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POLICY DEPLOYMENT战略部署
Presentation演示
© 2010 富通空调. All Rights Reserved.版权所有
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Objective of the Policy Deployment Training
战略部署培训的目标
Provide a general orientation of the Policy Deployment Process to high level managers who have recently moved into executive positions in FOTONAC.为富通空调公司新近晋升到执行岗位的高层经理提供战略部署过程的总导向。 This training is also used as a refresher for more experienced FOTONAC managers tasked with leading the implementation of PD in their organizations.本培训计划也适用于富通空调公司那些富有经验的在各自的组织中领导战略部署推行计划的经理进修。
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Policy Deployment Agenda战略部署议程
Introductions & Agenda介绍&议程
What is Policy Deployment什么是战略部署
Why Do We Use Policy Deployment我们为何使用战略部署
How to Build and Use Policy Deployment如何建立和使用战略部署
Critical Thinking Process关键思考程序
Building the Policy Deployment Matrix建立战略部署矩阵
Management Review Processes管理复习过程
Summary: Policy Deployment Reminders总结：战略部署提示
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What is Policy Deployment?什么是战略部署
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Introduction to Policy Deployment战略部署介绍
Company Vision公司愿景
Breakthrough
Objective突破性目标
TODAY今天
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A process that facilitates the creation of:一种促成以下目标实现的方法：
What Is Policy Deployment?什么是战略部署？
Results-Oriented Business Processes以结果为导向的商业过程
Sustained Improvement持续稳定的进步
Sustained Competitive Advantage In Quality, Delivery, Cost, And Innovation在质量、交货、成本和创新方面具有持续稳定的竞争优势
With这个过程具有
That Result In这个过程的结果是
It’s The Process
That Converts Our
Strategy For World
Class Performance
Into Reality.这种方法
把我们的战略变为现实，
使我们具有世界级的
绩效
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Why We Use Policy Deployment
我们为何使用战略部署
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Why Use Policy Deployment?为何使用战略部署？
Improvement提 高
Base基数
Base基数
KAIZEN持续改善
Year 0第0年
Year 1第 1年
Year 2第2年
Year 3第3年
Year 4第4年
Base基数
Base基数
Base基数
KAIZEN持续改善
KAIZEN持续改善
Strategic Objective is Achieved!达成
战略目标
To Build Sustainable Competitive Advantage为了建立起一种持续稳定的竞争优势
Policy
Deployment
Policy
Deployment
Policy
Deployment
战略部署
战略部署
战略部署
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Why Use Policy Deployment?为何使用战略部署？
To align Targets and Means throughout an organization
为了在整个组织中成员的
指标一致、手段一致
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How to Build and Use Policy Deployment
如何建立和使用战略部署
Relationship to Strategic Planning与战略规划之间的关系
Critical Thinking Process关键思考程序
Building the Policy Deployment Matrix建立战略部署矩阵
Management Review Process管理复习过程
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Strategic Planning战略规划
The Strategic Plan is used to answer the questions:
战略规划是回答
下列这些问题的：
“What game are we playing?”“我们在进行一场什么样的比赛？ ”
“How do we win?”“我们如何才能赢？”
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Relationship Between Strategic Plan & PD战略规划和战略部署的关系
VOC顾客意见
Strategic
Plan战略规划
Policy
Deployment
Breakthroughs战略部署
突破
World Class Perf. In: Q D C & I
在质量、
交货、
成本、
创新等
方面
世界级
的表现
Key Deliverable from Strat Plan:
Top Level Policy Deployment通过战略规划得到的解答：
最高层战略部署
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Importance Of Voice Of The Customer
顾客意见的重要性
Do you measure yourself the way customers measure you?您是否以顾客的尺度来衡量自己？
Are you hitting their target?您达到他们的指标了吗？
Deploy objectives which bring value to the customer对能够给顾客带来价值的目标进行部署
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Timing of Policy Deployment
战略部署的时间安排
JULY七月
AUGUST八月
SEPT九月
OCT十月
NOV十一月
DEC十二月
STRATEGIC PLANNING战略规划
PD LEV 1 COMPLETE一级战略部署完成
PD LEV 2 COMPLETE二级战略部署完成
JAN一月
NEW YEAR PD BEGINS
新的一年的
战略部署
开始
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Deploy Improvement Priorities部署优先改进计划
Develop Annual Breakthrough Objectives and Improvement Priorities 制定年度突破性目标、确定
要优先改进的地方
Monthly Review月度评估
Implement Improvement Priorities实施优先改进计划
7 Phase Policy Deployment Process
七阶段的战略部署过程
Annual Review
PLANNING制定计划
IMPLEMENTATION实施
REVIEW评估
Establish Organizational Vision建立组织共同愿景
Strategic Planning/ Develop 3-5 Year Breakthrough Objectives战略规划/制定3-5年的突破性目标
Annual Review年度评估
Self-Diagnosis自我诊断
Root Cause Countermeasures根本原因 对策
Catchball接球
精益 Tools 精益 工具
Critical Step关键性步骤
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Critical Thinking Process
关键思考程序 (CTP)
Step 1 : WHAT步骤 1 : 什么
Breakthrough Thinking思考突破
Step 3 : HOW步骤 3 : 怎样
Identify Key Driver Process辨明关键驱动程序
Step 4 : HOW MUCH/WHEN步骤 4 : 多少/何时
Determine Measures & Track决定方法和路径
Step 5 : WHO步骤 5 : 谁
Identify Key Resources & Deploy辨明关键的资源与部署
Step 2 : HOW FAR步骤 2 :多远
Annual Breakthroughs年度突破
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Countermeasures对策
Countermeasures are actions plans designed from problem solving techniques designed to bring you back to your PD target对策是一种行动计划，它依靠解决问题的技巧来设计，将您带回到战略部署的指标上去
Written for any monthly miss on Policy Deployment为月度的战略部署计划的实施偏差而制定
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CTP Step 1 WHAT? 关键思考的第一步 什么？ Breakthrough Thinking思考突破
Current Situation当前状态
Breakthrough
Objective突破性目标
Current
Situation当前状态
World-Class世界级的
Industry Standard行业标准
Best-In-Class第一流的
GAP差距
Breakthrough Thinking Drives Us to World Class思考突破驱动我们走向世界级的绩效
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CTP Step 2 HOW FAR? Identify First Year Breakthrough Objective关键思考的第二步 多远？ 明确第一年的突破性目标
Annual BT Objectives Yr 2第二年的年度突破性目标
Current Situation当前状态
Annual BT Objectives Yr 3第三年的年度突破性目标
Annual BT Objectives Yr 1第一年的年度突破性目标
Breakthrough
Objective突破性目标
Yr 1第一年
Yr 2第二年
Yr 3第三年
Identify First Year Breakthrough Objective明确第一年的突破性目标
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CTP Step 3 HOW? Identify Key Driver Processes
关键思考的第三步 怎样？
辨明关键的驱动程序
Why?为什么？
GAP差距
Annual Breakthrough
Objective年度突破性目标
Current Situation当前状态
Why?为什么？
Why?为什么？
Why?为什么？
Why?为什么？
Improvement
Priority优先改进计划
Identify Key Driver Processes辨明关键的驱动程序
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CTP Step 4 HOW MUCH/WHEN? Determine Measures & Track关键思考的第四步
多少/何时？决定方法与路径
Determine Measures & Track决定方法与路径
0
100
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17%
CTP Step 5 WHO? Identify Key Resources & Deploy
关键思考的第五步 谁？ 辨明关键的资源与部署
40%
20%
20%
Identify Key Resources & Deploy辨明关键的资源与部署
Relative
Impact On
Improvement Priorities对优先
改进
计划的
相对
影响
Current
Distribution
Of Resources
当前的资源配置
Resource A资源A
Team B团队 B
Resource C资源 C
Resource D资源 D
Team E团队 E
100%
0%
0%
100%
3%
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Top Mgt高层管理
Middle中层
Mgt管理
Supervisor主管
Front Line Associate一线工作人员
Breakthrough突破
Daily日常
Management管理
Kaizen持续改善
How Should You Spend Your Time?怎样分配工作时间?
What Does Policy Deployment Mean To You? 对您来说战略部署意味着什么?
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Creating Breakthrough Objectives Step by Step
按部就班创建突破性目标
Step 1 : WHAT步骤 1 : 什么
Breakthrough Thinking思考突破
Step 3 : HOW步骤 3 : 怎样
Identify Key Driver Process辨明关键驱动程序
Step 4 : HOW MUCH/WHEN步骤 4 : 多少/何时
Determine Measures & Track决定方法和路径
Step 5 : WHO步骤 5 : 谁
Identify Key Resources & Deploy辨明关键的资源与部署
Step 2 : HOW FAR步骤 2 :多远
Annual Breakthroughs年度突破
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What Is A Breakthrough?突破是什么?
Represents SIGNIFICANT change in process improvement, especially as seen through the eyes of the customer.在工作流程改进上提出重大的改变, 特别是从顾客的角度看来应当如此。
Requires the organization to stretch itself.要求组织拓展自己。
Usually requires multi-functional efforts and teamwork. 通常要求功能整合和团队合作。
Usually, no standard or system exists for this level of breakthrough. (We have to create it.)通常, 在这种层次水平的突破上没有现成的标准或体系. (我们必须创造标准和体系。)
Can be characterized as a “Big Win.”它以“大赢”为特征。
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Aim High Because …瞄准高目标，因为 …
Customers demand it (continually rising expectations)顾客要求高目标 (不断增长的期望)
Competitors aren’t standing still竞争对手并非原地不动
Requires you to change paradigms要求您去改变先前的范例
How High is Breakthrough?突破到多高？
The Solution After “Next”“下一个问题”
的解决方法
“You must aim above the target to hit the target”“要达到指标
您必须看得
比指标还高”
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How High Is Breakthrough?突破到多高？
“ I believe this nation should challenge itself to put a man on the moon, and return him safely to earth by the end of this decade.”
- John F. Kennedy, 1961
“ 我认为我们民族应该挑战自己，我们要在十年内把人类送到月球上去，并使他安全回到地球。”
- 约翰. 肯尼迪, 1961
In pairs or small groups, take 3 minutes to discuss why this is a great example of a breakthrough objective
学员成对组合或组成小组，花三分钟时间讨论
为什么这是一个突破性目标的典型范例
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Breakthrough Example突破范例
Simplicity简介
1988
1998
10 Year Phase-in of Veeder-Root Product 10 年内推出Veeder-Root产品
How does company survive after everyone has our product?在每一个人都拥有我们的产品后我们如何生存？
1995
What if VR owned the equipment and provided customer the equipment and maintenance as a service?
如果VR拥有设备的所有权并给
顾客提供设备和维护作为服务, 结果会怎样?
Put GVR in an area that no-one could compete!那就把GVR置于一个无人可以匹敌的位置了!
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Breakthrough Example突破范例
Fluke China福禄克中国
1999
2001
Fluke in China was $13M福禄克在中国是1300万美元
Challenged to grow to $38M in 3 years争取3年内达到3800万美元
By Year 2 – hit $35M.... How?第2年达到了3500万美元.... 怎样做?
2000
Vertical channel development垂直销售渠道的发展
Building the brand name塑造品牌
Improving horizontal coverage增加水平覆盖
Poised now to take market share of Mid Price Point product from local competitors现在准备从本地竞争商家中攫取中等价格产品的市场份额
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Other Breakthrough Examples
其他 的公司突破范例
Q质量
D交货
C成本
I创新
Develop Zero Defect process for product “X” in 3 years在三年内为 “X”产品制定出零缺陷工作流程
Achieve 100% OTD with a 3 day lead time in 3 years在三年内实现100% 三天准时交货率
Reduce servo-drive cost by “4X” in 3 years在三年内把伺服动力成本降低4X
Grow business to $620M and 25% OP业务增长到6亿2千万美元和 25% OP
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How Many Breakthroughs?突破多少？
Critical Few For Focus That Translate Directly To Q,D,C, & I
质量、交货、成本与创新的少数关键点
LESS IS MORE
少即是多
A big part of Policy Deployment is getting your organization to FOCUS!
战略部署很大一部分工作就是让您的组织的目标集中
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Management Systems管理体系
Daily Management (KPI)
How we are serving the customer TODAY
How we are meeting current expectations
日常管理 (关键绩效指数)
我们今天是
怎样为顾客服务的
我们怎样达到顾客的要求
Policy Deployment (Breakthrough)
How we create sustainable competitive advantage by striving for world class performance
战略部署 (突破)
我们怎样通过努力追求
世界级的绩效来创造
持续稳定的竞争力
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Breakthrough to Daily Management
由突破到日常管理
Improvement提高
Daily日常
Mgmt管理
Daily
KAIZEN持续改善
Year 0第0年
Year 1
Year 2
Year 3
Year 4
Daily
Daily
Daily
KAIZEN
KAIZEN
Policy战略
Deployment部署
Policy
Deployment
Policy
Deployment
Once Breakthrough is achieved…
process is standardized to
Daily Management!
突破一实现,
工作流程就被标准化并进入日常管理
Strategic
Objective is
Achieved!实现了
战略目标!
Mgmt
Mgmt
Mgmt
Mgmt
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Breakthrough Objective
Summary Checklist
突破性目标条件的总结清单
Are daily management systems in place that allow us to improve?是否具备允许我们提高的日常管理体系的条件?
Is it a stretch goal?它是个延展性目标吗?
Is it measurable?它是可测度的吗?
Is it linked to Voice of the Customer?它与顾客的意见有联系吗?
Will it provide significant competitive advantage?它能提供重大的竞争优势吗?
Does it require multi-functional involvement?它要求多功能整合吗?
Will it result in a new standard and/or system? 它产生新标准或新体系吗?
Is the answer to how to do it unknown? 如何去实现它的方案是否还不知道？
Have you checked that no problems exist in other areas that need to be fixed first?您是否检查过那些其它需要首先注意的地方，发现没问题吗?
When we accomplish the above objectives, does the customer/shareholder benefit?如果我们实现上述目标，顾客和股东会受益吗?
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Stop and Create 3-5 Year Breakthrough Objectives停下来，制定未来3至5年的突破性目标
Break into groups and:分成若干小组，然后:
Develop one Breakthrough Objective for your organization为您的组织确定一个突破性目标
OR 或者
Evaluate your current Breakthrough Objectives against the checklist on the previous slide对照上一页列出的清单，对你们当前的突破性目标进行评估
Reconvene, evaluate, recommend changes, and provide feedback for the groups. 对变化情况进行汇集、评估并提出建议，向各小组提供反馈信息
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Annual Breakthrough Objectives年度突破性目标
Answers the question “What do we have to accomplish in Year 1?”
回答这个问题：“我们
在第一年里必须完成
哪些任务？”
3-5 Year Breakthrough Objectives未来3至5年的突破性目标
Annual Breakthrough Objectives年度突破性目标
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Creating Annual Breakthrough
Objectives Step by Step
循序渐进地制定年度突破性目标
Step 1 : WHAT步骤 1 : 什么
Breakthrough Thinking思考突破
Step 3 : HOW步骤 3 : 怎样
Identify Key Driver Process辨明关键驱动程序
Step 4 : HOW MUCH/WHEN步骤 4 : 多少/何时
Determine Measures & Track决定方法和路径
Step 5 : WHO步骤 5 : 谁
Identify Key Resources & Deploy辨明关键的资源与部署
Step 2 : HOW FAR步骤 2 :多远
Annual Breakthroughs年度突破
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Identify Annual BT Objectives
确定年度突破性目标
3-5 Year
Breakthrough
未来3至5年的突破
Current
Situation现 状
Year年份 Objective 目标
Yr. 3 Amount to Goal 20%
第3年 完成目标值的比例 20%
Yr. 2 Amount to Goal 30%
第2年 完成目标值的比例 30%
Yr. 1 Amount to Goal 50%
第1年 完成目标值的比例 50%
Annual Breakthrough Objective, HOW FAR you need to improve in First Year to meet 3-5 Year Breakthrough 年度突破性目标，表明你们在第1年必须取得何种进展，才能顺利实现未来3至5年的突破
Note:
Make sure the Annual Breakthrough Objectives exceed budget targets, if applicable
注:
如果可能的话，确保年度突破性目标超过预算指标
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1. – Obtain fact-based understanding of current . –分析数据，了解现状
2. – Identify How Far to improve in First Year in order to hit the 3-5 Year Objective (Annual BT).2. –确定为完成未来3至5年的目标，必须在第1年里取得多大进展(年度突破)
3. – Quantify the gap between current and Annual BT . –对当前状况与年度突破性目标之间的差距进行量化
Annual BT Objectives Yr 2
年度突破性目标 第2年
Current Situation现 状
Annual BT Objectives Yr 3
年度突破性目标 第3年
Annual BT Objectives Yr 1
年度突破性目标 第1年
Breakthrough
Objective突破性目标
Yr 1
Yr 2
Yr 3
Identify First Year Breakthrough Objective
确定第一年的突破性目标
3 Steps to Identify the Annual Breakthrough
确定年度突破的三个步骤
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Examples of Annual Breakthrough Objectives
年度突破性目标的实例
Q
D
C
I
Improve defect rate on product “X” from 3 Sigma to Sigma
将“X”产品的次品率由3西格玛提高至西格玛
Improve from 70% OTD to 92% OTD with a 4 day lead time by EOY
通过EOY，将交货时间
为4天的准时交货率由70%提高至92%
Reduce servo-drive manufacturing cost in half
将伺服驱动生产成本降低一半
Grow Industrial Market Penetration from “XXM” to “XXM”
提高由“XXM” 至 “XXM”的
工业市场渗透率
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Annual Breakthrough Objective Checklist
年度突破性目标清单
Does it identify how far to improve in the first year in order to hit the 3-5 Year Breakthrough Objective?提出了为实现未来3至5年的突破性目标而必须在第1年里取得多大进展了吗？
Does it divide the 3-5 Year Breakthrough into annual amounts?把未来3至5年的突破细分为年度指标了吗？
Does it quantify the first year goal?对第1年的目标进行量化了吗？
Is it still a stretch goal?这仍是一个延展性目标吗?
When we accomplish the annual objective, does the customer/shareholder benefit?当我们实现年度目标时，能给客户/股东带来收益吗？
Will it provide significant competitive advantage?能够带来显著的竞争优势吗？
Does it require multi-functional involvement?需要多功能部门的共同努力吗？
Will it result in a new standard and/or system? 最终能够制定出新的标准或体系吗？
Is the answer to how to do it unknown? 已经找到解决方案了吗？
Have you checked that no problems exist in other areas that need to be fixed first?你们能确保其他领域没有需要优先解决的问题吗？
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Stop and Create Annual Breakthrough Objectives
停下来，制定年度突破性目标
Break into groups and:分成若干小组，然后:
Develop one Annual Breakthrough Objective for your organization为您的组织确定一个年度突破性目标
OR或者
Evaluate your current Annual Breakthrough Objectives against the checklist on the previous slide对照上一页列出的清单，对你们当前的年度突破性目标进行评估
Reconvene, evaluate, recommend changes, and provide feedback for the groups.对变化情况进行汇集、评估并提出建议，向各小组提供反馈信息
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Creating Top Level Improvement Priorities Step by Step The Critical Thinking Process
循序渐进地确定最高层优先改善
关键思考程序
Step 1 : WHAT步骤 1 : 什么
Breakthrough Thinking思考突破
Step 3 : HOW步骤 3 : 怎样
Identify Key Driver Process辨明关键驱动程序
Step 4 : HOW MUCH/WHEN步骤 4 : 多少/何时
Determine Measures & Track决定方法和路径
Step 5 : WHO步骤 5 : 谁
Identify Key Resources & Deploy辨明关键的资源与部署
Step 2 : HOW FAR步骤 2 :多远
Annual Breakthroughs年度突破
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Top Level Improvement Priorities最高层优先改善
Answers the question “How do we accomplish our Annual BT Objective in Year 1?”
回答这个问题：“我们怎样
完成第一年的
年度突破性目标？”
3-5 Year Breakthrough Objectives未来3至5年的突破性目标
Annual Breakthrough Objectives年度突破性目标
Top Level Improvement Priorities最高层优先改善
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Focused集中于
Meets Current or Emerging Customer Needs
Limited to a Critical Few
满足目前或未来客户的需要
有限的几件最重要的事项
Process Oriented以程序为导向
Should lead to the creation of sustainable, results-oriented processes… not short-term tasks. 应当确定一种可持续的、以效果为导向的程序，而不仅仅是近期目标。
Effective Top Level Improvement Priorities Are:
有效的最高层优先改善具有如下特点:
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Clear清晰明确
Easy to Communicate
Simple Flow of Logic
Team understands what is to be achieved and why
易于沟通
逻辑简单
团队成员都明白目标是什么以及为何设定此目标
If you can’t easily communicate…
Go back, Simplify, Clarify
如果您觉得不能方便地沟通…
那么请返回，对其更简化和条理化
Effective Top Level Improvement Priorities Are:
有效的最高层优先改善具有如下特点:
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Effective Top Level Improvement Priorities Are:
有效的最高层优先改善具有
如下特点:
Measurable可以量度
The objective you write must be something that can be measured您定下的目标必须是可以量度的具体目标
But, not a Measure!但是, 它不是标尺!
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We apply problem solving techniques to identify the key process that drives the improvement priority.
This will enable us to reach our overall annual breakthrough objective.
我们运用解决问题的技巧来辨明驱动优先改善的关键程序。
这将有助于我们实现总体的年度突破性目标。
Why?为什么？
GAP差距
Annual Breakthrough
Objective年度突破性目标
Current Situation现 状
Why?为什么？
Why?为什么？
Why?为什么？
Why?为什么？
Improvement
Priority优先改善
Identify Key Driver Processes辨明关键驱动程序
Top Level Improvement Priorities Contribute to the Annual Breakthrough Objective
提出最高层优先改善有助于实现年度突破性目标
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1. – Apply 5 WHYS? to current situation and identify Root . –针对现状，回答5个“为什么？”，找出根本原因，
2. – Use Problem Solving to find ways to bridge the . – 运用解决问题的技巧，找到弥补差距的办法
3. – Find key driver process with greatest influence and Identify Improvement . –找出最具影响力的关键驱动程序，并辨明优先改善
Why?为什么？
GAP差距
Annual Breakthrough
Objective年度突破性目标
Current Situation现 状
Why?为什么？
Why?为什么？
Why?为什么？
Why?为什么？
Improvement
Priority优先改善
Identify Key Driver Processes辨明关键驱动程序
3 Steps to Identify the Improvement Priority
辨明优先改善的3个步骤
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Examples of Top Level Improvement Priorities
最高层优先改善的实例
Q
D
C
I
Redesign Functional Gauging Product Line for Six Sigma重新设计功能检验产品生产线，达到
六西格玛标准
Reduce Manufacturing Lead Time by Using 精益 Tools通过使用精益工具，缩减产品由订货至交货的时间
Develop and Implement a Global Sourcing Cost Reduction Plan制定并执行全球范围成本节约计划
Define & Execute Sustainable Competitive Advantage for Fluke Thermography为福禄克制定并实现可持续的竞争优势
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Top Level Improvement Priority Checklist
最高层优先改善的清单
1. Does it lead to creation of a sustainable process?
2. Does it lead to creation of a results-oriented process?
3. Does it meet current or emerging customer needs?
4. Is it easy to communicate?
5. Does it demonstrate a simple flow of logic?
6. Is it measurable, but not a measure itself?
7. Does it exceed budget targets, if and where applicable?
它形成一种可持续的程序了吗？
它形成一种以效果为导向的程序了吗？
3. 它满足当前和未来客户的需求了吗？
4. 它易于沟通吗？
它体现了简单的逻辑吗？
它是可以度量的，而本身并不是一种标尺吗？
7. 它超出预算指标了吗？超过的幅度是可以接受的吗？
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Break into groups and:分成若干小组，然后:
Develop one Top Level Improvement Priority for your organization为您的组织确定一个最高层优先改善
OR或者
Evaluate your current Top Level Improvement Priorities against the checklist on the previous slide对照上一页列出的清单，对你们当前的最高层优先改善进行评估
Reconvene, evaluate, recommend changes, and provide feedback for the groups.对变化情况进行汇集、评估并提出建议，向各小组提供反馈信息
Stop and Create Top Level Improvement Priorities
停下来，制定最高层优先改善
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Creating Targets To Improve
The Critical Thinking Process
提出需要改善的指标
关键思考程序
Step 1 : WHAT步骤 1 : 什么
Breakthrough Thinking思考突破
Step 3 : HOW步骤 3 : 怎样
Identify Key Driver Process辨明关键驱动程序
Step 4 : HOW MUCH/WHEN步骤 4 : 多少/何时
Determine Measures & Track决定方法和路径
Step 5 : WHO步骤 5 : 谁
Identify Key Resources & Deploy辨明关键的资源与部署
Step 2 : HOW FAR步骤 2 :多远
Annual Breakthroughs年度突破
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Identify Targets To Improve For Each Improvement Priority
针对每个优先改善，
确定需要改善的指标
Targets are measures of the effectiveness of a given process指标是对某一给定程序之有效性的测量
Think in terms of process capability (statistics)从程序性能的角度思考问题(统计数字)
Improvement Priorities tell “how”, Targets tell “how much” & “by when”优先改善指明“怎么样”，而指标指出“多少”和“何时”
Determine
Measures & Track决定方法和路径
0
100
Typically a from: to: by: statement
一个典型的“从哪、到哪、由谁实施”格式的陈述句
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Examples of Targets To Improve
实例：需要改善的指标
Q
D
C
I
PPM Improvement Rate From 50% to 75% By 6/30
到6月30日之前，将PPM
改善比例由50% 提高到 75%
Average Lead Time From 20 to 10 Days By 9/1
9月1日之前将订货至交货的
平均时间由20天缩短为10天
Cost Reductions Of $1 M Implemented By 10/31
到10月31日之前实现
节约成本100万美元
Thermography Approved Business Case Dollars from X to Y by Q3
到第3季度，.经核准的仪表销售额
从X美圆升至Y美圆
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Targets to Improve Checklist
需要改善的指标的清单
Does it track progress toward full implementation of the Improvement Priority?它实施跟踪直至完成优先改善的全过程吗？
Can it be broken down into at least monthly progress increments?它至少可以分成月度进展增量吗？
Does it exceed budget targets? 它超过了预算指标吗？
Does it track progress toward achieving the Annual Objective?它跟踪了实现年度目标的过程吗？
Does it reflect if the Improvement Priority has an impact on the Annual Objective? 它反映出优先改善是否对年度目标产生影响这一情况了吗？
Does it measure results, rather than action plan milestones?它是对效果进行量度，而不是对行动方案的重要事件进行量度吗？
Is it easy to calculate and communicate?它易于计算和沟通吗？
Does it demonstrate a simple flow of logic?它体现了简单的逻辑吗？
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Break into groups and:分成若干小组，然后:
Develop one Target to Improve for your organization为您的组织确定一个需要改善的指标
OR或者
Evaluate your Targets to Improve against the checklist on the previous slide对照上一页列出的清单，对你们当前需要改善的指标进行评估
Reconvene, evaluate, recommend changes, and provide feedback for the groups.对变化情况进行汇集、评估并提出建议，向各小组提供反馈信息
Stop and Create Targets To Improve
停下来，提出需要改善的指标
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Identifying Resources The Critical Thinking Process
辨明资源 关键思考程序
Step 1 : WHAT步骤 1 : 什么
Breakthrough Thinking思考突破
Step 3 : HOW步骤 3 : 怎样
Identify Key Driver Process辨明关键驱动程序
Step 4 : HOW MUCH/WHEN步骤 4 : 多少/何时
Determine Measures & Track决定方法和路径
Step 5 : WHO步骤 5 : 谁
Identify Key Resources & Deploy辨明关键的资源与部署
Step 2 : HOW FAR步骤 2 :多远
Annual Breakthroughs年度突破
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Identify Key Resources To Deploy Priorities
确定部署重点所需的关键资源
Identify the resources with the greatest influence or opportunity to impact the Improvement Priority and Target to Improve
确定最大程度或最有可能影响优先改善及改善指标的资源
The largest or most available resources will not always have the greatest impact
最多的或最易获得的资源未必拥有最大的影响力
40%
20%
20%
Identify Key Resources & Deploy辨明关键资源和部署
Relative
Impact On
Improvement
Priority
对于优先改善
的相对影响
Current
Distribution
Of Resources
当前资源
分配情况
Resource A资源A
Team B团队B
Resource C资源C
Resource D资源D
Team E团队 E
100%
0%
0%
100%
3%
17%
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Creating Multi-Functional Teams
成立多功能团队
When relative impact of different functions is similar create a multi-functional team:
当各种功能具有相似的相对影响时，成立一个多功能团队：
Function功能
IMP1
IMP2
Marketing营销
Bob鲍伯
Mark马克
Sales销售
Mary玛丽
Jim吉姆
MFG
Sue苏
Nancy南希
Engineering工程
Bill比尔
JR
Admin/ Finance管理/ 财务
Sam萨姆
Donna唐纳
A Team A团队
B Team B团队
TeamLeader团队 领导
Improvement Priority 1
Team A优先改善 1
团队 A
Improvement Priority 2
Team B优先改善 2
团队 B
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Break into groups and:分成若干小组，然后:
Assign Primary and Secondary Resources for your Top Level Improvement Priority为最高层优先改善分配主要和次要资源
OR或者
Evaluate your Primary and Support Resource assignments against the checklist对照清单，对你的主要与次要资源进行评估
Reconvene, evaluate, recommend changes, and provide feedback for the groups.对变化情况进行收集、评估并提出建议，向各小组提供反馈信息
Stop and Identify Primary and Secondary Resources
停下来，确定主要和次要资源
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Top Level
Improvement
Priorities
HOW怎样
Annual
Breakthrough
Objectives
HOW FAR
多远
3-5 Year Breakthrough Objectives
WHAT什么
Targets
to Improve
HOW MUCH
多少
RESOURCES资源
= Primary Responsibility
主要职责
= Secondary Responsibility
次要职责
WHO谁
Critical Thinking Process & the Top Level PD Matrix
关键思考程序 &
最高层战略部署矩阵
All items are listed in priority order stemming from the center
所有条目根据
其重要性
依次由中心发出
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RESOURCES资 源
Annual
Breakthrough
Objectives年度突破性目标
Targets
to Improve需要改善的指标
3-5 Year Breakthrough Objectives未来3至5年的突破性目标
Top Level
Improvement
Priorities最高层优先改善
= Primary Responsibility
主要职责
= Secondary Responsibility
次要职责
5- WHO 5- 谁
4- HOW MUCH 4- 多少
Use dots to show relationship of Targets and Resources to the Improvement Priority使用圆点来标示指标与资源和优先改善之间的关系
3- HOW 3-怎样
Use dots to show relationship of Improvement Priorities to Annual Objectives使用圆点来标示优先改善和年度目标之间的关系
2- HOW FAR 2- 多远
1- WHAT 1- 什么
NOTE: Only Solid dots on a resource deploy to the next level注：在资源上标注实心圆点才表示向下一层次部署
The whole picture of your company on one sheet of paper!在一页纸上画出公司的全景图!
Complete Top Level PD Matrix完成最高层战略部署矩阵图
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3-5 Year
Breakthroughs
未来3至5年
的突破
Targets To Improve
需要改善
的指标
Top Level
Improvement Priorities
最高层优先改善
Linkage on the Matrix矩阵图的联接
Annual Break- through Objective
年度的
突破性
目标
Dots show linkage from Target back to Breakthrough for that level
圆点表明由
指标向后与
突破的联接
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As soon as a solid dot is placed above a resource, that resource will get a lower level matrix or an action plan.只要在某一资源上标注了一个实心圆点，该资源将获得更低一级的矩阵图或者一项行动方案
Clear circles indicate support resources. They do NOT get a lower level matrix or action plan unless they get a solid dot on another matrix.空心圆表示辅助性资源。除非在另一个矩阵图上用实心圆点标注，实心圆不会获得更低一级的矩阵图或行动方案。
The dots are to be used as a sanity check 圆点被用作
健康检查
Second Level Policy Deployment
l
Primary Responsibility
m
Secondary Responsibility
RESOURCES
Annual
Breakthrough
Objectives
Targets to
Improve
万里扬 Business System Office - Policy Deployment 1998
l
Primary Responsibility
m
Secondary Responsibility
Resources
Top Level
Improvement
Priorities
3-4 year
Breakthrough
Objectives
Annual
Breakthrough
Objectives
TOP LEVEL - Company最高层 – 公司
Top Level
Improvement
Priorities
Targets
to
Improve
SECOND LEVEL - Plant第二层 – 工厂
Second Level
Improvement
Priorities
Points to Remember about the Matrix
对于矩阵图需要牢记的几点
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Stop and Create the Top Level PD Matrix
停下来，制定最高层战略部署矩阵
FOR FIRST TIME POLICY DEPLOYMENT EXPERIENCE: 为了获得第一次战略部署经验:
Break into groups and create the top level matrix for your organization分成若干个小组，为您的组织制定最高层矩阵图
Use a transparency/handout/ or Power Point slide to display your suggested top level matrix.使用幻灯片/小册子对您提议的最高层矩阵图进行演示
As a group, come to consensus on the top level matrix作为一个团队，对最高层矩阵图达成一致意见 .
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The Critical Thinking Process at the Next Level
下一层的关键思考程序
Step 1 : HOW FAR Annual Breakthroughs Handed Down
第1步 : 多远传递下来的
年度突破
Step 3 : HOW Identify Key Driver Process at Next Level
第3步 : 怎样
在下一层次辨明关键驱动程序
Step 4 : HOW MUCH/WHEN Determine Measures & Track
第4 步: 多少/何时
决定方法和路径
Step 5 : WHO
Identify Key Resources & Deploy
第5 步: 谁
辨明关键资源和部署
Step 2 : WHAT Improvement PrioritiesHanded Down
第2步 : 什么
传递下来的优先改善
Both are Deployed Directly from
the higher level matrix
这两者都是通过由更高层的矩阵图来直接部署的
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Sep 16, 2009
Transferring Improvement Priorities To The 2nd Level
将优先改善转移到第二层
Second Level Policy Deployment
l
Primary Responsibility
m
Secondary Responsibility
RESOURCES
Top Level Improvement Priorities
Annual
Objectives
Target to
Improve
SECOND LEVEL第 二 层
万里扬 Business System Office - Policy Deployment 2002
l
Primary Responsibility
m
Secondary Responsibility
Resources
Annual Breakthrough Objectives
Breakthrough
3-5 Year
Objectives
Target to
Improve
TOP LEVEL最 高 层
Breakthrough
Second Level Improvement Priorities
Top Level Improvement Priorities
Typically, a 2nd Level Matrix is created for a primary resource for each top-level Improvement
Priority.具有代表性的是，为用于每个最高层优先改善的主要资源绘制一个第二层矩阵图
Imp. Priorities and Annual Objectives are copied directly onto the 2nd Level . Matrices.直接将优先改善与目标拷贝到第二层战略部署矩阵图上
The 2nd level 12 o’clock and 3 o’clock positions have all new text in them – nothing is rotated into them from level 1. 在第二层的12点和3点处都有新的原文- 第一层的内容没有循环至此
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Transferring Improvement Priorities To The 3rd Level
将优先改善转移至第三层
Third Level Policy Deployment
l
Primary Responsibility
m
Secondary Responsibility
RESOURCES
Top Level Improvement Priorities
Target to
Improve
THIRD LEVEL第 三 层
Second Level Policy Deployment
l
Primary Responsibility
m
Secondary Responsibility
Resources
Target to
Improve
SECOND LEVEL第 二 层
Second Level Improvement Priorities
Top Level Improvement Priorities
If necessary, a 3rd Level Matrix is created for a primary resource for each second-level Improvement
Priority.
如果有必要，为用于每个第二层优先改善的主要资源画出一幅第三层矩阵图
Top Level and Second Level Imp. Priorities are copied directly onto the 3nd Level . Matrices.
直接将最高层与第二层优先改善拷贝到第三层战略部署矩阵图上
Second Level Improvement Priorities
Annual Breakthrough Objectives
Third Level Improvement Priorities
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Multi-Functional Teams at Second Level
第二层的多功能团队
IMP 3优先改善 3
IMP 1优先改善 1
IMP 2优先改善2
Finance
Operations
Top Level Matrix最高层矩阵图
Second Level Matrix – Finance第二层矩阵图 – 财务
Bob鲍伯
Mary玛丽
Top Lvl Imp Pr.
最高层
优先改善.
2nd Level Imprv. Prior.
第二层
优先
改善.
Sue苏
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Examples of 2nd Level Improvement Priorities
第二层优先改善的实例
Q
D
C
I
Implement Case Depth Control Process
执行案例深度控制程序
Use 精益 Tools to Reduce Production Lead Time of Product “Y”
使用精益工具缩短“Y”产品的订货至交货时间
Meet China Costs on Product Line “X”
在“X生产线上满足中国的成本”
Create and Implement Ideation Funnel Process
制定并执行观念筛选程序
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Lower Level Improvement Priority Checklist
低层优先改善清单
1. Does it lead to creation of a sustainable process?
2. Does it lead to creation of a results-oriented process?
3. Does it meet current or emerging customer needs?
4. Is it easy to communicate?
5. Does it demonstrate a simple flow of logic?
6. Is it measurable, but not a measure itself?
7. Does the higher level Impr. Priority get deployed to a matrix, or does it go directly to an action plan?
1. 它创造了一种可持续的程序吗？
2.它创造了一种以效果为导向的程序吗？
3. 它满足了当前和未来客户的需求了吗？
4.它易于沟通吗？
5. 它体现了简单的逻辑吗？
6. 它是可以度量的，而本身并不是一种标尺吗？
7. 将高层优先改善部署到一个矩阵图还是直接过渡到一项行动方案？
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Stop and Create the Second Level PD Matrix
停下来，制定第二层战略部署矩阵图
Break into groups and develop a 2nd Level Improvement Priority that supports the Top Level Improvement Priority for your organization. Identify the primary resource and decide if it will deploy to a matrix or an action plan.分成若干个小组，为您的组织制定第二层优先改善，它应当支持最高层优先改善。确定主要资源，判断将其部署到一个矩阵图还是应用于一项行动方案
Reconvene, evaluate, recommend changes, and provide feedback for the groups.对变化情况进行收集、评估并提出建议，向各小组提供反馈信息
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Sep 16, 2009
Annual
Breakthrough
Objectives年度突破性目标
Targets to Improve需要改善的指标
2nd Level
Improvement
Priorities第二层优先改善
RESOURCES资源
= Primary Responsibility主要职责
= Secondary Responsibility次要职责
5- WHO 5- 谁
4- HOW MUCH/WHEN 4- 多少/何时
Use dots to show relationship of Targets and Resources to the Improvement Priorities使用圆点来标示指标、资源与优先改善之间的关系
1- HOW FAR 1- 多远
3- HOW 3-怎样
Use dots as a check to make sure the Improvement Priorities & Targets
meet the goal and support the Annual Breakthrough Objectives
使用圆点作为核查手段，确保
优先改善、指标符合目的要求
并支持年度突破性目标
Top Level
Improvement
Priorities最高层优先改善
Use dots to show relationships between Improvement Priorities
and Annual Objectives使用圆点来标示优先改善与年度目标之间的关系
2- HOW 2- 怎样
Completing the Second Level PD Matrix
完成第二层战略部署矩阵图
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Improvement Priorities Cascade to the Point of Impact
优先改善过渡到冲击点
Second Level Policy Deployment
l
Primary Responsibility
m
Secondary Responsibility
RESOURCES
Target to
Improve
SECOND LEVEL – Plant/Business
第二层 – 工厂/业务
万里扬 Business System Office - Policy Deployment 1998
l
Primary Responsibility
m
Secondary Responsibility
Resources
Annual Breakthrough Objectives
3-5 Year
Breakthrough
Objectives
Target to
Improve
TOP LEVEL – Company/Group
最高层 – 公司/集团
POINT OF IMPACT - ACTION PLAN Engineer/Supv
冲击点 – 行动方案 工程师/主管人
Cascade as many times as
necessary to the Root Cause Level
按需要下降，降至根本原因层
Point of Impact - Action Plan The level where root causes are addressed! Action Plans can be initiated out of any matrix level.
冲击点– 行动方案
该层次中含有根本原因! 行动方案可以从任一矩阵图层次提出来。
POINT OF IMPACT
冲
击
点
Second Level Policy Deployment
l
Primary Responsibility
m
Secondary Responsibility
RESOURCES
Target to
Improve
ROOT CAUSE LEVEL- Sub Plant/Dept
根本原因层- 分厂/部门
Annual
Objectives
Breakthrough
Top Level Improvement Priorities
Second Level Improvement Priorities
Top Level Improvement Priorities
Top Level Improvement Priorities
Second Level Improvement Priorities
Third Level Improvement Priorities
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Stop and Create the Second Level PD Matrix
停下来，制定第二层战略部署矩阵图
FOR FIRST TIME POLICY DEPLOYMENT EXPERIENCE:为了获得第一次战略部署经验:
Break into groups and create the second level matrix for your organization.分成若干个小组，为您的组织制定第二层矩阵图
Use a transparency to display your suggested second level matrix.使用一张幻灯片对您提议的第二层矩阵图进行演示。
As a group, come to consensus on the second level matrices.作为一个团队，对第二层矩阵图达成一致意见。
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Step 4: Identify the impacts on the improvement priority and top level breakthrough objective
第 4步: 辨明对优先改善和最高层突破性目标的影响
Step 1: Determine actions & write on worksheets第1步: 确定行动并记录在工作表上
Step 2: Record ownership and timing of the actions第2步: 记录各项行动的负责人与时间
Step 3: What is the current status of the action. Color code background as red to show items past due.
第 3步:.该项行动的现状如何？在编码背景中填充红色，用来显示过期的项目
Create an Action Plan
For every Improvement
Priority at the Point of
Impact
在冲击点处为每个优先改善制定一项行动方案
Creating Action Plans制定行动方案
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If there are multiple TTI’s (metrics) for a single Improvement Priority, they are listed here in Core Objective如果某一单个的优先改善具有多重的TTI(韵律学)，就写在这里的中心目标。
Milestones are discrete events that indicate that action step has occurred重要事件是指那些表明行动步骤已经发生的事件
Planned date could become the revised date if there is a change to the original plans如果初始计划有所改变，计划日期可以是更新后的日期。
These are specific tasks to be accomplished, they are generally in chronological order for simplicity. Use outlining to better communicate.这些是需要完成的具体任务，它们是按年代顺序排列的，以便简单化。为了更好的沟通，可以采用大纲的形式。
Shade the month the action step is to be completed – shade several months if needed. Place “x” where activity actually takes place.在行动步骤将要完成的月份抹黑-如果必要就抹黑多个月份。在行动正在发生的地方填 “x”。
The impacts should sum to the improvement priority goal with specific numbers and/or actions影响应该是详细的数据和/或行动共计至优先改善目的。
Status should be:
Complete OR
On time OR
Past Due OR
% complete状况可以是:
完成 或
准时 或
过期 或
% 完成
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BOWLING CHART保龄球图
Action Plans Drive The Rate Of Improvement
行动计划推动了改善的进度
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Breakthrough Objective Attain competitive advantage in Delivery Performance
突破目标:
获得递送环节的竞争优势
Action Step 1:
Process Map the Current Method
第一步：把现有方案绘制成流程图
Action Step 2:
Develop Potential Solutions
第二步：开发潜在的解决方法
Action Step 3:
Design New Order Entry Process
第三步：设计新的订单输入流程
POINT OF IMPACT
POINT OF IMPACT
POINT OF IMPACT
Actions = Cause
行动 = 原因
Effect = Cause
效果 = 原因
Effect = Cause
效果 = 原因
Effect = Results!
效果 = 结果!
Action Steps Complete the Cause and Effect Chain
行动步骤完成了因果关系链
Top Level Improvement Priority:Use 精益 Tools to improve value stream of Engineer-to-Order Process
最高层优先改善:
使用精益工具来改进从设计到订货的价值流
Annual BT Objective #1:Streamline Engineer-to-Order Processes
年度突破目标一号:
从设计到订货流水线化
Second Level Improvement Priority:Implement Improved Order Entry Process
第二层优先改善:
实施改进后的订单输入流程
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Sep 16, 2009
Bowling Charts保龄球图
Targets To Improve are entered in priority order
根据重要
性的高低
顺序输入
改善指标
Planned targets are established for each month based on the overall Target to Improve. An actual that is a miss from the plan, is color coded red
在需要改进的总指标的基础上计划每个月的指标。 计划上没有完成的行动用红色标注。
2002 ACT – Enter the actual 2002 figure here (this could be an average from the year, or the number from December depending on the measure JOP – Jumping Off Point from which you started tracking the target YTD ACT – Each month this field gets updated (is repeated from the monthly field located to the right)
2002 ACT – 在这里输入2002年的实际数据
（它可以是当年的平均数据，也可以是12月
依靠测算得来的数据） JOP – 您开始追求指标的起跳点 YTD ACT – 每月更新这个空格
（在右边的每月的空格里重复）
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Second Level Policy Deployment
l
Primary Responsibility
m
Secondary Responsibility
RESOURCES
Annual Breakthrough
Objectives
Top Level
Improvement
Priorities
Targets to
Improve
SECOND LEVEL第二层
BOWLING CHART保龄球图
万里扬 Business System Office - Policy Deployment 1998
l
Primary Responsibility
m
Secondary Responsibility
Resources
Top Level
Improvement
Priorities
3-5 year
Breakthrough
Objective
Annual
Breakthrough
Objectives
Target s to
Improve
TOP LEVEL最高层
BOWLING CHART保龄球图
Bowling Charts Are Created For All Policy Deployment Matrices
可以为所有的战略部署矩阵绘制一个保龄球图
2nd Level
Improvement
Priorities
TOP LEVEL BOWLING CHART最高层保龄球图
Each Target Is Copied To The Top Level Bowling Chart
每一个指标都被复制到最高层保龄球图
Reduce New Prod. Dev. Cycle缩短新产品的开发周期
ANNUAL BT OBJECTIVES
年度突
破目标
TARGET
TO
IMPROVE
改善
指标
3-5 YEAR BREAKTHROUGH OBJECTIVE
未来3-5年
突破目标
TOP LEVEL
IMPROVEMENT PRIORITIES最高层优先改善
Increase Market Share to 60%市场分额增加至60%
Dev. Cycle to 120 Days by 12/95
RESOURCES
Production Department
Marketing Department
Engineering Department
Finance Department
Sales Department
Human Resources Dept.
Materials Department
= Primary Responsibility= 主要职责
= Secondary Responsibility= 次要职责
TOP LEVEL MATRIX最高层矩阵
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Measurement Systems测量系统
Key Performance Indicators
Measures how we are serving the customer TODAY
How we are meeting current expectations
主要工作表现（KPI）
衡量一下我们今天是如何为顾客服务的。
我们如何满足当前顾客的期待。
Policy Deployment Metrics
Measures how we are creating sustainable competitive advantage by striving for world class performance
战略部署(PD)韵律学
测算一下我们通过追求国际
水平的工作表现形成的
可持续竞争优势。
KPIs and PD Metrics may look the same – but must be kept separate and managed differently Do not use the same vocabulary for both tools
主要工作表现（KPI）和战略部署（DP）韵律学看起来差不多——但是必须彼此分开，区别对待。
不要用同样的词汇表述这两种不同的工具。
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Charting Data Helps You Better Interpret Results
把数据列入表格帮助您更好地解释结果
Must consider variation and not be binary
Forces managers to explain changes in trends and not noise
Is visual
Does not only focus on most recent history
Helps drive down to the root cause
必须考虑数据的变化，而不能使用双重标准
迫使经理们去解释出现了什么新的趋势而不是新的例外
直观性
不是只关注最近的情况
帮助挖掘最根本的原因
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Sep 16, 2009
BOWLING CHART保龄球图
万里扬 Business System Office - Policy Deployment 1998
l
Primary Responsibility
m
Secondary Responsibility
Resources
Top level
Improvement
Priorities
3-5
Breakthrough
Objectives
Annual
Breakthrough
Objectives
Target to
Improve
CONTROL CHART控制图
Tracking Results During The Implementation Phase
在实施阶段追踪结果是如何产生的
Tracking Charts MUST be developed and POSTED for each target on every PD Matrix
必须为每个战略部署矩阵的每项指标制作和张贴跟踪表格。
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What are Countermeasures?
可以采取那些对策？
Countermeasures are actions plans designed from problem solving techniques designed to bring you back to your PD target
Written for any monthly miss on Policy Deployment
Can also be required for KPIs based on the manager’s discretion
所谓对策是指将您带回战略部署指标，利用一系列解决问题的技巧而制定的行动计划。
将每月未完成的战略部署书面化。
也可以由经理来决定是否需要用于主要工作表现
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每月削减 $136,000 的根本原因是 (1) 估价工具延后, (2) 销售期望不足和 (3) 印刷发动机交付延迟.
根本原因:
什么
短期:
10/28/03
长期:
12/15/03
对策
多少 (影响)
$61
谁
短期:
MJF
长期:
JBR
RZ/ MJF
根本原因:
印刷发动机交付延迟
立即将Printos的kanban过程定为每季度一次,
目前是两年一次...对于生产来说频率不够
DW/HW
根本原因:
估价工具延后
短期:
安排另外的工程师完成估价工具(延后一个月),
及时为ITMA 展览作准备.
长期:
更正关口过程,使包括发展必要的垂直指标实施工具.
根本原因:
销售期望不足
执行UKT恤衫的销售指标出路…
每周两次与销售工程师一起跟踪销售指标.
第三层战略部署对策单
优先改善:
改善指标:
纺织品和陶瓷产品发展Printos销售的过程与组织
2003年将纺织品和陶瓷产品的Printos 价值 / 模块销售从 $100,000 提高至 $2,500,000
$48
何时
$27
10/15/03
10/22/03
Run Chart
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
2003 Plan
2003 Actual
2003 Plan
$0
$20
$3
$65
$65
$123
$345
$397
$286
$333
$400
$453
2003 Actual
$0
$21
$22
$61
$136
$164
$330
$350
$150
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
Pareto
(the "Why" you missed)
0%
10%
20%
30%
40%
50%
Percent
45%
35%
20%
Delayed
Evaluation Kit
Development
Insufficient
Sales
Prospects
Delayed Print
Engine
Delivery
运行图
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
2003 计划
2003 实际
2003 Plan
$0
$20
$3
$65
$65
$123
$345
$397
$286
$333
$400
$453
2003 Actual
$0
$21
$22
$61
$136
$164
$330
$350
$150
一月
二月
三月
四月
五月
六月
七月
八月
九月
十月
十一月
十二月
削减
(您失败的原因)
0%
10%
20%
30%
40%
50%
%
45%
35%
20%
估价工具延后
销售期望不足
印刷发动机交付延迟
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Root cause of $136k monthly miss is (1) Delayed Evaluation Kit Development, (2) Insufficient Sales Prospects and (3) Delayed Print Engine
Delivery.
Root Cause:
What
Short-Term:
10/28/03
Long-Term:
12/15/03
Countermeasures
How Much (Impact)
$61
Who
Short-Term:
MJF
Long-Term:
JBR
RZ/ MJF
Addressed Root Cause:
Delayed Print Engine Delivery
Execute kanban re-sizing process for Printos at once per quarter
frequency (currently twice-per-year…which is not frequent
enough for ramping production).
DW/HW
Addressed Root Cause:
Delayed Evaluation Kit Development
Short-Term:
Assign additional Engineer to complete evaluation
kit development (delayed one month) in time for ITMA show.
Long-Term:
Update Tollgate process to include Engineering
development for necessary targeted-vertical launch kits.
Addressed Root Cause:
Insufficient Sales Prospects
Execute Sales Funnel Targets for UK 'T' Shirt outlet…twice per
week follow-up on Sales Funnel Targets with Sales Engineer.
第三层战略部署对策单
Improvement Priority:
Targets to Improve:
Process and organization to grow Printos sales in textiles and ceramics
Increase Printos valve/module sales in textiles & ceramics from $100k to $2,500k in 2003
$48
When
$27
10/15/03
10/22/03
Run Chart
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
2003 Plan
2003 Actual
2003 Plan
$0
$20
$3
$65
$65
$123
$345
$397
$286
$333
$400
$453
2003 Actual
$0
$21
$22
$61
$136
$164
$330
$350
$150
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
Pareto
(the "Why" you missed)
0%
10%
20%
30%
40%
50%
Percent
45%
35%
20%
Delayed
Evaluation Kit
Development
Insufficient
Sales
Prospects
Delayed Print
Engine
Delivery
Run Chart
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
2003 Plan
2003 Actual
2003 Plan
$0
$20
$3
$65
$65
$123
$345
$397
$286
$333
$400
$453
2003 Actual
$0
$21
$22
$61
$136
$164
$330
$350
$150
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
Pareto
(the "Why" you missed)
0%
10%
20%
30%
40%
50%
%
45%
35%
20%
Delayed Evaluation Kit
Development
Insufficient Sales
Prospects
Delayed Print Engine
Delivery
集中于关键的
几点...可以不用
在30天内达到100%
必须在“冲击点”!
必须表明削减的原因,
而不是“在哪里”,必
须找到根本原因!
实行计划表, 与
PD人员的实际的
相同的数据比较
清楚地指出负
责人和时间!
将影响量化!
是否足够?
有时您可能需要
短期和长期的对策
可能需要更多的削减
详细说明根本
原因,将削减量化
知道连接战略部署的
“带子”!
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Summary总结
Create a bowling chart for every top level and second level matrix
Create an action plan for every improvement priority at the point of impact
Without action plans, there is no policy deployment
Use Value Stream Mapping to identify your action steps
为每一个最高层和第二层矩阵绘制一张保龄球图
在冲击点为每个优先改善绘制一张行动计划表。
没有行动计划，就没有战略部署。
使用价值流绘图来确定您的行动步骤。
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Do a Monthly Review of Your Action Plan
为您的行动计划作月度评估
Policy Deployment meetings are held monthly (a meeting for each PD matrix)
Countermeasures are fact based (show me the data!)
Countermeasures are specific, with due dates and responsibilities listed
Problem solving tools are used to determine countermeasures
PD targets are measured frequently enough to provide adequate data
每月召开战略部署会议（为每一个战略部署矩阵开一次会）
对策是以事实为基础的（给我看数据！）
对策是有针对性的，列出具体日期和任务。
使用解决问题的工具来决定对策。
要经常性地测算战略部署指标，以提供足够的数据。
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Sep 16, 2009
为当天的PD评估制定推进日程
财务评估
战略部署
- 推进的障碍，主要的预先确定的题目
- 已经确立的PD推进方法
- 新产品开发
- 其余PD元素 (质量, 交付,成本)
主要工作表现KPI
人/组织相关事项
其他业务
5%
15%
60%
20%
月度 PD/OPS 评估日程格式
月度战略部署一般是8小时的会议
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The session begins by first establishing the growth agenda “show me the major growth initiatives for today’s review”
The agenda must incorporate PD growth initiatives and broader top level issues which limit our potential, ., “what’s holding you back from growth” or topics which will stimulate a much broader examination of how we can grow:
- Culture - Technology developments
- Investment $’s/people - Customer/ dist. trends
- Skills/capacity assessment - Commercial strategy
PD begins with top level issues or broader pre-established growth topics and then moves to established growth initiatives contained within the team’s PD
PD then transitions to other SQDC initiatives before moving to KPI’s
会议开始，首先要制定推进日程 “今天的评估, 让我看看主要的推进方法”
这个日程表必须包含PD推进方法和束缚我们的发展潜力的涵盖面更大的最高层次的问题，
例如“是什么妨碍了你们推进政策的执行？”或者能激发我们对如何推进战略部署进行更广
泛的探讨的话题：
- 文化 - 技术进步
- 财力/人力投资 - 顾客/地区发展趋势
- 技能/资格评估 - 商业策略
PD从最高层次的问题或更广泛的预先设定的与增长相关的题目开始，然后转移到小组在
战略部署过程中已经确立的推进方法
PD然后将话题过渡到其他SQDC上，之后来到主要工作表现KPI
Setting the Tone Expectations for Future Reviews
为将来的评估设定预期基调
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PD推进日程
日历——示例
-
·
推进日程有两个组成部分
-
PD矩阵中重点标记的主要突破点
s
-
影响我们实现增长的能力和机会的各种因素
·
影响增长的因素存在的范围可能非常广泛。例如需要用更多时间讨论的日常工作/主要工作表现的相关
元素。
·
由团队决定与其业务相关的重点，以及合适的总结周期/时间。为了进行最充分的讨论，并提供
足够的准备时间，这些话题应该在年初就写在日历上。
主要因素
J
F
M
A
M
J
J
A
S
O
N
D
1) 产品的实地测试
X
X
2）技术发展趋势
X
3) 推进工具评估
X
X
4) 主要的顾客/渠道发展趋势
X
5) 进行市场评估
X
6) 新的相邻市场分析
X
·
为了有足够的讨论时间，小组可以改变开始/结束的时间.
尽早作准备并分发材料能提高会议的质量和效率
·
一般而言，如果您正确对待影响我们推进PD的因素，那么您实现PD目标的能力就会得到提高或帮助。
·
有时候，一个因素被写进PD计划，并每月进行评估。这取决于主席和执行官或执行副总裁的决定。
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Sep 16, 2009
Top Management’s Role in Monthly .
最高管理层在月度PD中的作用
Conduct lively . sessions that test people’s understanding. Information must be fact-based.
Evaluate effectiveness of specific projects & action plans
Evaluate effectiveness of the overall improvement process
Decide when to take action & what type of action to take
主持气氛活跃的PD会议，试探人们的想法。所有信息必须以事实为依据。
评价特定项目或行动计划的成效
评估整个改善进程的成效
决定什么时候采取行动，以及采取哪一类行动
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Sep 16, 2009
Diagnosis by Top Management
最高管理层的诊断
Determine the degree to which targets are being met.
Are good results sustainable?
What are causes of bad results?
Then look not only at results, but the process of achieving results.
Is improvement process inadequate?
确定目标实现的程度
好的结果是否可持续？
导致坏结果的原因是什么？
然后，不要只看结果，而要看
形成结果的过程。
改善的进程是否适当？
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Sep 16, 2009
Should PD be Changed in Mid-Year?
是否应当在年中修改PD？
Rules of Thumb:
Significant Business Issues
Important Market or Competitor Intelligence
Improvement Priorities Completed or Ineffective
Unachievable Goals Not Usually Changed
Must be approved by EVP or Group Exec.
经验之谈:
重要的业务问题
重要的市场消息或竞争情报
优先改善已经完成或没有取得成效
通常无法改变的不可实现的目标
必须得到执行副总裁或小组执行官的批准。
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Sep 16, 2009
我在多大程度上实现了改善指标？
列出每一个指标
在指标旁边画一个 表示已实现。
在指标旁边画一个 表示有所改善，但没有达到预期的目标 (阴影的大小表示改善的程度）
在指标旁边画一个 表示完成得较差
年度评估程序 自我诊断
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Sep 16, 2009
Annual Review Process Evaluate Your PD Process
年度评估程序评估您的PD程序
Did I do PD effectively?
Is process sustainable, and does it move to daily management?
Did we apply resources effectively?
Were PD matrices deployed to proper level? (Too many? Not enough?)
Did we drive PD down to the action plan level?
Did we appropriately use 精益 tools?
Did our goals change during the year because of customer or business issues that pulled us off our goal?
Did we put in sustainable processes or did we get short-term results?
Were our monthly PD reviews effective or do they need to be changed in structure?
Did we just dust the matrix off at the end of the year, or did we track it month to month?
我是否有效地完成了PD?
这个过程是否可持续，是否已经融入了每天的管理活动？
我们是否有效利用了资源？
PD矩阵是否设置在合适的层次？（太多？不够？）
我们是否把PD落实到了行动计划的层面？
我们是否正确使用了精益工具？
我们的目标是否因为顾客问题或业务问题在年中发生改变？
我们是建立了可持续的流程，还是取得了短期的效果？
我们的月度PD评估是否有效？是否有必要进行结构调整？
我们是只在年底把矩阵拿出来做做样子，还是每个月都以此为参照？
* of 133
Sep 16, 2009
Summary总结
11 Policy Deployment Reminders
11 条战略部署提示
* of 133
Sep 16, 2009
Reminder #1提示 #1
PD drives strategy & implementation, but not exclusively.
Linkage between strategy & execution.
Strategic breakthrough management process…communication & measurement.
Not the only management lever (we also have KPIs, Financials, PPG).
PD 推动的是策略和执行，但不排外。
连接策略和执行。
战略突破管理程序…沟通与测量。
并不仅仅是管理杠杆（还包括KPI，财务，PPG）。
* of 133
Sep 16, 2009
Reminder #2提示 #2
PD is not the same as Daily Management.
PD Metrics measures how we are creating sustainable competitive advantage.
KPIs measure how we are serving the customer today…how we’re meeting current expectations.
Don’t use the same vocabulary for both.
PD 并不等同于日常管理。
PD韵律学测量我们是怎样创造可持续的竞争优势的。
KPI测量我们今天是怎样为顾客服务的…我们是怎样满足顾客当前期望的。
两者不要使用同样的词汇。
* of 133
Sep 16, 2009
Reminder #3提示 #3
PD targets should always exceed budgets. Have to maintain that stretch.
PD指标应该始终超出预算。必须保持延展性。
* of 133
Sep 16, 2009
Reminder #4提示 #4
KPIs + Financials = Foundation for PD. Today’s breakthrough is tomorrow’s KPI.
KPI + 财务 = PD的基础.
今天的突破就是明天的KPI。
* of 133
Sep 16, 2009
Reminder #5提示 #5
PD drives resource allocation.
Need to be clear about allocating resources around breakthroughs.
Top/middle management focus on breakthroughs.
Supervisors and associates focus on daily management.
We all focus on kaizen.
PD 推动资源分配。
应该明确如何围绕突破分配资源。
高级/中级管理层关注突破。
主管和同事关注日常管理。
我们都关注持续发展。
* of 133
Sep 16, 2009
Reminder #6提示 #6
PD drives processes, not project management.
A process that facilitates the creation of results-oriented business processes with sustained improvement that result in sustained competitive advantage in QDCI.
PD 推动程序，而不是项目管理。
它是一种程序，它帮助创造以效果为导向的可持续改善的业务流程，以创造QDCI的可持续竞争优势。
* of 133
Sep 16, 2009
Reminder #7提示 #7
Quality, not Quantity.
You are asking an organization do difficult and important work. Calibration is key. Have to focus on the critical few. Don’t bite off too much.
质量，而不是数量。
您正在要求一个组织执行一个既困难又重要的工作。标度是关键。必须关注少数最重要的部分。不要覆盖太多。
* of 133
Sep 16, 2009
Reminder #8提示 #8
You can’t fake PD.
Matrices without bowlers, action plans, corrective actions and countermeasures, and PD reviews are meaningless.
您不能伪造 PD.
如果没有保龄球图、行动计划、纠正行动和对策、PD评估，矩阵就没有意义。
* of 133
Sep 16, 2009
Reminder #9提示 #9
Use the appropriate tools in the PD workbook (action plans, countermeasures, etc.)
在PD工作手册中使用适当的工具（行动计划，对策，等等。）
* of 133
Sep 16, 2009
Reminder #10提示 #10
Breakthroughs are meant to be difficult.
Achievement ought to be extraordinary! PD, like life, doesn’t happen in 12-month increments.
突破将会遇到困难。
成就应该是非凡的！PD，就像是生命，它不是12个月的累积。
* of 133
Sep 16, 2009
Reminder #11提示 #11
PD should be fun!
Will be tough... shouldn’t kill people in the process.
PD 应该是有趣的!
将是艰苦的…但不要把人杀死。
* of 133
Sep 16, 2009
If you always do what you always did, you always get what you always got!!
如果你总是做你以前总做的事情，你就总是会得到你以前总得到的结果！！
Unknown Wise Man
—无名智者
* of 133
Sep 16, 2009
Appendix A附录 A
Examples of Policy Deployment Level I and Level II Matrices
Bowling Charts
Action Plans
Countermeasures
Taken from Videojet Technologies
战略部署举例 第一层和第二层矩阵
保龄球图
行动计划
选自伟迪捷科技
* of 133
Sep 16, 2009
最高层PD矩阵- 2003
修订:
l
l
执行11, 现在是10-7 / 没有业务中断
l
m
m
l
m
m
l
明确过程与组织, 并排除根本原因
l
m
m
m
m
m
l
l
m
m
l
执行GLOCAL程序, 以改善DSO
l
l
l
l
l
l
l
l
在全球供应链中执行标准的牵引系统
l
l
l
l
l
l
l
m
l
m
m
l
减少OPS成本的程序 ( 如: 精益, LCRS, PPV, 担保, MFG 变化)
l
l
m
m
m
l
l
执行VJ/W 综合计划以减少成本
l
l
l
l
l
l
l
l
m
m
l
m
l
l
保持, 恢复, 代替和报告全球IB的程序和地方组织
l
l
m
l
l
l
l
m
m
l
l
美国销售团队执行定单的各方面的程序和组织
l
l
m
l
l
在全球和美国的多区域帐目中发展销售的程序和领导责任
l
l
m
l
m
m
m
l
l
在地方性的垂直市场中提高销售的程序和组织
l
l
m
l
l
l
l
m
l
l
培养/ 激励/管理全球销售CIJ和非CIJ的程序
l
l
l
l
l
l
l
l
m
l
l
迅速开发和投入成功产品的程序和组织
l
m
m
m
m
m
m
m
l
m
m
m
在2003年12月31日之前改善担保成本占销售的比例, 从%到%
在2003年12月31日之前改善迅速工作资金从到
在2003年12月31日之前改善操作收入从 % 到 %
在2003年12月31日之前减少1382万美圆的重建成本, 2004年为2860万美圆
在2003年12月31日之前发展年销售额 / 改善全球 MS 从 42800万美圆/19% 到 47430万美圆/20%
在2003年12月31日之前提高新设备的销售额从% 到%
2003年CIJ 设备的销售额从 9925万美圆到 11207万美圆
2003年非CIJ设备的销售额从3181万美圆到4490万美圆
在2003年12月31日之前提高区域性垂直市场销售额增加值 1000万美圆
在2003年12月31日之前提高全球目标市场收入从1054万美圆到万美圆 (10%)
在2003年提高每位美国销售员的销售额20%
在2003年12月1日之前提高IB收入从25001万美圆至26680万美圆
在2003年减少销售/操作成本万美圆
在2003年减少 OPS 成本万美圆
在2003年12月31日之前改善存货从 到
2003年期间平均改善OTD 从75%到 90%
在2003年12月31日之前改善 DSO 从 到
在2003年12月之前减少担保成本从 % 到 % 设备+部件销售
继续 11i , 在 3Q03无中断地结束后.
欧洲地区主席 - Robert Willett
VP 销售美国 & 加拿大 - Randy Fitzhugh
VP销售亚洲 (日本, 韩国,澳大利亚) - Phillip Wescott
VP销售亚洲 (除了日本,韩国,澳大利亚) - Sam Dajanii
VP销售拉丁美洲 - Sergio Brown
VP 市场 - Mike Weatherred
高级 VP 操作 - Bruce Graham
VP 新产品开发 - Jerry Robertson
VP 财务 - Mark Kuhn
VP信息技术 - Rick Hoffmann
VP 技术解决和支持 - Kevin Lewis
VP 人事 - Bruce Ralph
l
2005年发展年销售额 / 改善全球MS 从2002年的 42800万美圆/19% 到2005年的55400万美圆/22%
l
l
l
l
l
l
l
l
l
l
l
重建VJ-W, 以在2004年减少2860万美圆年度成本
l
l
首要职责
l
改善操作收入从2002年的%到2005年的%
l
l
l
m
l
改善迅速工作资金从2002年的到2005年的
l
l
l
l
担保成本占销售的比例从2002年的%到2005年的%
l
次要职责
01-31-03 J
资源
最高层优先改善
未来3-5年的
突破目标
年度突破目标
改善指标
* of 133
Sep 16, 2009
MISS
MISS 月
HIT YTD
PD第一层保龄球图
HIT
优先改善
2002
JOP
2003 YTD
ACT
一月
二月
三月
四月
五月
六月
七月
八月
九月
十月
十一月
十二月
%
计划
%
%
%
%
%
%
%
%
%
%
%
%
%
行动
%
%
%
%
%
%
%
%
%
%
$
计划
$
$
$
$
$
$
$
$
$
$
$
$
$
行动
$
$
$
$
$
$
$
$
$
$
$
计划
$
$
$
$
$
$
$
$
$
$
$
$
$
行动
$
$
$
$
$
$
$
$
$
$
$
计划
$
$
$
$
$
$
$
$
$
$
$
$
$
行动
$
$
$
$
$
$
$
$
$
$
$8,220
计划
$765
$765
$955
$765
$765
$955
$765
$765
$955
$765
$765
$955
$7,799
行动
$722
$965
$1,604
$759
$900
$610
$550
$745
$686
$258
$18,209
计划
$1,694
$1,694
$2,117
$1,694
$1,694
$2,117
$1,694
$1,694
$2,117
$1,694
$1,694
$2,117
$16,667
行动
$1,033
$1,269
$1,832
$1,333
$1,381
$1,473
$1,402
$1,583
$1,554
$3,807
$
计划
$
$
$
$
$
$
$
$
$
$
$
$
$
行动
$
$
$
$
$
$
$
$
$
$
$
计划
$
$
$
$
$
$
$
$
$
$
$
$
$
行动
$
$
$
$
$
$
$
$
$
$
$
计划
$
$
$
$
$
$
$
$
$
$
$
$
$
行动
$
$
$
$
$
$
$
$
$
$
$7,080
计划
$708
$708
$708
$708
$708
$708
$708
$708
$708
$708
$708
$708
$7,368
行动
$276
$506
$1,825
$758
$667
$952
$678
$825
$189
$692
计划
行动
90%
计划
86%
88%
90%
90%
90%
90%
90%
90%
91%
92%
92%
93%
86%
行动
89%
92%
90%
89%
85%
82%
78%
80%
87%
92%
计划
行动
%
计划
%
%
%
%
%
%
%
%
%
%
%
%
%
行动
%
%
%
%
%
%
%
%
%
%
CRP4
完成
计划
HR
生产
CRP1
完成
CRP2
完成
负荷
平衡完成
CRP3
用户接受
升级完成
CRP4
完成
CRP5
完成
All CRP
解决
CRP5 &
培训
完成
Go Live
CRP4
解决
行动
HR
生产
Miss
CRP1 (Svc)
Miss
CRP2 (Svc)
负荷平衡
完成
CRP3
用户未
接受
升级进行中
完成
CRP4
移至八月
CRP4
完成
CRP5
移至10月
CRP4
解决
CRP5 &
培训结束
01-31-03 I
在3Q03无中断结束
后, 继续11i
N/A
在2003年期间改善OTD
平均从75%到90%
75%
%
在2003年12月31日之
前改善DSO从到
在2003年12月之前减少担保成本
从%到%设备+部件销售
%
$
在2003年12月31日之前提高新
设备的销售额从%到%
在2003年12月31日
之前改善存货从到
2003年CIJ设备的
销售额从9925万美圆
至11207万美圆
2003年非CIJ设备的销
售额从3181万美圆至
4490万美圆
在2003年12月31日之前提高
在地区性垂直市场的销售额增
加值1000万美圆
在2003年12月31日之前提高在
美国和加拿大多区域市场的收
入从万美圆到1143万美圆(
15%)
在2003年减少销售和操作成
本1382万美圆
在2003年12月31日之前提高全
球收入从1054万美圆到
万美圆(10%)
在2003年每个美国销售员
提高销售20%
在2003年12月1日之
前提高IB收入从25001
万美圆到26680万美圆
在2003年减少OPS
成本万美圆
N/A
N/A
$
$
$9,939
N/A
$11
$
* of 133
Sep 16, 2009
第二层PD矩阵- 操作人员 - 2003
JJ
l
l
执行客户满意改善程序
l
l
l
l
l
m
l
改善印刷程序和石弓外部质量
l
l
l
m
m
l
执行质量担保程序
l
l
m
m
m
m
m
l
m
l
执行内部质量改善程序
l
l
m
l
l
l
m
m
l
全球供应链执行牵引系统
l
l
m
l
l
l
l
m
m
m
m
l
执行运送和物流改善程序
l
m
m
l
m
l
m
m
l
执行生产力平台程序
l
l
l
m
l
l
l
l
l
m
m
l
执行PPV改善程序
l
l
l
执行LCRS+LCRP(DHR+VJ)的调整的下部结构
l
m
l
l
l
执行OPS特殊VJ/W综合计划
l
l
l
l
l
l
l
l
l
l
Bruce Graham
John Bagnuolo / Pat Robertson
Pete Papantos /Harry Cappendijk
Tim Milligan
Saw Guan
Lou Vodopivec
Kevin Steffens
Jim Stewart
John Sekowski
l
在2003年12月31日之前减少重建成本1300万美圆, 2004年2500万美圆
l
在2003年12月31日之前改善运行收入从%到%
l
首要职责
l
在2003年12月31日之前改善迅速工作资金从到
m
次要职责
l
在2003年12月31日之前改善担保成本占销售额的比率从%到%
资源
01/02/03
REV.
第二层优先改善
年度突破
目标
最高层优
先改善
改善指标
* of 133
Sep 16, 2009
MISS
REV.
JJ
MISS month
HIT YTD
OPS 第二层 PD 保龄球图
HIT
优先改善
2002
JOP
2003 YTD
ACTUAL
一月
二月
三月
四月
五月
六月
七月
八月
九月
十月
十一月
十二月
$3,310
计划
$0
$10
$100
$300
$400
$500
$600
$700
$700
$700
$730
$740
$3,981
行动
$48
$44
$161
$234
$416
$978
$564
$727
$809
$6,493
计划
$475
$510
$750
$660
$690
$840
$750
$768
$1,050
$900
$1,020
$1,425
$8,620
行动
$346
$412
$833
$867
$539
$984
$1,580
$1,271
$1,788
$4,275
计划
$350
$425
$475
$475
$475
$500
$475
$525
$575
$625
$725
$775
$3,733
行动
$233
$418
$487
$286
$435
$376
$473
$483
$542
$0
计划
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1,622
行动
$440
$678
$330
-$169
$323
-$68
$161
$22
-$95
$3,753
计划
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$417
$5,927
行动
$721
$506
$739
$704
$411
$586
$791
$572
$897
$981
计划
$920
$935
$950
$965
$980
$996
$1,011
$1,028
$1,045
$1,062
$1,079
$1,087
$1,013
行动
$882
$895
$978
$949
$1,043
$1,059
$1,165
$1,023
$1,120
$722
计划
$25
$79
$89
$83
$83
$93
$87
$87
$96
$90
$90
$98
$1,195
行动
$96
$110
$129
$144
$145
$147
$130
$147
$147
计划
行动
%
计划
%
%
%
%
%
%
%
%
%
%
%
%
%
行动
%
%
%
%
%
%
%
%
%
39,138
计划
50,878
47,943
45,008
42,073
39,138
36,203
33,268
30,333
27,398
24,463
21,528
21,250
66,341
行动
104,861
76,694
44,393
40,644
53,479
88,041
79,477
59,153
50,328
14,550
计划
18,910
17,820
16,730
15,640
14,550
13,460
12,370
11,280
10,190
10,000
10,000
10,000
12,838
行动
19,339
21,762
11,815
6,688
14,840
10,636
10,671
11,703
8,088
%
计划
%
%
%
%
%
%
%
%
%
%
%
%
%
行动
%
%
%
%
%
%
%
%
%
69,600
计划
86,000
81,900
77,800
73,700
69,600
65,500
61,400
57,300
53,200
49,100
45,000
43,000
114,012
行动
67,308
129,450
103,448
115,942
113,861
103,125
136,125
140,127
116,719
$281
计划
$384
$358
$332
$307
$281
$255
$229
$203
$177
$152
$126
$100
$477
行动
$227
$266
$382
$572
$434
$435
$497
$608
$876
15,344
计划
20,000
19,000
18,000
17,100
15,000
14,000
13,000
12,000
10,000
8,000
6,000
4,000
26,916
行动
19,020
11,813
25,328
26,337
29,957
29,423
21,037
35,812
43,520
86%
计划
81%
82%
84%
85%
86%
87%
89%
90%
91%
92%
94%
95%
67%
行动
81%
78%
67%
53%
55%
73%
65%
66%
69%
计划
行动
95
计划
119
113
107
101
95
89
83
77
72
66
58
30
151
行动
157
101
73
55
57
274
92
156
390
计划
行动
N/A
20,000
在2003年12月31日之前改善担保成本占销售额
的比率从%到%
%
在2003年12月之前提高战略供应商
PPM的50%(20K-10K PPM)
在2003年12月之前第一次通过设备的质量
从到
53,813
在2003年综合节约548万美圆
改善2003年生产变化从483万美圆至0美圆
在2003年PPV从310万美圆至640万美圆
在2003年12月之前改善产品OOB质量,
从86KPPM 到43KPPM
86,000
在2003年12月之前改善印刷程序的外
部质量的75%(384美圆-100美圆/单位)
在2003年12月之前改善石弓外部质量的
75%(25K-4K PPM)
25,000
$384
在2003年12月之前减少客户问题解决
时间(非质量)的75%(125-30小时)
125
在10秒内改善服务等级, 从77%到95%
77%
减少报价时间从4个小时到2个小时
在2003年12月之前增加每个销售员的销
售额的20%, 从906000美圆到1087000美圆
在2003年12月之前减少其他生产成
本从8754美圆至5000美圆
$906
在2003年12月之前改善存货从到
$3,081
$4,830
在2003年LCRS改善从620万美圆至1330万美圆
$6,200
$8,754
在2003年12月之前运送和物流节约费用
从104000美圆到100万美圆
$104
客户需求的满足比率从76%到90%
%
改善客户满意度的每月测量值的25%
N/A
3-Dec-2003
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OPS LII PD AP Example Page 1 of 1 (partial listing of all items)
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Welcome
Welcome to the class.
Go over any housekeeping if necessary (bathrooms, breaks, etc.).
欢迎
欢迎同学们参加课程学习.
如果有必要的话，介绍周围环境（如卫生间、休息室在哪里等等).
Participant Handbook Review
When ice breaker is complete, review how to use the participant handbook. Instruct them that the pages are identical to the slides you will show. It will be important to take notes in the white spaces of the pages. This will be yours to keep and you can mark it up as needed.
对培训手册进行介绍
在破冰船结束后，向同学们介绍如何使用培训手册。告诉他们，手册上的页码和幻灯片的的页码是一致的。告诉他们在手册的空白处做笔记是非常重要的。他们将保留自己的手册，所以可以根据需要在上面做记号。
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SAY: “On this slide you see a car that needs to make it to the top of the road. What is standing in its way?” (boulders of various sizes).
“Ok- Now what is really standing in its way?” (emphasize the the car can drive over the small rocks and pebbles, but will really need to figure out how to get around the big boulders).
Ask- “What about the boulders off of the road itself? Do these pose any problem?” (no)
FOR A BEGINNNER LEVEL CLASS -
Ok- turn this simple picture into a situation. Let’s say that our breakthrough or ultimate objective is to be a strong swimmer. In order to do that, there will be may “boulders” we have to remove to get to our vision. What do you think a big boulder might be? (. passing a test to swim in the deep end of a pool). What do you think a small rock or pebble might be? (getting swimwear, finding a place to swim). What do you think a boulder or rock off to the side of the road might be? ( getting a swimming pool).
See how the little rocks or pebbles, or the rocks off to the side of the road are really not what is going to get us to our objective. The small rocks on the road are relatively easy to overcome, and the rocks off to the side don’t even need to be examined at this point.
FOR AN INTERMEDIATE CLASS –
Have the class provide you with an example of a huge goal or vision. Then have them answer what the rocks and boulders may be.
Ask class “How can this relate to Policy Deployment?” (if some have been through class before, they may be able to answer, for those who are brand new to the subject, you will need to provide the answer).
“With Policy Deployment we only focus on the Big Boulders or rocks for removal so that we can meet our big objective (breakthrough). We do not want to spend time focusing on the small rocks or pebbles because they really don’t stand in our way and they can cause us to lose our focus and spend time, money, and resources on things that are a distraction to our breakthrough.”
“Our ultimate goal of this Policy Deployment Training is to help you learn the necessary tools and thinking to help you identify what is breakthrough for your organization and how to get there.”
说: “在这张幻灯上大家可以看到一辆要爬上山坡的汽车。有什么在挡住它上坡的路呢？”（大大小小的石头）。“
“好的。那么现在我要问大家真正挡住它的路的是什么？”（强调说汽车可以从小的岩石和卵石上开过去，它需要真正解决的问题是如何绕过那些大石头）”
提问：“那些路边的石头呢？它们会带来麻烦吗？”（不会）
对于初级水平的班级
把这幅简单的画转换成一个情境。比如说我们的突破或者说最终的目标是成为一个强健的游泳好手。为了实现这一目标，会有很多我们要搬掉的石头，要克服的困难。您觉得很大的石头会是什么？（如通过考试，获准在深水区游泳。）您觉得小岩石和卵石会是什么？（得到泳装，找地方游泳。）您觉得路边的石头会是什么？（得到一个游泳池。）
通过这个例子，让大家明白搬掉小石头和路边的石头并不能让我们实现目标。路上的小石头相对来说比较容易跨过去，路边的石头在这个时候更是没有必要看一眼。
对于中级水平的班级
让学生说出一个宏伟目标或愿景。然后让他们回答困难可能会是什么。
提问“这和战略部署有什么关系？”（如果有学生原来学习过战略部署，他们或许能够回答。对那些第一次接触这个题目的学员，您需要提供答案。）
“在战略部署中，我们仅仅关注需要搬开的大石头，搬开了这些大石头，我们才能实现宏伟的目标（突破）。我们不想在小岩石和卵石上浪费时间，因为它们并没有挡我们的路，关心它们只会使我们失去中心，在和突破没有关系的事情上浪费时间、金钱和资源。
“战略部署培训的终极目标是帮助你们掌握一些必要的工具，以确定你们组织的突破是什么以及如何实现这一突破
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SAY: “Breakthrough is very different than kaizen.”
DO: Make sure the class is familiar with the following definitions:
Definitions
Results Oriented - defined as processes that are sustainable and achieve results.
Quality-The degree of excellence of a product, process, or service.
Delivery-To deliver value to your customer.
Cost-The relative costs of conducting business.
Innovation
说:“突破和持续改善有很大不同。”
做: 确定全体学员对下面的定义非常熟悉:
定义
以结果为导向的 — 持续的、能达到结果的过程
质量 — 某个产品、过程或服务的优秀程度
交货 — 将价值送给您的消费者
成本 — 从事商业活动的相对成本
创新
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SAY: “All Breakthrough is built on the foundation of Daily Management. We are building PROCESSES, not chasing numbers.”
SAY: “This chart displays the effects of Policy Deployment on an organization. This figure shows how Policy Deployment along with Kaizen (continuous improvement) will raise the baseline each year until the breakthrough objectives are reached. Once the breakthrough objectives are reached, that level now becomes the beginning baseline for further kaizen.
Policy Deployment ensures that a company remains focused, aligned, and proactive, and retains a sense of urgency.
Policy Deployment will build a sustainable competitive advantage. The key emphasis is SUSTAINABLE. This will produce superior customer satisfaction, major improvements in quality, delivery, and cost (QDC), results that are tied to the strategy, and multi-functional teamwork.”
Policy Deployment forces an organization to decide what and what not to focus on.
说：“所有的突破都是建立在日常管理的基础之上。我们要建立工作流程，而不是追求数字。”
说：“这个图表表现的是战略部署对于一个组织的影响。它显示出战略部署和持续改善（逐步改善）是怎样一起将基数逐年提高，直至突破性目标实现的。一旦突破性目标实现，现有的水平又成为进一步持续改善的开始基数。”
“战略部署使公司中心明确、目标一贯，积极主动，而且居安思危。”
“战略部署将为公司建立起可持续的竞争优势。这里的关键是‘可持续’。战略部署将使顾客得到极高的满足感，使质量、交货和成本（QDC）都得到很大进步。取得这样的成绩也和战略以及多功能的团队合作有关系。”
战略部署迫使一个组织确定应该以什么为中心和不应该以什么为中心。
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SAY: “Policy Deployment is a good tool for communication... It gets everyone on the same page for what is or is not important.”
Cover these points:
Policy Deployment is used to align targets and means throughout the organization. This means aligning objectives and resources.
Everyone knows their place and how they fit into the “big picture” from the Strategic Plan to the Point of Impact.
The term for Policy Deployment in Japanese is Hoshin Kanri.
The literal translation is:
Hoshin – compass Kanri – management
The loose translation is:
“pointing direction”
PD is about FOCUS!
说：“战略部署是交流的良好工具…… 它使每个人都清楚什么事情重要，什么事情不重要。”
要涉及这些要点：
战略部署的作用是使整个组织的指标一致、手段一致。这意味着使目标和资源的分配保持一致。
每个人都清楚自己的位置，都明白自己在从战略规划到效果点的过程中发挥什么作用。
日语中的战略部署是 Hoshin Kanri.
直译就是：
Hoshin – 罗盘 Kanri – 管理
随意一点，可以译作：
“指明方向”
战略部署就是中心！
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DO: Review slide. Inform group that these are words taken directly from the CEO, Culp. Every time he looks at your strat plan he is going to ask these questions, and look to find the answers in your strat plan.
做：对这张幻灯片进行评论。告诉小组这些话是CEO, Culp说的。每次他看您的战略规划的时候都会问这些问题，并在您的战略规划中寻找对这些问题的回答。
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SAY: “The Policy Deployment Matrix is done literally out of Strategic Planning. Level 1 with the Budget, Level 2 done in December with Action Plans. Senior management transitions into 2004 in 2003 4th quarter. Leadership team should be thinking 2004 after the Strat review.
So where does everything fit? Where are you at right now? (In between the blue strategic plan arrow and the PD process box).
VOC- Voice of the Voice of the Customer drives the Strategic Plan.
The Strategic Plan drives your Policy Deployment breakthroughs.
The Policy Deployment breakthroughs drive World Class Performance in Q,D,C, and G.
End of the Strategic Plan - At the conclusion of the Strategic Plan, a series of objectives targeted to meet the ultimate vision of the company has been developed and prioritized.
Beginning of Policy Deployment - Policy Deployment begins with identifying the company’s vision, which has been done in the strategic plan. The next phase is to identify the 3-5 year breakthrough objectives for the company. These breakthrough objectives should “fall out” of the strategic plan. However, the strategic plan may include objectives that are not breakthrough objectives, or may include too many breakthrough objectives.
For Policy Deployment, the top 3 or 4 breakthrough objectives should be chosen from the Strategic Plan’s list of objectives.”
说： “战略规划之后，就直接进入战略部署。一级部署和预算一起进行，二级部署在12月份和行动计划一起进行。在2003年的第四季度，高级管理向2004年过渡。对战略规划进行评估后，领导队伍就应该考虑2004年的事情了。
那么，事情现在进展如何？现在您处于哪个阶段呢？（在战略规划的蓝色箭头和战略部署过程方块之间。）
顾客意见－－ 顾客的声音。顾客意见是战略规划的推动力量。
战略规划推动您的战略部署突破。
战略部署突破推动在质量、交货、成本等方面世界级的表现
战略规划的结束 －－ 在战略规划结束的时候，一系列为了实现公司最后愿景的目标已经制定并放在最重要的位置。
战略部署的开始 －－ 战略部署始于对公司愿景的确定，这在战略规划中已经完成。接下来是确定未来三到五年内的公司突破性目标。这些突破性目标应该由战略规划产生。然而，战略规划中也可能包括非突破性目标，或者包括太多突破性目标。
战略部署中的前三位或前四位突破性目标应该从战略规划的目标列表中选出。”
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SAY: “All aspects of your Strategic Plan and Policy Deployment should be able to be linked back to the Voice of the Customer. We do not do as well as we could with collecting and analyzing VOC. There are companies that do this much better than us.”
说： “您所有的战略规划和战略部署都应该能够回过头去和顾客意见联系上。我们在收集和分析顾客意见方面做的还不够好。有的公司在这方面比我们好很多。”
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SAY: “Level 1 Matrix is done literally out of Strat. Like to see Level 1 with the budget, Level 2 done in December with Action Plans. Senior management transitions into the following year in Q4 of current year. Leadership team should be thinking of the following year after the Strat review.”
这样说：战略规划后，直接进入一级战略部署。一级部署应该和预算一起完成，二级部署在十一月和行动计划一起完成。在当年的第四季度，高级管理层应该向来年过渡。对策略进行评估后，领导层应该考虑第二年的计划。
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SAY: “Daily management processes well in-hand equals bulk of time spent on Policy Deployment.”
The Planning Process
Establishing Organizational Vision
The first phase in the planning process is establishing organization vision. During this phase, the strategic business unit will develop a vision statement, mission statement, and values statement for the company.
Strategic Planning/ Develop 3-5 Year Breakthrough Objectives
The second phase in the planning process is known as strategic planning. Strategic planning involves analyzing the gap of where the company should be functioning and where it is currently functioning. If necessary, root causes are determined from the gaps that are discovered and breakthrough objectives are developed in order to target the root causes. The breakthrough objectives are worked towards over a period of 3-5 years.
Develop Annual Breakthrough Objectives & Improvement Priorities
The third phase in the planning process is determining what is breakthrough for the first year of your policy deployment, and developing improvement priorities that are process-oriented, focused, clear, measurable, and designed to meet the annual breakthrough objectives. Consideration should be paid to developing the underlying business processes necessary to achieving the result.
Deploy Improvement Priorities
The fourth phase in the Policy Deployment planning process is to deploy the improvement priorities. At this step, the multi-functional areas of the company are identified and the improvement priorities are aligned to the multi-functional areas.
The Implementation Process
Implement Improvement Priorities
At this point the planning development is now put to action. Value Stream Mapping is performed to identify 精益 opportunities. The 精益 Tools are selected and utilized in order to maximize opportunity and meet objectives.
The Review Process
Monthly Review
Each level of deployed policies is reviewed on a monthly basis. Bowling charts and control charts, both measurement tools, are used to track monthly progress. At this review period, the focus is on the exceptions; where are you off target?
When you determine the exceptions, countermeasures are developed and acted upon.
Annual Review Process
The annual review is a self diagnosis step that examines the results of the policy deployment and focuses upon the processes you did or did not set in place.
说：“战略部署的大量时间都是在进行良好的日常管理。”
规划过程
建立组织愿景
规划过程的第一步是建立组织愿景。在这个阶段，公司的战略规划部门将为公司作出愿景陈述、任务陈述和价值陈述。
战略规划／拟定3到5年内的突破性目标
规划过程的第二个步骤被称为战略规划。战略规划分析公司应该做什么，而现在又在做什么，其理想与现状的差距在哪里。如果需要，要从发现的差距中找出问题的根源并针对问题的根源确定突破性目标。突破性目标是未来3到5年内的。
制定年度突破性目标和优先改进计划
规划过程的第三个步骤是确定您的战略部署第一年的突破性目标，制定以过程为导向的，中心明确、思路清晰、方便衡量、用来达到年度突破性目标的优先改进计划。在这个过程中，应该考虑达到结果必需的重要过程。
部署优先改进计划
战略部署的第四步是部署优先改进计划。在这个阶段，公司中的多功能部门要被确定下来，优先改进计划要和各个多功能部门对应起来。
实施过程
实施优先改进计划
这个时候，优先改进计划被付诸实施。要绘制价值流图以确定精益工具. 选择并使用精益工具使机会最大化并实现目标。
评估过程
月度评估
每一级部署的战略都要进行月度评估。用保龄球式图表和控制图表这两种衡量工具来跟踪月度进程。在这个评估阶段，重心要放在偏差上，您要重点发现有哪些地方是和目标没有关系的。
当您找到这些与目标不一致的地方的时候，要制定对策并采取行动。
年度评估
年度评估是一个自省的过程。年度评估时，要评估战略部署的结果，重点发现哪些步骤做的好，哪些步骤不到位。
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SAY: “We will begin now to focus more in-depth on the critical thinking process.
This chapter will focus on Breakthrough Thinking.”
说： “从现在开始，我们将更多地对关键思考程序进行深入的学习。
这个章节将集中讨论思考突破。”
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SAY: “Countermeasures are prepared for the monthly PD meeting for every time a Policy Deployment target is not met!
Focus on the critical few on your action plan OR what are you changing on your action plan since it is not working???”
DO: Inform class that the mechanics of how to create countermeasures will be covered later in the training.
说：“每次战略部署有指标没有实现的时候，在每个月的战略部署会议上要准备好相应对策。
中心究竟应该放在您的行动计划的少数几个关键点上还是应该放在您对那些不起作用的行动计划所做的改动上？？？”
做：告诉全班对策制定技巧将在后面讲述。
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SAY: “万里扬 has always strived towards world class benchmarks.”
SAY: “Breakthrough Thinking requires examining world-class standards and comparing it to the current situation. This also requires narrowing focus down to the critical few. This graphic will be used frequently throughout this training.”
说： “万里扬 总是朝着世界级标准前进。”
说： “对突破进行思考要求对世界级标准进行仔细考察，将之与我们的现状进行比较。这同样要求逐渐将视野聚焦到关键的几点。在培训过程中，这幅图将经常使用。”
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SAY: “No 3-5 year Breakthrough can be achieved in 1 year. Neck down the funnel to something actionable.”
SAY: “Identify First Year Breakthrough Objective. This is what you want to accomplish in Year 1 to target your Breakthrough. You will see this slide frequently throughout the training.”
说： “没有3到5年的突破性目标能够在1年内实现。将其细分成小目标，这样就具有可操作性。”
说：“确定第一年的突破性目标。这是您针对突破性目标在第一年内希望完成的任务。在这个培训过程中，您将经常见到这张幻灯片。”
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SAY: “The lines of the fishbone diagram represent different bones that show possible causes of the gap between the breakthrough and the current situation. The “5 Whys” represent identifying true problems or root causes, and not just the symptoms of the problem. We will attack these hurdles with Improvement Priorities.
You will see this slide frequently throughout the training.”
说: “鱼骨图形中的线条代表产生当前状态和突破性目标之间的差距的可能原因。五个‘为什么’表示确定真正的问题或者症结所在，而不是仅仅是指出问题的症状。在优先改进计划中我们将处理这些问题。在培训过程中，你们将经常见到这张幻灯片。”
SPECIAL NOTE TO INSTRUCTOR
If class does not have the data to do this step immediately, it may be necessary for the instructor to go to the next step, “HOW MUCH/WHEN” in order to “jump start” the class into being able to do this step– “HOW.”
给讲师的特别提示
如果学员不具备马上做这步的资料，讲师可能需要跳到下一步“多少／何时”来使学员能够进行这一步 - “怎样”。
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SAY: “When objectives have been developed, measures are developed in order to determine progress in meeting the objective. You will see this slide frequently throughout the training.”
SPECIAL NOTE TO INSTRUCTOR
If the class does not have data, the instructor may opt to skip to this step when actually going through the CTP later with the class. This will help “jump start” the class into determining Step 2 – HOW.
说： “当目标确定下来后，就要制定方法以确保逐渐进步，最后实现目标。你们将在这次培训中经常见到这张幻灯片。”
给讲师的特殊提示
如果班上学员没有相应资料，讲师可以在后面对关键思考程序进行梳理的时候跳到这步。这将帮助学员确定第二步－－“怎样”。
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SAY: “Identify the roles and responsibilities of the multi-functional areas and their impact on the objectives so we can deploy the objectives to them.
You will see this slide frequently throughout the training.”
SPECIAL NOTE TO INSTRUCTOR
Get them thinking about where their resources are and where they need them to be.
Instructor can expand discussion discuss “resource” in a variety of ways.
说： “明确多功能部门的角色、职责以及他们对目标的影响，这样，我们就能将目标部署给他们。
在培训中，你们会经常见到这张幻灯片。”
给讲师的特殊提示
让同学们能思考他们的资源在哪里以及如何配置这些资源。
讲师可以就“资源”的不同含义让同学们展开讨论。
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SAY: “If management is not doing breakthrough action plan development then what are they doing? Breakthrough means managing the action plans. Can not push the Breakthrough management down because that level is doing kaizen and daily management. 60-70% of the leadership’s time is on Breakthrough management.
With Policy Deployment, the top management should be spending more than 60% of their time on breakthroughs.
The diagram represents what will take the most time with each of the management levels when Policy Deployment is in place.”
SAY:
If a ship has cannonball holes and you don’t plug them, the ship will sink fast.
If you only plug holes with no one steering, the ship will run aground.
Understand where you are and what is breakthrough for you.
This is an active chart. Move it in the right direction.
说：“如果管理层不在推行突破行动计划，那么他们又在做什么呢？突破意味着实行和管理行动计划。突破管理不能往下推，因为下面一级做的事情是持续改善和日常管理。领导层60％到70％的时间是花在突破上面。
在战略部署中，高层管理者应该把时间的60％多花在突破上。
这个图代表在战略部署中，各级管理层应该把最多的时间花在什么上面。”
说：
如果一条船被炮弹射中，而您不及时堵住那些洞的话，这条船很快就会沉没。
如果仅仅堵住炮洞，而没有人掌舵的话，这条船就会搁浅。
必须明白您现在所处的位置以及对您来说什么是突破性目标。
这张图是变化的，要使它朝着正确的方向变化。
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SAY: “We will begin now to focus more in-depth on the critical thinking process.
This chapter will focus on Breakthrough Thinking.”
说： “从现在开始，我们将更多地对关键思考程序进行深入的学习。
这个章节将集中讨论思考突破。”
*
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SAY: “Because we are all shooting for more than our competitors, if we miss on PD, we still win. Managers need to be comfortable with this ambiguity. Definition of “no standard or system” need to create a process that is unparallel in our organization. May not need to score 100 percent with all of these bullets.”
说: “由于我们比竞争对手追求更高的目标，所以如果我们的战略部署没有达到目标，我们仍然会赢。经理们需要适应这种模糊性。‘没有现成的标准或体系’，这一定义要求我们创造一个在我们的组织中没有的过程。我们不一定要百发百中。”
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SAY: “In other organizations, presidents sign up to playing safe because they were shot if they missed. At 万里扬, if you fail to achieve your stretch goal in PD it is ok. We know that batting 1000% on Breakthroughs is not realistic (quote from CEO). Why do you think that the philosophy is different? If you have a stretch goal and you fall short, you most likely accomplished much, much more than if you selected a “safe” target that you new you could hit.”
A quote from Ralph Waldo Emerson:
“You must aim above the target to hit the target.”
说：“在别的组织中，总裁们小心翼翼。因为如果没有命中目标，他们就会被别人击中。在万里扬,如果您没有实现您在战略部署中的延展性目标也没有关系。 我们知道，在突破中，就象在棒球比赛中一样，得到1000％的打击率是不现实的（引自我们的CEO）。在战略部署中，道理是一样的。如果您有一个延展性目标但没有达到，您很可能已经取得了很多成绩，这些成绩比您选择一个保险的指标可能取得的成绩大得多。”
引用一句拉尔夫瓦尔多爱默生的话来说就是：
“要达到指标您必须瞄准得更高。”
*
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NOTE: FOR EUROPEAN COMPANIES OUTSIDE OF SWEDEN, USE THE NEXT SLIDE INSTEAD OF THIS ONE.
SAY: “Imagine that you were part of the team that was considering travel to the moon in the 1960s. What aspects of this made this breakthrough at that time?
Get into small groups to discuss what the criteria was that made this a breakthrough.”
After discussion… ask for volunteers to give answers.
SAY: “Achieving landing on the moon was not the only thing that made this breakthrough. What made this breakthrough was all of the outcomes in technology that resulted from landing on the moon.
It is important to remember that achieving breakthroughs open doors to making many more things possible, that without achieving it, wouldn’t even be considered possible.”
SPECIAL NOTE TO INSTRUCTOR
In Europe (with the exception of Sweden), use the next slide to show an example of a European Breakthrough Objective. Do not show this slide.
注意：对于瑞典以外的欧洲公司，用下一张幻灯片而不是这张。
说：“假设您是二十世纪六十年代正计划登月旅行的团队中的一员，您认为这一行动的哪些地方使得它成为那个时候的突破？
组成小组，讨论是什么条件使得登月成为那时的突破。”
讨论之后，让大家自愿回答。
说： “登月成功本身并不是登月成为突破的唯一条件。使它成为突破的是登月成功所带来的全部技术成果。
实现突破使得更多的事情成为可能，如果没有实现突破，就不会有这些新的可能。记住这一点非常重要。”
给讲师的特殊提示
在欧洲，瑞典除外，放映下一张以欧洲突破性目标举例的幻灯片。不要放映这张。
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SAY: “Here is some background on this 万里扬 example of a breakthrough objective.
1988 – 1998 – Phase in of Veeder-Root’s product
1995 – Veeder-Root was number one player in the market because they were able to meet the Federal Regulations. Growing concern about future of the company as they approached
1998 Went to #1 customer – Amoco, and offered a program to maintain their equipment in the field. Started research…
Discovered that once out of warranty period, it cost 10x the amount to service VR equipment
Realization hit that it would cost Amoco $40M to purchase equipment for remaining stations – Amoco would not be able to afford this option. Thoughts turned to service…
Amoco agreed and set up their entire Chicago area for this service – 10 year service agreements (revenue spread out)
Breakthrough in how GVR delivered value to the customer, and in the quality of GVR’s product
This breakthrough involved:
Involved changing paradigms (cannibalized sales revenue)
Challenged the norm – was very uncomfortable
Put Gilbarco Veeder-Root in an area that no one could compete!
GVR still remains unparalleled with the competition.”
说： “下面为大家提供一些 关于这个万里扬实现突破性目标例子的背景。
1988 – 1998 – 推出 Veeder-Root的产品
1995 – 由于达到联邦规定的要求，Veeder-Root成为市场上最大的生产商。联邦规定实施后，公司的未来如何发展成为越来越重要的问题。
1998 － 到最大的客户Amoco那里，为他们提供了一个维护他们设备的的计划并开始研究。
发现保修期过后，保养VR设备需要的费用是原来的十倍。
意识到Amoco需要花四千万美元来购买剩下的加油站需要的设备－－Amoco不会这样做。于是开始在服务方面动脑筋。
Amoco 同意这一想法，并将他们整个芝加哥地区用来接受这项服务－－最终达成了10年的服务协议（这样，我们的收入分散进帐）
在GVR如何为客户带来价值上实现了突破，GVR的产品质量也由此实现突破。
这个突破包括
改变了以往的范式（将销售收入分散）
挑战了传统－－这对公司来说是很不自在的
将Gilbarco Veeder-Root至于无人能敌的位置！
GVR在竞争中仍然无可匹敌”
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SAY: “Here is some background on this 万里扬 example of a breakthrough objective.
Fluke was challenged by 万里扬 in the year they were acquired to grow Fluke in China to 38M in 3 years. They had no idea how to get there. They were forced to think about the future. Fluke was 10 different businesses under the Fluke name. They had to look at the biggest opportunities for each area of the business. They engaged in intensive Strategic Planning in each segment of the business. They needed to get very penetrating into the market segments.
They discovered that one very important segment, big projects funded by the Chinese government, Fluke was not “in front of the $$” when the money was being allocated. There were lots of vertical channels in China that Fluke was not involved in. They had to get into each channel. They created a very detailed vertical channel map that highlighted areas of strengths, weaknesses and opportunities. Once they understood the vertical channel map, their growth happened very quickly. The vertical channel map was a breakthrough and was used at other 万里扬 companies.
The next major break in achieving their breakthrough involved Price Points. The Chinese market operates at low price points, but started valuing quality more. Fluke moved down the scale with their brand to a mid-price point product and developed a channel for this. 200 shops now show display the Fluke brand.
Fluke hit 35 million in year 2 from the original 13M they started from, and are now targeting 85M in the next 3 years (starting 2003).”
说：“下面是这个万里扬突破性目标例子的背景。
万里扬 要求福禄克在三年之内将在中国的销售额提高到三千八百万美元，福禄克为此面临巨大挑战。他们不知道如何能达到这个目标。他们不得不思考自己的未来如何发展。福禄克名下有十家公司。他们不得不思考在这十个领域的最大商机是什么。在这十个领域他们开展了大量的战略计划。他们需要对市场区段进行非常深入的调查。
他们发现了一个非常大的市场区段，那就是中国政府出资的项目。然而，当资金分派的时候，福禄克并没有得到这些资金。中国的很多垂直销售渠道福禄克并没有进入。他们必须进入每个渠道。他们于是绘出了一张详尽的垂直渠道图并在这张图上强调了存在优势、劣势和机遇的地方。对这张图有了深入的了解后，他们的销售额开始迅速增长。 这张垂直销售渠道图就是一个突破，现在，万里扬的其它公司也在使用这张图。
完成突破性目标的第二个事件是对价格点的改革。中国的市场是以低价运行的，但是也逐渐开始重视质量。福禄克将他们的品牌产品降到了中等价格并开发了一个销售渠道。现在，有二百家商店展示福禄克品牌。
第二年，福禄克就把他们的销售额从开始的一千三百万美元增加到了三千五百万美元。现在，他们的目标是在接下来的三年内将销售额进一步提高到八千五百万美元（从2003年开始）。”
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DO: Go through each example individually.
做：一一讲解每个突破。
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SAY: “There is no right answer for how many, but with too many PD Breakthroughs – the line is blurred.”
Ideally you should be able to narrow down to 3 or 4 breakthrough objectives. Depending on the scope of your breakthrough or the size of your company, perhaps your organization may only choose one or two breakthrough objectives!
ASK: “What does it mean to say “less is more?” (Sometimes when you try to do too much you end up accomplishing a lot less – you don’t know where to place your focus).”
说：“到底是多少，没有正确的答案。但是如果战略部署突破性目标过多，思路就会变得模糊。”
按照理想的状态，您应该将突破性目标削减到三至四个。也可能您的组织只选择一个或者两个突破性目标，这取决于您的突破范围和组织的大小。”
提问： “‘少即是多’是什么意思？（有的时候，您想做的事太多，结果完成的却更少，因为您不知道将重心放在哪里）。”
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SAY: “Effective Daily Management Systems are a prerequisite for Policy Deployment. Daily Management is defined as:
How we are serving the customer TODAY... Meeting CURRENT expectations
Routine, day-to-day activities
Limited cross-functional interface
A standard is usually in place
Improvements characterized as smaller and/or incremental
Progress needs to be monitored through the daily Key Performance Indicators (KPIs).”
SAY: “These measures should be communicated independently. Do not confuse Policy Deployment with Daily Management (KPI) measures. KPI/PD tools can look the same: do not get caught up in the mechanics. Do not use the same vocabulary for both tools. Must be crystal clear on what we need to do. KPIs and PD are managed differently.”
说 ：”有效的日常管理体系是战略部署的先决条件。日常管理可定义为：
我们今天是怎样为客户服务的……我们怎样达到客户的要求
日常事务，每天的行为
有限的多功能界面
通常有适当的标准
改善的特征为更小的和/或增加的
过程由每天的关键绩效指数(KPIs)进行监控.”
说： “这两种方法应该分开进行传达。不要将战略部署和日常管理（关键绩效指数）方法混为一谈。两者看起来可能一样，但是不要被技术性的东西弄混淆。在这两种工具中，不要使用同样的词汇。我们必须对我们需要做的事情一清二楚。战略部署和日常管理的操作是不一样的。”
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SAY: “Once a Breakthrough Objective is achieved, the process for achieving the objective will become standardized; therefore, the processes that are established when achieving Breakthrough Objectives will eventually become a part of the Daily Management systems of your organization.”
说: “一旦突破性目标实现，实现该目标的过程将得到标准化。因此，在实现突破性目标过程中建立起来的过程将最终成为您的组织的日常管理体系中的一部分。”
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SAY: “Here is a list of criteria that you should check when deciding your breakthrough. A breakthrough should be able to answer “yes” to most of these questions.
For item #1, be sure to explain that it is important to have daily management systems steady in your organization that can support your organization taking on a new breakthrough.
Establishing a Daily Management System that is not in place could be breakthrough for a company. What is breakthrough for one company is not breakthrough for another. For #4, explain that we will do some things for shareholders (customer) (reference our core values).”
说： “这是您在决定一个目标是否为突破性目标的时候，需要评估的条件列表。突破性目标应该在这些问题上都是肯定的回答。
对于第一条，一定要能够解释为什么拥有稳定的、能够支持您的组织进行新的突破的日常管理体系至关重要。
建立一套原来没有的日常管理体系对一个公司来说可能是个突破。但是对另一个公司则未必如此。在第四条中，要解释我们这样做是为了股东们（客户）的利益（这涉及到我们的核心价值观）。”
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DO: Have groups take out the PD top level matrix they brought with them. Follow the instructions on the slide. Assign 20 minutes to the groups to complete their evaluations and report back to the class on their findings.
实施：请各小组取出各自带来的战略部署最高层矩阵图。遵照幻灯片上的指示行事。给各小组20分钟时间，请他们完成评估并在课堂上汇报各自的结论。
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SAY: “Now that we have established our 3-5 year BT Objectives, our Annual Breakthrough Objectives are going to tell us what we have to accomplish in Year 1.”
说：“我们已经制定了未来3至5年的突破性目标，但年度突破性目标将指明我们在第一年里必须完成的任务。”
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SAY: “Here is where the Critical Thinking Process is going to really come into play.
You have already done the tasks for box 1 – Breakthrough Thinking, for you defined your Breakthrough Objective in Chapter 3.
This segment will now take you through steps 2 thru 5 of the CTP. We’ll start by creating our Annual Breakthroughs which determine “how far” you will go in the first year.”
说：关键思考程序在这里开始发挥作用。
您已经完成了方块1规定的任务—思考突破，因为您在第三章里已经对突破性目标作出了定义。
这里将完成关键思考程序的第二步至第五步。我们将首先提出年度突破性目标，这样就规定了你们在第一年内能够走”多远“。
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SAY: “We are not always climbing the same mountain for 3 years. If not at 50% the first year, air is very thin at the peak. Different piece of the puzzle at different times. No hockey sticks for “amount to goal”. Take this slide with a grain of salt.
The Annual BT Objectives tell you how far you need to improve in the first year to meet your 3-5 year BT Objective. Emphasize that you want to do a BIG CHUNK in the first year. Don’t plan on trying to meet a low percentage in the first year and then going after 60% in years 3 or on.”
说：”3年中我们不可能爬同一座山峰。如果第1年完不成50%，以后困难将越来越大。每次完成难题的一个部分。没有“完成目标值的比例” 的曲棍球。 我们对这一页持保留态度。
年度突破性目标指明了在第1年里你们必须取得多大进展，才能顺利地实现未来3至5年的突破性目标。
值得强调的是，你们要打算在第1年里取得很大的成绩。不要计划在第1年里只完成一小部分、而把剩余的60%留到第3年或以后再完成。
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SAY: “No Gannt chart creapage, we want hard, measurable targets. Dates are a rare occurrence. Financial plan is another KPI in Larry’s plan.
Review each of the steps that covers the type of thinking required to create the annual breakthrough objectives. “
说: 我们不需要甘特图 。我们需要的是可量度的硬指标。 日期非常重要。在莱利的计划中，财务计划是另一个关键绩效指标。
年度突破性目标的提出，需要一种特定的思维方式，对这种思维方式的各个步骤进行评估。
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SAY: “Get right to the solution at the Annual Breakthrough. The sooner we get to the issue the better. Know what to do and how to do are different things. When we fail at PD we still beat budget.”
Examples of DHR Annual Breakthrough Objectives.
说：“ 顺利实现年度突破。我们越早着手解决问题就越好。知道该做什么和知道如何做并不是一回事。 即使在战略部署上失利，我们也能完现预算。
人事部年度突破性目标的实例。
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SAY: “Here is a list of criteria that you should check when deciding your annual breakthrough. Do not need to go 10 for 10 on the checklist questions. Question 5: we can drive for shareholders also (reference the DHR Core Values).
说：”这是一个关于标准的清单，你们应参照此清单来确定年度突破性目标。不必照单回答全部10个问题。其中第5个问题：我们也可以让股东来回答(参看人事部核心价值)
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DO: Have groups take out the PD top level matrix they brought with them. Follow the instructions on the slide. Assign 30 minutes to the groups to complete their evaluations and report back to the class on their findings.
做：请各小组取出各自带来的战略部署最高层矩阵图。遵照幻灯片上的指示。给各小组30分钟时间，请他们完成评估并在课堂上汇报各自的结论。
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SAY: “Now we are at the point in the Critical Thinking Process where we identify key driver processes. This is the point where top level improvement priorities are determined that target meeting the annual breakthrough.”
说：“现在，我们应当运用关键思考程序来辨明关键驱动程序了。此时应该决定最高层优先改善，这样才能实现年度突破性目标。”
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SAY: “Again, like Breakthroughs, with too many Improvement Priorities the line is blurred. Less is more.
Now we are going to cover the part of Policy Deployment that will tell us HOW we will get things done. The answer is the Improvement Priorities.”
说：“同理，正如突破一样，提出太多的优先改善也会模糊我的们的视线。更少即更多。
现在我们该讨论战略部署这一部分了，这部分将告诉我们如何实现目标。答案就是优先改善。”
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SAY: “Any of us know how to move a number within a short period of time vs developing sustainable processes.”
Effective Top Level Improvement Priorities are Process Oriented, Focused, Clear and Measurable. The next few slides will explain this in detail. “
说：”我们都知道，在确定可持续的程序的过程中，如何在短时间内移动一个数字。
有效的最高层优先改善是以程序为导向的，集中的、清晰明确和可以量度的。下面几页我们将对此进行详细阐述。“
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SAY: “Not Gannt chart creep.”
说： 不需要甘特图。
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SAY: “We don’t want a loading of important projects... Particularly at Level 1.”
DO: Stress the importance of using problem solving techniques to identify the process that drives the improvement priority.
说：“我们不想知道都有哪些重要项目，尤其是在第一层。”
做：强调使用问题解决技巧的重要性，以确定驱动优先改善的程序。
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SAY: “Use of 精益 Tools in Improvement Priority should be process focused, not tool focused. Sooner to action plan the better. If you skip the Critical Thinking Process, you end up with Management by Objectives.”
说：“在优先改善中使用精益工具时必须以程序为中心，而不是以工具为中心。越快实施行动方案越好。如果您不使用关键思考程序，那么您将通过目标来实行管理。”
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SAY: “These are examples of Top Level Improvement Priorities in the same format as the Breakthrough Objectives in Chapter 3. Note that you may have several improvement priorities for just one Annual Breakthrough Objective. “
说：“这是最高层优先改善的实例，其格式与第三章中突破性目标的格式相同 。请注意，您可以为一个年度突破性目标设定几个优先改善。”
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SAY: This is the checklist for effective top level improvement priorities. How will yours measure up? Your improvement priorities should be able to answer “yes” to the questions listed.
说：“这就是有效的最高层优先改善的清单。 您的清单符合标准吗? 您在优先改善中应当对上述所有问题回答‘是’。”
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DO: Have groups take out the PD top level matrix they brought with them. Follow the instructions on the slide. Assign 30 minutes to the groups to complete their evaluations and report back to the class on their findings.
做: 请各小组取出各自带来的战略部署最高层矩阵图。遵照幻灯片上的指示。给各小组30分钟时间，请他们完成评估并在课堂上汇报各自的结论。
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SAY: “How do you know when you have accomplished your improvement priority? This section of the chapter will explain the importance of measurement.”
说：“您怎么知道您何时实现了优先改善？这一章的这一部分将解释度量的重要性。”
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SAY: “We have now moved into the fourth box of the CTP – Identifying Targets to Improve for the Annual Objectives. In the second box you just completed the complex step of establishing your annual breakthroughs and improvement priorities. What is a target?
How is a target different than an objective. (an objective is what we measure, a target is how we measure it).
Think of this in terms of process capability.”
说：“我们已经进入了关键思考程序的第四个方块-针对年度目标来制定需要改善的指标。在第二个方块中，您刚刚完成了一个很复杂的步骤，即建立年度突破和优先改善。什么是指标？
指标与目标有何区别呢？(目标是我们所量度的对象，指标是我们进行量度的手段。)
从程序性能的角度进行思考”
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SAY: “How many dates do you see other than 12/31? How many charts change through the year? Ok to change if the Improvement Priority come up 7/1, move on.
These are examples of targets that are meant to complement the annual objective examples we have seen in this chapter. Complete the fill-ins in your Workbook. All targets should be measurable with a “from-to” or a “to” statement, and a date that tell “by when” this should be accomplished.”
说：“到12月31日，还有多长时间？一年之中要改变多少次计划呢？如果优先改善于7月1日提出来，再次修改也无大碍，可以继续执行。
这些指标实例是对于我们在这一章里年度目标实例的补充。填写完工作手册。所有的指标都应当可以用“从哪里到哪里”或“到哪里”这样的陈述句表述，而且必须是可以量度的，指标中应当包含有完成指标的日期。
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DO: Have groups take out the PD top level matrix they brought with them. Follow the instructions on the slide. Assign 30 minutes to the groups to complete their evaluations and report back to the class on their findings.
做：请各小组取出各自带来的战略部署最高层矩阵图。遵照幻灯片上的指示。给各小组30分钟时间，请他们完成评估并在课堂上汇报各自的结论。
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SAY: “Who do you deploy to? This section of the chapter will cover which resources to deploy your improvement priorities to.”
说：“您需要做哪些部署？本章的这一部分将探讨使用什么资源来部署并完成您的优先改善。”
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SAY: “The last step of the CTP at the top level is to identify the key resources to impact this Improvement Priority. Who is going to get this job done?”
说：“最高层关键思考程序的最后一步，是确定影响优先改善的关键资源。由谁来完成此项任务？”
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SAY: “Need to put the actual owner of the improvement priority accountable on the top level.”
Be sure to mention:
Keep team sizes down 6-8 people max
Teams must decide what NOT to do
Too many cooks spoil the pot!
This slide displays the Annual Objectives from a Top Level Matrix deployed to multi-functional teams. (NOTE- for purposes of this training, multi-functional and cross-functional mean the same thing).
Then on a separate matrix you see all of the functions that are needed for that Annual Objective (typical functions in an organization). Then a person from each function is listed for that team to cover that objective. The team leader is circled.
说：“必须使优先改善的实际操作者在最高层负起责任来。”
务必注意以下方面：
降低每个团队的人数，最多6至8人
团队必须确定哪些事项不属于其职能范围
决策权应当相对集中。
这一页演示了由最高层矩阵图向多功能团队部署的年度目标。(注-对于这项培训的目的而言，多功能与跨职能所指的是一回事。)
然后，在一个单独的矩阵图上，您可以看到年度目标(这是一个组织的典型职能)所需要的全部功能。接着，从该团队里选取每项功能的负责人，来完成目标。团队领导人由大家轮流担任。
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DO: Have groups take out the PD top level matrix they brought with them. Follow the instructions on the slide. Assign 30 minutes to the groups to complete their evaluations and report back to the class on their findings.
做：提醒各小组取出各自带来的战略部署最高层矩阵图。遵照幻灯片上的指示。给各小组30分钟时间，请他们完成评估并在课堂上汇报各自的结论。
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NOTE: This slide has animation.
注意：这张幻灯片有动画。
DO: Cover broadly what each of the 5 topics of the Critical Thinking Process are and introduce this Top Level Matrix. Stress that while this training covers the instructions necessary to complete the PD matrices, that PD is NOT FORM FILLING-OUT. It is about the critical thinking process that drives our focus.
SAY (re: How Much): “The ‘How Much’ is where we keep score and when we miss it we do countermeasures.” (this then feeds the next slide on countermeasures).
When you click to animate, indicate to the class that items placed on the matrix are always placed in priority order so that you are always sure of what is most important when viewing the items, and to ensure that your top priorities are appropriately resourced.
做： 对关键思考程序的五个主题的内容进行总的介绍。介绍这个最高层矩阵。需要强调的是，虽然这个培训为大家提供了完成战略部署矩阵的必要指导，但是战略部署不是单纯的填写表格，完成形式，而是推动我们中心任务的关键思考程序。
说：“‘多少’是我们保留得分的地方，我们如果没有命中这个目标，就要相应采取对策。”（在这里换上下一张关于对策的幻灯片。）
您按下鼠标，开始动画的时候，告诉全班矩阵中的所有条目总是以重要性大小排列，这样，看这些条目的时候，他们就知道什么是最重要的，进而确保优先考虑的事得到足够的资源支持。
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SAY: Every solid dot that deploys an Improvement Priority gets a Second Level Matrix! The clear circles indicate other areas of support. The clear circles do NOT get a second Level Matrix. Why do you think this is so? (so that we do not loose focus!)
NOTE: It is not necessary to insert dots linking targets to the 3-5 year breakthrough.
说：代表一个优先改善的实心点将联接到一个第二层矩阵图。空心圆则表示其他辅助领域。空心圆不会联接到一个第二层矩阵图。您认为是这样吗？(因此我们才不至于丢失重点!)
注：不需要插入圆点来连接实现未来3至5年突破的指标。
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SAY: “Do not let mechanics get in the way of the Critical Thinking Process.”
说：“不要让机械方法干扰了关键思考程序”
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SAY: “If the Critical Thinking Process is done well – what appears on your PD charts will be a natural fall-out from that thinking.”
SAY: “Key points if you cascade the supporting roles (secondary resources) to another level matrix: 1- PD means breakthrough, if we water down, we begin to lose the power of the tool. 2- We waste resources for breakthrough (refer to the slide regarding “Where should you be spending your time?”
ASK: “How many Level 1 matrices should your company have?”
SAY: “A single level 1 will be more effective because of resources are focused on company breakthroughs. In regards to a company the size of Fluke, critical few for all Fluke businesses. If multiple level 1 matricies are needed, president needs to stress with the businesses that they need to be sparse on Breakthrough objectives. Resource allocation becomes difficult to manage. Must make sure the team is focused. Less charts=easier to manage. PD takes a lot of time. Fluke is not PD 101 more like PD 401.”
说：“如果关键思考程序执行得很好，您的战略部署表上的结果就是这种思维的自然结果”
说：“如果您把辅助性职能(次要资源)转移到下一层矩阵图,需要注意的关键点是：1、战略部署意味着突破，如果削弱力量，那么我们丧失了工具的力量。2、我们在实现突破的过程中浪费了资源(指向“您应当在哪里花费时间？”那一页。)
提问：“你们公司应当有多少个第1层矩阵图？”
说：”由于资源集中用于实现公司的突破，只有单一的第一层将更加有效。对于一家像福禄克这样规模的公司而言，可以有几个第一层来处理所有的福禄克业务。如果需要多个第一层矩阵图,总裁应当特别强调与实现突破性目标关系不大的业务。资源分配变得难于控制。必须确保小组关注核心问题。图表越少，就越容易控制。战略部署需要很多时间。福禄克不同于101战略部署，而更接近401战略部署 “
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DO: This is for groups who are new to PD (ie: new acquisitions). This is the time for them to create their full top level matrix based on their Strategic Plan. Follow the instructions on the slide. Assign 90 minutes to the groups to complete their work and report back to the class on their findings.
做：这是为那些不熟悉战略部署(也就是新的采购)的团体而设定的。这是他们在战略计划的基础上制定最高层矩阵图的时候了。遵照幻灯片上的指示。给各小组90分钟时间，请他们完成评估并在课堂上汇报各自的结论。
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SAY: “Multiple black dots to a resource should cascade to one matrix vs. a single matrix for each black dot. Should put your name on the matrix if you are the matrix owner, this shows teamwork.”
“We are going follow the same thinking process, but at the next level. Notice what language has changed. At the top level, step one was Breakthrough Thinking, now it is Annual Breakthroughs Handed Down. Likewise with Box 2.”
说：”在某一资源上标注多个黑点，构成一个矩阵图, 而不是一个黑点构成的单一矩阵图。如果您是矩阵图的负责人，那么把您的名字写在矩阵图上，这体现了团队精神。“
”但是，我们在下一层次将遵循同样的思维方式。注意一下改变了哪些语言。在最高层，第一步是思考突破，而现在是传递下来的年度突破。第二个方块同样。”
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SAY: “The targets to improve do not cascade directly to a Level 2. Targets to Improve show the effectiveness of the key driver process.”
SAY: “Targets DO not rotate from the top level to the next level. The Second Level Improvement Priorities have separate Targets to Improve than the top level.”
说：“需要改善的指标并不直接指向第二层。需要改善的指标体现了关键思考程序的有效性。”
说：“指标并不是由最高层循环至下一层。第二层的优先改善具有不同于最高层的独立的改善指标。”
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SAY: Here you see the Top Level Matrix from the last chapter along with the second level matrix. EACH TEAM GETS ITS OWN SECOND LEVEL MATRIX. In the second level matrix, the annual objectives cascade down to the left, and the improvement priorities are listed. In the resource columns, everyone for that team is individually listed. The dots are used to show who is the lead for each improvement priority and who is support.
说：“您可以从上一章中看到最高层矩阵图和第二层矩阵图。每个团队都有自己的第二层矩阵图。在第二层矩阵图里，年度目标的位置都向下，列在左侧，其中也列出了优先改善。在资源一栏里，单独列出了该团队的每名成员。圆点用来标示每个优先改善的负责人是谁以及谁起辅助作用。”
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SAY: “The greater the granularity the quicker to action plan.”
These are examples of second level improvement priorities designed to match the Improvement Priorities and Target examples from previous examples.
SPECIAL NOTE TO INSTRUCTOR
May need to refer to the prior examples to see how these relate.
说：“粒度越大，就越接近实施行动方案。”
这些就是第二层优先改善的实例，用来与前述的优先改善和指标实例相比。
给讲师的特别提示：
可能需要参考前面的实例来考察它们之间的联系。
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SAY: “Feel free to pull up at Level 2.”
说：“可以在第二层自行停下来。”
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DO: Have groups take out the PD top level matrix they brought with them. Follow the instructions on the slide. Assign 30 minutes to the groups to complete their evaluations and report back to the class on their findings.
做：请各小组取出各自带来的战略部署最高层矩阵图。遵照幻灯片上的指示。给各小组30分钟时间，请他们完成评估并在课堂上汇报各自的结论。
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DO: Discuss the rotation around the matrix. What goes where?
做：讨论这个矩阵图的变化趋势。结果将会如何？
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DO: This is for groups who are new to PD (ie: new acquisitions). This is the time for them to create their full top level matrix based on their Strategic Plan. Follow the instructions on the slide. Assign 90 minutes (or more time as needed – this may need to take place in break out groups) to the groups to complete their work and report back to the class on their findings.
做：这是为那些不熟悉战略部署(也就是:新的采购)的团体而设定的。这就是他们在战略计划的基础上制定最高层矩阵图的时候了。遵照幻灯片上的指示。给各小组90分钟时间(也可能需要更多时间，可能在备用团队中进行)，请他们完成评估并在课堂上汇报各自的结论。
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SAY: “Without an action plan – Policy Deployment is worthless.
Policy Deployment Targets drive the annual result.
The Action Plan drives the month by month results.
Create an Action Plan for every Improvement Priority at the Point of Impact.
End goal on Bowling Chart is already determined.”
说：“如果不制定行动方案，那么战略部署就是空谈。
战略部署指标推动年度目标的实现。
行动方案推动逐月目标的实现。
在冲击点处为每个优先改善制定一项行动方案。.
保龄球图上的最终目的已经确定了。“
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SAY: “Without an action plan – Policy Deployment is worthless.
Policy Deployment Targets drive the annual result.
The Action Plan drives the month by month results.
Create an Action Plan for every Improvement Priority at the Point of Impact.
End goal on Bowling Chart is already determined.”
说：“如果不制定行动方案，那么战略部署就是空谈。
战略部署指标推动年度目标的实现。
行动方案推动逐月目标的实现。
在冲击点处为每个优先改善制定一项行动方案。.
保龄球图上的最终目的已经确定了。“
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SAY: “Action Plans will drive what you plan on your Bowling Chart.”
说：“行动计划可以推动您在保龄球图上安排的计划”。
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SAY: “Just like the domino theory. Set ‘em up…knock ‘em down.”
说：“正如多米诺学说，先把它们立起来，再让它们倒下去”
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NOTE: This slide animates the definitions of the form.
注；本页是对表格的生动解释。
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SAY: “Each matrix gets a Bowling Chart.”
说：“每一个矩阵都有一个对应的保龄球图。
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SAY: “Many companies bypass the red in January... 万里扬 will now drill down in January.”
This slide shows where the improvement priority and target go on the top level bowling chart. The improvement priority and target are copied in the same manner to a second level bowling chart.
说: “很多公司绕过了一月份的红色部分…现在， 万里扬公司从一月份就开始了”
这张幻灯说明了优先改善和改善指标被放在最高层保龄球图的什么位置。在第二层保龄球图上，优先改善和改善指标的放置与此相同。
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Measurement Systems
Measurement Systems for the monthly reviews include:
KPI (Key Performance Indicators
Policy Deployment Measures
These measures should be communicated independently. Do not confuse Policy Deployment with Daily Management (KPI) measures. KPI/PD tools can look the same: do not get caught up in the mechanics. Do not use the same vocabulary for both tools. Must be crystal clear on what we need to do. KPIs and PD are managed differently.
KPIs
KPIs are used to monitor the progress of existing daily management systems.
Policy Deployment Measures
Bowling Charts and Control Charts are used to track the progress of the implementation of Breakthrough Objectives.
测算系统
每月评估的测算系统包括：
主要工作表现KPI
战略部署测算
这两种不同的测算方法应该分开进行阐述。不要把战略部署与日常管理(KPI)的测算混为一谈。这两种方法看起来差不多，不要抓住技术性细节不放。不要用同样的词汇表述这两种不同的方法。必须非常清楚我们需要做的是什么。PD和KPI的管理是不同的。
主要工作表现KPI
KPI被用来监控日常管理系统的进度。
战略部署的测算
保龄球图和评估图被用来跟踪突破目标的实现进程。
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DO: Ask class before you even show bullet points what they think some weaknesses might be.
做: 在还没有出示子弹头时让全班同学回答，他们认为它的缺点可能是什么。
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SAY: “Countermeasures are prepared for the monthly PD meeting for every time a Policy Deployment target is not met!
Focus on the critical few on your action plan OR what are you changing on your action plan since it is not working???”
说：“每次有战略部署指标未能完成时，必须在当月的战略部署会议前准备好对策！
将焦点集中在行动计划上为数不多的关键点，也就是说，既然现有行动计划不成功，那么要对它做出哪些修改？“
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DO: Click to the next slide. The purpose of having this slide blank is so that the participants can clearly see the form. The following slide has animated points about Countermeasures.
做: 点击下一张幻灯片. 将这一张幻灯片空白是为了让学员能够清楚地看到表格. 下一张幻灯片说明了对策的内容.
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说: “对策单应该以数据运行图和显示您为何失败的削减图作为开始. 注意, 削减图应该集中于”原因“而不是”哪里“. 图中应该陈述根本原因. 也许有几个根本原因. 每个根本原因对应一个对策. 每个根本原因可能需要几个对策.”
说: “注意, 在上面的例子中, 第一个对策分为短期和长期对策. 短期对策对应于延后, 而长期对策对应于改变程序以避免再次发生.”
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说: “想要花点时间往前看…不要总往后看.”
说: “到了第二、第三层，关系就不大了.”
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SAY: “No political drama.”
说: “没有政治戏剧.”
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SAY: “If PD does not change, then it is a presentation aid.”
说: “如果PD没有改变，那么它就是发言工具。”
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