华为集成供应链KPI-Final-V2.1-ISC-INT-ZXP-20030910

华为ISC项目 文档状态:[]草案[X]批准主题:华为集成供应链KPI文档责任人:ISC项目组文档号:MDL-WP-01秘级:秘密版本号:FinalV2.1文件名:华为集成供应链KPIPagepage4ofnumpages32华为集成供应链KPI华为ISC项目组日期:2003年9月10日1、Preface序言:Thisdocumentdescribeskeyperformanceindicatorsforevaluatingtheperformanceofto-beintegratedsupplychainprocessesofHuawei.本文所描述的KPI是基于华为未来集成供应链流程的关键绩效指标。 2、Documentrevisionrecord文件修订记录:Revdate修订日期Revisionpoints修订摘要Changesmade是否有修改(Y/N)2003/06/12ISC流程在2003年2月13日落地后，经过几个月的运行大部分流程趋于固化。各个推行组结合流程在业务部门的实际运行情况，根据KPI的可用性和可统计性，对于ISC项目发明阶段制定的KPI及其目标进行了重新审视。2003年6月12日ISC项目组召开了针对KPI审视的CRB会议，对于各个组提交的KPICR进行了评审。本次文档修订就是依据CRB会议评审结论进行的。相对于第一版，做了如下修改：销售KPI：对于“OEEntryCycleTime”的获取点改为了BookOrder。计调KPI：根据APS系统实施，对于所有KPI进行了重新修改。采购KPI：由于数据收集困难，取消了一个功能优秀指标“合格Sourcing方法使用率”。制造KPI：取消了三个功能优秀指标“工序准确率、BOM准确率、Item准确率”，调整了一个功能优秀指标“工艺路线准确率”的定义。物流KPI：结合华为的实际业务情况，取消了一个支持供应链可靠性方面的ISCKPI指标“货物完好率”。YAssetUtilization资产利用：theeffectivenessofanorganisationinmanagingassetstosupportdemandsatisfaction.Thisincludesthemanagementofallassets:fixedandworkingcapital.1KPIisidentifiedforthisdimension:InventoryTurns/InventoryDaysOnHand;是指一个企业在管理资产以支持满足需求方面的效率。它包括所有资产的管理：固定资产和流动资产。有1个KPI对应这个维度：“库存周转天数/库存周转率”。InSCORmodel,firstlevelsupplychainperformanceindicatorsalsoincludesupplychaincostorpercentageofSCMcostagainsttotalsalesrevenue.InviewofthecomplexityofcostmeasurementandthefactthatitisnotanareaofpriorityincurrentHuaweisocostisexcludedoutofthesupplychainKPIset.在SCOR模型中，第一层供应链指标还包括“供应链成本”，即：供应链管理成本占总销售额的比例。考虑到成本衡量标准比较复杂，而且，它不是目前华为最关注的领域，故本次不考虑。（备注：我们虽然现在还没有确定出第一层“供应链成本”维度的指标，但是本次我们在供应链KPI指标体系中增加这一维度，待以后确定出指标后再补充。）7.3.2Atfunctionlevelthe29KPIsarefunctionspecificandeachcontributetooneormorethanonesupplychainlevelKPIs,amongwhich,功能层面的29个KPI是功能特定的，同时每一个KPI又支持一个或多个供应链层面的KPI，它们之中，10arelinkedtoSupplyChainReliability(OnTimeCompleteDelivery);与供应链可靠性（及时齐套到货率）关联的有10个;10arelinkedtoSupplyChainFlexibility&Responsivenss(OrderFillCycleTimeandSupplyChainResponseCycleTime);与供应链柔性及响应能力（订单履行周期、供应链响应周期）关联的有10个；8arelinkedtoAssetUtilization(InventoryTurns/InventoryDOH);与资产利用（库存周转天率/库存周转天数）关联的有8个；1islinkedtoSupplyChainCosts；与供应链成本的关联的有1个；22don'thaveadirectimpactonsupplychainlevelKPIsbutplaysignificantroleinachievingfunctionexcellence.另外，有22个KPI对供应链层面的KPI没有直接影响，但它们在促进业务层取得“功能优秀”上扮演着相当重要的角色。7.4FurtherelaborationontheKPIsKPI详述7.4.0SupplychainKPIs供应链KPI:NumberKPIDescriptionFormulaDateSourceCollectionFrequencyOwner(Measure&Monitor)CurrentValue(Jan~Dec,2001)To-BeTargetISC-01AOntimeCompleteDelivery(FCD)合同及时齐套到货率(FCD)%ofordersreceivedinfullandmeetFCD(FirstCommittedDate)齐套并且满足FCD的订单数量（FCD：首次承诺日期）(D1/D2)*100%D1=numberofordersreceivedbycustomeronorbeforeFCD客户准时接收或比FCD日期提前接收的订单数D2=totalordersreceivedbycustomerduringthemeasuredmonth.在统计月内客户接收的总订单数OracleMonthlySCM82%ISC-01BOntimeCompleteDelivery(CRD)合同及时齐套到货率(CRD)%ofordersreceivedinfullandmeetCRD(CustomerRequestedDate)齐套并且满足CRD的订单数量（CRD：客户需求日期）(D1/D2)*100%D1=numberofordersreceivedbycustomeronorbeforeCRD客户准时接收或比CRD日期提前接收的订单数D2=totalordersreceivedbycustomerduringthemeasuredmonth.在统计月内客户接收的总订单数OracleMonthlySCMNostatisticsavailableISC-02InvTurns库存周转率Inventoryturns库存周转率(D1/D2)*12D1=costofgoodssoldbasedonmonthlysales月度销售的货物成本D2=averagecurrentinventoryvalue当前平均的库存价值Notes：Average=SumofInv.perworkingday/No.ofworkingdayinamonth.“平均”=一个月内每个工作日的库存之和/一个月内的工作日天数。OracleMonthlySCM2.04TimesperyearISC-03SCResponseCycleTime供应链响应周期Cumulativecycletimefromprocurementthroughdelivery.从采购到发货累积的周期D1+D2+D3D1=procurementcycletime=PG-SC-04（ProcurementStandardLT）+PG-SC-03.1(PR/POcycletime)+PG-SC-03.2(POapprovalcycletime)D2=manufacturingcycletime=KM-SC-(02+03+04)(Sub-assemblymanufacturingworkordercycletime+ATOmanufacturingworkordercycletime+Finalassemblystagingcycletime)D3=shippingcycletime=ML-SC-05(Shipcycletime)OracleMonthlySCM68daysISC-04OrderFillCycleTime订单履行周期Aggregatedcycletime(fromformalcontractsigningthroughorderprocessing,manufacturinganddelivery).总计的周期（从正式合同签定开始，经过订单履行、制造，到收货）Calculateorderfillcycletimeperorder=(D2－D1)andgettheaveragecycletime先计算出每一个订单的订单履行周期（
D2-D1），然后计算出平均值D1=timewhenformalcontractissigned正式合同签定时的时间D2=timewhenorderis'received'bycustomer客户“接收”订单的时间OracleMonthlySCM38days7.4.1SellGoodsKPI销售KPI:Table1：Table2:NumberKPIDescriptionFormulaDateSourceCollectionFrequencyOwner(Measure&Monitor)CurrentValue(Jan~Dec,2001)To-BeTargetSG-SC-01Internal/ExternalCustomerComplaintsduetoInaccuratContractMgmt.合同履行错误引起的内、外部客户投诉（%）Percentageofbothcustomer'scomplaintsoncontracterrorsandinternallyfoundcontracterrorsinwholeprocessfrommakingproposoltoInitialAcceptanceTesting.Timedivision:fromshipmenttoInitialAcceptanceTesting(external);fromcontractsignedtoshipment(internal).从制作建议书到初验整个周期内，因合同管理、订单管理导致合同错误而受到客户投诉率及内部发现的合同错误率。时间划分：外部投诉，从发货到初验期间发生的投诉；内部投诉，从合同签订到发货期间的投诉。Contracterrorreferstoanycontractconfigurationrelatedmistakes.合同“错误”的定义为任何有关合同配置的错误。包括客户投诉及工勘、成套、制造部门各环节发现的上游业务的错误.(∑customercomplaintsoncontracts+∑internalmistakesoccuredbeforeInitialAcceptanceTesting)/∑CCPshipingcontracts(∑客户对合同错误的投诉＋∑华为内部直到初验期间发现的错误)/∑CCP发货合同数CallMonthlyBiddingOfficeManager,EngineeringMgntDept.Manager,ContractMgntDept.Manager29.5%3%SG-SC-02(Internal)OrderChangesRatio(内部)订单更改率（%）No.ofinternalorderchangestototalamountoforderchanges.由于内部原因导致更改订单的次数占同期订单总数的比率它包括除客户需求原因以外的所有公司的内部原因造成的订单更改，既包含销售原因，也包含欠料、BOM、ECO、采购等原因。ISC-SC-02-01销售内部订单更改率：对于由于报价、工勘、成套、业务支持等销售原因造成的订单更改。∑No.ofinternalorderchanges/∑totalNo.oforders'change'referstochangescausedbyECOorotherinternalreasons.∑因内部原因导致更改订单的次数/∑同期订单数。“更改”可定义为因ECO和其他内部原因导致的更改。Oracle,OrderchangeworkflowMonthlySalesMgnt.Dept.Manager14%8.5%SG-SC-03OrdersMeetingCustomerRequirements订单可达客户要求的比率（%）PercentageofscheduledorderdatesthatmeetCRD.排产期可满足客户要求日期的比率∑No.oforderswithFCDearlierthanCRD/totalNo.oforders(statisticscanbemadetodifferentcustomertiersinto-beprocess)∑已排产订单日期等于或早于客户要求日期的数目/同期所发订单总数（将来可按不同客户层次来统计）MonthlySalesMgnt.Dept.ManagerNostatisticsavailable.90%SG-SC-04OEEntryCycleTime订单录入周期Fromcontractsignedtoconfigurationcompleted（seeOEcycletimedetaildescription).从合同签订后到成套完成为止的时间（见订单录入周期详细描述)TOE=DateofconfirmAvailability－DateofContractsign详细配置完成时间点减去合同签订时间点(seeOEcycletimedetaildescription见订单录入周期详细描述)CapturePoint获取点:Bookorder,datefromOMandCM订单预订，datefromOMandCMOM,MonthlyContractManagementDept.Manager17days3daysSG-SC-05LoanGoodsInventoryDOH借货库存周转天数（d）DaysonhandofloangoodsinRSOwarehouses.办事处借货库存在库天数DOH＝(averageinventory/consumption)*(365/12)DOH＝(平均库存量/用量)*(365/12)*DOH:DaysonHand在库天数CapturePoint获取点:MonthlyfromERPsystem每月从ERP系统中提取OracleMonthlySalesManagementDept.Manager95days92daysSG-SC-06FinishedGoods&POCInventoryDOH成品及POC库存周转天数（d）Finishedgoodsinventorydaysonhandcausedbycustomercanceling,delayorpostponedATPtesting.合同签订前未进行ATP检查及客户取消或延迟发货导致的成品库存；POC库存中按客户需求定制的部分
。Timedivision:Elapsedtimefromfinishedgoodsenteringstoragetocustomerreceipt(eliminateaverageshippingtime).时间划分：从成品入成品库开始到客户签收截至，减去平均运输时间。DOH＝(averageinventory/consumption)*(365/12)DOH＝(平均库存量/用量)*(365/12)*DOH:DaysonHand在库天数CapturePoint获取点:MonthlyfromERPsystem.每月从ERP系统中提取OracleMonthlySalesManagementDept.Manager4.8days(Includingallfinishedgoods.Notonlythefinishedgoodsbythecustomerreasoncreated.)3daysSG-FE-01UndetectedOpportunities突发的机会点比率(%)No.ofunexpectedopportunitiestoallestablishedprojectswithin1week.在短于1周之内，突发的机会点数目占立项数目的比率。∑No.ofunexpectedopportunies/∑No.ofestablishedprojects∑突发机会点数目/∑同期立项数目'unexpectedopportunity'referstoprojectsrequiredtohavethebiddingdocumentwithinoneweek“突发机会点”指短于一周之内要递交标书的项目Technical&BusinessApprovalMonthlySalesManagementDept.ManagerNostatisticsavailable.theKPIwillbemeasureduntilopptysystemhasbeenimplemented(暂不统计)SG-FE-02WinRate投标成功率(%)Percentageofwin-bids.获胜投标项目占同期投标项目的比率∑Win-bidprojects/∑totalbiddingprojects∑获胜投标项目/∑同期投标项目OpptyMgntSystemMonthly65%theKPIwillbemeasureduntilopptysystemhasbeenimplmentedSG-FE-03SalesProcessViolations销售过程中的违规事件ViolationsfoundbyApprovalReviewersduringhis/hermonitoringofSGprocessestablishedprojectswithoutopportunityassessment.项目经理在对销售过程的监控中发现的违规事件。包括未经机会点评估即立项等违规行为。Totalamountofviolationsfoundbycontractauditduringstatisticalperiodinproject.统计期内合同审计发现的违规事件总数。ApprovalWorkflowMonthlySalesManagementDept.ManagerNostatisticsavailable.1%7.4.2ForecastKPI预测KPI：Table1Table2NumberKPIDescriptionFormulaDateSourceCollectionFrequencyOwner(Measure&Monitor)CurrentValue(Jan~Dec,2001)To-BeTargetDF-SC-01WeightedDemandForecastError-WDFE加权要货预测偏差率WDFEMeasureofweightedaverageofthelastfivetimeDemandForecastfortheperiodcomparetoactualdemand.近5次要货预测加权值相对实际需求偏差程度WDFE=((Dw-Da)/Dw)*100%Dw=∑Di*wi,i=1,2,3,4,5Di:theithtimedemandForecastforthecomputingperiod对需测评月的的第i次要货预测值Da:ActualDemand实际需求∑wi=1,i=1,2,3,4,5wi:WeightoftheithtimeDemandForecast第i次预测所占权重theapprovedDFandtherealdemanddatafromoperationdept.要货预测文件及生产统计的实际需求值MonthlyOverallmarketingplandept.managers20%15%DF-FE-01AverageSalesForecastError-ASFE平均销售预测偏差率ASFEMeasureofthelastthreetimeSalesForecastfortheperiodcomparedtoactualsales.近3次销售预测与实际销售值的平均偏差程度ASFE=(∑(|Fi-Sa|/Fi))/ni=1,...,n,n=3,Fi:theithtimeSalesForecast,需测评月销售量的第i次预测值Sa:Actualsalesforthecomputingperiod需测评月的实际销售值thereviewedSFandtherealsalesdatafrombrunchoffi.销售预测评审会通过的销售预测值及区域机构管理部统计的实际销售值。MonthlyOverallmarketingplandept.managers,RegionalOfficesmanagementmanagers35%25%DF-FE-02MeanAbsolutePercentError-MAPE平均绝对值偏差率MAPETheaverageofpercenterrorswithsignsignored.APE=((|Ai-Fi|)/Ai)*100%Ai:ActualResultFi:ForecastMAPE=∑APEi/ni=1,...,n,n=12Forecastfromtheforecastapplication,andactualresultfortheperiodtobemeasured.销售预测及要货预测文件，实际统计的销售与要货。MonthlyOverallmarketingplandept.managersNostatisticsavailable.暂不定DF-FE-03MeanAbsoluteDeviation-MAD平均绝对偏移MADThemeanabsoluteerroroverseveralperiods.MAD=(∑|Ai-Fi|)/ni=1,...,n,n=12Ai:ActualResultFi:ForecastForecastfromtheforecastapplication,andactualresultfortheperiodtobemeasured.销售预测及要货预测文件，实际统计的销售与要货。MonthyOverallmarketingplandept.managersNostatisticsavailable.暂不定7.4.3P&SKPI计调KPI：Table1Table2NumberKPIDescriptionFormulaDateSourceCollectionFrequencyOwner(Measure&Monitor)CurrentValue(Jan~Dec,2001)To-BeTargetPS-SC-01合同物料及时齐套率统计期内物料齐套的合同数占要求完成的合同数的比例。（统计期物料齐套的合同数/统计期内要求完成的合同数）*100%OSPMonthly计调业务科PS-SC-02合同及时齐套发货率按客户要求发货日期及时、齐套发货合同批次数占客户要求发货合同批次总数的比例。（∑统计期内及时齐套发货合同批次/∑统计期内客户要求发货合同批次）*100%OSPMonthly计调业务科PS-SC-03合同平均执行周期（合同Approve至发货）统计期内发运集从APPROVE到发货的平均时间。∑统计期内发运集从APPROVE到发货的总时间/∑统计期内发货的发运集数OSPMonthly计调业务科PS-SC-04RawmaterialInventoryTurns/DOH原材料库存周转率/周转天数统计期内公司供应链环节的原材料（含材料储备）周转率/Theaverageusagedaysofrawmaterialonhand.原材料库存的平均使用天数。（统计期内原材料出库成本/统计期内原材料平均库存）*365/统计期DOH=D1/D2D1:AverageRMinventoryincertianamonth.一个月内原材料的平均库存D2:RMusageincertainamonth.一个月内原材料的用量ERPMonthlyPlanning&SchedulingManager65days(5.5timesperyear)PS-SC-05Sub-AssemblyInventoryTurns半成品库存周转率Meausrethesemi-finishedgoodinventoryturns(postFQC,pre-packing:chengpinban)评估半成品库存周转率（FQC后、包装前：成品板）(D1/D2)*365/D3D1:TotalCostofsub-assemblyissuedagainstworkordersincertainstatisticalperiod统计期内，按照任务令出库的半成品总成本D2:Theaverageinventorylevelofsub-assemblyinstatisticalperiod统计期内，半成品的平均库存水平；D3:Numberofdaysincertainstatisticalperiod统计期的天数ERPMonthlyPlanning&SchedulingManager16.5timesperyear(22days)PS-SC-06整机在制库存周转率统计期内公司供应链环节的整机在制库存周转率。（统计期整机任务令装配入库总成本/统计期内整机任务令在制平均库存）*365/统计期ERPMonthly计调业务科PS-SC-07低周转物料比例现有原材料库存大于六个月用量的部分所占原材料库存的比例。（∑（原材料库存量－六个月用量）×标准成本/∑原材料库存量×标准成本）*100%ERPMonthly计调业务科PS-FE-01S&OP计划准确率统计期内实际发货数量与与前5月S&OP计划加权平均值的百分比来衡量S&OP计划准确性。ABS（1-ABS（实际发货量-SUM前五个月S&OP计划量加权平均值）/SUM前五个月S&OP计划量加权平均值）ERP，APSMonthly计调业务科无统计值PS-FE-02FP计划执行率统计期内FP计划中被及时履行的计划比例。（整机计划执行率+采购计划执行率+半成品计划执行率）/3ERP，APSMonthly计调业务科无统计值PS-FE-03半成品计划执行率FP回写ERP的半成品任务令总数中在3天内释放的数量占回写的总任务令比例。当月FP回写ERP的新产生的半成品任务令中在3天内释放的任务令数/当月FP回写ERP的新产生的半成品任务令总数*100%ERP，APSMonthly计调业务科无统计值PS-FE-04采购计划执行率统计期内FP回写ERPEDSPR调整界面的PR中要求在7天内释放（JIT只包含当天要求释放的），最终没有经过任何更改（包含时间、数量）即释放为正式PR的条数，占FP回写EDSPR调整界面的建议PR要求在7天内释放（JIT只包含当天要求释放的）的PR的比例。FP回写EDSPR调整界面的建议PR要求在7天内释放（JIT只包含当天要求释放的），最终没有经过任何更改（包含时间、数量）即释放为正式PR条数/FP回写EDSPR调整界面的建议PR要求在7天内释放（JIT只包含当天要求释放的）的条数*100%ERP，APSMonthly计调业务科无统计值PS-FE-05采购预测准确率统计期内计划要求到货数量与前5月采购预测量加权平均值的百分比来衡量采购预测准确率。ABS（1-ABS（SUM统计期内计划要求到货量-SUM前五个月采购预测量加权平均值）/SUM统计期内计划要求到货量）POL，ERP，APSMonthly计调业务科无统计值PS-FE-06计调数据质量达标率（AQL值）月计调业务领域的数据质量符合数据标准的比例，称为计调数据质量达标率，或者计调数据AQL。（当月达标指标数据记录数/当月总记录数）*100%OracleWeekly/Monthly计调业务科无统计值PS-FE-07合同承诺发货时间（FCD）准确率统计期内实际按ATP承诺日期准确发货发运集数占ATP承诺发货的发运集数的比例。统计期内实际按ATP承诺日期准确发货发运集数/ATP承诺发货的发运集数*100%OSP，APSMonthly计调业务科无统计值PS-FE-08发运集计划更改率统计期内发运集计划更改的数量占总发运集的比例。∑（从SHIPSET第一个任务令释放的第二天开始统计，新排产的计划发运日期与前一天的计划发运日期变化超过1天的发运集数/有任务令释放的SHIPSET）*100%/统计天数OSPMonthly计调业务科无统计值PS-FE-09订单（整机）计划执行率统计期内实际完成日期不早于计划完工日期2天、不迟于计划完工日期的整机任务令占计划完工日期在本月的已经释放、完工、关闭的整机任务令的比例。实际完成日期不早于计划完工日期2天、不迟于计划完工日期的整机任务令条数/计划完工日期在本月的已经释放、完工、关闭的任务令条数*100%ERPMonthly计调业务科无统计值7.4.4ProcurementKPI采购KPI：Table1：Table2：NumberKPIDescriptionFormulaDateSourceCollectionFrequencyOwner(Measure&Monitor)CurrentValue(Jan~Dec,2001)To-BeTargetPG-SC-01DPPM/LARDPPM:DefectivePartsPerMillion每百万件到货有缺陷器件数目LAR:LotApprovedRate批通过率IncomingQualityControlownsformulaIQC维护公式OracleIQCMonthlyVPofProcurement9883/96%3700/98%PG-SC-02OnTimeDeliverybySchedule按计划到货率在统计区间内实际按计划要求到货的统计单位占计划要求到货的总统计单位的百分比。不同类型的物料按到货要求分为以下两类：1）按PO订约日期到货项目；2）VMI项目。按计划到货率=按要求到货的统计单位/计划要求到货的总统计单位*100%按要求到货的统计单位=按要求到货的PO订约日期交货物料到货统计单位+按要求到货的VMI物料到货统计单位计划要求到货的总统计单位=总的PO订约日期交货物料到货统计单位+总的VMI物料到货统计单位OracleMonthlyProductionProcurementManager70%（2003年底）PG-SC-03ActualProcurementLT实际采购提前期TOmeasurethecycletimefromPRapprovaltogoodsdelivery.Itcanbebrokendownto3subindicators.用于度量从PR批准到货物交付之间的周期。它可以分解成三个子指标：PG-SC-03.1PR/POcycletime(=POgenerationDate-PRapprovaldate)PG-SC-03.2POapprovalcycletime(=POreleaseddate-POgenerationdate)PG-SC-03.3POdeliverycycletime(=Deliverydate-POreleasedate)PR/POcycletime+POapprovalcycletime+POdeliverycycletimePR/PO周期+PO批准周期+PO交付周期OracleMonthlyProductionProcurementManager65.21days30daysPG-SC-04ProcurementStandardLT(days)采购标准提前期averageprocurementleadtime(asattributedindatafield)ofitemscovering80%ofPPspend.占生产采购金额80%的物料的平均采购提前期（数据属性）∑LTi/nLTi：ProcLTattributeofanitem.某item的采购提前期属性n:#ofitemsfallingintothiscategory(80%ofPPspend).占生产采购80%金额的物料数目OracleHalfyearlyCEGLeaders40.75days30daysPG-SC-05VMI/JITPercentageVMI/JIM比率VMI/JITRMincludedinSupplieragreements.采用VMI/JIT方式发生的采购比率∑VMI/JITValue/∑TotalPPSpend∑VMI/JIT采购金额/∑生产采购总金额OracleMonthlyCEGLeaders10.8%2亿元注：暂只统计VMI/JIT金额PG-SC-06PCAProcurementCompetitiveAdvantage采购竞争优势ProcurementPriceReduction采购价格下降率ProcurementCostAvoidance采购成本规避率ProcurementPriceReductionRate+ProcurementCostAvoidanceRate采购价格下降率+采购成本规避率Oracle,CEGMonthlyCEGLeadersNostatisticsavailable.18%注：暂只统计采购可比成本下降率PG-FE-01SupplierOnTimeDelivery供应商准时交货率Supplierontimedeliveryrate.供应商准时交货率Supplieronscheduledeliveries/totaldeliveries供应商准时交货批次/总交货批次OracleMonthlyProductionProcurementManager44.3%90%PG-FE-02CostofPurchasing采购成本ProcurementexpenseincurredperRMB10K.每万元采购费用ProcExp/ProcSpend*10000采购费用/采购金额×10000OracleMonthlyVPofProcurement￥71.1￥60元7.4.5ManufacturingKPI制造KPI：Table1：Table2：NumberKPIDescriptionFormulaDateSourceCollectionFrequencyOwner(Measure&Monitor)CurrentValue(Jan~Dec,2001)To-BeTargetKM-SC-01-APercentageofworkorderscompletedbythesystemscheduleddate任务令及时完成率Thepercentageofworkorderswhosecompletiondateiswithinitsscheduledcompletiondate(sub-assembly,assembly).在计划完工时间内及时完工的任务令百分比（整机、半成品）(D1/D2)*100%D1=Numberofworkorderson-schedulecompleted按计划及时完工的任务令数D2=TotalNumberofworkorderswhosescheduledcompletiondateiswithinperiodoftime.在某段时间内计划完工的任务令总数OracleMonthlyProductOrderManagementDept.Managers,ElectronicAssembly77.7%(Sub-assembly)86.1%(Assembly)80%（半成品）90%（整机）KM-SC-01-BPercentageofitemquantitycompletedbysystemscheduleddateItem及时完成率Thepercentageofitemquantitywhosecompletiondateiswithinitsscheduledcompletiondate.在计划完工时间内及时完工的Item数量的百分比（整机、半成品）Thecalculationisbasedonatimeperiod.基于统计期内计算[sum(D1i)/sum(D2i)]*100%D1i=Theworkorderi'son-timecompletionquantity相对于任务令的完工时间按计划及时完工的Item的数量D2i=Theworkorderi'sscheduledcompletionquantity相对于任务令的完工时间计划完工的Item的数量***Theworkorderscheduledcompletiondateshouldbeinthestatisticsperiod.基于统计期内的任务令计划完工日期OracleMonthlyElectronicAssemblyNostatisticsavailable.81%KM-SC-01-CBasedonSalesOrderPegging,theoverallcompletionofsalesordertoscheduleddeliverydate销售订单及时完成率ThepercentageofSalesOrderswhosecompletiondateiswithinitsscheduledcompletiondate(assembly).在计划完工时间内及时完工的销售订单百分比（整机）(D1/D2)*100%D1=NumberofSalesOrderson-schedulecompleted按计划及时完工的销售订单数D2=TotalnumberofSalesOrderswhosescheduledduedateiswithinperiodoftime在某段时间内计划完工的销售订单总数***TheSalesOrder'scompletiondate销售订单完成日期=Maximiumofthecompletiondatesoftheworkordersbelongingtothecontract销售订单中最长任务令的完成日期OracleMonthlyProductOrderManagementDept.ManagersNostatisticsavailable.90%KM-SC-02Sub-assemblymanufacturingworkordercycletime半成品制造任务令加工周期Theaverageelapsetimebetweensub-assemblyworkorderreleasedtothesub-assemblyworkordercompleted.Averagebyworkordernumber.各半成品任务令从释放至完工之间所消耗时间平均值。Thecalculationisbasedonagroupofworkorderswithinthestatisticsperiod.该统计是基于统计期间内的所有任务令进行的。(D1+D2+D3+...)/EDi=Workorderi'scycletime某任务令的加工周期=WorkOrder_Completion_Time该任务令完工时间－WorkOrder_Release_Time该任务令释放时间E=Quantityofworkorderwithinstatisticsperiod统计期间内的任务令数量OracleMonthlyElectronicAssembly8days5.2daysKM-SC-03ATOmanufacturingworkordercycletime整机制造任务令加工周期TheaverageelapsetimebetweenATOworkorderreleasedtotheATOworkordercompleted.各整机任务令从释放至完工之间所消耗时间的平均值Thecalculationisbasedonagroupofworkorderswithinthestatisticsperiod.该统计是基于统计期间内的所有任务令进行的(D1+D2+D3+...)/EDi=Workorderi'scycletime某任务令加工周期=WorkOrder_Completion_Time该任务令完工时间－WorkOrder_Release_Time该任务令释放时间E=Quantityofworkorderwithinstatisticsperiod统计期间内的任务令数量OracleMonthlyProductOrderManagementDept.Managers8days6.15daysKM-SC-04Finalassemblystagingcycletime整机滞留周期ThewaitingtimeforfinishedATOproductstobeshippedtofinishgoodswarehouse.整机产品加工完成至入库之间的等待时间[Sum(D1i-D2i)]/ED1i=DateofATOOrderDeliveredtoWarehouse(Logistics)整机产品入库(物流)时间D2i=DateofLastManufacturingOperation最后一个制造工序的完成时间E=Theworkordernumberwithinthestatisticsperiod统计期间内的任务令数量OracleMonthlyProductOrderManagementDept.Managers2~2.5days(POCmaterialwaitingtime)1daysKM-SC-05WIPDOHWIP库存周转天数TheaveragedaystoconsumeWIPinventory.消耗在制库存的平均天数D1/D2D1=AverageDailyWIPvalue(DeterminedbyFinance)期间内的日平均在制库存金额(由财务确定统计口径)D2=Averagedailyusevalueforthemonth月度平均日消耗金额OracleMonthlyPlanning&SchedulingManagers8days7.6daysKM-FE-01-AWorkOrder/ItemProductionYield任务令/Item产出率Theratioofusableoutputwhichhaspassedqualitycheck(***Supplychainyield).通过质检的总体有效产出率（公司供应链的产出率）KM-FE-01-A1:Workorder'sproductionyield任务令的产出率KM-FE-01-A2:Item'sproductionyieldItem的产出率KM-FE-01-A1=(D1/D2)*100%KM-FE-01-A2=(D3/D4)*100%D1=Aspecificworkorder'scompletionquantity某一任务令的完工数量D2=Aspecificworkorder'sstartedquantity某一任务令的起始加工数量D3=Anitem'scompletionquantity某一Item的完工数量D4=Anitem'sstartedquantity某一Item的起始加工数量Oracle,PMS,QISMonthlyProductOrderManagementDept.Managers,ElectronicAssemblyNostatisticsavailable.注：暂不统计KM-FE-01-BWorkOrder/ItemAdminYield任务令/Item制造产出率TheratioofexpectedusableoutputwhichshouldpassqualitycheckexcludingtheimpactofECOandCCO(***MFGownedyield).通过质检的制造有效产出率，该产出率将扣除ECO和CCO造成的影响（制造自身的产出率）KM-FE-01-B1:Workorder'sadminyield任务令制造产出率KM-FE-01-B2:Item'sadminyieldItem制造产出率KM-FE-01-B1=[(D1+D2)/D3]*100%KM-FE-01-B2=[(D4+D5)/D6]*100%D1=Aspecificworkorder'scompletionquantity某一任务令的完工数量D2=Aspecificworkorder'sscrappedquantityduetoECO/CCOECO/CCO引致的某一任务令的报废数量D3=Aspecificworkorder'sstartedquantity某一任务令的起始加工数量D4=Anitem'scompletionquantity某一Item的完工数量D5=Anitem'sscrappedquantityduetoECO/CCOECO/CCO引致的某一Item的报废数量D6=Anitems'sstartedquantity某一Item的起始加工数量注：暂不统计KM-FE-01-CResource/ResourceGroup/Workcenter/DepartmentYield资源/资源组/工作中心/部门产出率TheratioofusableoutputwhichhaspassedqualitycheckthroughaResource/ResourceGroup/WorkCenter/Department.各资源、资源组、工作中心及部门的通过质检的有效产出率**Theproductmixmustbetakenintoconsiderationinthecalculationsfortheseareas.在统计该指标时，多产品的影响必须要加以考虑ForeachResource/ResourceGroup/Workcenter各资源、资源组、工作中心:KM-FE-01-C=sum(Di)Di=ItemI'sweightedyieldItem加权产出率Di=[ItemI'syield*(ItemI'sStartedQuantity/TotalStartedQuantity)]Di=[某Item的产出率*(某Item的起始加工数量/总的起始加工数量)]OracleMonthlyProductOrderManagementDept.Managers,ElectronicAssemblyNostatisticsavailable.注：暂不统计KM-FE-02CapacityUtilization产能利用率Ameasureofhowintensivelyaresourceisbeingusedtoproduceagoodsorservice.Somefactorsthatshouldbeconsideredareinternalmanufacturingcapacity,constrainingprocesses,directlaboravailabilityandkeycomponents/materialsavailability.衡量用于加工产品或提供服务的资源的利用程度。需考虑的因素包括内部的制造产能、约束工序、直接人工的可获得性、关键部件和物料的可获得性。Theratioofusedresourceunittototalresourceunitwiththestatisticsperiod.Thebasiccalculationshouldbebasedonspecificresource.在统计期间内被使用资源和总资源的比率。基本的统计需基于特定资源。A：TotalUnitsofKeyCapacityUsed/TotalUnitsofkeycapacityAvailableforProduction.已使用的关键资源产能/可提供用于生产的总关键资源产能.（目前班次下）B：TotalUnitsUsed/TotalMaxUnitsAvailable.使用的总资源产能/可提供的最大资源产能.（最大可能班次下）注：产能利用率要基于特定资源进行计算，可从“场地”、“设备”、“人力”三个维度衡量；衡量某一生产部门或产品线能力利用率时，可针对某一特定的关键资源进行统计和计算；汇总的产能利用率可根据各生产部门、产品线的产出工时加权平均计算。OracleMonthlyProductOrderManagementDept.Managers,ElectronicAssemblyNostatisticsavailable.注：暂不统计KM-FE-03RoutingAccuracy工艺路线准确率PercentageofRoutingsinsystemthatarecompletelyaccurate(Includingtheerrormappingfromengineeringspecificationandtheerrorintheengineeringspecification).系统中工艺路线完全准确的比率（工艺规程准确率及系统中定义的工艺路线与工艺规程的一致性）注：可从“完整性、准确性、一致性、”三个维度进行衡量。Thebasiccalculationisbasedonaspecificroutingaudit.基本统计是基于样本内特定的工艺路线审计(D1/D2)*100%D1=NumberofRoutingSampledwhichare100%Correct抽样结果100%正确的工艺路线数D2=NumberofRoutingsSampled抽样的工艺路线数Oracle，APSMonthlyQualityandEngineeringDept.ManagerNostatisticsavailable.100%KM-FE-07-AWIPInventoryaccuracy(Quantities)WIP库存准确率（数量）Percentageofquantityvariancebetweenphysicalinventoryandreportedinventory.实际库存和系统库存的数量差错率Thebasiccalculationisbasedonaspecificcyclecountorphysicalinventory基本统计是基于特定的循环盘点或实际库存(D1/D2)*100%D1=Numberofitemscountedwhosedifferencearewithinthequantitytolerance在容差内的盘点到的Item数D2=Numberofitemscounted盘点的Item总数OracleMonthlyProductOrderManagementDept.Managers,ElectronicAssemblyNostatisticsavailable.注：暂不统计KM-FE-07-BWIPInventoryaccuracy(Value)WIP库存准确率（金额）Percentageofvaluevariancebetweenphysicalinventoryandreportedinventory.实际库存和系统库存的数量差错率Thebasiccalculationisbasedonaspecificcyclecountorphysicalinventory基本统计是基于特定的循环盘点或实际库存(D1/D2)*100%D1=Costofitemscountedwhosecostdifferencearewithinthevaluetolerence在容差内的盘点到的Item金额D2=Costofitemscounted盘点的Item总金额OracleMonthlyProductOrderManagementDept.Managers,ElectronicAssemblyNostatisticsavailable.注：暂不统计7.4.6LogisticsKPI物流KPI：Table1：Table2：NumberKPIDescriptionFormulaDateSourceCollectionFrequencyOwner(Measure&Monitor)CurrentValue(Jan~Dec,2001)To-BeTargetML-SC-02CarrierOnTimeRate承运商及时到货率Itistheratioofdeliveryorderscarrierisontimetothetotal#ofdeliveryorder.承运及时到货订单数与总承运的订单数的比率1-(Deliverydelaydeliveryordersvs.serviceprovidercommitment/totaldeliveryorders)*100%1-(超出服务承诺运输到货期的送货延迟订单数/总的承运订单数)*100%Oracle,PaperworkMonthlyPresidentoflogisticsmanagementdept99.5%ML-SC-03-AReceivingCycleTimeviaOverseas进口货物接收周期Itistheelapsedtimefromthestartofreceivingashipmenttothecompletionofputaway.ThisincludestimeofreceivingattheHongKongconsolidationwarehouseiftheproductisimportedfromoverseas.ItalsoincludesIQCprocesscycletime.进口货物接收周期是指从香港仓库接收到货开始到深圳仓库完成货物放置为止所消耗的时间。它也包括IQC处理的周期时间.ReceivingCycleTime进口货物接收周期