卓越绩效五大支柱课件

OrganizationalExcellence

卓越组织五大支柱

ChinaDec.13,2019Dr.H.JamesHarringtonCEO,HarringtonInstitute詹姆士·哈林顿博士FordMotorCompany

QualityImprovementPlan

福特汽车公司质量改进计划Slogancontest-“Qualityanddemandgohand-in-hand” 竞赛口号－“质量和产量两手同时抓”Postercampaign-Fordandsuppliers-prideinindividualperformance 海报宣传活动－福特和供应商－为各自的绩效而骄傲Monthlyqualitycontrolpublications-givecreditforachievements 月度QC出版物－对所取得的成就给予肯定Plantachievementawards 工厂成就奖FordMotorCompany

QualityImprovementPlan(cont’d)

福特汽车公司质量改进计划（续）Statisticalqualitycontrol-togetproductsbetterthanthebest 统计质量控制－把产品做得比最好的产品更好Managementandemployeetraining 管理层和员工培训Supplierimprovement 供应商改进SuppliertrainingonSPC 对供应商进行SPC（统计过程控制）培训WhyHighlightFord’sImprovementProcess?

为何特别介绍福特的改进过程？ThesewereimprovementactivitiesatFordinthelate1940s,asreportedina1950issueofIndustrialQualityControl

在上世纪40年代后期，福特进行了一系列改进活动，并在1950年出版的一期《工业质量控制》中加以报道。ConfusionReignsSupreme

多种主流思想并存PhilipB.Crosby’s14Steps

克劳什比的十四步质量改进法Dr.W.EdwardsDeming’s14Points,ornewanddifferent14Pointsof“ProfoundKnowledge” 戴明的质量管理新十四要点Dr.ArmandV.Feigenbaum’s10BenchmarksforQualitySuccess费根堡姆的质量成功十个基准Dr.JosephM.Juran’sStep-By-StepsImprovement

朱兰的循序渐进改进法Dr.KaoruIshikawa’sSixCategoriesforTransformation

石川馨的改革的六种方法©2019,HarringtonInstitute,Inc.PagesfromScienceFictionnovelsarebeingcutandpastedintosciencetextbooks.IMPOSSIBLEDon’tjustthink

outsideofthebox.

不要仅仅在盒子里进行突破性思考TearDownTheWallsits

拆掉四面围墙OrganizationalExcellence(OE)istheprocessofbuildinganorganizationthatEXCELS!组织卓越是打造卓越组织的过程卓越组织资源变革项目知识过程ThePillarsofOrganizationalExcellence14thOct2019-DubaiStructured,InnovativeManagementProcessProjectsChangeKnowledgeResourcesPerformanceExcellence卓越绩效ValuetoallStakeHolders为所有利益相关方创造价值卓越组织的五大支柱过程项目变革知识资源结构化的、创新的管理14TotalOrganizationalAssessment组织整体评估卓越过程管理TwoApproachesof

ProcessManagement

过程管理的两个方法Micro-levelApproach 微观方法Macro-levelApproach 宏观方法Micro-levelApproach

微观方法ContinuousImprovement

持续改进Tentofifteenpercentperyear

每年百分之十至十五AreaActivityAnalysis

团队活动分析TheAAAPuzzle

团队活动分析拼图Relatedmissionstatement

关联的使命描述TopmanagementMiddlemanagementNWTNWT高层管理中层管理自然工作团队Settingupthenwt’sprocessmeasurement

建立自然工作团队流程测量CustomerAgreed-toFeedbackonSupplierNWTprocessAgreed-toFeedbackonAgreed-toRequirementsAgreed-toRequirementsAgreed-toefficiency供应商顾客自然工作团队工作流程确认效率确认需求确认反馈确认需求确认反馈TheCascadingCustomer/SupplierModelSupplierCustomerFeedbackonCorrectiveAction/ImprovementsFeedbackonPerformanceInputsAgreed-toRequirementsSupplierCustomerFeedbackonPerformanceInputsAgreed-toRequirementsCorrectiveAction/ImprovementsFeedbackon层叠的顾客/供应商模式确认需求确认需求顾客供应商纠正措施/改进反馈纠正措施/改进反馈绩效反馈绩效反馈输入输入供应商顾客NewIdeasPerformanceProjectsPhotooftheteamNWTnamesAreamissionstatementCustomerlistBoardpostingprocedureLettersfromcustomersIdeasinProgressImprovementPlansPerformanceBoard绩效板新的想法绩效项目改进计划执行中的想法团队照片自然工作团队名称团队使命描述顾客列表顾客来信上榜程序Macro-levelApproach宏观方法Macro-levelApproach

宏观方法TheFineMethodologyPhaseI.Definethemajorprocesses.PhaseII.Confinethemajorprocess.PhaseIII.Refinethemajorprocess.精细化方法阶段

I.定义主要过程.阶段

II.界定主要过程.阶段

III.精炼主要过程.G_x33TheFivePhasesofthe

BPIMethodology

PASIC

业务过程改进方法的五个阶段-PASICPhaseIPlan-OrganizingforImprovementPhaseIIAnalyze-UnderstandingtheProcessPhaseIIIStreamliningTheProcessPhaseIVImplementation,MeasurementsandControlsPhaseVContinuousImprovement阶段一：计划阶段二：分析阶段三：优化阶段四：执行阶段五：保持ProcessRedesign

过程重新设计80to100daysforthefuturestatedesign

耗时80至100天完成Costandcycletimereduction20%to60%

成本和周期减少20％至60％Qualityimprovement40%to100%

质量改进40％至100％Correctanswer60%to80%ofthetime可以解决60％至80％的过程问题P3_1_1_x1PhaseIII-StreamliningtheProcess

阶段三－优化过程

Automation/ComputerizationSupplierPartnershipsStandardizationSimpleLanguageUpgradingErrorProofingTHETOOLSBureaucracyEliminationValue-AddedAssessmentDuplicationEliminationSimplificationCycle-TimeReductionActivity1:ProcessRedesign活动1：过程重新设计Task1-BureaucracyElimination任务1：去除官僚主义1.2.3.4.5.6.7.8.9.10.11.工具去除官僚主义增值评估消除重复简化缩短周期防止差错提升语言简化标准化自动化/计算机化供应商合作伙伴CycleTimeMonths月份数ProcessRedesign05101520253035061218243036RedesignBreakthrough重新设计的成效周期ProcessReengineering

过程重组

9to12monthsforthefuturestatedesign

耗时9至12个月完成Costandcycletimereduction60%to90%

成本和周期减少60％至90％Qualityimprovement20%to100%

质量改进达到20％至100％Correctanswer5%to15%ofthetime 可以解决5％至15％的过程问题CycleTimeMonths月份数ProcessReengineering051015202530350618243036ReengineeringBreakthrough过程重组的成效12周期Benchmarking

过程标杆对比OftenusedinconjunctionwithProcessRedesignandProcessReengineering 通常与流程重新设计和流程重组结合使用3to4monthsforthefuturestatedesign

耗时3至4个月完成Costandcycletimereduction20%to50% 成本和周期减少20％至50％Qualityimprovement10%to150% 质量改进10％至150％Correctanswer5%to15%ofthetime

可以解决5％至15％的过程问题CycleTimeMonths月份数Benchmarking05101520253035061218243036BenchmarkingBreakthrough过程标杆对比的成效周期CycleTimeMonths月份数BenchmarkingProcess重新设计

RedesignProcess重组Reengineering05101520253035061218243036ThreeTypesofBreakthrough三种过程改进方法成效对比周期

标杆对比ProcessImprovement快速过程改进FASTFAST快速Designedtopicklowhangingfruit 先解决容易的问题Solutionsin1to2days1至2天形成解决方案Solutionsthattheteamcanimplementinthenext90days

团队在接下来的90天里能实施完成的Appliestosubprocesses

先针对子过程Musthaveamanagementsponsor

必须有一个管理层发起人卓越项目管理“Some50%to70%ofreengineering

attemptsfailtodelivertheintended

dramaticresults”

有大约50％至70％的过程重组没能达到预期显著的结果Hammer&Champy1993page217Only26%ofProjectsweresuccessful(on-time/on-budget)只有26％的项目获得成功（在预定时间和预算内）40%ofallITprojectsfailorarecancelled有40％的IT项目失败或被取消$75billionspentbyUSfirmsoncancelledprojects

美国公司在取消的项目上共花费了$750亿26%ofprojectswillcost190%oftheiroriginalestimate26％的项目将花费掉其最初估计预算的190％Over60%oftheprojectsdonotproducetheprojectedR.O.I.

超过60％的项目没有实现期望的投资回报率StandishGroupInternational,

ChaosreportProject&ProgramIssues/Solutions

项目和计划存在的问题Whydo35to65%oftheTQMprojectsfail?

为何35％至65％的TQM项目失败了Costsmorethanplanned

成本比计划的要高Missedschedule 没有执行时间进度Poorquality 质量差Riskswerenotmanaged 缺乏风险管理Rejectedbythetargetusers 目标用户不接受

“Managementwouldnotapprove1/3oftheprojects,iftheyknewhowlongitwasgoingtotake&howmuchitwasgoingtocost.”如果管理层知道项目需要花费多少时间和金钱的话，项目中有1/3将不会被批准。“Thebesttimetostopaprojectthatyoudon’tknowisgoingtobesuccessfuliswhenyoustartit.”

终止一个你不知道是否会成功的项目的最好时机就是在它启动之时。JohnCarrow,CEOofUnisysCorp.CarefulSelectionPaysOff谨慎选择至关重要WallStreetJournal11/14/2000 “Worldclassorganizationscompletenearly90%oftheirprojectswithin10%ofbudgetandtimeestimates.”世界级企业只用10％的预算和预计时间完成了将近90％的项目 “I.S.organizationsthatestablishenterprisestandardsforprojectmanagement,includingaprojectoffice,cuttheirmajorprojectcostoverruns,delays,andcancellationsby50%.”

制定项目管理和机构标准的信息系统组织已经实现消除其重点项目50％的超支、延期和取消。GartnerGroup,August2000Benchmarks标杆

TenPartsof

ProjectManagement

项目管理的十个组成部分IntegrationManagement综合管理ScopeManagement范围管理TimeManagement时间管理CostManagement成本管理QualityManagement质量管理HumanResourceManagement人力资源管理CommunicationsManagement沟通管理RiskManagement风险管理ProcurementManagement采购管理OrganizationalChangeManagement组织变革管理卓越变革管理MoreProjectsfailduetolackofchangemanagementthananythingelse.很多项目失败的主要原因是缺少变革管理Changeisthelawoflifeandthosewholookonlytothepastorpresentarecertaintomissthefuture.JohnF.Kennedy变革是生活的法则，那些只盯着过去或是现在的人肯定会错失未来。ATQMorISO9000projectisaverycomplexprojectthatpenetratesallpartsoftheorganization.Itneedsanonlinedatasystemthatblendstogethercost,schedule,humanresources,quality,scope,andrisk,usingrealdata.

一个TQM或ISO9000的项目是十分复杂的，它渗透到组织的所有环节，它需要一个在线的数据系统，包含成本，进度，人力资源，质量，范围，风险等真实的数据。ChangeManagement

变革管理Researchconfirmsthatasmuchas60%ofchangeinitiativesandotherprojectsfailasadirectresultofafundamentalinabilitytomanagetheirsocialimplications.”研究确认有多达60％的变革动议和其它项目失败的直接原因是缺乏基本的能力来控制其产生的社会影响。GartnerGroupTheChangeManagementSystem

变革管理系统Definingwhatwillchange.

定义什么将会变革Defininghowtochange.

确定怎样去变革Makingthechangehappen.

使变革发生PartI

DefineWhatWillChange

定义什么将会变革PreliminaryVisionStatements

最初愿景描述StakeholdersReviews

相关方评审FinalVisionStatements

最终愿景描述GetaClearViewof

WhereYouNeedToGoTypicalVisionStatementforOperatingProcesses

运作过程愿景的典型描述Majorprocessesaredocumented,understood,followed,easy-to-use,preventerrorsandaredesignedtobeadaptabletoourstakeholderschangingneeds.Staffusesthembecausetheybelievethattheyaremoreeffectiveandefficientthantheotheroptions.Technologyiseffectivelyusedtohandleroutine,repetitiveness,time-consumingactivities,andremovebureaucracyfromtheprocess.主要的过程都是文件化的，能够理解的，可以执行的，易于使用的，能防止错误并设计成能适应我们的相关方变化需要的。员工使用这些流程是因为他们相信，相比其他选择，它们更有效果和效率。有效地使用技术来处理常规的，重复的，耗时的活动，并去除过程中的官僚主义。PartII

DefiningHowtoChange

确定怎样去变革

PartIII

MakingtheChangeHappen

or

OrganizationalChangeManagement

使变革发生

即

组织变革管理PEOPLEPROCESSTECHNOLOGY

People,Process,Technology

人，过程，技术OrganizationalChangeManagementOrganizationalAlignment“Some50%to70%ofreengineering

attemptsfailtodelivertheintended

dramaticresults”

有大约50％至70％的过程重组没有能达到预期显著的结果Hammer&Champy1993page217ChangeManagement

变革管理“Researchconfirmsthatasmuchas60%ofchangeinitiativesandotherprojectsfailasadirectresultofafundamentalinabilitytomanagetheirsocialimplications.”研究确认，有多达60％的变革动议和其它项目失败的直接原因是缺乏基本的能力来控制其产生的社会影响。GartnerGroupFirst-OrderMagnitude第一层影响TasksAffectedSecond-OrderMagnitude第二层影响PeopleAffectedThird-OrderMagnitude第三层影响Structure/CultureAffectedCultureTechnologyStructurePeopleTechnologyTasks++TheMagnitudeofITDrivenChange

IT驱动变革的影响Source:O’Hara,Watson&Kavan文化技术组织结构人任务任务的影响人的影响组织结构/文化的影响TheChangeManagementSystem

变革管理系统Definingwhatwillchange.Defininghowtochange.Makingthechangehappen.GetaClearViewof

WhereYouNeedToGoDefiningHowtoChangeCurrentStateTransitionStateFutureState3.ImplementationArchitecture1.Motivation2.VisionThreePrerequisitesforChangeChangeisaProcess

变革是一个过程动机愿景执行架构目前状态过度状态未来状态ClarifyingtheVision:Purpose阐明愿景：目的Whyisthis

change

necessary?What'sinitforme?Whyisit

importanttomy

organization?对我来说意味着什么？为什么它对我的组织很重要？为什么这个变革是必须的？EightImplementation/Human

RiskFactors

八个执行/人力风险因素12345678Vision

ClaritySponsor

CommitmentChange

Agent

andAdvocacySkillsTarget

ResponseCulture/

Organizational

AlignmentInternal/

External

Organizational

EventsImplementation

ArchitectureCostof

the

Status

Quo文化/组织协调目标回应内、外部组织事件执行架构现状的成本愿景阐明发起人承诺改革机构和宣传技巧卓越知识管理KnowledgeManagement

知识管理“Whenapersondies,alibraryislost.”一个人的死亡，就意味着一座图书馆的消失。KnowledgeWorkers

知识工作者KnowledgeManagement

May-Oct

Newhiresrequire2.5monthstobefullyeffective

假如，新雇用的人需要2.5个月才能完全有效地工作Knowledgemanagementsystemwillreduceitby30%

知识管理体系将会把这个时间减少30％Ataloadedcostof$200,000/yrthatis$12,500

如果预算是$20万的话，就能省下$1.25万Thecosttokeepthemcurrentisgoingup20%peryear

每年用于知识更新的费用将增长20％Fortune500KnowledgeDeficit（财富500强的知识赤字）2019-$12billion（$120亿）2019-$32billion（$320亿）2019-costtoprovideknowledgeworkerswas$5000each

itisnow$10,400

提供知识工作者的成本从$5000上升到现在的$10,400Anorganization’sintellectualcapitalvalueisoftengreaterthanitsphysicalassetsbyover200%.

一个组织的智力资本价值往往高出其实物资产价值达200％以上

Knowledgeisdefinedasamixtureofexperiences,practices,traditions,values,contextualinformation,expertinsight,andasoundintuitionthatprovidesanenvironmentandframeworkforevaluationandincorporatingnewexperiencesandinformation..知识被定义为是一个经验、实践、传统、价值观、关联信息、专家洞察力和合理的直觉的混合物。它可以为评估提供一个环境和框架，并且整合新的经验和信息。KnowledgeTakesTwoForms

知识的两种形式Tacitknowledge(Soft)–undocumentedintangiblefactorsembeddedinindividualexperiences 隐性知识—非书面的、无形的、植入个体经验中的Explicitknowledge(Hard)–documentedandquantified

显性知识--书面的、可以被量化的

KnowledgeManagementSystem

知识管理体系InformationWarehouse

KnowledgeWarehouse知识库DataWarehouseInputs Inputs Outputs/UsersUSERSAnalysis/SelectionAnalysis数据库分析信息库分析/选择K.M.RoadMap知识管理路线图

Createtheknowledgemap.BCEDFGAE3E2T2T3E1T1T=TACIT隐性E=EXPLICIT显性T4创建知识管理图卓越资源管理ResourceManagement

资源管理People人Materials物料Money资金Time时间Space空间Someofthethingsthatneedtobeconsideredinresourcemanagementare:

需要纳入资源管理的事物GoodGovernance优秀的监管StaffResources员工资源ProductandServiceMix产品和服务SuppliersandAlliancePartners供应商和联盟合伙人FinancialStatus财务状况R&D研发Boardsneedtobewatchdogs,

notlapdogs.

董事会应是看门狗而非宠物犬RESOURCEMANAGEMENT

资源管理Outsourcing外包Empowerment授权Training培训ActivityBasedCosting作业成本计算Just-in-time即时生产Acquisitions并购SkillsInventory技能库ProductPlanning生产计划StrategicPlanning

战略规划OrganizationalAlignment

组织的协调StrategyRewardsSystemStructurePeoplePracticesProcess&Capabilities战略结构过程与能力人的实践奖励制度TheThreePurposesofBusinessPlanning经营规划的三个目的DirectionsActionsExpectations行动期望方向BusinessPlanningElementsandTiming经营规划要素和时间框架PURPOSE（目的）Direction方向Expectations(measurements)期望（测量）Actions行动Visions愿景Mission使命Values价值观Strategicfocus战略聚焦Criticalsuccessfactors关键成功因素BusinessObjectives经营目标PerformanceGoals绩效目标Strategies战略Tactics战术Budgets预算PerformancePlans绩效计划TIMEFRAME（时间框架）10-20yearsOpen-ended

Open-ended5years3years5-10years1-5years

1-5years1-3years1-3years6months3-12monthsTopMgmtMiddleManagementFirstLevelManagementEmployeesEmployeesFirstLevelManagementMiddleManagementTopMgmtOrganizationCharts组织结构图

(OldandNewLook)HierarchicalOrganizationChart(OldLook)Upside-DownOrganizationChat(NewLook)高层管理中层管理基层管理一般雇员高层管理中层管理基层管理一般雇员新旧不同视点PreferredOrganizationalModel

首选组织模型RESOURCES资源EXTERNALCUSTOMERS外部顾客EMPLOYEESFIRSTLEVELMGTMIDDLEMGTTOPMGT一般雇员基层管理中层管理高层管理ImpactofPushing/Pulling

拉、推的影响拉推TopManagementLeadershipBusinessPlansEnvironmentalChangePlansExternalCustomerPartnershipsQualityManagementSystemsManagement