1、KPI與公司經營績效-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,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,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,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
2、本觀念,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,KPI依據公司的年度目標或經營策略展開,Vision and Strategy,CustomerTo achieve our vision,how should we appear to our customers?,Internal Business ProcessTo satisfy our shareholders and customers,what business processes must we excel at?,FinancialTo su
3、cceed financially,how should we appear to our shareholders?,Learning and GrowthTo achieve our vision,how will we sustain our ability to change and improve?,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,ProcessesCycle Time,ProcessesQuality,Employee Skills,ROC
4、E,CustomerLoyalty,On-timeDelivery,Return-on-Capital-Employed,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 introd
5、uctions,Information system availability,ECI公司的 經濟目標與績效指標,Financial PerspectiveGoals Measures,SurviveSucceedProsper,Cash flowQuatertly sales growth and operating income by division.Increased market share and ROE,Customer PerspectiveGoals Measures,Internal Business PerspectiveGoals Measures,Innovation
6、 and Learning PerspectiveGoals Measures,New productsResponsive supplyPreferred supplierCustomer partnership,Percent of sales from new productsPercent of sales from proprietary productsOn-time delivery(defined by customer)Share of key accounts;purchasesRanking by key accountsNumber of cooperative eng
7、ineering efforts.,Technology capabilityManufacturing excellenceDesign productivityNew product introduction,Technology leadershipManufacturing learningProduct focusTime to market,Manufacturing geometry petitionCycle time;Unit cost;YieldSilicon efficiencyEngineering efficiencyActual introduction sched
8、ule vs.plan,Time to develop next generationProcess time to maturityPercent of products that equal 80%of salesNew product introduction petition,A Process is,A stream of activities,transforming input into output by adding value.,績效指標在流程中呈現,確認顧客需求,Customer:NeedsPrioritiesExpectationsMeasuresProducer:Ca
9、pabilities,Have you focused on what really matters?,AgreementWhere?What?How much?When?Acknowledged_ _Customer Producer,績效指標在流程中呈現,績效指標範例,Elapsed timeConformance to specificationInventoryResource utilization(costs)Performance to commitmentPerformance to budgetNumber or rework loops,績效指標在流程中呈現,FedExs
10、Service Quality Indicators,Indicators Weight1.Damaged Packages 102.Lost Packages 103.Missed pickups 104.Complaints reported 55.Overgoods(lost and found)56.Wrong-day late deliveries 57.Abandoned calls 18.International 19.Invoice adjustments requested 110.Missing proofs of deliveries 111.Right-day lat
11、e deliveries 112.Traces 1,績效指標,Getting Better Faster(Right direction and Right way),Time,Performance,Company A,Company B,Good is enough,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
12、、組織創新、流程創新、技術創新、設備創新.,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,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,產業競爭力分析,主管應具備基本的管理知識,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,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。
13、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,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
14、 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,The Organization as a System,Optimizing a System(optimize the system as a whole,not seek to optimize separate pieces)Cooperation and Win-WinThe Bigger the Loop,the BetterA S
15、ystem Without An Aim Is Not A SystemThe Biggest Opportunities Lie In The System(blame the process not the people)Worker-controllable ProblemsPushing for Deep FixesLevel 1:Fix the OutputLevel 2:Fix the ProcessLevel 3:Fix the SystemUsing Leverage Points80/20 rules,Pareto ChartsCritical PathsBottleneck
16、sLeverage-point thinkingShaping The Future,Organizational Alignment,Design and Redesign,Consumer Research,Consumers,Suppliers,The Organization As a System,系統的概念,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,品質的概念,不斷檢討方向與改善做事的方法(知識
17、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,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,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 Policies100%SatisfactionEveryone Owns CustomersIncreasing Customer Complaints!顧客抱怨昰成長的動力Turning com
18、plaints into salesUpgrading Existing FunctionsCustomer Service and Technical Support FunctionsBusiness PlanningAdding a Customer Element to Regular MeetingsA System of Customer-focused MeetingsLeading 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),Changing the Way We Manage,The first three generationBy D
19、oingBy DirectingBy Results4th Generation ManagementQuality:defined by CustomerScientific Approach:System process thinkingData variationAll One Team:DelightTrustRespectWin-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,All One Team,Competition or Cooperation?The Li
20、ght and Dark Sides of CompetitionRadiating A Belief In PeopleWhere Polices Go WrongClose the loophole?Trusting PeopleDealing with the exceptionsSupporting 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,Rapid Learning,Rapid Improvement,Learning From Data:Plan-Do-Check-ActUsing PDCA Effectivel
21、yAdapt to the situationTry ideas first on a small scaleDecide ahead of time how you will assess progressIntegrate PDCA functionsNo Substitute For Knowledge,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,看到的現象往往只是冰山一角,解決問題的方法與能力,Improving Our Ability to Improve,Pathways To ImprovementStart wi
22、th 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 ImprovementThe 7 Step MethodPurposeCurrent SituationCause AnalysisSolutionsResultsStandardizationFuture PlansImprovement As
23、a System,解決問題的方法與能力,The Challenges of Performance Appraisal,Typical Performance Appraisal SystemsAlternatives To Performance AppraisalProvide Ongoing Feedback and DevelopmentRewards and RecognitionOrganizational Measurement SystemCompensationJoiner Associates compensation systemSalarySalary IncreasesProsperity sharingSpecial adjustments,激勵與向心力,
