目标管理培训课程ppt课件

1、目標管理培訓課程目標管理培訓課程-東莞企達電器培訓課程內容：p什么是目標管理p目標管理的類型p制定目標的原則p目標體系和目標的類別p目標卡的介紹p目標的執行，檢查與獎懲- 什么是目標管理什么是目標管理3個石匠的故事：混口飯吃，最棒的石匠，教堂？目標：指將來要達到的程度，理想，高度，地方。管理指通過方法，技巧使目標實現成為能够及更經濟提高業績型目標管理自我發展型目標管理目標管理目標管理MBO：management by objectives目標管理是一種制度目標管理是以提高績效為目的目標管理是以設立目標為手段目標管理是上下級人員共同努力目標管理是由任务人員完成目標管理應規定期限，任务項目，評估標

2、准，以作為人員努力之方向。提高業績型目標管理提高業績型目標管理注重于結果，它依賴于企業的組織將公司的總目標，由上到下推行到每一個部門，甚至個人，使全公司的一切目標有機的聯系到一同，結合團隊的力量，運用PDCA方式，確保在規定的時間達到目標的方法。業績性目標管理的特性：連續性，每個人都明了自已的目標和總的公司目標相關。逐級制定時間限制，通常每月，每季，每半年，每制要評估。目標體系：目標體系：總目標公司目標主管目標經理目標員工目標關系高關系低目標的制定：目標的制定：平衡+木桶 目標制定的原則目標制定的原則: SMART: SMARTSpecific 详细的明确的详细的明确的Measurable 可

3、丈量的可丈量的Ambitious 有雄心地有雄心地Realistic 现实地现实地,可实现地可实现地Time-phased 阶段性地阶段性地PSG 2003 AOP Q1 Q2 Q3 Q4TargetActualTarget Actual Target Actual Target Actual Target ActualResp. Customers Customer Complaint (KPI) Comfirmed Cases SOT54 Product Quality232228George SOT23 Product Quality111226George Visual PPM (KP

4、I) PPM SOT54 Product Quality20520202020George SOT23 Product Quality838888George Customer Survey ScoreCustomer Services888George Processes Production Output (KPI) - M PSG1 SOT54 Accelerated Growth639606 6856876842695Shek PSG1 SOT23 Accelerated Growth319267 3593603851423Shek PSG2 ramp up -SOT23 Ramp U

5、P Capability0060360420Shek Die Free Packaging Cost (KPI) US$/k PSG1 SOT23 Cost ManagementKenneth PSG2 SOT23 Cost ManagementKenneth SOT54 Cost ManagementKenneth CLIP (KPI) % SOT54 Delivery Reliability98.80%100%98.80%98.80%98.80%98.80%R.Chan SOT23 Delivery Reliability98.80%100%98.80%98.80%98.80%98.80%

6、R.Chan Overall Yield % SOT54 Cost Management97.8%98.33%97.8%97.8%97.8%97.8%George SOT23 Cost Management98%98.32%98%98%98%98%George OEE Eq. Management80%84.4%80%80%80%80%Lanber Competence Completed PBE actionsQuality of Organisation 25%25%25%15%90%George IT system implimentationIT Competence20%40%60%

7、80%80% on timeKenneth Local EMSEmployee Motivation+2+2+2+2+8 of 2002 resultsArthur Training Hours Assembly80% over 10 hr42% over 24.1Hr.80% over 20hr80% over 30hr80% over 40hr80% over 40hrArthur Turnover rateHR competence7%9.27%12%18%22%22%Arthur FinancialsShareholder Value IFO k RMBKenneth EPRKenne

8、th Controlable cash flow KennethPurchasibg Saving LeadingKennethPurchasibg Saving TapeKennethPurchasing Saving PartsKenneth Supporting Bom cost reduction %98%96.80%96%94%92%92%Raymond NPR cost reducton %100%99.5%98%96%95%95%Raymond Localization80%97%85%90%93%93%RaymondEDL Support ( Headcount )92003C

9、ritical SuccessFactorsUnder TargetUnder TargetTargetActualTargetAprMayjunActualTargetActualTargetActual1.1Outgoing PPM5.665.55.795.5455N/A330280300191250250N/A3504093003842502501.3Demand FulfillmentN/A100%100%100%100%100%100%2.1GA Overall Yield98.2%98.0%98.1%98.0%98.1%98.2%98.2%2.2Power Overall Yiel

10、d95.4%94.5%95.3%95.0%95.0%95.3%95.5%2.3PST65.566.53.1N/A0.0100.0290.0120.0250.0150.0180.03USD/K0.0012 Leadframe utilization rate increased 0.3% (99.1%)BOM: 98.0%98.80%0.0083 Powder utilization increase 0.04kg/100kpcs (1.26)BOM: 1.30kg/kpcs1.27kg/100Kpcs0.0154 3.22772622782282672622833.34001

11、0014.1Man.Hour/KN/A0.3700.3340.3600.3440.3450.3404.2Spot Recognition229118127364.3Project Qty.1344456Consumable Parts:8% saving based on 2004.TM Marking 250CFM Molding 250In process PPM.COST0.018 USD/K saving Q4.20042004Manufacturing: 6.5PSG I M anufacturi ng BBS 2005 PSG I M anufacturi ng BBS 2005

12、5.C U S T O M E R S.P R O C E S S1.2100%98.20%95.50%Q2Q1Q3Q40.3436 (Accum.)7 (Accum.)HC(Direct, 2shifts pattern)Industrial Injury 2cases.COMPETENCEOutgoing PPM目標的種類：目標最多不超過目標的種類：目標最多不超過5個個TQCSM Business Balanced Score Card Business Balanced Score CardCompetenceProcessesCustomersFinancialStaffStaffCo

13、mpetenciesCompetenciesTechnologyTechnologyInfrastructureInfrastructureClimate for ActionClimate for ActionExcellence in Excellence in PerformancePerformanceCustomerCustomerDelightDelightValueValueGrowthGrowthA cause and Effect chainA cause and Effect chain Leading and Lagging Indicators Leading and

14、Lagging IndicatorsCompetenceCompetenceProcessesProcessesCustomersCustomersFinancialFinancialLeading performance IndicatorsLagging performance IndicatorsUnderstand Lagging and Leading indicator conceptsUnderstand Lagging and Leading indicator conceptsUnderstand Cause and Effect relationshipsUnderstan

15、d Cause and Effect relationshipsReport and Review a balanced set of indicatorsReport and Review a balanced set of indicatorsWorld class businesses:World class businesses: BBSC-Key Transitions BBSC-Key TransitionsMarket PerformanceMarket PerformanceDeliveryDelivery& &ServiceServiceStrategicSt

16、rategicInvestmentInvestmentProcess developmentProcess developmentLearningLearningcustomerscustomersProcessesProcessesFinancialFinancialDeployment FormatsDeployment FormatsAn objective is achieved by processes An objective is achieved by processes A process is measured by indicators.A process is meas

17、ured by indicators.An indicator is specified in a targetAn indicator is specified in a targetA target is the objective for the next levelA target is the objective for the next levelAll three must be identified Choose the terms that fit.All three must be identified Choose the terms that fit.Strategic

18、 Strategic ObjectiveObjectiveProcessesProcessesIndicatorsIndicatorsTargetsTargetsOperationalOperationalObjectiveObjectiveProcessesProcessesIndicatorsIndicatorsTargetsTargetsTacticalTacticalObjectiveObjectiveProcessesProcessesIndicatorsIndicatorsTargetsTargets目標卡的介紹：目標卡的介紹：目標的執行：目標的執行：l要了解整體目標，上級目標，個人目標l自我管理l自在裁量l權限委讓l自我啟發，總結1.下屬如何完成目標下屬如何完成目標2.上司如何幫助下屬完成目標上司如何幫助下屬完成目標適當的授權提高部屬的任务志愿給于部屬支持與協調就目標完成情況經常交換意見適當的控制l分配責任l目標進度了解，記錄l分時