米其林-平衡计分卡 实施计划BSC_planning.ppt

1、IS/IT Transformation Program,General approach to Balanced ScoreCard implementation(reviewed version 04/04/03)（平衡计分卡实施的整体方法）（回顾版本-04/04/03),In a 2-day seminar with IS / IT and Quality managers(SGI and zone): Refine and validate objectives to assess 评估、改善和验证目标 Validate KPIs (must have / nice to have)验

2、证KPI（必须/最好） Select pilot zone 选择试点区域,2,3,Formal presentation of pilot results to TPO正式向TPO展示试点结果 Roll-out strategy to other countries / zones向其他国家/区域推行战略 2nd wave of KPIs第二波KPI,Meetings with sponsor和发起人一起开会,May,June,July,August,September,October,April,Assessment评估,Approachdefinition方法定义,Analyze IS-I

3、T strategy Set objectives分析IS-IT战略 设立目标,2,Balanced ScoreCard tool definition & selection 平衡计分卡工具定义和选择,Prepare pilot implementation 准备试点实施,Pilot roll-out 试点推行,3,Change management Communication 改变管理沟通,Other countriesroll-out 在其他国家推行,Stage 1,Stage 2,Stage 3,KPIs review andstage 4 preparation KPI回顾和第四阶段

4、准备,Creation of a committee (including CIO) to analyzeperiodically BSC results 建立一个委员会（包括首席信息官）来定期汇报分析平衡计分卡的结果,1st version of KPIs第一版本KPI指标 Must / nice to have必须/最好,1,In a 2-day seminar with IS / IT and Quality managers两天的研讨会与IS/IT及质量经理们一起 (SGI and zone): (SGI 和区域） Train about what is BSC and its mai

5、n benefits关于什么是平衡计分卡和它的主要好处的培训 Present goals and approach of Michelin BSC project 米其林平衡计分卡项目目前的目标和方法 Challenge first list of indicators 首要困难清单,1,Implement appropriatemeasurement tools worldwide 在世界所有站点推行合适的测量工具,November,Stage 4,Current State现行状态,Jane翻译的 不准确的地方欢迎交流您的见解 红色部分为理解的不确切的,IS/IT Transformati

6、on Program,General approach to Balanced ScoreCard implementation平衡计分卡实施的整体方法（原始版本）(original version),In a 2-day seminar with IS / IT and Quality managers(SGI and zone): Refine and validate objectives to assess Validate KPIs (must have / nice to have) Select pilot zone,2,3,Formal presentation of pilo

7、t results to TPO Roll-out strategy to other countries / zones 2nd wave of KPIs,Meetings with sponsor,May,June,July,August,September,October,April,Current StateAssessment目前状态评估,SponsorAdhesion发起人参与,Analyze strategy Set objectives分析战略建立目标,2,Tool Definition方法（定义）,Prepare pilotimplementation准备试点实施,Pilot

8、 roll-out试点首展,3,Change management Communication,Other countriesroll-out,Stage 1,Stage 2,Stage 3,KPIs review and stage 4 preparation,Creation of a committee (including CIO) to analyzeperiodically BSC results,1st version of KPIs Must / nice to have 第一版KPI（必须）,1,In a 2-day seminar with IS / IT and Qual

9、ity managers 两天的研讨会与IS/IT及质量经理们一起(SGI and zone): Train about what is BSC and its main benefits Present goals and approach of Michelin BSC project Current State Assessment of reporting practices and tools 目前的实践及工具的状态的评估报告,1,Implement appropriate measurement tools worldwide,November,Stage 4,IS/IT Tran

10、sformation Program,Stage 1: Defining the objectives to assess and selecting appropriate indicators第一阶段：定义评估的目标和选择适当的指标,2,1st meeting (internal kick off): validation of the approachand expected results, preparation of training & CSA seminar,Sponsor adhesion,Look for active supportfrom CIO to BSC appr

11、oach 从首席信息官处寻求对于平衡计分卡的积极支持 Define high level expected results 定义高层期望的结果,Current State Assessment,What are the figures already available (nature, periodicity, reliability) ?什么是已经可用的指标(性质/频率/可靠度) What is the organization supporting data collection ?什么是组织的支持数据的收集？,Analyze strategy,From Corporate and IS

12、/IT strategies, define the objectives to assess for each BSC topic (Finance, Business customers, Operational efficiency, Evolution capability)从公司和信息战略出发，为每一个平衡计分卡主题定义评估目标(财务/商业客户/经营效率/变革能力),1st version of KPIs,Propose list of KPIs to be selected during seminar在研讨会中选定KPI计划清单 Split between “Must have”

13、 (included in the 1st version) and “nice to have”区分”必须有”和最好有（包含在第一版)）,2nd meeting: seminar contents and expected output validation,In a 2-day seminar with IT and Quality managers (SGI and zone): Refine and validate objectives to assess Validate KPIs (must have / nice to have) Select Pilot country,Fo

14、rmal meeting at the end of W1 在第一波结束后召开正式会议,Analyze from corporate data and key managers interviews 分析公司数据以及与主要经理的面谈结果,Derived from strategic goals来自战略目标 In line with external benchmark and best practices 与外部基准和最好的实践保持一致,Interviews of IS/IT controlling key people 与信息控制的关键岗位人员面谈 Interviews of IS/IT m

15、anagers 与信息经理面谈,May,April,Current StateAssessment,SponsorAdhesion,Analyze strategy Set objectives,2,Stage 1,1st version of KPIs Must / nice to have,1,In a 2-day seminar with IS / IT and Quality managers(SGI and zone): Train about what is BSC and its main benefits Present goals and approach of Michel

16、in BSC project Current State Assessment of reporting practices and tools,1,Change management Communication,组织应该是指具体的部门、业务单元、或者工厂,IS/IT Transformation Program,Stage 2: Preparing implementation in a pilot zone准备在一个试点区域实施（推行）,1st meeting: validation of first KPIs andcalculation process,Tool kit definit

17、ion 工具箱的定义,Redact training guide to BSC implementation编写平衡计分卡实施的培训指导书 Prepare templates for KPIs calculation and reporting 准备KPI的计算模板和报告 Identify cause / effect, set the actual balance between indicators确定原因/影响，设置指标间的实际余额,Prepare pilot implementation,Set a precise definition of required information设

18、置要求信息的精确定义 Define first indicators calculation process and refreshment periodicity定义首要指标的计算过程和更新周期 Create unit scorecards to collect basic data (pyramid)建立积分卡单元来收集基础数据（金字塔）,Design Excel spreadsheet with build-in formulas设计含有内置公式的excel表格 Create user friendly restitution template (web enabled BSC)创建使用

19、者亲和性补偿模板(网络授权平衡计分卡可用),External case studies外部案例学习 Process design from current reporting methods从目前的报告方法中做过程设计,June,Stage 2,Change management Communication,Tool definition,Prepare pilotimplementation,IS/IT Transformation Program,Stage 3: Implementing the BSC in a pilot zone with limited number of KPI

20、s在那些具有有限KPI数量的试点区域推行平衡计分卡,3,Formal presentation of pilot results to CIO Roll-out strategy to other countries / zones 2nd wave of KPIs,Meetings: First BSC reports analysis,Implementmeasurement tools,Check availability of data required to build indicators检验必要数据是否可用来建立指标 Have zone implement solutions t

21、o collect needed information为了使区域推行解决办法儿搜集必要的信息数据,Pilot roll-out,Build a short term action plan with pilot managers to collect required data 通过试点经理搜集一些必要的数据来建立一个短期的行动计划 Support pilot country to issue its first BSC 支持试行国家发布它的第一批平衡计分卡,KPIs review,Assess reliability of 1st wave KPIs and industrializati

22、on of calculation process 评估第一波KPI和工业化计算流程的可靠度 Prepare 2nd waves indicators capitalizing on pilot experience 利用试点经验准备第二波指标,Change managementCommunication,Present templates examples and broadcast training guide目前范本示例和推广培训指导 Keep all stakeholders up to date with news from pilot roll-out 保证所有的利益相关者获得从试

23、点传出的最新消息 Open a “hot line” to answer questions about BSC roll-out开通一个热线来回答关于平衡计分卡推出的问题,Interviews with local managers 与本地经理面谈 Projects supervision 项目管理,Analysis of pilot BSC分析试点平衡计分卡 Process design from current reporting methods 从目前的报告方法中做过程设计,E-mail newsletter 邮件时事通讯 Conference calls 电话会议,Interview

24、s with local IS/IT and Finance managers和本地的信息经理及财务经理面谈 Presence at pilot site for direct support 参与试点的直接支持工作,July,August,September,Pilot roll-out,Change management Communication,Stage 3,KPIs review and 2nd wave preparation,Implement appropriate measure tools worldwide,3,IS/IT Transformation Program,Stage 4: Capitalizing on pilot experience to prepare worldwide roll-out and to increase the number of KPIs有效利用试点经验准备向世界范围推广并增加KPI