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上海交通大学硕士学位论文中集集团业绩管理体系研究姓名:朱建云申请学位级别:硕士专业:工商管理指导教师:郑兴山20090111BSCMBOKPITHERESEARCHONPERFORMANCEMANAGEMENTSYSTERMOFCIMCGROUPABSTRACTWiththeglobalizationandintegrationofworldeconomy,thenativemanufacturingcorporations’strengthoflowcostmaterialandlaborforcehasbeenweakened.Nativemanufacturingcorporationshavetoenhancemanagement,booststaff’sworkenthusiasm,soastoadvancethequalityofproductandservice,improvethecorporations’productivityandcompanyimages,andincreasethevalueofthecorporations.Performancemanagementisakeylinkamongthecompany’soperation.Itisalsoanimportantmanagementtoolforacompany’smanagementimprovement.Inpracticalways,someofthenativemanufacturingcorporationshavegainedsomeexperiencesonperformancemanagement,andmanycorporationshavebeenattemptingtodesignsystemicperformancemanagementsystems.However,mostofthecorporations’performancemanagementisimperfectinthemass.Besides,wecanseefewresearchingreportsonthetopicabouthowtoimprovetheperformancemanagementofamanufacturingcorporation,nottosaypubliccasesaboutmanufacturingcorporations’performancemanagement.Theauthor’scompany—ChinaInternationalMarineContainers(Group)LTD,(CIMCforshort)isagroupcorporationwithnumbersofsubsidiarycorporationsandholdingcorporations.Therearealsosomeproblemsinitsperformancemanagementsystem,sothetopmanagementhopestodevelopasystemicandefficientperformancemanagementsystemassoonaspossible.Thus,itisveryimportantinresearchingtheCIMC’sperformancemanagementsystemintheeyesoftheoryandpracticeaswell.And,itwillbenefitnotonlytoCIMCitselfbutalsotomanyothergroupmanufacturingcorporations.ThispaperusedtheperformancemanagementtheoriesofBSC,MBO,KPIandsoon,analyzedtheexistingstateandproblemsofperformancemanagementofCIMC,startedfromCIMC’sstrategicobjectives,discussedhowtoestablishanefficientandsystemicperformancemanagementsystemcoveringCIMC’sHQ,subsidiarycorporations,departmentsandstaff.Theredesignprocessincludedperformanceplanning,performancecommunication,performanceevaluation,performancefeedbackandapplicationofperformanceevaluationresults.Thispaperalsoputforwardsomesuggestionsofhowtoconducttheplanandthepossibleproblemswhenconductingtheplan.Theresearchingmethodofthispaperbelongstocaseresearchingandtheoreticalapplication.ThepaperputthebasictheoryofperformancemanagementtothepracticaloperationofCIMC.Themainachievementshavebeengainedasfollows:1.Analyzedandsummarizedthestateofnativemanufacturinggroupcorporations.2.MadejobandPositionEvaluationofCIMCanditssubsidiarycompanies.3.Followingthelogicofperformanceplanning,performancecommunication,performancefeedbackandapplicationofperformanceevaluationresults,redesignedtheperformancemanagementsystemcoveringCIMC’sHQ,subsidiarycorporations,departmentsandstaff.4.GaveconstructivesuggestionstoconducttheperformanceevaluationsystemofCIMC.KEYWORDS:performancemanagement,performanceevaluation,manufacturingcompany200911220091122009112MBA11.130.24%33%35%WTOMadeinchina/MBA21001.21.2.11231.2.2:MBA3MBA42.11()23(PDCA)4MBA5KPI(KPI)KPIKPIKPIKPIPDCA2.22.2.1l920702050MBOKPIBSCEVA(Economicvalueadded)1956,GEGEMBOHPMBOMBA6/5()()2.2.21KPI12EVA345612003131-3322005l52221-222320051734-3742006l252OO61221559-606200712156-57MBA72789101112131472005220-2182007510-15920078214(94)134-13710[]2002411[]20021112[]2006513[]2007514()200825261-62MBA832021OECO--OverallE--EveryoneEverythingEverydayC--ControlClear15360152008717MBA93.190KPI3.23.2.119801MBA10403.92175.422007487.6131.6510019801199420072000147550215002820079CIMC199634222192029.9%4215,0002,00020,000:1990,,MBA112005A3802012,1000,50,20085002007500113892008500200750048381003.2.2101003-13-1FIGURE3-1OrganizationStructureChartofCIMCMBA123.3SYLE3.3.12090200115200820075MBA1352012,1000100050,2008/081ABCDABCD3-1MBA143-1A,B,C,D,,,ABCD12ABCDMBA152/345MBA163.3.220075163-23-22007FIGURE3-2InvestigationofCIMC’s2007StrategicObjectives’EnforcementState1MBA17234MBA184.1BSCKPIMBOBSC(1)BSC//MBA19KPIKPI(2)(3)4-1FIGURE4-1TheRedesignLogicofCIMC’sPerformanceManagementBSBSCKPIKPIBSCKPIKPIBSCKPIKPIBSCKPIKPIMBA204.24.2.1/BSCBalancedScorecardfinance(internaloperationalprocess)(studyandinnovation)(satisfiednecessaryofcustomer)CSFKPIBSC12008200850%2SYLEKeySuccessfulFactors[KSF]CriticalSuccessFactors[CSF]BSC2008SYLE20084-1MBA214-1SYLE2008BSCSYLE=1%/*100%81290%1.7TEU20GP1TEU,40GP/HC2TEU8RMB4/32008MBOKPIBSCSYLE4-2MBA224-2SYLE2008BSCSYLE=1%00=9KG/TEU8/90%0:01.7TEU=80%00=1/04/.=3/.=2=8/.4SYLEWX4-3MBA234-3SYLE2008BSCWX00=9KG/TEU0KG1%0:000=80%=80%00=1/000=3/.100%=2=8/.1/4.2.21200850%08BSCSYLEMBA242008SYLE4-44-4SYLE2008BSC00088RMB012/3450/04%8%SYLEMBA25=++-=*2%+*1.5%*0.5%=*1%=*0.5%200802KPISYLEKPISYLESYLEMBA26SMARTSpecificMeasurableAttainableRealisticTimebound/KPIMBA274-5SYLE1%()/=2KG/CTEU20GP:40GP:40HC=1:1.59:1.66MAS9-*CTEU**5%3USD/TEUMAS11*TEU*8%4128/0200050005110210005000010000602000100007-200004000200081020009%=/*100%TEU)=96%96%,1%500010=/*100%100%500/1000/11MAS200MBA283a)b)c)+4-6///MBA294-6AApproveRResponsibleCConsultingPParticipateIInformIPEIPE10412254844-2a)Impact:SizeofOrganizationCEOA-VRPPP……A-VCRA-VRIIA-VCRCMBA30Na
本文标题:中集集团业绩管理体系研究
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