生产计划考核管理评价指标体系-(1)-副本

附件一生产计划管理评价指标体系,,,,,计划,,,,,,,,,,,,,,,,,,,,,

Ⅰ,Ⅱ,Ⅲ,Ⅳ,,评价指标,管理时机,评价目的及说明,计量单位,目标,,,,,**月份实际完成,,,,业务一级权重,业务二级权重,业务三级权重,业务四级权重,数据要素,数据来源及提报时间,,责任单位,计算公式及说明

,,,,,,,,,目标,否决项目标和层级,,项目满分,权重满分得分,实际完成,与否决项差距,实际项目得分,实际权重得分,,,,,,,,,

,,,,,,,,,,否决目标≤,否决层级,,,,,,,,,,,,数据来源,提报时间,,

0,1,交付期,,,,月,通过交付期的管理，提高各业务的交付保障能力,,,,,,,,0.00,,0.00,50.00%,,,,,,,,

,,1.1,销售订单交付期,,,,通过销售订单交付期的管理，提高对订单链的管理和掌控能力,,,,,,,,0.00,,0.00,,20.00%,,,,,,,

,,,1.1.1,销售订单日准时交付率,,,,,,,,,,,0.00,,0.00,,,95.00%,,,,,,

,,,,■,销售订单日准时交付率,日,,%,100%,100%,四,100,9.50,,-1.00,,0.00,50.00%,20.00%,95.00%,100.00%,实际日准时发交数、日订单要求发交数,顾客,次日上午10点前,订单推进科,订单准时交付率=∑日实际准时发交数/∑日订单要求发交数*100%

,,,1.1.2,销售订单周度完成率,,周,,,,,,,,,0.00,,0.00,,,5.00%,,,,,,

,,,,■,销售订单周度完成率,周,,%,100%,100%,四,100,0.50,,-1.00,,0.00,50.00%,20.00%,5.00%,100.00%,实际周度发交数、周度订单数,顾客,次周第二天,订单推进科,周度完成率=∑周度实际发交数/∑周度订单要求发交数*100%

,,1.2,订单预测准确率,,,,"通过预测准确率的提高,降低库存资金和积压率",,,,,,,,0.00,,0.00,,15.00%,,,,,,,

,,,1.2.1,月度预测准确率,,,,,,,,,,,0.00,,0.00,,,40.00%,,,,,,

,,,,■,内配业务月度订单总数量预测准确率,月,,%,90%,85%,四,100,0.30,,-0.85,,0.00,50.00%,15.00%,40.00%,10.00%,实际发交数、生产资源配置计划,生产经营日报,次月第二天,订单推进科,"a、要素：月度实际发交数和月度预测发交数；b、月度数量预测准确率=1-差异率=【1-（max-min）/max】*100%；

c、max取两要素的大值，min取两要素的小值；"

,,,,■,外销业务月度订单总数量预测准确率,月,,%,90%,85%,四,100,0.03,,-0.85,,0.00,50.00%,15.00%,40.00%,1.00%,,,,销售服务部,

,,,,■,内配483系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.45,,-0.75,,0.00,50.00%,15.00%,40.00%,15.00%,,,,订单推进科,"a、要素：月度系列产品实际发交数和月度系列产品预测发交数；

b、月度系列产品预测准确率=1-差异率=【1-（max-min）/max】*100%；

c、max取两要素的大值，min取两要素的小值"

,,,,■,内配486/4D20系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.45,,-0.75,,0.00,50.00%,15.00%,40.00%,15.00%,,,,订单推进科,

,,,,■,内配491/486系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.45,,-0.75,,0.00,50.00%,15.00%,40.00%,15.00%,,,,订单推进科,

,,,,■,内配493系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.45,,-0.75,,0.00,50.00%,15.00%,40.00%,15.00%,,,,订单推进科,

,,,,■,外销483系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.05,,-0.75,,0.00,50.00%,15.00%,40.00%,1.50%,,,,销售服务部,

,,,,■,外销486/4D20系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.05,,-0.75,,0.00,50.00%,15.00%,40.00%,1.50%,,,,销售服务部,

,,,,■,外销491/486系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.05,,-0.75,,0.00,50.00%,15.00%,40.00%,1.50%,,,,销售服务部,

,,,,■,外销493系列产品月度订单预测准确率,月,,%,80%,75%,四,100,0.05,,-0.75,,0.00,50.00%,15.00%,40.00%,1.50%,,,,销售服务部,

,,,,■,内配单一产品月度订单预测准确率,月,,%,50%,40%,四,100,0.60,,-0.40,,0.00,50.00%,15.00%,40.00%,20.00%,,,,订单推进科,"a、要素：月度单一产品实际发交数和月度单一产品预测发交数；

b、月度单一产品预测准确率=【∑(1-差异率)】/累加项次={∑【1-（max-min）/max】}/累加项次*100%；

c、max取两要素的大值，min取两要素的小值"

,,,,■,外销单一产品月度订单预测准确率,月,,%,50%,40%,四,100,0.09,,-0.40,,0.00,50.00%,15.00%,40.00%,3.00%,,,,销售服务部,

,,,1.2.2,周度预测准确率,,,,,,,,,,,0.00,,0.00,,,60.00%,,,,,,

,,,,■,内配周度订单总数量预测准确率,周,,%,90%,85%,四,100,0.45,,-0.85,,0.00,50.00%,15.00%,60.00%,10.00%,周度实际发交数、周度预测生产计划,生产经营日报,次周第二天,订单推进科,"a、要素：周度实际发交数和周度预测发交数；b、周度数量预测准确率=1-差异率=【1-（max-min）/max】*100%；

c、max取两要素的大值，min取两要素的小值"

,,,,■,外销周度订单总数量预测准确率,周,,%,90%,85%,四,100,0.05,,-0.85,,0.00,50.00%,15.00%,60.00%,1.00%,,,,销售服务部,

,,,,■,内配483系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.68,,-0.75,,0.00,50.00%,15.00%,60.00%,15.00%,,,,订单推进科,"a、要素：周度系列产品实际发交数和周度系列产品预测发交数；

b、周度系列产品预测准确率=1-差异率=【1-（max-min）/max】*100%；

c、max取两要素的大值，min取两要素的小值"

,,,,■,内配486/4D20系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.68,,-0.75,,0.00,50.00%,15.00%,60.00%,15.00%,,,,订单推进科,

,,,,■,内配491/486系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.68,,-0.75,,0.00,50.00%,15.00%,60.00%,15.00%,,,,订单推进科,

,,,,■,内配493系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.68,,-0.75,,0.00,50.00%,15.00%,60.00%,15.00%,,,,订单推进科,

,,,,■,外销483系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.07,,-0.75,,0.00,50.00%,15.00%,60.00%,1.50%,,,,销售服务部,

,,,,■,外销486/4D20系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.07,,-0.75,,0.00,50.00%,15.00%,60.00%,1.50%,,,,销售服务部,

,,,,■,外销491/486系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.07,,-0.75,,0.00,50.00%,15.00%,60.00%,1.50%,,,,销售服务部,

,,,,■,外销493系列产品周度订单预测准确率,周,,%,80%,75%,四,100,0.07,,-0.75,,0.00,50.00%,15.00%,60.00%,1.50%,,,,销售服务部,

,,,,■,内配单一产品周度订单预测准确率,周,,%,50%,40%,四,100,0.90,,-0.40,,0.00,50.00%,15.00%,60.00%,20.00%,,,,订单推进科,"a、要素：周度单一产品实际发交数和周度单一产品预测发交数；

b、周度单一产品预测准确率=【∑(1-差异率)】/累加项次={∑【1-（max-min）/max】}/累加项次*100%；c、max取两要素的大值，min取两要素的小值"

,,,,■,外销单一产品周度订单预测准确率,周,,%,50%,40%,四,100,0.14,,-0.40,,0.00,50.00%,15.00%,60.00%,3.00%,,,,销售服务部,

,,1.3,生产订单交付期,,,,通过生产订单交付期的管理，提高订单准时交付能力和有效降低库存资金占用,,,,,,,,0.00,,0.00,,60.00%,,,,,,,

,,,1.3.1,日完成率,,日,,,,,,,,,0.00,,0.00,,,80.00%,,,,,,

,,,,总装部日准时入库率,,日,,,,,,,,,0.00,,0.00,,,,,,,,,"

日准时入库率=（∑当期生产订单规定的产品型号数量和前期欠产产品的型号数量实际日准时入库数）/（∑前期欠产量+∑当期生产订单数）*100%；

"

,,,,■,491装配线数量日准时完成率,日,,%,100%,100%,四,100,2.40,,-1.00,,0.00,50.00%,60.00%,80.00%,10.00%,生产订单规定的产品型号日完成数量、生产订单数,车间日报表,次日上午10点前,总装部,

,,,,■,493装配线数量日准时完成率,日,,%,100%,100%,四,100,2.40,,-1.00,,0.00,50.00%,60.00%,80.00%,10.00%,,车间日报表,,总装部,

,,,,■,试机线数量日准时完成率,日,,%,100%,90%,四,100,2.40,,-0.90,,0.00,50.00%,60.00%,80.00%,10.00%,,车间日报表,,总装部,

,,,,■,入库线数量日准时完成率,日,,%,100%,90%,四,100,2.40,,-0.90,,0.00,50.00%,60.00%,80.00%,10.00%,,U8系统,,总装部,

,,,,■,入库线次日发交所缺要求入库产品准时完成率,日,,%,100%,100%,四,100,2.40,,-1.00,,0.00,50.00%,60.00%,80.00%,10.00%,,U8系统,,总装部,

,,,,加一车间日准时入库率,,日,,,,,,,,,0.00,,0.00,,,,,,,,,

,,,,■,483/6缸体线日准时入库率,日,,%,100%,90%,四,100,2.40,,-0.90,,0.00,50.00%,60.00%,80.00%,10.00%,,U8系统,次日上午10点前,加一车间,

,,,,■,493缸体线日准时入库率,日,,%,100%,90%,四,100,2.40,,-0.90,,0.00,50.00%,60.00%,80.00%,10.00%,,,,加一车间,

,,,,■,493缸盖线日准时入库率,日,,%,100%,90%,四,100,2.40,,-0.90,,0.00,50.00%,60.00%,80.00%,10.00%,,,,加一车间,

,,,,加二车间日准时入库率,,日,,,,,,,,,0.00,,0.00,,,,,,,,,

,,,,■,491/486缸体线日准时入库率,日,,%,100%,90%,四,100,2.40,,-0.90,,0.00,50.00%,60.00%,80.00%,10.00%,,U8系统,次日上午10点前,加二车间,

,,,,■,493曲轴线日准时入库率,日,,%,100%,90%,四,100,2.40,,-0.90,,0.00,50.00%,60.00%,80.00%,10.00%,,,,加二车间,

,,,1.3.2,周度生产订单完成率,,周,,,,,,,,,0.00,,0.00,,,20.00%,,,,,,

,,,,总装部周度完成率,,周,,,,,,,,,0.00,,0.00,,,,,,,,,周度生产订单完成率=周度实际完成数/（周度生产订单数+上周欠产数）*100%；

,,,,■,491装配线周度数量完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,实际周度完成数量、生产订单数,车间日报表,以日报为数据,总装部,

,,,,■,493装配线周度数量完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,,车间日报表,,总装部,

,,,,■,试机线周度数量完成率,周,,%,100%,100%,四,100,1.20,,-1.00,,0.00,50.00%,60.00%,20.00%,20.00%,,车间日报表,,总装部,

,,,,■,入库线周度数量完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,,U8系统,次周第二天,总装部,

,,,,加一车间周度完成率,,周,,,,,,,,,0.00,,0.00,,,20.00%,,,,,,

,,,,■,483/6缸体线周度完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,,U8系统,次周第二天,加一车间,

,,,,■,493缸体线周度完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,,,,加一车间,

,,,,■,493缸盖线周度完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,,,,加一车间,

,,,,加二车间周度完成率,,周,,,,,,,,,0.00,,0.00,,,20.00%,,,,,,

,,,,■,491/486缸体线周度完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,,U8系统,次周第二天,加二车间,

,,,,■,493曲轴线周度完成率,周,,%,100%,100%,四,100,0.60,,-1.00,,0.00,50.00%,60.00%,20.00%,10.00%,,,,加二车间,

,,1.4,发交运输交付期,,,月,通过发交运输管理，提高准时交付率和物料流动率水平,,,,,,,,0.00,,0.00,,5.00%,,,,,,,

,,,,■,发交运输准时到货率,月,,%,100%,100%,四,100,2.50,,-1.00,,0.00,50.00%,5.00%,100.00%,100.00%,实际所用时间周期、规定时间周期,顾客,次月第二天,销售服务部,"发交运输准时到货率=规定的时间周期/发交运输实际所用时间周期*100%；

超过100%时取100%；"

,2,效率,,,,,"通过效率管理,稳定和提高效率,降低生产运作成本",,,,,,,,0.00,,0.00,30.00%,,,,,,,,

,,2.1,直产工人利用率,,,,通过直产工人利用率的管理，合理有效调控人力资源，降低人力资源成本,,,,,,,,0.00,,0.00,,20.00%,,,,,,,

,,,2.1.1,总装部直产工人利用率,,日,,,,,,,,,0.00,,0.00,,,35.00%,,投入直产工人工时、法定工作日工时,生产车间,次日上午10点前,,直产工人利用率=投入直产工人工时/法定工作日工时*100%

,,,,■,491装配线直产工人利用率,日,,%,100%,80%,四,100,0.53,,-0.80,,0.00,30.00%,20.00%,35.00%,25.00%,,,,总装部,

,,,,■,493装配线直产工人利用率,日,,%,100%,80%,四,100,0.53,,-0.80,,0.00,30.00%,20.00%,35.00%,25.00%,,,,总装部,

,,,,■,试机线直产工人利用率,日,,%,100%,80%,四,100,0.53,,-0.80,,0.00,30.00%,20.00%,35.00%,25.00%,,,,总装部,

,,,,■,入库线直产工人利用率,日,,%,100%,80%,四,100,0.53,,-0.80,,0.00,30.00%,20.00%,35.00%,25.00%,,,,总装部,

,,,2.1.2,加一车间直产工人利用率,,日,,,,,,,,,0.00,,0.00,,,34.00%,,,,,,

,,,,■,483/6缸体线直产工人利用率,日,,%,100%,80%,四,100,0.68,,-0.80,,0.00,30.00%,20.00%,34.00%,33.33%,,,,加一车间,

,,,,■,493缸体线直产工人利用率,日,,%,100%,80%,四,100,0.68,,-0.80,,0.00,30.00%,20.00%,34.00%,33.33%,,,,加一车间,

,,,,■,493缸盖线直产工人利用率,日,,%,100%,80%,四,100,0.68,,-0.80,,0.00,30.00%,20.00%,34.00%,33.34%,,,,加一车间,

,,,2.1.3,加二车间直产工人利用率,,日,,,,,,,,,0.00,,0.00,,,31.00%,,,,,,

,,,,■,491/486缸体线直产工人利用率,日,,%,100%,80%,四,100,0.93,,-0.80,,0.00,30.00%,20.00%,31.00%,50.00%,,,,加二车间,

,,,,■,493曲轴线直产工人利用率,日,,%,100%,80%,四,100,0.93,,-0.80,,0.00,30.00%,20.00%,31.00%,50.00%,,,,加二车间,

,,2.2,单台产品投入工时,,,日,通过单台产品投入工时管理，找出问题和改进空间,,,,,,,,0.00,,0.00,,30.00%,,,,,,,

,,,2.2.1,总装部单台产品投入工时,,日,,,,,,,,,0.00,,0.00,,,33.33%,,投入直产工人工时、生产入库数量,生产车间,次日上午10点前,,"单台产品投入工时=投入直产工人工时/生产入库数量

目标设定：491装配线和试车线以491产品产能为标准；493装配线以493Q产品产能为标准；

491装配线：1台483/486/4D20产品折算=1.3台491产品；1台486EQV4产品折算=1.6台491产品；

493装配线：1台过桥式493产品折算=1.5台493Q产品；

试车线：1台483/6/4D20产品折算=1.73台491产品，1台486EQV4产品折算=1.63台491产品，1台493Q产品折算=1.53台491产品，1台493增压产品折算=1.63台491产品；

入库线:1台发电机组折算=6台其它产品。"

,,,,■,491装配线单台产品投入工时（折合491产品）,日,,H,2.29,2.33,四,100,0.75,,-2.33,,0.00,30.00%,30.00%,33.33%,25.00%,,,,总装部,

,,,,■,493装配线单台产品投入工时（折合493Q产品）,日,,H,2.34,2.38,四,100,0.75,,-2.38,,0.00,30.00%,30.00%,33.33%,25.00%,,,,总装部,

,,,,■,试机线单台产品投入工时（折合491产品）,日,,H,0.61,0.65,四,100,0.75,,-0.65,,0.00,30.00%,30.00%,33.33%,25.00%,,,,总装部,

,,,,■,入库线单台产品投入工时（折合非发电机组）,日,,H,1.35,1.40,四,100,0.75,,-1.40,,0.00,30.00%,30.00%,33.33%,25.00%,,,,总装部,

,,,2.2.2,加一车间单台产品投入工时,,日,,,,,,,,,0.00,,0.00,30.00%,30.00%,33.33%,,,,,,

,,,,■,483/6缸体线单台产品投入工时,日,,H,2.17,2.22,四,100,1.00,,-2.22,,0.00,30.00%,30.00%,33.33%,33.33%,,,,加一车间,

,,,,■,493缸体线单台产品投入工时,日,,H,2.33,2.38,四,100,1.00,,-2.38,,0.00,30.00%,30.00%,33.33%,33.33%,,,,加一车间,

,,,,■,493缸盖线单台产品投入工时,日,,H,1.00,1.05,四,100,1.00,,-1.05,,0.00,30.00%,30.00%,33.33%,33.34%,,,,加一车间,

,,,2.2.3,加二车间单台产品投入工时,,日,,,,,,,,,0.00,,0.00,30.00%,30.00%,33.34%,,,,,,

,,,,■,491/486缸体线单台产品投入工时,日,,H,1.68,1.73,四,100,1.50,,-1.73,,0.00,30.00%,30.00%,33.34%,50.00%,,,,加二车间,

,,,,■,493曲轴线单台产品投入工时,日,,H,1.33,1.38,四,100,1.50,,-1.38,,0.00,30.00%,30.00%,33.34%,50.00%,,,,加二车间,

,,2.4,生产负荷率,,,月,通过生产符合率的管理，分析当前的订单需求趋势,,,,,,,,0.00,,0.00,,20.00%,,,,,,,

,,,2.4.1,总装部生产负荷率,,月,,,,,,,,,0.00,,0.00,,,33.34%,,,,,,

,,,,■,491装配线生产负荷率,月,,%,100%,80%,四,100,0.49,,-0.80,,0.00,30.00%,20.00%,33.34%,24.50%,生产数量、单台标准投入工时和法定工作日工时,订单推进科,次月第二天,订单推进科,生产数量*单台标准投入工时/法定工作日工时*100%

,,,,,,月,,%,100%,80%,四,100,0.01,,-0.80,,0.00,30.00%,20.00%,33.34%,0.50%,,,,销售服务部,

,,,,■,493装配线生产负荷率,月,,%,100%,80%,四,100,0.43,,-0.80,,0.00,30.00%,20.00%,33.34%,21.50%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.07,,-0.80,,0.00,30.00%,20.00%,33.34%,3.50%,,,,销售服务部,

,,,,■,试机线生产负荷率,月,,%,100%,80%,四,100,0.46,,-0.80,,0.00,30.00%,20.00%,33.34%,22.75%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.05,,-0.80,,0.00,30.00%,20.00%,33.34%,2.25%,,,,销售服务部,

,,,,■,入库线生产负荷率,月,,%,100%,80%,四,100,0.46,,-0.80,,0.00,30.00%,20.00%,33.34%,22.75%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.05,,-0.80,,0.00,30.00%,20.00%,33.34%,2.25%,,,,销售服务部,

,,,2.4.2,加一车间生产负荷率,,月,,,,,,,,,0.00,,0.00,,,33.33%,,,,,,

,,,,■,483/6缸体线生产负荷率,月,,%,100%,80%,四,100,0.57,,-0.80,,0.00,30.00%,20.00%,33.33%,28.63%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.09,,-0.80,,0.00,30.00%,20.00%,33.33%,4.70%,,,,销售服务部,

,,,,■,493缸体线生产负荷率,月,,%,100%,80%,四,100,0.57,,-0.80,,0.00,30.00%,20.00%,33.33%,28.64%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.09,,-0.80,,0.00,30.00%,20.00%,33.33%,4.70%,,,,销售服务部,

,,,,■,493缸盖线生产负荷率,月,,%,100%,80%,四,100,0.57,,-0.80,,0.00,30.00%,20.00%,33.33%,28.63%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.09,,-0.80,,0.00,30.00%,20.00%,33.33%,4.70%,,,,销售服务部,

,,,2.4.3,加二车间生产负荷率,,月,,,,,,,,,0.00,,0.00,30.00%,20.00%,33.33%,,,,,,

,,,,■,491/486缸体线生产负荷率,月,,%,100%,80%,四,100,0.94,,-0.80,,0.00,30.00%,20.00%,33.33%,47.20%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.06,,-0.80,,0.00,30.00%,20.00%,33.33%,2.80%,,,,销售服务部,

,,,,■,493曲轴线生产负荷率,月,,%,100%,80%,四,100,0.86,,-0.80,,0.00,30.00%,20.00%,33.33%,43.00%,,,,订单推进科,

,,,,,,月,,%,100%,80%,四,100,0.14,,-0.80,,0.00,30.00%,20.00%,33.33%,7.00%,,,,销售服务部,

,,2.5,可动率,,,日,通过可动率的管理，提高订单保障能力,,,,,,,,0.00,,0.00,,30.00%,,,,,,,

,,,2.5.1,总装部可动率,,日,,,,,,,,,0.00,,0.00,,,30.00%,,,,,,

,,,,■,491装配线可动率（装备）,日,,%,100%,96%,四,100,0.27,,-0.96,,0.00,30.00%,30.00%,30.00%,10.00%,停线时间、总工作时间,生产车间,次日上午10点前,装备部,可动率=（总工作时间-停线时间）/总工作时间*100%

,,,,■,491装配线可动率（质量）,日,,%,100%,100%,四,100,0.14,,-1.00,,0.00,30.00%,30.00%,30.00%,5.00%,,,,质量控制部,

,,,,■,491装配线可动率（物料采购）,日,,%,100%,100%,四,100,0.54,,-1.00,,0.00,30.00%,30.00%,30.00%,20.00%,,,,采购部,

,,,,■,491装配线可动率（物料配送）,日,,%,100%,100%,四,100,0.14,,-1.00,,0.00,30.00%,30.00%,30.00%,5.00%,,,,物流管理科,

,,,,■,493装配线可动率（装备）,日,,%,100%,96%,四,100,0.27,,-0.96,,0.00,30.00%,30.00%,30.00%,10.00%,,,,装备部,

,,,,■,493装配线可动率（质量）,日,,%,100%,100%,四,100,0.14,,-1.00,,0.00,30.00%,30.00%,30.00%,5.00%,,,,质量控制部,

,,,,■,493装配线可动率（物料采购）,日,,%,100%,100%,四,100,0.54,,-1.00,,0.00,30.00%,30.00%,30.00%,20.00%,,,,采购部,

,,,,■,493装配线可动率（物料配送）,日,,%,100%,100%,四,100,0.14,,-1.00,,0.00,30.00%,30.00%,30.00%,5.00%,,,,物流管理科,

,,,,■,试机线可动率（装备）,日,,%,100%,96%,四,100,0.27,,-0.96,,0.00,30.00%,30.00%,30.00%,10.00%,,,,装备部,

,,,,■,试机线可动率（质量）,日,,%,100%,100%,四,100,0.14,,-1.00,,0.00,30.00%,30.00%,30.00%,5.00%,,,,质量控制部,

,,,,■,入库线可动率（装备）,日,,%,100%,96%,四,100,0.14,,-0.96,,0.00,30.00%,30.00%,30.00%,5.00%,,,,装备部,

,,,2.5.2,加一车间可动率,,日,,,,,,,,,0.00,,0.00,,,26.00%,,,,,,

,,,,■,483/6缸体线可动率（装备）,日,,%,98%,93%,四,100,0.70,,-0.93,,0.00,30.00%,30.00%,26.00%,30.00%,,,,装备部,

,,,,■,483/6缸体线可动率（质量）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,质量控制部,

,,,,■,483/6缸体线可动率（物料采购）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,采购部,

,,,,■,483/6缸体线可动率（物料配送）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,物流管理科,

,,,,■,493缸体线可动率（装备）,日,,%,98%,93%,四,100,0.73,,-0.93,,0.00,30.00%,30.00%,26.00%,31.00%,,,,装备部,

,,,,■,493缸体线可动率（质量）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,质量控制部,

,,,,■,493缸体线可动率（物料采购）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,采购部,

,,,,■,493缸体线可动率（物料配送）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,物流管理科,

,,,,■,493缸盖线可动率（装备）,日,,%,98%,93%,四,100,0.70,,-0.93,,0.00,30.00%,30.00%,26.00%,30.00%,,,,装备部,

,,,,■,493缸盖线可动率（质量）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,质量控制部,

,,,,■,493缸盖线可动率（物料采购）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,采购部,

,,,,■,493缸盖线可动率（物料配送）,日,,%,100%,100%,四,100,0.02,,-1.00,,0.00,30.00%,30.00%,26.00%,1.00%,,,,物流管理科,

,,,2.5.3,加二车间可动率,,日,,,,,,,,,0.00,,0.00,,,20.00%,,,,,,

,,,,■,491/486缸体线可动率（装备）,日,,%,98%,93%,四,100,0.77,,-0.93,,0.00,30.00%,30.00%,20.00%,43.00%,,,,装备部,

,,,,■,491/486缸体线可动率（质量）,日,,%,100%,100%,四,100,0.04,,-1.00,,0.00,30.00%,30.00%,20.00%,2.00%,,,,质量控制部,

,,,,■,491/486缸体线可动率（物料采购）,日,,%,100%,100%,四,100,0.04,,-1.00,,0.00,30.00%,30.00%,20.00%,2.00%,,,,采购部,

,,,,■,491/486缸体线可动率（物料配送）,日,,%,100%,100%,四,100,0.04,,-1.00,,0.00,30.00%,30.00%,20.00%,2.00%,,,,物流管理科,

,,,,■,493曲轴线可动率（装备）,日,,%,98%,93%,四,100,0.81,,-0.93,,0.00,30.00%,30.00%,20.00%,45.00%,,,,装备部,

,,,,■,493曲轴线可动率（质量）,日,,%,100%,100%,四,100,0.04,,-1.00,,0.00,30.00%,30.00%,20.00%,2.00%,,,,质量控制部,

,,,,■,493曲轴线可动率（物料采购）,日,,%,100%,100%,四,100,0.04,,-1.00,,0.00,30.00%,30.00%,20.00%,2.00%,,,,采购部,

,,,,■,493曲轴线可动率（物料配送）,日,,%,100%,100%,四,100,0.04,,-1.00,,0.00,30.00%,30.00%,20.00%,2.00%,,,,物流管理科,

,,,2.5.4,物料采购造成物料配送可动率,,,,,,,,,,,0.00,,0.00,,,8.00%,,停线时间、总工作时间,物流管理科,开始实物配料前,,"可动率=（总工作时间-停线时间）/总工作时间*100%；

停线时间=从开始实物配料时算起到缺件办理完U8入库为止；

单位小时生产数量标准：30台/H/生产线（当产能标准发生变化时，按实际产能标准计算）；

责任判定标准：

1、从实物到货时算起；配料缺件的物料卸货时间为≤1H(物流管理科）；

2、从实物卸完货时算起；U8系统配料缺件的物料到货收货审核时间为≤0.5H（物流管理科）；

3、从物流管理科收货审核完成时算起；缺件到货送检单传递到物流管理科完成时间≤1H（采购科）；

4、从接到采购科到货送检单时算起；缺件到货送检单传递到质量检验科≤0.5H（物流管理科）；

5、从接到物流管理科到货送检单时算起；U8系统配料缺件的物料检验完成时间为≤1H（质量检验科）；

6、从检验完成U8系统审核完时算起；U8系统配料缺件的物料入库完成时间为≤1H（物流管理科）；

7、从实物开始配料时算起；配料缺件的物料到货提前期≥5H（采购科）；"

,,,,■,491装配线零部件配送可动率（物料采购）,日,,%,100%,100%,四,100,0.18,,-1.00,,0.00,30.00%,30.00%,8.00%,25.00%,,,,采购部,

,,,,■,493装配线零部件配送可动率（物料采购）,日,,%,100%,100%,四,100,0.18,,-1.00,,0.00,30.00%,30.00%,8.00%,25.00%,,,,采购部,

,,,,■,483缸体线零部件配送可动率（物料采购）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,采购部,

,,,,■,493缸体线零部件配送可动率（物料采购）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,采购部,

,,,,■,493缸盖线零部件配送可动率（物料采购）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,采购部,

,,,,■,493曲轴线零部件配送可动率（物料采购）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,采购部,

,,,,■,491缸体线零部件配送可动率（物料采购）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,采购部,

,,,2.5.5,物流管理造成物料配送可动率,,,,,,,,,,,0.00,,0.00,,,8.00%,,,,,,

,,,,■,491装配线零部件配送可动率（物料收货、入库）,日,,%,100%,100%,四,100,0.18,,-1.00,,0.00,30.00%,30.00%,8.00%,25.00%,,,,物流管理科,

,,,,■,493装配线零部件配送可动率（物料收货、入库）,日,,%,100%,100%,四,100,0.18,,-1.00,,0.00,30.00%,30.00%,8.00%,25.00%,,,,物流管理科,

,,,,■,483缸体线零部件配送可动率（物料收货、入库）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,物流管理科,

,,,,■,493缸体线零部件配送可动率（物料收货、入库）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,物流管理科,

,,,,■,493缸盖线零部件配送可动率（物料收货、入库）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,物流管理科,

,,,,■,493曲轴线零部件配送可动率（物料收货、入库）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,物流管理科,

,,,,■,491缸体线零部件配送可动率（物料收货、入库）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,物流管理科,

,,,2.5.6,检验管理造成物料配送可动率,,,,,,,,,,,0.00,,0.00,,,8.00%,,,,,,

,,,,■,491装配线零部件配送可动率（检验）,日,,%,100%,100%,四,100,0.18,,-1.00,,0.00,30.00%,30.00%,8.00%,25.00%,,,,质量控制部,

,,,,■,493装配线零部件配送可动率（检验）,日,,%,100%,100%,四,100,0.18,,-1.00,,0.00,30.00%,30.00%,8.00%,25.00%,,,,质量控制部,

,,,,■,483缸体线零部件配送可动率（检验）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,质量控制部,

,,,,■,493缸体线零部件配送可动率（检验）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,质量控制部,

,,,,■,493缸盖线零部件配送可动率（检验）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,质量控制部,

,,,,■,493曲轴线零部件配送可动率（检验）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,质量控制部,

,,,,■,491缸体线零部件配送可动率（检验）,日,,%,100%,100%,四,100,0.07,,-1.00,,0.00,30.00%,30.00%,8.00%,10.00%,,,,质量控制部,

,3,成本管理,,,,月,通过成本管理，稳定和挖掘成本潜力，提高产品成本竞争优势,,,,,,,,0.00,,0.00,20.00%,,,,,,,,

,,3.1,单台制造可控费用管理,,,月,通过单台成本的控制管理，找出降成本空间,,,,,,,,0.00,,0.00,,20.00%,,,,,,,

,,,3.1.1,总装部单台制造可控费用,,月,,,,,,,,,0.00,,0.00,,,33.34%,,,,,,

,,,,■,491/486汽油机单台制造可控费用,月,,元,80.15,80.15,四,100,0.44,,-80.15,,0.00,20.00%,20.00%,33.34%,33.33%,直接材料、直产工人工资、燃动费、辅料费,财务部,次月7日前,总装部,单台制造可控费用=机物料消耗+修理费+工具耗用+量检具耗用+废品损失

,,,,■,483/486/4D20柴油机单台制造可控费用,月,,元,80.15,80.15,四,100,0.44,,-80.15,,0.00,20.00%,20.00%,33.34%,33.33%,,,,总装部,

,,,,■,493柴油机单台制造可控费用,月,,元,80.15,80.15,四,100,0.44,,-80.15,,0.00,20.00%,20.00%,33.34%,33.34%,,,,总装部,

,,,3.1.2,加一车间单台制造可控费用,,月,,,,,,,,,0.00,,0.00,,,33.33%,,,,,,

,,,,■,483/6缸体单台制造可控费用,月,,元,107.54,107.54,四,100,0.44,,-107.54,,0.00,20.00%,20.00%,33.33%,33.33%,,,,加一车间,

,,,,■,493缸体单台制造可控费用,月,,元,91.15,91.15,四,100,0.44,,-91.15,,0.00,20.00%,20.00%,33.33%,33.33%,,,,加一车间,

,,,,■,493缸盖单台制造可控费用,月,,元,70.38,70.38,四,100,0.44,,-70.38,,0.00,20.00%,20.00%,33.33%,33.34%,,,,加一车间,

,,,3.1.3,加二车间单台制造可控费用,,月,,,,,,,,,0.00,,0.00,20.00%,20.00%,33.33%,,,,,,

,,,,■,491/486缸体单台制造可控费用,月,,元,73.84,73.84,四,100,0.67,,-73.84,,0.00,20.00%,20.00%,33.33%,50.00%,,,,加二车间,

,,,,■,493曲轴单台制造可控费用,月,,元,88.42,88.42,四,100,0.67,,-88.42,,0.00,20.00%,20.00%,33.33%,50.00%,,,,加二车间,

,,3.2,一次试机合格率,,,周,通过一次试机合格率的管理，有效降低生产过程成本和库存资金占用,,,,,,,,0.00,,0.00,,15.00%,,,,,,,

,,,3.2.1,装调一次试机合格率,,周,,,,,,,,,0.00,,0.00,,,50.00%,,,,,,

,,,,■,491/486汽油机装调一次试机合格率,周,,%,97%,97%,四,100,0.50,,-0.97,,0.00,20.00%,15.00%,50.00%,33.33%,一次试机合格数、装调故障数,质量控制部,次周第二天,总装部,装调一次试机合格率=∑一次试机合格数/∑(一次试机合格数+装调故障数)

,,,,■,483/486/4D20柴油机装调一次试机合格率,周,,%,93%,93%,四,100,0.50,,-0.93,,0.00,20.00%,15.00%,50.00%,33.33%,,,,总装部,

,,,,■,493柴油机装调一次试机合格率,周,,%,95%,95%,四,100,0.50,,-0.95,,0.00,20.00%,15.00%,50.00%,33.34%,,,,总装部,

,,,3.2.2,零部件一次试机合格率,,周,,,,,,,,,0.00,,0.00,,,50.00%,,,,,,

,,,,■,491/486汽油机零部件一次试机合格率,周,,%,97%,97%,四,100,0.25,,-0.97,,0.00,20.00%,15.00%,50.00%,16.66%,一次试机合格数、零部件故障数,质量控制部,次周第二天,质量控制部,零部件一次试机合格率=∑一次试机合格数/∑(一次试机合格数+零部件故障数)

,,,,,,周,,%,97%,97%,四,100,0.25,,-0.97,,0.00,20.00%,15.00%,50.00%,16.67%,,,,采购部,

,,,,■,483/486/4D20柴油机零部件一次试机合格率,周,,%,93%,93%,四,100,0.25,,-0.93,,0.00,20.00%,15.00%,50.00%,16.66%,,,,质量控制部,

,,,,,,周,,%,93%,93%,四,100,0.25,,-0.93,,0.00,20.00%,15.00%,50.00%,16.67%,,,,采购部,

,,,,■,493柴油机零部件一次试机合格率,周,,%,95%,95%,四,100,0.25,,-0.95,,0.00,20.00%,15.00%,50.00%,16.67%,,,,质量控制部,

,,,,,,周,,%,95%,95%,四,100,0.25,,-0.95,,0.00,20.00%,15.00%,50.00%,16.67%,,,,采购部,

,,3.3,过程周期,,,月,通过过程周期的管理，有效调控过程链库存，降低库存资金占用,,,,,,,,0.00,,0.00,,30.00%,,,,,,,

,,,3.3.1,制造过程周期,,月,,,,,,,,,0.00,,0.00,20.00%,,40.00%,,,,,,

,,,,■,制造过程周期,月,,天,35,35,四,100,1.20,,-35.00,,0.00,20.00%,30.00%,40.00%,50.00%,库存资金、日均投入材料成本,物流管理科,次月第二天,订单推进科,制造过程周期=[（月初库存资金+月底库存资金）/2]/（∑投入材料成本/自然天数）

,,,,,,月,,天,35,35,四,100,1.20,,-35.00,,0.00,20.00%,30.00%,40.00%,50.00%,,,,采购部,

,,,3.3.2,总过程周期,,月,,,,,,,,,0.00,,0.00,20.00%,30.00%,60.00%,,,,,,

,,,,■,总过程周期,月,,天,40,41,四,100,1.08,,-41.00,,0.00,20.00%,30.00%,60.00%,30.00%,库存资金、客户及在途库存资金、日均投入材料成本,物流管理科,次月第二天,订单推进科,制造过程周期=[（月初库存资金+月底库存资金）/2+客户及在途库存资金]/（∑投入材料成本/自然天数）

,,,,,,月,,天,40,41,四,100,2.52,,-41.00,,0.00,20.00%,30.00%,60.00%,70.00%,,销售管理科,次月第二天,采购部,

,,3.4,库存周转率,,,月,通过库存周转率的管理，不断提高库存周转率,,,,,,,,0.00,,0.00,,10.00%,,,,,,,

,,,,,库存周转率,月,,次,3.00,2.80,四,100,0.00,,-2.80,,0.00,20.00%,10.00%,100.00%,,出库资金、月初和月底库存资金,物流管理科,次月第二天,,

,,