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1、Prepared by: PlanningSlide 1 of 59Date: Jul. 16, 2004 BPD Coordinators Training BPD培训材料 Planning Department / 规划部 Apr. 6, 05 / 2005年4月6日 Prepared by: PlanningSlide 2 of 59Date: Jul. 16, 2004 BPD Definition / 定义 Business Plan Deployment is a STANDARD process which enables our complicated organization
2、, made up of multiple parts, to act in unison to achieve company-wide goals in the five key categories: Safety,People, Quality, Responsiveness, and Cost. The ultimate objective of Business Plan Deployment is Continuous Improvement. 业 务 计 划 实 施 是 一 个 标 准 的 流 程， 它 能 使 我 们 复 杂 的 组 织 统 一 行 动， 在 五 个 关 键
3、范 畴 内 实 现 整 个 企 业 的 目 的： 安 全， 员工，质 量， 响 应和成 本。BPD 的 最 终 目 标 是 不 断 改 进。 Prepared by: PlanningSlide 3 of 59Date: Jul. 16, 2004 S S AFETY 安全 QQUALITY 质量 ESPONSIVENESS 响应 R R C C OST 成本 P P EOPLE 员工 Focus on Five Key Areas / BPD关注的5个方面 Prepared by: PlanningSlide 4 of 59Date: Jul. 16, 2004 Benefits益处 qPr
4、ovides focus and direction to the organization.为公司设定关注焦点和方向。 qEstablishes clear and quantifiable targets for all.在所有目标中建立清晰和可量化的指标。 qIndividual performance planning/reviews are strategically aligned with the annual business plan.个别 的执行计划/回顾与年度业务计划在战略上是一致的。 qChallenges the organization to develop act
5、ion plans to meet objectives.提出挑战，改进行动计划以达 到目标。 qVisually communicates to everyone.每个人可以通过BPD的目视进行沟通。 qIdentifies opportunities for improvements (drives Continuous Improvement).确定进行的时机（运用持 续改进）。 qOptimally deploys resources and develops support groups.优化配置资源和发展支持团队。 qAligns business activities focus
6、ed on objectives.业务活动要关注目标来开展。 qTracks performance.跟踪执行情况。 qEngages/Empowers the workforce to affect Business Performance.赋予员工一定的权力使业务的业 绩发生变化。 qBPD is a tool for all team members across all functional areas of the organization; from manufacturing, to engineering, to personnel and finance. It provid
7、es the framework for all activities.BPD是一个使所有员工了解公司从制造到工程、人员和财务的所有职能区域的工具，它为所 有活动提供了一个构架。 qBPD Boards are centrally located in the department or functional area for high visibility to all team members.BPD板被放置在部门或职能区域中心显眼位置以便所有员工看得到。 qReview meetings are held at the BPD boards.组织BPD目视板的回顾会议。 qProvide
8、s an opportunity to coach & teach the right behaviors.提供一个训练和讲授正确行为的机会。 qProvides a process for recognition.提供一个认可的流程。 Prepared by: PlanningSlide 5 of 59Date: Jul. 16, 2004 BPD vs Vision / BPD与宗旨 Vision宗旨 Mission使命 Strategic战略 Approaches规划 Product产品 Portfolio线 Target 目标 Setting设定 Plan 计划 Develop. 制定
9、 计划分解 Plan Deploy. Do & Check 实施与检查 BPD Development (next year) BPD制定(下年度) BPD Review (Current Year) / BPD回顾(本年度): Make sure activities are done to schedule and targets achieved 确保计划措施按进度完成且实现了目标 Prepared by: PlanningSlide 6 of 59Date: Jul. 16, 2004 BPD and the PDCA Cycle PLAN计划 DO实施 CHECK检查 ACTION行
10、动 Grasp the Situation 掌握现状 q The Plan Do Check Act (PDCA) cycle is essential for BPD. Business Plan Deployment will not be successful unless each phase of the PDCA cycle is applied. 计划、实施、检查和行动（PDCA）循环是BPD的要点，除非每个阶段都有PDCA循 环，否则业务计划实施将做不成功。 Prepared by: PlanningSlide 7 of 59Date: Jul. 16, 2004 Strate
11、gic Planning 战略规划 qMission Statement 使命 Quantifiable definition of Vision: market share, etc. 宗旨的量化定义：市场份额等 qStrategic Plan 战略规划: How will we get to the mission statement from the next year and on 从下年度起，如何一步一步实现使命 Current Status 当前状况: Products, volumes, market share, etc. 产品，产销量，市场份额等 SWOT New produ
12、cts in plan 新产品计划 Volume and market share growth year by year 产销量和市场份额逐年增长 Next Year Targets 下年度目标 New products, model year, enhancement, etc. 新产品，年度车型，改进等 Volume and market share 产销量和市场份额 Pricing 价格 Profit 利润 Prepared by: PlanningSlide 8 of 59Date: Jul. 16, 2004 Targets Deployment / 目标分解 Prepared b
13、y: PlanningSlide 9 of 59Date: Jul. 16, 2004 S = Specific, targets are not general, they are precise. 具 体 的，指 标 不 是 笼 统 的 而 是 精 确 的 M = Measurable, by at least two measures. 可 衡 量 的，至 少 有 两 种 衡 量 标 准 A = Agreed upon by all who are responsible for reaching it. 征 得 所 有 负 责 实 施 的 人 同 意的 R = Realistic, t
14、argets are achievable, though challenging. 现 实 的，通 过 努 力，指 标 是 可 以 实 现 的 T = Timed - a target often changes month by month, depending on situation. 有 时 限 的 指 标 经 常 根 据 形 势 每 月 进 行 更 改 Specific 具 体 的 Measureable 可 衡 量 的 Agreed 同 意 的 Realistic 现 实 的 Timed 有 时 限 的 SMART Prepared by: PlanningSlide 10 of
15、 59Date: Jul. 16, 2004 Goals 目的 q Setting GOALS is the first step in breaking down the Vision and Mission into statements which support the attainment of the Vision and Mission.描述宗旨和使命的第一步是设定目的，这将有助于实现宗旨 和使命。 The goals should: Directly support the Vision and Mission直接支持宗旨和使命 Are defined and supporte
16、d by managers and directors由经理和主任确定并支持 Provide areas of focus so that specific objectives can be defined提出区域的重点 以便于确定具体的指标。 Fall into the five BPD categories (SPQRC)分成五个BPD类别（SPQRC） May change from year to year, but do not change dramatically可以一年一年地改 变，但不要随意更改。 (Think of the Goal as the mission statement for each BPD category.) 也可以把目的看作是BPD每个类别的使命的描述。 Prepared by: PlanningSlide 11 of 59Date: Jul. 16, 2004 q OBJECTIVES are what one is trying to achieve by a particular course of
