它是否有变化?什么应优先考虑?有无新的工作方向?有无任何必须达到的公司指标?II.EXTERNALENVIRONMENT外部环境Arethereanychangesinthemarketplace?Anychangesingovernmentalregulation?Anymajoreconomicsituations?Whataretheresultsofcustomersurveys?市场形势有何变化?政府规定有何变化?主要的经济形势如何?顾客调查的结果如何?III.INTERNALENVIRONMENT内部环境Whatisourcurrentperformanceintheplant?Whatistheprogressonthecurrentyearannualplan?Arethereanylaborissues?Whataretheresultsofthisyearemployeesurvey?近期厂内运行情况如何?当年年度计划的进展如何?有何劳资问题?今年员工调查的结果如何?,PLAN,2.0Plan计划,Vision宗旨,2.1Vision宗旨Thevisionisapictureformedinourmindofwherewewanttobeasacorporation,company,ororganization.Itistheidealstateuponwhichtobuildourgoalsandobjectives.Thisvisionor“mentalpicture”mightbedifferentfromthewaythingsarenow.宗旨是我们想要成立一个企业、公司或团体时在头脑中形成的一幅画面。这是用以建立我们目的、目标的理想状态。宗旨或称之为“精神画面”，与事物的现实状态可能并不一致。Avisioncanbemadeatanyleveloftheorganization-evenateamcanhaveavisionstatement,butvisionsmustexistatthecorporatelevel,atthefunctionallevel(i.e.theHumanResourcesOrganizationshouldhaveavisionstatement)andandattheplantlevel.Thevisionattheplantlevelshoulddirectlysupportthecorporatevision.公司任何一级均可制订自己的宗旨，甚至一个班组都可以有自己的宗旨。而且公司级、职能部门(例：人力资源部)和厂级必须制订自己的宗旨。厂级宗旨应直接支持公司级宗旨。Avisionstatementis:宗旨是：clear,realisticandfocused清晰的、现实的、明确的easytoremember便于记忆的reflectiveofexternalandinternalenvironments内外环境的反映long-terminscope长期的,ThevisionofGeneralMotorsis通用汽车的宗旨是.搕obetheworldleaderintransportationproductsandrelatedservices.Wewillearnourcustomers?enthusiasmthroughcontinuousimprovementdrivenbytheintegrity,teamworkandinnovationofGMpeople.在汽车生产业及其相关服务业内成为具有世界领先地位的企业。通用人的诚实正直，团队合作精神和开创性促使我们不断改进，而正是通过不断改进我们才赢得了顾客的热情。,Thevisionofourplantis我们工厂的宗旨是.,PLAN,Thevisionofourdepartmentis我们部门的宗旨是.,GOALS目的,2.2PlantGoals工厂目的SettingplantGOALSisthefirststepinbreakingdowntheVISIONintostatementswhichsupporttheattainmentoftheVISION.Theplantgoals:设定工厂目的是对宗旨加以分解描述来实现宗旨的第一步。工厂目的：directlysupportthevision直接支持宗旨aredefinedandsupportedbytheplantmanageranddirectors由厂长及部门经理确定并提供支持provideareasoffocussothatspecificobjectivescanbedefined提供焦点区域以确定具体的目标fallintothefiveBPDcategories可归入业务计划实施的五大范畴maychangefromyeartoyear,butdonotchangedramatically每年都有可能改动，但不会改动太多,PLAN,ISAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不断改进我们的安全表现，成为本地区最安全的汽车生产企业IIQUALITY质量2)AssurethequalityofW-carmeetsdemandsofmarket保证W-car的质量满足市场要求IIICOST成本3)Reducecontrollablecoststocompetitivelevels降低可控制成本，达到具有竞争力的水平IVRESPONSIVENESS响应4)ContinuetoadopttheprinciplesoftheGM-GlobalManufacturingSystembothinternallyandexternally.内外均采用通用全球管理系统的原则VORGANIZATIONALDEVELOPMENT组织发展5)Developasustainableorganizationthatsupportsteamworkandteammemberdevelopmentatfullproductioncapacity.发展一个能支持团队合作和团队成员充分发挥能力的可靠的组织6)Enhanceourimageasagoodcorporatecitizenandcontributetothecommunity.加强我们作为优秀企业员工的公民形象，为所在社区作出贡献,ExamplesofPlantGoals工厂计划例子,OBJECTIVES目标,2.3DepartmentalObjectives部门目标OBJECTIVESarewhatoneistryingtoachievebyaparticularcourseofaction.TheysupporttheattainmentofaplantGOAL.目标就是通过一项特定的业务活动所要达到的成效，它们支持工厂目的的实现。OBJECTIVES：目标：Directlysupportplantgoalsandareagreedtobyalllevelsoftheorganization直接支持工厂目的，并征得公司各级人员的同意FallintooneofthefiveBPDcategories可归入业务计划实施的五个范畴Aremorespecificthangoals比目的更具体AredocumentedontheAnnualPlan记录在年度计划中Arefollowedupandreviewedmonthly进行跟踪和月度评审,PLAN,Theremaybeone,two,orthreeobjectivespereachgoal.Itisbesttolimitthenumberofobjectivespergoal,sothatwecankeepfocused.每一个目的都可以分解成一个、两个或三个目标。但最好限制每一目的分解的目标数（最好不要超过五个），使我们能够集中力量解决问题。,I.SAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不断改进我们的安全表现，成为本地区最安全的汽车生产企业,Example例子Theexamplehereshowshowtheplantgoal(I.1)hasbeenbrokendownintotwoobjectives.此例显示了工厂目的是如何被分解成两个目标的。,GOAL目的,a.Improveergonomicsafety.改进人机安全b.Providesafe,incident-freeenvironmentforteammembers.为工人提供安全无事故的环境。,OBJECTIVES目标,TARGETS指标,2.4Targets指标AllOBJECTIVESrequireaTARGETbywhichtotracktheprogress,andtosignaltouswhetherwearemeetingourobjective.TARGETSprovideuswithatoolwithwhichtoevaluateifourplanisservinguswell.TARGETSmustbe:所有的目标都需要用指标来跟踪进展，并提醒我们是否达到目标。指标为我们提供了用来评估我们衡量计划是否很好实施的工具。指标必须是：achievable:Iftargetsaretoohigh,teammemberswillbedisillusioned,andnotmotivatedtoworktowardssomethingtheybelieveisunachievable.可实现的：如果指标太高，工人将会丧失信心，他们不会努力工作来完成他们认为不能完成的事。challenging:Iftargetsaretoolow,problemscanremainhidden.Targetsshouldbeaggressivesothatproblemsareuncovered,providinguswithopportunitiestoimprove.具有挑战性的：如果指标太低，问题就不容易暴露。指标应具有挑战性，问题才能暴露出来让我们有机会改进。basedonreliablestatisticsandtrackedregularly:Foralmostalltargets,wemustalreadyhaveatrackingsysteminplacewhichgivesustheinformationwerequire.Withoutareliablestatisticstrackingsystem,wewillbeunabletomeasuretheachievementofourobjective.根据可靠的统计及定期跟踪：对于几乎所有的指标，我们必须有一套有效的跟踪系统，它能提供给我们所需要的信息。没有可靠的统计跟踪系统，我们就不能衡量目标的完成情况。SMART:seebelow如下,Specific具体的Measured可衡量的Agreed同意的Realistic现实的Timed有时限的,AremytargetsSMART?我的指标是否SMART?,S=Specific,targetsarenotgeneral,theyareprecise.具体的，指标不是笼统的而是精确的M=Measurable,byatleasttwomeasures.可衡量的，至少有两种衡量标准A=Agreeduponbyallwhoareresponsibleforreachingit.征得所有负责实施的人的同意R=Realistic,targetsareachievable,thoughchallenging.现实的，通过努力，指标是可以实现的T=Timed-atargetoftenchangesmonthbymonth,dependingonsituation.有时限的指标经常根据形势每月进行更改,PLAN,TARGETS指标,PLAN,Targets指标AneffectivetargetshouldbemeasuredbyatleastTWOtypesofmeasures,timeoftenbeingoneofthetwo.Therearegenerallyfourtypesofmeasures.一项有效的指标至少应以两种措施来衡量。时间通常是其中之一。以下为常用的四种措施。,I.SAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不断改进我们的安全表现，成为本地区最安全的汽车生产企业,GOAL目的,OBJECTIVES目标,Example例子Followingwiththesafetyexample,thetwoobjectiveswillbemeasuredbythreetargetsasshown.Themanagerwhosetthesetargetsissaying,ifthesetargetsaremet,hefeelshewillhaveachievedhisobjectives,whichinturnsupporttheplantgoals.以下以安全为例，两个目标是以三个指标来衡量的。设定这些指标的经理认为，如果这些指标达到了，他就实现了他的目标，也就是支持了工厂目的。,1998LostWorkDay(LWD)Rate:7.0.1998年损失工作日率：7.01998RepetitiveStrains:4Cases1998年重复性扭伤事故：4起1998FirstAidIncidentsRate(FAI):32.1998年急救事故率：32,TARGETS指标,a.Improveergonomicsafety.改进人机安全b.Providesafe,incident-freeenvironmentforteammembers.为工人提供安全、无事故的环境,METHODS方法,2.5Methods方法AMETHODiscomprisedofoneormoreactivitieswhichareplannedtoachievetheOBJECTIVE,asmeasuredbytheTARGET.方法包括一项或多项为实现目标而设定的并以指标来衡量的任务。METHODSare:方法是：the“How”oftheannualplan年度计划的“怎样做”specific具体的timedandscheduled有时限和进度的assignedtoindividualsresponsibleforcarryingthemout责任到人,PLAN,I.SAFETY安全1)Continuetoimproveoursafetyperformancetobethesafestautomobileproducerintheregion.不断改进我们的安全表现，成为本地区最安全的汽车生产企业,GOAL目的,Example例子Inthisexample,therearetwomethodstobeused.此例采用了两种方法。,OBJECTIVES目标,1998LostWorkDay(LWD)Rate:7.0.1998年损失工作日率：7.01998RepetitiveStrains:4Cases1998年重复性扭伤事故：4起1998FirstAidIncidentsRate(FAI):32.1998年急救事故率：32,TARGETS指标,a.Improveergonomicsafety.改进人机安全b.Providesafe,incident-freeenvironmentforteammembers.为工人提供安全、无事故的环境,ImplementErgonomicRiskAssessmentProcess实施人机风险评估流程ImplementtheSafetyTrackingMainPoints实施；要点Communicateandconfirmtheplan传达并确认计划Executetheplanasplanned,onschedule按计划按进度执行计划Monitortheresultsandprogressoftheplan监控结果及计划进展状况Adjustasneededtostayonplanandtarget按确保计划与指标实现的需要进行调整Visualizeprogresstoplan目视管理计划的进展,Communicateandconfirmtheplan:Neverassumethattheorganizationisawareofthefinaldecisionsanddiscussionsthathaveresultedinthefinalplan.Akick-offsessionisheldtocommunicatetheplanandre-committoit.传达并确认计划：不要想当然地认为公司员工了解最后的决策和最终计划的讨论内容。必须举行一次启动会议来传达并重新确认计划。Executetheplanasplanned,onschedule:Theannualplanistheblueprintforallactivities.Theplantakespriority,andtimingissacred.按计划按进度执行计划：年度计划是所有业务活动的蓝图。计划按优先顺序安排，时间是神圣的。Monitortheresultsandprogressoftheplan:EverydaythePDCAcycleisused.Astheactivitiesareimplemented,wemustcheckthattheyarebeingimplementedaccordingtotheplan,andthattheyareachievingthedesiredresults.监控结果及计划进展状况：每天都用到PDCA循环。当业务活动实施时，我们必须检查活动是否是按计划实施的，是否达到了期望的结果。Adjustasneededtostayonplanandtarget:Adjustactivitiestogetbacktotheplan,ortoreachtargets.按确保计划与指标实现的需要进行调整：调整业务活动，使其回到原计划，或达到指标。,Amini-PDCAcycletakesplaceeverydayasweconstantlycheckouractivitiestotheplan,andtakeactionasnecessary.由于我们不断地检查计划完成的情况并在必要时采取措施，因此每天都在进行一次小的PDCA循环。,UpdatingthePlan更新计划,Visualizeprogresstotheplan:Theannualplanispostedinalocationwhereeveryonewhoisresponsibleforcarryingouttheplancanseeit,andrefertoit.Thebestplacetoposttheplanisinahallway,awallinanopenoffice,oronadedicatedinformationboard.目视计划的进展：年度计划张贴在任何负责实施计划的人都能看见以作参考的地方。最佳的张贴处是过道中、开放式办公室的墙上或专门的信息板上。3.1Updatingtheplan更新计划Checktheplanregularly(atleastmonthly),andmakenotationstotheplanregardingdelays,additions,orchanges.Notedelaysorproblemsinred,withanexplanation.定期检查计划(至少每月一次)，在计划上对延期、附加或改变均加以注释。延期或问题用红色注明，并说明理由。Usearedstring,oranothermethod,toshowthecurrentmonth,toimmediatelyseewhereyouareintheplan.使用一根红线，或其他方法显示当前月份，便于立即看出计划实施到哪里。Fillincirclesastheactivitiesarecompleted.Usegreenwhenactivitiesarecarriedoutonschedule.业务活动完成时划圈。业务活动按进度实施时用绿色表示。Neverdeleteoreraseitemsontheplan.Theplantellsastoryandthestorywillhelpusinproblemsolvingandtoplannextyear.不要删去计划上的任何一项。计划告诉我们事实，而事实将有助于我们解决问题和制订下一年计划。,ProblemSolving解决问题,3.2ProblemSolving问题解决ProblemSolvingandBusinessPlanDeploymentgohandinhand.问题解决与业务计划实施密切相关。,UseProblemSolvingwhen:何时使用问题解决：1)youarenotfollowingtheplanandyouneedtogetbacktotheplan没有按计划进行时，需要回到原计划2)youarefollowingtheplan,butyouarestillnotachievingdesiredresults虽然按计划实施，但看起来难以达到预期的结果,1)Unforeseenobstaclesmaygetusofftrackfromtheplan.Wemustproblemsolvetoovercometheseobstaclestogetbackonplan.Theplanisourroadmap,withoutitwearelost,andtheentireBPDprocessisthreatened.无法预料的困难会使我们无法实施计划。我们必须用问题解决这种方法来克服这些困难，继续执行原计划。计划是我们用以指路的地图，没有它我们就会迷失方向。整个业务计划实施流程就会有失败。2)Whenwearefollowingtheplan,butwearestillnotachievingthetargetswehavesetforourselves,wemustgothroughtheproblemsolvingsteps.Neverinitiatenewactivitieswithoutperformingproblemsolvingtofindtherootcause.当我们按计划实施但仍未达到我们为自己设定的指标时，我们就必须实行问题解决的各个步骤。在没有实施问题解决找出根本原因之前不要开始新的活动。,2)Followingtheplan?是否按计划执行?,yes是,no否,3)ProblemSolvetofindRootCause问题解决以发现根本原因,4)Resolveandimplementcountermeasurestokeeptooriginalplan解决并实施对策保持原计划不变,3)Analyzewhyplannotfollowed分析为何计划未被遵循,4)Takeactiontogetbacktoplan采取措施以继续实行原计划,no否,4)Plannewactivities计划新的业务活动,Carryoutthefollowingsteps,whennotmeetingtargets:如果没有达到指标，就实行如下步骤：,1)MeetingTargets?是否达到指标,ManagementisresponsibleforassuringtheRootCauseisidentifiedandtheappropriatecountermeasuresareimplemented.管理层负责确保找出根本原因并实施适当的对策。,ImplementingthePlan实施计划,Pitfallstowatchoutforinthe“Do”Phase在“实施”阶段应注意的陷井Peopleinitiatingactivitiesthatwrentontheplan实施业务活动的人没有按计划进行Peoplenotreferringtotheplanfortiming没有按进度实施计划Problemsimplementingplannedactivitiesduetounforeseencircumstances由于无法预料的情况出现问题Implementingtheplan,butstillnotreachingthedesiredresults已实施计划，但没有达到预期的结果Peoplewantingtomakechangestotheplanandimplementcorrectiveactions,withoutgoingthroughproblemsolvingsteps改变计划并实施纠正计划，但未进行问题解决流程,Check检查,P,D,C,A,“Checktheresultstotheplan”“对照计划检查结果”,4.0Check检查,Check;MainPoints检查；要点Holdscheduledreviews举行定期评审Confirmprogressofcurrentactivitiestoexpectation确认当前业务活动的进展是否达到预期效果Confirmtheresultstotarget确认结果是否达到预定的指标Evaluatetheplanandresults评估计划和结果,Holdscheduledreviews:Inadditiontothedailychecking,usingthemini-PDCAcycle,formalreviewsareheldateachlevelasaCHECKontheprocess.HoldingreviewsprovidesdisciplinefortheBPDprocess.举行定期评审：除了利用小型的PDCA循环进行日常检查外，每一级都要举行正式评审，就是流程中的检查部分。举行评审就使BPD流程有了约束的作用。,Confirmtheprogressofcurrentactivitiestoexpectation:Checkthatthecurrentactivitiesarebeingperformedontime,andinthewaythatwasplanned.确认当前活动的进展是否达到预期效果：检查当前活动是否按时按计划进行。Confirmresultstotarget:Checkresultstoourtargets.Areweaboveorbelowtarget?Whatisthetrend?确认结果是否达到预定的指标：检查我们的结果是否达到预定的指标。我们是高于指标还是低于指标?趋势如何?Evaluatetheplanandresults:Analyzetheresults,andevaluateifwehavemetourexpectations,iftheresultsrequireimprovement,orifwearebelowexpectation,andneedtotakecorrectiveaction.评估计划和结果：分析结果，并且评估我们是否达到期望，结果是否需要改进，或者我们是否低于期望并需要采取改进措施。,Reviews评审,4.1Reviews评审,Purpose:目的Achecktoassurewearedoingwhatwesaidwewoulddo通过检查确保我们计划要做的事情正在进行之中Anopportunitytoreviewproblemsolvingresults评审问题解决结果的机会Aforumtoagreeonnewmethods/countermeasurestoaddressrootcause.对解决根本性原因的新方法/对策进行讨论并达成一致Aforumtoagreeonnewobjectivesandtargets.就新的目标与指标达成一致意见进行讨论并达成一致Aforumtofacilitatecoordinationofresources.通过讨论促进合作,Process:流程AhardcopyofthePDCAreportisdistributedbeforethereview会前分发PDCA书面报告PresentationsarelimitedtotheinformationonthePDCAreport发言内容仅限于PDCAManagercoachesandasksquestionsaboutproblemsolvingtoassurerootcausehasbeenfound.经理对问题解决进行指导并提问以确保找出其根本原因Problemsolvinganalysisandactionplansareavailabletopresentifnecessary.如有必要，介绍对问题解决的分析及可采用的行动计划Countermeasuresandactivitiesimplementedfromthepreviouscycleareanalyzedforeffectiveness为确保效率，对前一循环中实施的业务活动进行分析,Product:结果RealizationoftheBusinessPlanObjectives业务计划目标的实现Consensusonmethods统一方法Clearactionplansforcountermeasures实施对策的明确的行动计划Definedrolesandresponsibilities确定的角色与责任Efficientdistributionofresources,coordinationofactivities资源的有效分配，业务活动的协调Sharingofexperiences经验共享Assignmentofactivitiestobeoutsourcertocross-functionaldepartments.向横向协作部门分派业务活动,CHECK,PDCAReportPDCA报告,4.2.PDCAReportExplainedPDCA报告说明ThePDCAreportisatoolusedtoreviewtheannualplan.Itisonetypeof搊ne-pagereport?Usingonepagereporting,weareforcedtopresentonlytherelevantinformation.PDCA报告是用以评审年度计划的工具。,ThereportfollowsthePDCAcycle:报告遵循PDCA循环：ThePlansectionshowsourplannedobjective,targets,andactivities(includingnewlyaddedactivitiesfrompreviousperiod.)计划部分显示我们所计划的目标、指标及业务活动(包括前一阶段中新增的计划。)TheDosectionshowstheresultsrelativetoourtargets.Itcouldbeabarchart,oranyothervisualmethodtoshowresults.实施部分显示与我们指标有关的结果。可能用直方图或其他任何目视方法来显示结果。TheChecksectionshowstheevaluation.Thissectionevaluatesnotonlytheresults,buthowwellwearedoingimplementingtheplan,andthetrend.检查部分显示评估内容。这一部分不仅对结果进行评估，而且对计划实施得如何及趋势进行了评估。,Theresultsmeet/exceedexpectations-standardizeactivities结果达到/超过期望对该项活动进行标准化,Resultsareeitherbelowexpectationsortrendshowsthatresultswillbebelowinfuture.Problemsolveandgenerateactionplanstoimplementcountermeasures.结果低于期望或趋势显示结果将低于期望。问题解决并制订行动计划以实施对策。,X,Resultsarebelowexpectations.Problemsolveandgenerateactionplanstoimplementcountermeasures.结果低于期望。问题解决并制订行动计划，实施对策。,Meets/ExceedsExpectation达到/超过期望值,NeedsImprovement需要改进,X,BelowExpectation低于期望值,GoalNo.,DepartmentObjectives/Methods部门目标/方法,Target,HighlightedActivities,Eval.,Problems/RootCause,FutureActionsCMs,StatusofObjectives,SAFETY,ImproveErgonomicSafety改进人机安全1)ImplementErgonomicAssessmentProcess实施人机工程评估流程2)TrainTMsintrackingsystem.对小组成员进行跟踪系统培训*NEW3)SafetyCIPworkshops*新3)安全改善研讨会Providesafe,incident-freeenvironmentforteammembers为工人提供安全无事故的环境1)SafetyAwarenessVideo观看安全意识录象*NEW2)Teamawardsforsafetyperformance*新对安全小组进行奖励,98rate:7LWD,1.a,1)HeadInjuriesexcessive头部受伤事故增多RC:Hardhatpolicyinadequate.根本原因：戴安全帽意识不够2)TM抯notreportingincidents工人没有报告事故RC:Awardprogramcommunicatedwrongmessage.根本原因：奖励制度传达有误,Introducehardhatpolicybynextquarterreview下一季度进行戴安全帽教育,StrainsandSprainskeepTMsfromcomingbacktojob.扭伤的工人无法来上班,HireErgonomicexperttosuggestimprovementsbyendFebruary二月底雇用人机工程专家提出改进方案,Resp.,S.Klein,D.G鋜tner,Department:,Date:,X,DepartmentManager部门经理,UnitManager区域经理,UnitManager区域经理,UnitManager区域经理,Plan计划,Do实施,Check检查,Action行动,0,0.5,1,1.5,2,2.5,3,3.5,4,avg.95,Feb-96,Apr-96,Jun-96,Aug-96,Oct-96,Dec-96,Target98,Actual,