BPD培训教材

Preparedby:PlanningSlide1of59Date:Jul.16,2004BPDCoordinatorsTrainingBPD培训材料PlanningDepartment/规划部Apr.6,05/2005年4月6日Preparedby:PlanningSlide2of59Date:Jul.16,2004BPDDefinition/定义BusinessPlanDeploymentisaSTANDARDprocesswhichenablesourcomplicatedorganization,madeupofmultipleparts,toactinunisontoachievecompany-widegoalsinthefivekeycategories:Safety,People,Quality,Responsiveness,andCost.TheultimateobjectiveofBusinessPlanDeploymentisContinuousImprovement.业务计划实施是一个标准的流程，它能使我们复杂的组织统一行动，在五个关键范畴内实现整个企业的目的：安全，员工，质量，响应和成本。BPD的最终目标是不断改进。Preparedby:PlanningSlide3of59Date:Jul.16,2004SAFETY安全QUALITY质量ESPONSIVENESS响应RCOST成本PEOPLE员工FocusonFiveKeyAreas/BPD关注的5个方面Preparedby:PlanningSlide4of59Date:Jul.16,2004Benefits益处Providesfocusanddirectiontotheorganization.为公司设定关注焦点和方向。Establishesclearandquantifiabletargetsforall.在所有目标中建立清晰和可量化的指标。Individualperformanceplanning/reviewsarestrategicallyalignedwiththeannualbusinessplan.个别的执行计划/回顾与年度业务计划在战略上是一致的。Challengestheorganizationtodevelopactionplanstomeetobjectives.提出挑战，改进行动计划以达到目标。Visuallycommunicatestoeveryone.每个人可以通过BPD的目视进行沟通。Identifiesopportunitiesforimprovements(drivesContinuousImprovement).确定进行的时机（运用持续改进）。Optimallydeploysresourcesanddevelopssupportgroups.优化配置资源和发展支持团队。Alignsbusinessactivitiesfocusedonobjectives.业务活动要关注目标来开展。Tracksperformance.跟踪执行情况。Engages/EmpowerstheworkforcetoaffectBusinessPerformance.赋予员工一定的权力使业务的业绩发生变化。BPDisatoolforallteammembersacrossallfunctionalareasoftheorganization;frommanufacturing,toengineering,topersonnelandfinance.Itprovidestheframeworkforallactivities.BPD是一个使所有员工了解公司从制造到工程、人员和财务的所有职能区域的工具，它为所有活动提供了一个构架。BPDBoardsarecentrallylocatedinthedepartmentorfunctionalareaforhighvisibilitytoallteammembers.BPD板被放置在部门或职能区域中心显眼位置以便所有员工看得到。ReviewmeetingsareheldattheBPDboards.组织BPD目视板的回顾会议。Providesanopportunitytocoach&teachtherightbehaviors.提供一个训练和讲授正确行为的机会。Providesaprocessforrecognition.提供一个认可的流程。Preparedby:PlanningSlide5of59Date:Jul.16,2004BPDvsVision/BPD与宗旨Vision宗旨Mission使命Strategic战略Approaches规划Product产品Portfolio线Target目标Setting设定Plan计划Develop.制定计划分解PlanDeploy.Do&Check实施与检查BPDDevelopment(nextyear)BPD制定(下年度)BPDReview(CurrentYear)/BPD回顾(本年度):Makesureactivitiesaredonetoscheduleandtargetsachieved确保计划措施按进度完成且实现了目标Preparedby:PlanningSlide6of59Date:Jul.16,2004BPDandthePDCACyclePLAN计划DO实施CHECK检查ACTION行动GrasptheSituation掌握现状ThePlanDoCheckAct(PDCA)cycleisessentialforBPD.BusinessPlanDeploymentwillnotbesuccessfulunlesseachphaseofthePDCAcycleisapplied.计划、实施、检查和行动（PDCA）循环是BPD的要点，除非每个阶段都有PDCA循环，否则业务计划实施将做不成功。Preparedby:PlanningSlide7of59Date:Jul.16,2004StrategicPlanning战略规划MissionStatement使命QuantifiabledefinitionofVision:marketshare,etc.宗旨的量化定义：市场份额等StrategicPlan战略规划:Howwillwegettothemissionstatementfromthenextyearandon从下年度起，如何一步一步实现使命CurrentStatus当前状况:–Products,volumes,marketshare,etc.产品，产销量，市场份额等–SWOT–Newproductsinplan新产品计划–Volumeandmarketsharegrowthyearbyyear产销量和市场份额逐年增长NextYearTargets下年度目标–Newproducts,modelyear,enhancement,etc.新产品，年度车型，改进等–Volumeandmarketshare产销量和市场份额–Pricing价格–Profit利润Preparedby:PlanningSlide8of59Date:Jul.16,2004DirectorateDirectorate董事会董事会GroupVision(StrategicDirection)董事会的宗旨、战略方向）GroupVision(StrategicDirection)董事会的宗旨、战略方向）PLANTTopPLANTTop公司领导公司领导Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程AreaManagerAreaManager部门经理部门经理Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程groupleadersgroupleaders工段级工段级Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程teamleadersteamleaders班组长班组长Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程DirectorateDirectorate董事会董事会GroupVision(StrategicDirection)董事会的宗旨、战略方向）GroupVision(StrategicDirection)董事会的宗旨、战略方向）PLANTTopPLANTTop公司领导公司领导Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程AreaManagerAreaManager部门经理部门经理Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程groupleadersgroupleaders工段级工段级Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程teamleadersteamleaders班组长班组长Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程Goals&Objectives目标CurrentCondition现状GapClosurePlans差距关闭计划ReviewProcess评审流程TargetsDeployment/目标分解Preparedby:PlanningSlide9of59Date:Jul.16,2004S=Specific,targetsarenotgeneral,theyareprecise.具体的，指标不是笼统的而是精确的M=Measurable,byatleasttwomeasures.可衡量的，至少有两种衡量标准A=Agreeduponbyallwhoareresponsibleforreachingit.征得所有负责实施的人同意的R=Realistic,targetsareachi