GMS 业务计划实施_V1.2

标准化员工参与持续改进缩短制造周期质量制造原则：持续改进要素：28业务计划实施GM-GMSOperatingGuidelineGM-GMS操作方针28.0BusinessPlanDeployment28.0业务计划实施•Definition（定义）BusinessPlanDeploymentisaprocessthatenablesthetotalorganizationtosettargets,integrateplansandremainfocusedtoachievecompany-widegoalsandmanagechange.业务计划实施是一套流程，它为整个机构设定了目标，使各个计划融为一个整体，并始终保持着对整个工厂的目标和管理变化的关注。•Purpose（目的）Toalignandintegrateallemployeestoworktogether,totakeactionandtodevelopacultureofcontinuousimprovement.Theresultisthatweareworkingtogethertowardsthesamegoals,inaneffectivewayandworkingtogetherasonecompany.联合和统一所有的员工协同工作来采取行动打造出一个持续改进的文化氛围。结果将是我们作为一个公司整体，以有效的方式向着共同的目标而努力。公司宗旨工厂/功能使命•BPDCoreRequirements（BPD核心要求）1Useastandardannualplanformatthatincludes:goals,objectives,methods,targets,responsiblepersons,timing,signoffandsignatureblock.标准的年度计划形式包括：总目标、分目标、方法、指标、负责人、时间、终止期和署名2Makeannualplanstoatleastthedepartment/unitlevel.至少在车间/部门层面制定年度计划3Communicatethecompanygoalstoemployeesbeforethestartoftheyear’splan.在实施年度计划之前，和员工交流公司目标4PostannualplansinvisiblelocationsfollowingthePDCA(Plan,Do,Check,Act)formatandthesixgoalcategoriesofSPQRCE(Safety,People,Quality,Responsiveness,Cost,Environment),andindicateontheplanwhenactivitieshavebeencompletedorcreateactionplansforallcountermeasures.在可视区域公布年度计划，遵循PDCA模式和六个目标范畴，当完成任务或建立采取对策的行动计划时在计划中注明5UsethePDCAcycletocarryoutBusinessPlanDeployment.利用PDCA循环来实施业务计划•BPDCoreRequirements(cont.)（BPD核心要求续）6.Establish,standardize,andcommunicateanannualplanningcycle(e.g.completiondatesforplanning,etc.).建立、标准化并交流年度计划周期(如，计划的完成日期，等)7.Useaformalprocessofnegotiationandcross-functionalinterdepartmentalmeetingsandsignoffblockstoassurebuyin.使用正式的协商流程和跨部门职能会议，去除障碍确保购买力8.Writeadditionsorchangestotheplan,directlyontheplan.Noerasing.直接在计划上注明额外条款或变化，不用删除9.Holdscheduledreviewsoftheplanatalllevelstoevaluatetheprogressoftheplantothegoals.在各级对计划进行计划性回顾，评估达到目标的计划进程10.AssurethatallemployeesareknowledgeableinthebasicprinciplesofBusinessPlanDeploymenttotheappropriatelevelofdetail.确保所有员工理解业务计划实施的基本原则以及相关细节WhoisinvolvedinBPD?谁参与业务计划实施Everyisinvolved人人参与FAW-GM战略方向高级管理层工程部供应链部质量部人事部财务部工厂经理车间主任•Benefits（获益之处）Providesfocusanddirectiontotheorganization.集中结构业务，提供指导（为组织提供重点和方向）Establishesclearandquantifiabletargetsforall.制定明确的可计量的指标Individualperformanceplanning/reviewsarestrategicallyalignedwiththeannualbusinessplan.个人绩效计划/回顾和年度业务计划在战略上一致Challengestheorganizationtodevelopactionplanstomeetobjectives.激励机构制定行动计划（组织制订挑战性的行动计划），实现目标Visuallycommunicatestoeveryone.和每个人目视化交流Identifiesopportunitiesforimprovements(drivesContinuousImprovement).识别改进的时机(推动不断改进)Optimallydeploysresourcesanddevelopssupportgroups.最优化分配资源，建立支持团队Alignsbusinessactivitiesfocusedonobjectives.调整业务活动，关注目标•Benefits（获益之处）Tracksperformance.跟踪绩效Engages/EmpowerstheworkforcetoaffectBusinessPerformance.促使员工参与，影响业务绩效BPDisatoolforallteammembersacrossallfunctionalareasoftheorganization;frommanufacturing,toengineering,topersonnelandfinance.Itprovidestheframeworkforallactivities.对于机构的所有职能区域的所有员工，从制造部到工程部，从人力资源到财务，BPD是一种工具。它为所有的活动提供了框架BPDBoardsarecentrallylocatedinthedepartmentorfunctionalareaforhighvisibilitytoallteammembers.BPD板位于车间或职能区域的中心位置，对于所有员工高度可视化ReviewmeetingsareheldattheBPDboards.举行有关BPD信息板的回顾会议Providesanopportunitytocoach&teachtherightbehaviors.提供机会指导正确的行为Providesaprocessforrecognition.一种认可流程BPDCategories业务计划实施的分类TherearesixkeycategorieswhichwefocusoninBPD:Safety,PeopleInvolvement,Quality,Responsiveness,Cost&Environment(SPQRCE).Thesearelongtermcategorieswhichdonotchangemuchovertime.Inthisway,eachdepartment,eacharea,eachgroupisfocusedonthesamegeneralgoals.我们关注的是在BPD中的六大类范畴：安全、人员参与、质量、响应、和成本,环境（SPQRCE）.这六大类因素是长期存在的，不会随着时间的流转而改变多少。这样，每个部门，每个领域，每个工段都为着同样的目标而努力工作。安全人员质量响应成本ENVIRONMENT环境BPDandthePlan-Do-Check-ActCycle业务计划实施和计划-执行-检查-行动的循环ThePDCAcycleisessentialforBPD.BusinessPlanDeploymentwillnotbesuccessfulunlesseachphaseofthePDCAcycleisapplied.PDCA循环对BPD来说是必须的。只有当每一个PDCA循环中的阶段全部被应用时，业务计划实施才能成功。把握情势计划行动实施检查BusinessPlanDeploymentisaPDCACycle业务计划实施就是一个PDCA循环ThephasesoftheBPDcyclearedirectlylinkedtothephasesofPDCA,asdescribedinthefollowingillustration.BPD周期的各个阶段直接和PDCA的各个阶段有关联，如下图所示。年度计划实施计划检查（评估）行动计划计划实施行动检查计划：要点（BPD：计划）Graspthesituation把握现状Identifythestandardofexpectation(Whatarethecompaniesstrategicdirections?)确定期望达到的标准（公司的战略指导是什么？）Establishthefactsofthecurrentsituationandanalyzethem理清当前的实际情况，并对它们作出分析。Developsupportingobjectives制定分目标Setandnegotiatenewtargets制定并协商新的指标Decidemethods:Planactivitiesandtime-frame确定方法：计划活动和时间－框架Discuss,getbuy-inandgetsignaturesfromdirectreportsandsupportingdepartments.通过商讨得到直接负责部门和支持部门的同意和签署。TheAnnualPlanisthetoolusedtodocumentandvisualizeourgoals,objectives,targets,methods,andtiming.年度计划是用于将我们的总目标、分目标、目的、方法和时间进度成文保存和目视化展示的工具。AnnualPlanningDo’s年度计划的实施是:•UselargeA3(11ⅹ17)sizepaper使用大A3（11ⅹ17）尺寸的纸张。•Usepencilatfirst…theplanwillgothroughmanychangesanddraftsbeforebeingfinalized先用铅笔写…这个计划在最后定型之前会经过很多的改动。•Leaveplentyofspacebetweenactivities,forupdatesduringtheyear在活动与活动之间留下足够的空白，这是为这一年里的更新作准备。•Notetiminganddetailsinthebodyoftheplan为计划注明时间安排和详细情况。•Scheduleandbalanceactivitiesthroughoutt