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1、FES School : Leadership 领导力（子系统）,Leadership within FES FES中的领导力子系统,Leadership within FES FES中的领导力子系统,Input 输入 Market, competition 市场，竞争Customer expectations 客户的期望Faurecia industrial & financial situation 佛吉亚工业和财务状况Faurecias mission & vision, 佛吉亚的使命和远景Etc等等,Output 输出 Faurecia Strategy & PMT 佛吉亚战略和中期计
2、划 Budget and Forecasts 预算和预测 Commitments on Action Plans at all level of the organization, 组织中各个层面的对行动计划的承诺 Etc等等,3 Processes 三个过程,STRATEGY and PlAN 战略和计划,DEFINE STRATEGY 定义战略,DEVELOP PMT 制定中期计划,BUDGET 预算,DEPLOY OBJECTIVES 目标拓展,BUILD ACTION PLANS 建立行动计划,Strategy & Plan 战略和计划,DEFINE STRATEGY 定义战略,DEV
3、ELOP PMT 制定中期计划,STRATEGY and PlAN 战略和计划,Strategy 战略,1,Become a global partner for all OEMs in six major modules 在六大模块各个方面，成为所有主机厂的全球合作伙伴,3,Grow faster than the market through innovation 通过创新，以快于市场的速度成长,2,Steadily improve towards best-in-class profitability 朝着最佳盈利改进,1,8. Human Resources 人力资源,3. Accou
4、nt Planning 客户计划,7. Purchasing 采购,4. Product Planning 产品计划,5. Development Planning 发展计划,Industrial Planning工业计划,2. Business Definition业务定义,1. Key Issues 关键事项,What is the long term objective with each OEM ? 与每一个主机厂的长期目标是什么？ OEM Strategic summary and Financials 主机厂战略汇总和财务 Faurecia present position and
5、 target 佛吉亚目前位置和目标,9. Options & Recommendations Financial Summary,PMT 中期计划,Which basics strategic issues? Key priorities: Major changes over PMT07 Economics target 09/10,Right person at the right place ? Restructuring plans Resources and skills,Which industrial organization? Make or buy Plants workl
6、oad New plants / restructuring,Which recommendation ? Synthesis of PMT options “Preferred scenario“,Which Product Offer ? Current product offer Competition offer Available and future technology Market requirements,What do we intend to do ? 我们想做什么 Strategic Segments 战略 Business/economic model Pricing
7、 strategy 价格战略 Competitive position and market shares 竞争地位和市场份额,Which development Workforce ? Workload/capacity D&D footprint Resources & skills Build to print / Full system,Which Purchasing strategy? Spend segmentation and dynamics Supplier panel strategy Supplier development Purchasing performance
8、,Budget 预算,DEFINE STRATEGY 定义战略,DEVELOP PMT 制定中期计划,DEPLOY OBJECTIVES 目标拓展,BUILD ACTION PLANS 建立行动计划,Budget 预算,STRATEGY and PlAN 战略和计划,Build Budget & deploy targets 建立预算和拓展目标,Budget/ Actual 预算/实际,Indicators 指标,Potential improvement analysis 潜在改进分析,Objectives 目标,Roadmaps & Network 路标图和工作网络, How to imp
9、rove 如何改进 ,1,2,3,4,5,Action plans 行动计划,Action 1,From Cascading to Deployment 从展开到拓展,Building a correct KPIs Tree is vital 建立正确的关键指标树,Output KPIs linked to targets 关键指标的输出和目标链接 Input KPIs levers to achieve output KPIs 关键指标的输入 实现关键指标的输出,Plant Manager 工厂经理,UAP Manager UAP经理,Supervisor 主管,Gross Margin 毛
10、利,A,+ 3%,UAP 1,A.1,+ 4%,Gross Margin,UAP 2,A.2,+ 2%,Gross Margin,Section N1,A.1.1,+ 6%,Gross Margin,Section N2,+ 2%,Gross Margin,A.1.2,Section N3,+ 3%,Gross Margin,A.1.3,Link Input and Ouput KPIs 链接关键指标的输入和输出,Quality 质量,Quantity 数量,Cost成本,Delivery 交付,Safety安全,Members 人员,Displayed and measured at the
11、 worksite Members 展示和测量工作现场人员 Management can understand the effect of their actions on the output KPIs. 管理可以使我们明白行动对关键指标输出的影响,INPUT输入 (Process过程),Higher level information 更高级别的信息 Tracked at senior manager level. 高级管理层跟踪 Key results should be feed back to members to recognise improving or deteriorati
12、ng trends 关键结果应该反馈给团队成员，认可改进和退步的趋势,OUTPUT输出 (Results 结果),Example of in put and output KPIs 关键指标的输入和输出的例子,OUTPUT输出,PPM,MPM,PARETO 柏拉图,INPUTS 输入,Internal PPM 内部PPM,SW confirmation 标准化作业确认,8D closure 8D关闭,Trucks arrive on time 卡车准时到,TPA finished on time按时TPA,Internal MPM 内部MPM,KPI tree building example
13、 建立关键指标树的例子,MPM,Trucks leave on time ? 卡车是否准时离开？,With the right quantities ? 是否装载正确的数量？,Trucks arrives on time ? 卡车到达准时,Loading time ok? 卸货准时,Forklifts ready ?叉车准备？,Nb of TPA in advanced ok? 卡车准备区域的数量提前确认ok,Safety stock level ok?安全库存水平ok,Customer Variation stock updated?客户的变化的库存信息被更新,Internal MPM tr
14、acked ?内部MPM被跟踪,BOP available? 外购件可使用,OPR achieved ?,Stock Segmentation updated ?库存分布被更新,Supplier MPM on target ? 供应商MPM达到目标,EXAMPLE 举例,Small trains standardized ? 小火车标准化,Standardized work audited ?标准化作业检查,Operators trained? 操作工被培训,TO BE COMPLETED待完成,A KPI tree should bear many KPIs关键指标树应该产生很多关键指标 M
15、anagement must decide on which KPI to track管理取决于使用什么指标去跟踪 Each KPI is tracked at different level每个关键指标应在不同级别跟踪,Develop relevant KPIs. 发展相关的关键指标,Many factors can be measured in every area of every plant. 每个工厂的每个区域，都有很多要素可以衡量,Keep focused on your target, and what is needed to achieve that target i.e.
16、what input (process) KPIs are needed to achieve the output (result) KPIs 保持关注你的目标，实现目标需要什么，例如关键指标的输入（过程）需要能够实现关键指标的输出,Management must act on the KPIs that Members are recording the KPIs MUST be seen to be of use to both Management and Members 管理必须对指标采取行动，指标必须由团队成员记录。指标必须能够被使用双方（管理者和团队成员）所见。,Set down SMART Targets 设置SMART（聪明）的目标,
