波多里奇奖主题

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1、波多里奇奖主题波多里奇奖主题Whatdoweintendtoachieveinthecourse?本次课程我们要达到的目的？（1）Wewanttoanswerthefollowingquestions:我们想回答下列问题：-Whatshallwedotoensurethelongtermsuccessofourbusiness?我们应该怎样做才能确保商业长期成功？-WhatarethecontentsandmechanismsofBaldrigeAward?波多里奇奖的内容和评奖机制是什么？-DoesBaldrigeAwardprovidetheframeworkandcriteriafora

2、longtermsuccessfulbusiness?波多里奇奖是否为长期成功的商业提供了框架和方法？2024/7/292-IsourorganizationreadytoutilizetheBaldrigeAward?我们的组织是否具备使用波多里奇奖的环境？-HowtoimplementtheBaldrigeAwardcriteria?怎样实施波多里奇奖标准？-Howtocarryoutself-assessmentbasedonBaldrigeAwardCriteria?怎样基于波多里奇奖标准进行自评？-如何编写自评报告？Whatdoweintendtoachieveinthecourse

3、?本次课程我们要达到的目的？（2）2024/7/293Subject1主题1BackgroundofPerformanceExcellenceandBaldrigeAwardOverview业绩卓越奖的背景以及波多里奇奖的概况2024/7/294TheFirstQualityAward最早的质量奖（1）The Deming Prize戴明奖戴明奖Dr. W. Edwards Deming was a U.S. statistician who taught theJapanese about the basics of quality control in 1950. At this time

4、JapanhadbeendevastatedbyWorldWarIIanditseconomywasinruins. Unskilled in the methods of mass production, Japanesefactorieswereturningoutinferiorproductsthatwerehardtosellatanyprice,andvirtuallyimpossibletoexport.YetJapandesperatelyneeded export revenues in order to purchase food. The technicalknowled

5、ge that Deming provided was an important part of thesolution.威廉爱德华戴明博士是美国的统计学家，他曾在1950年在日本讲授质 量控制的基础。那个时候日本正处于第2次世界后的经济萧条期。无大规模生产的技术，使日本制造商生产出无论价格高低都卖不出的低档产品，更谈不上出口。但是日本迫切需要出口收入采购食品。戴明提供的技术知识是解决此种情况重要的一部分。2024/7/295Demingshowedgreatsympathyforthepredicamentofhishosts,forexamplebydonatingtheincomefro

6、mhislecturestotheUnionofJapaneseEngineersandScientists(JUSE).So when JUSE decided in 1951 to establish a nationalawardtopromote qualitymanagement, itwasnaturalthattheyshouldnameitforDr.Deming.ItbecamethestandardbywhichbusinessexcellencewasjudgedinJapanformorethan40years.戴明对日本的困境显示了很大的同情心，例如他将讲课的收入捐赠

7、给日本科学家与工程师联合会（JUSE）。所以当1951年JUSE决定建立提高质量管理的国家质量奖时，便以戴明博士的名字命名。此奖项现在被认为是日本40多年来商业卓越方面的最高奖项。TheFirstQualityAward最早的质量奖（2）2024/7/296TheEmergingofBaldrigeAward(1)波多里奇奖的出现（1）After the 2nd. World War, withthecoming ofpeace,U.S.management almost overnight discarded the very qualitymanagement practices that

8、hadhelped make theindustrialwareffortsosuccessful.Themostprofitablestrategywasjusttokeeppumpinguptheproductionvolumesandignoreeverythingelse.ThusU.S.managementresolutelyignoredqualitymanagementforthenextthirtyyears.第2次世界大战后，战争停息，美国管理几乎抛弃了全面 质量管理规范。最有利可图的策略就是只追求产量而忽略其他任何东西。因此，在接下来的30年内，美国几乎彻底忽略了质量管理。

9、2024/7/297During these same three decades, quality managementtechniques were a cornerstone of Japans economic miracle,includingitsmajorpenetrationintomarketsaroundtheworld.Itis again ironic that while the U.S.A. discarded qualitymanagement and gave it as an unintentional gift to Japan, itwastheJapan

10、esewholaterbroughtitbackunintentionallytothe U.S.A. The reawakening of U.S. interest in quality in the1980s was largely due to the devastating effect of foreigncompetition.在相同的时期内，质量管理技术已经成为日本的经济奇迹以及日本向全球市场渗透的基石。当美国抛弃质量管理并将其作为一份无心的礼物赠送给日本，是日本又在后来将其回赠给美国。1980年美国重新对质量感兴趣主要是由于外国竞争的巨大影响。TheEmergingofBal

11、drigeAward(2)波多里奇奖的出现（2）2024/7/298Bythemid1980stherewaspanicinmanyquartersintheUSA.Foreign competition seemed to be having its way and no onecouldfigureoutwhy,orhowtostoptherot.Allkindsofmadcaptheoriesandsolutionswerebeingdiscussed,inindustry,inthemedia and among politicians.At this time only a rela

12、tively fewU.S.companiessuchasXeroxandFordhadfiguredoutwhatthereal problem wasprimarily poor management practicesandwerelearninghowtocleanuptheiractandfightback.80年代中期，美国的许多地方出现了经济恐慌。外国竞争似乎为所欲为并且没有人知道怎样应对。所有荒唐的理论和“解决方案”都在被行业、媒体乃至政治家之间讨论。此时，美国只有少数公司，例如施乐和福特领悟到真正的问题是从根本上缺乏管理规范并学习如何整顿自己的行为以及回击。TheEmergi

13、ngofBaldrigeAward(3)波多里奇奖的出现（3）2024/7/299Others,suchasGeneralMotorsdidntunderstandthisatall.GMsresponsewastobetthefarmonastrategyofusingtechnology to replace people, which proved to be adisastrous. Other companies became convinced that theywere the victims of dumping and sought legislation thatsimpl

14、y forced more efficient foreign companies to increasetheirmarginsbychargingU.S.customersmore.其他公司，例如通用公司根本不理解这一举措，通用公司的反应是使用技术取代人的策略无疑是“把老本都赌上”，其后果是空前惨重的。其他公司也确信他们是“倾销”的受害者，并寻求法律途径向外国公司施压，通过控制更多的本土顾客以增加他们的收入。TheEmergingofBaldrigeAward(4)波多里奇奖的出现（4）2024/7/2910Inthemidstofthisdebate,thosewhohadfollowe

15、dthespreadofqualitymanagementinAsiaanditsdeclineintheU.S.A.knewthat this knowledge gap was a significant part of the problem.FollowingtheexampleoftheDemingPrize,variousattemptsweremadetocreateaU.S.nationalqualityawardasatooltoraiseawareness and promote the sharing of knowledge. There waseven a priva

16、te bill drafted for Congress to establish such anaward,buttheseeffortsgotnowhere.在争论的过程中，那些曾参与质量管理在亚洲发展进程同时在美国衰落这一过程的人确信知识差异是最大的问题。仿照戴明奖的实例，美国开始做出各种尝试，以建立美国的国家质量奖，作为一种提高意识以及推动知识共享的工具。甚至为国会起草了一份司法法案以建立此奖项，但这些努力都毫无结果。TheEmergingofBaldrigeAward(5)波多里奇奖的出现（5）2024/7/2911Thenin1988MalcolmBaldrige,theSecre

17、taryofCommerceand a friend of Reagan, was fatally injured in a rodeoaccident.Seizingtheopportunitycreatedbythistragedy,thesupportersofthebillsuggestedtoReaganthattheawardwould be a fitting memorial to Mac Baldrige. Thelegislationwasquicklyrenamedandenacted. 1988年马尔科姆波多里奇，美国商务部长，里根的好友，在一次竞技事故中不幸遇难。法案

18、拥护者借此灾难之机会，向里根总统建议此奖项是对“马尔科姆”波多里奇的适当纪念。此立法很快就被重新命名和颁布。TheEmergingofBaldrigeAward(6)波多里奇奖的出现（6）2024/7/2912ThustheMalcolmBaldrigeNationalQualityAwardcameintobeing thirty-seven years after the creation of the DemingPrizeinJapan.Thismarkedamilestoneinreawakeningofthe U.S.A. to the importance of managing

19、 quality as theroutetohighproductivity,lowcosts,andmarketsuccess.从而，在日本戴明奖创立37年后，马尔科姆波多里奇国家质量奖诞生。这是美国质量管理（高产量、低成本以及成功销售的毕经之路）重要性意识再度觉醒的里程碑。TheEmergingofBaldrigeAward(7)波多里奇奖的出现（7）2024/7/2913TheBaldrigeAward波多里奇奖(1)National Institute of Standards and Technology (NIST) , anagencyofU.S.DepartmentofComm

20、erce,isresponsiblefortheBaldrigeNationalQualityAwardandProgram.国家标准与技术协会（NIST），美国商业部门的下属机构，负责波多里奇国家质量奖评奖及方案。The American Society for Quality (ASQ) assists inadministeringtheAwardProgramundercontracttoNIST.美国质量学会（ASQ）按照与NIST的合同协助评奖方案的执行工作。ThecontentsofBaldrigeAwardareup-datedannuallyalongwithacompreh

21、ensivecasestudyissuedbyNIST.波多里奇奖的内容与NIST公布的综合案例研究一起每年更新。2024/7/2914ThePurposesofBaldrigeAward波多里奇奖的目的（1）1.TheCriteriaarethebasisfororganizationalself-assessments,formakingAwards,andforgivingfeedbacktoapplicants.2.3.本标准是组织自评、参与评奖以及对申请者反馈的依据。2024/7/29152.The Criteria have three important roles in str

22、engthening U.S.“competitiveness”:本标准在加强美国“竞争力”中有三项重要职责：-tohelpimproveorganizationalperformancepractices,capabilities,andresults帮助提高组织的业绩规范、能力和结果-to facilitate communication and sharing of best practicesinformationamongU.S.organizationsofalltypes推动美国所有组织间最佳作法的信息沟通和共享-to serve as a working tool for un

23、derstanding and managingperformance and for guiding organizational planning andopportunitiesforlearning作为理解和管理业绩、指导组织策划和学习机会的工具。ThePurposesofBaldrigeAward波多里奇奖的目的（2）2024/7/2916TheGoalsofBaldrigeAward波多里奇奖的目标TheCriteriaaredesignedtohelporganizationsuseanintegratedapproachtoorganizationalperformancema

24、nagementthatresultsin设计本标准是为了帮助组织使用一种整合的方法进行组织业绩管理，从而：-deliveryofever-improvingvaluetocustomers,不断提高向顾客交付的价值-contributingtomarketplacesuccess贡献于成功的市场开拓-improvementofoverallorganizationaleffectivenessandcapabilities整个组织有效性和能力的提高-organizationalandpersonallearning组织以及个人的学习2024/7/2917DoesBaldrigeAwardWo

25、rk?波多里奇奖有效吗？Ahypotheticalsumwasinvestedineachofthe1990-1999,publicly-traded Baldrige Award recipients common stock, in the year theyapplied for the Award. The investment was tracked from the firstbusinessdayofthemonthfollowingtheannouncementoftheAwardrecipientsthroughDecember1,2000.$1,000wasinvested

26、ineachwhole company, and for subsidiaries the sum invested was $1,000multipliedbythepercentofthewholecompanysemployeebasethesubunitrepresentedatthetimeofitsapplication.ThesametotaldollaramountwasinvestedintheStandard&Poors(S&P)500onthesameday.假设总体在1990-1999年每一年都被投资，公开交易的波多里奇奖获得者的普通股，在他们申请奖项的那一年。从第一个

27、交易日开始跟踪，到奖项获得后的公告，一直到200年12月1日。每一个完整的公司投资1000美元，分公司按照公司员工的百分比。2024/7/2918奖项申请者1990-1999公开交易的现场访问评审奖项申请者1990-1999整个公司公开交易的现场访问评审在股票研究中涉及的奖项接收者（在研究的时候只包括公众持有股。）2024/7/2919IsTQMdying?全面质量管理是否正在衰退？AstudyperformedbyK.B.KevinandV.R.SinghaltolinkTQMtobottom-linemeasuresofperformance.由K.B.Kevin和V.R.Singhal进

28、行的研究将全面质量管理与业绩的底线测量相联系。600 companies who have effectively implemented TQM are selected.Companieswith:选择了600家有效实施全面质量管理的公司。他们：Focusingoncustomersatisfaction,以顾客满意为中心，Encouragingemployeeinvolvement,鼓励全员参与，Continuousimprovementwellaccepted,practiced,anddeployed,接受、进行并坚持持续改进，Winingofsometypesofqualityaw

29、ard.成功获得某些质量奖项。2024/7/2920奖项获得者的股票与对比性有价证券比较奖项获得者的股票与对比性有价证券比较股票组合奖项获得者的股票性能价格比与不同对比性有价证券的比较奖项获得者的股票性能价格比与不同对比性有价证券的比较2024/7/2921金融业绩与对比性公司的比较金融业绩与对比性公司的比较业绩测量业绩测量奖项获得者奖项获得者对比性公对比性公司司营业收入营业收入销售额销售额总资产总资产员工员工销售销售收益率收益率资产资产收益率收益率奖项获得者以及对比公司在实施奖项获得者以及对比公司在实施TQM之后平均业绩百之后平均业绩百分数的比较分数的比较2024/7/2922小公司与大公司

30、小公司与大公司的比较的比较业绩测量业绩测量小公司小公司大公司大公司获得奖项的小公司与大公司之间业绩平均百分数之间的比较获得奖项的小公司与大公司之间业绩平均百分数之间的比较2024/7/2923低资本与高资本集约度的比较低资本与高资本集约度的比较业绩测量业绩测量低资本集约度低资本集约度高资本集约度高资本集约度低资本和高资本集约度获奖者之间的平均业绩百分数的比较低资本和高资本集约度获奖者之间的平均业绩百分数的比较2024/7/2924业绩获奖者对比公司时间奖项完整管理体系的实施实施阶段实施后2024/7/2925测量合伙人和团队实施STAR的建议合伙人满意职业生涯机会设置顾客和市场相关方满意收入增

31、加市场份额过程改进准时服务当天服务每小时生产的数量股东和社团慈善活动2024/7/2926TheEvolutionandContinuousImprovementoftheBaldrigeAward(1)波多里奇奖的发展和持续改进（1）Originallycreatedbyleadersinthefield最初由质量界领导者创建，Basedonevolvingchallenges,continuouslyshortlistkeyrequirementsforlongtermsuccess基于企业不断面临新的挑战，整理更新能使企业长期成功的关键要求。Integrateandimprovelink

32、agebetweenstrategy,process,andresults战略、过程和结果联系的整合和改进Increaseapplicability;supportmoreusersoftheCriteria增强适用性；支持更多的用户。2024/7/2927GurusofPerformanceExcellence业绩卓越的权威业绩改进的所有方法文化活动业绩概念过程管理以事实为基础的分析统计思想测量（Deming）远景和价值领导力激情追求卓越人员（Peters）逐项改进策划/组织严格的分析（Juran）质量原则全员参与管理体系和方针计划的文化变化（Crosby）2024/7/2928TheEvo

33、lutionandContinuousImprovementoftheBaldrigeAward(2)波多里奇奖的发展和持续改进（2）NewChallenges(identifiedfor2004):新挑战（2004年确定的）：opennessandtransparencyingovernanceandethics;公司治理和道德行为的公开和透明theneedtocreateaddedvalueforcustomersandthebusiness需要为顾客和商业创造增值价值thechallengesofrapidinnovationandcapitalizingonyourknowledgea

34、ssets快速创新以及将组织知识资产转化成资本的挑战Globalization全球化Corporatesocialresponsibility(sustainability)企业社会责任（持续发展）2024/7/2929TheEvolutionandContinuousImprovementoftheBaldrigeAward(3)波多里奇奖的发展和持续改进（3）Increaseapplicability增加适用性:InitialFocus:BigManufacturing最初关注：大型制造业BusinessExpansion:Service/SmallBusiness业务扩张：服务/小型商业

35、Education教育HealthCare健康保健Future:Non-profitOrganization/Government将来：非盈利性组织/政府2024/7/2930The Baldrige Model波多里奇模式波多里奇模式ThreeComponents:三个组成部分：11CoreValues11个核心价值Criteria:标准OrganizationalProfile(DescriptionandChallenges)组织介绍（描述和挑战）7“Categories”,19“Items”,32“Areas”toaddress,87SpecificQuestions(CIA)涉及到7

36、大类、19项、32个领域，87个特殊问题（CIA）.GlossaryofKeyTerms主要术语表“Category”and“Item”Descriptions”类”和“项目”的描述TheScoringSystem计分系统Process过程(6Categories-550Points)Results结果(1Category-450Points)2024/7/2931TheCriteriaStructure标准的结构更明确2024/7/2932The Baldrige Model for a world-class management system波多里奇世界一流管理体系模式波多里奇世界一流管

37、理体系模式Builtoncorevalues依据核心价值建立Responsivetotheuniquenessofanyorganization响应组织的独特性(OrganizationalProfile组织介绍)Structuredframework-withlinkages-drives互相联系、互相推动的结构化的框架Forcesalignmentofplans,actions,resources强制计划、活动、资源的一贯化Supportedby3-dimensionalassessmentprocessthatconsidersapproach,deployment,&results;a

38、PDSAsystem ofcontinuouscyclesofimprovement由考虑到方法、拓展以及结果的3维评估过程支持，持续改进的PDSA体系。2024/7/2933Stakeholders&stockholders利益相关方和股东Deming/CrosbyCustomers顾客Regulatorymandates法规要求Vision,Mission&Values远景、使命和价值观Rewards&recognition奖金和赞誉SPC统计过程控制Supplierquality供方质量Re-engineering再造TQM全面质量管理PDSA策划-实施-检查-改进过程模式Measure

39、s/metrics测量/度量CIPDOESub-optimized 不优化不优化Generally not continuous 通常不连续通常不连续Not focused不关注不关注Not aligned 不调整不调整波多里奇Goals & Objective目标和目的目标和目的Random acts of improvement随意的改进活动随意的改进活动2024/7/2934Goals & Objectives目标和目的目标和目的 Aligned 一致性一致性 Focused 重点性重点性 Optimized 优化性优化性 Continuous 连续性连续性To Aligned Impr

40、ovements 一致性一致性的改进的改进2024/7/2935The mechanisms to produce results产生结果的机制产生结果的机制“经营经营”环境环境利益相关方的期望利益相关方的期望选择选择“经营经营”方向方向管理体系管理体系结果结果（主要业绩）（主要业绩）关键关键因素因素使命、目标、使命、目标、战略战略指导决策和行动的综指导决策和行动的综合机制合机制组织结构、技术、过程以及资源组织结构、技术、过程以及资源的设计和整合的设计和整合核心核心价值价值与与标准标准2024/7/2936Case Study 案例研究案例研究1Whatarethekeyfactorsorre

41、quirementsforanorganizationtoachievelongtermsuccess?组织达到长期成功的关键要素或要求是什么？(10minutesindividualstudy,10minutesteamstudy,5minutesteampresentation)(单独研究10分钟，小组讨论10分钟，小组介绍5分钟)2024/7/2937Subject主题2TheCoreValuesoftheBaldrigeModel波多里奇模式的核心价值2024/7/293811 core values are the foundation of the criteria11个核心价值是

42、标准的基础个核心价值是标准的基础v “Required” for World Class Performancev 是世界一流业绩所必需的是世界一流业绩所必需的v Cross-Cutting 横贯性的横贯性的v Role Model Attributes 模范特征模范特征Visionaryleadership远见性的领导力Customer-DrivenExcellence顾客驱动的卓越OrganizationalandpersonalLearning组织和个人的学习ValuingEmployeesandPartners重视员工和合作方Agility灵活性FocusontheFuture关注未来

43、ManagingforInnovation创新管理ManagementbyFact基于事实的管理SocialResponsibility社会责任FocusonResultsandCreatingValue关注结果和创造价值SystemsPerspective系统性2024/7/2939Definitions定义Values 价值The term “values” refers to the guiding principles and/orbehaviorsthatembodyhowyourorganizationanditspeopleare expected to operate. Val

44、ues reflect and reinforce thedesiredcultureoftheorganization.Valuessupportandguidethe decision making of every employee, helping theorganizationtoaccomplishitsmissionandattainitsvisioninanappropriatemanner.术语“价值”是指：表述期望组织及其人员如何运作的指导原则和/或行为。价值能够反映并加强组织期望的文化。价值能够支持并指导员工的决策，以协助组织以一种适当的方法完成其使命，并达到其远景目标。

45、2024/7/2940CoreValuesoftheBaldrigeModel波多里奇的核心价值TheCoreValuesandconceptsareembedded“Beliefs”and“behaviors”foundinhigh-performanceorganizations.在高业绩组织中，核心价值及概念体现在“信念”与“行为”中。The Core Values and Concepts are interrelated to oneanother,theyshouldbeappliedinanintegratedmanner.核心价值和概念是彼此相关的，他们应该以一种整合的方式加以

46、应用。TheCoreValuesareembodiedinsevenCategories.核心价值是7大类的具体体现。2024/7/2941TheCoreValuesarepresentedwiththreecomponentsinthecriteriaimplicitly.在标准中核心价值以3部分表述：ThemeaningsoftheCoreValues核心价值的含义ThepurposesorthebenefitsoftheCoreValues核心价值的目标和益处Suggestionsorexamplesonhowtodoit.核心价值如何实施的建议或实例CoreValuesoftheBal

47、drigeModel波多里奇的核心价值2024/7/2942VisionaryLeadership远见性的领导力（1）Anorganizationsseniorleadersshould组织的高层领导应：setdirectionsandcreateacustomerfocus,clearandvisiblevalues, and high expectations. The directions, values, andexpectationsshouldbalancetheneedsofallyourstakeholders.建立的方向，价值和期望应在相关方不同的要求中取得平衡。ensure

48、thecreationofstrategies,systems,andmethodsforachieving excellence, stimulating innovation and buildingknowledgeandcapabilities.确保策略、体系和方法的建立，以达到业绩卓越、刺激创新并构建知识和能力。2024/7/2943should inspire and motivate entire workforce and shouldencourageallemployeestocontribute,todevelopandlearn,tobeinnovative,andto

49、becreative.应该鼓舞并激发全体员工，并应鼓舞所有员工贡献、发展以及学习、创新。Seniorleadersshouldberesponsibletoyourorganizationsgovernancebodyfortheiractionsandperformance.高层领导应该为公司的活动及业绩向治理机构负责。VisionaryLeadership远见性的领导力（1）2024/7/2944Seniorleadersshouldserveasrolemodelsthroughtheirethicalbehaviorandtheirpersonalinvolvementinplanni

50、ng,communications,coaching,developmentoffutureleaders,reviewoforganizationalperformance,andemployeerecognition.高层领导应起模范带头作用，例如在道德行为方面、并要亲自参与计划沟通、指导、发展未来接班人、评审组织业绩、员工赏识。VisionaryLeadership远见性的领导力（2）2024/7/2945CustomerDrivenExcellence顾客驱动的卓越（1）Customer-driven excellence is thus a strategic concept. It

51、 isdirected toward customer retention and loyalty, market sharegain, and growth. It demands constant sensitivity to changingand emerging customer and market requirements and to thefactorsthatdrivecustomersatisfactionandloyalty.顾客驱动的卓越是一种战略概念。定位于顾客保持和忠诚度，市场份额的获得及增长。它需要对顾客与市场需求的变化和更新，以及如何使顾客满意和忠诚的因素持续

52、保持高度敏感。2024/7/2946It demand anticipating changes in the marketplace. Therefore, customer-drivenexcellencedemandsawarenessofdevelopmentsintechnologyandcompetitorsofferings,aswellasrapidandflexibleresponsetocustomerandmarketchanges.需要预测市场的变化。因此，顾客驱动的卓越需要知晓技术的发展以及竞争者的优势，同时要快速灵活的响应顾客和市场变化。CustomerDriven

53、Excellence顾客驱动的卓越（2）2024/7/2947OrganizationalandPersonalLearning组织和个人的学习（1）Achieving the highest levels of business performance requires a well-executed approach to organizational and personal learning.Organizationallearningincludesbothcontinuousimprovementofexistingapproachesandadaptationtochange,l

54、eadingtonewgoalsand/orapproaches.Learningneedstobeembeddedinthewayyourorganizationoperates.Thismeansthatlearning(1)isaregularpartofdailywork;达到经营业绩的最高水平需要组织和个人执行一种好的学习方法。组织学习既包括现有方法的持续改进也包括采用新方法。学习需要贯穿于组织经营的过程中。这就意味着学习（1）是日常工作的一部分；2024/7/2948(2)ispracticedatpersonal,workunit,andorganizationallevels;

55、(3)results in solving problems at their source (“root cause”); (4) isfocusedonsharingknowledgethroughoutyourorganization;and(5)isdrivenbyopportunitiestoeffectsignificantchangeandtodobetter.Sources for learning include employees ideas, research anddevelopment (R&D), customers input, best practice sha

56、ring, andbenchmarking.(2)在个人、工作单元以及组织层实施；(3)使问题从根本上（根源）得以解决；(4)在整个组织内达到知识共享；以及(5)由有意义改进机会所驱动。学习的来源包括员工的意见，研究与开发、顾客输入、最佳惯例分享以及标杆。OrganizationalandPersonalLearning组织和个人的学习（2）2024/7/2949ValuingemployeesandPartners重视员工与合作方（1）Anorganizationssuccessdependsincreasinglyontheknowledge,skills,creativity,andmo

57、tivationofitsemployeesandpartners.组织的成功取决于员工及合作方日益增长的知识、技能、创造力以及动力。Valuing employees means committing to their satisfaction,development, and well-being. Increasingly, this involves moreflexible, high-performance work practices tailored to employeeswithdiverseworkplaceandhomelifeneeds.重视员工意味着要对员工的满意、

58、发展以及福利负责。随着时间的发展，可能包括为不同工作场所及家庭生活需求的员工定制更灵活、业绩更高的工作惯例。2024/7/2950External partnerships might be with customers, suppliers, andeducation organizations. Strategic partnerships or alliances areincreasingly important kinds of external partnerships. Suchpartnershipsmightofferentryintonewmarketsorabasisfo

59、rnewproductsorservices.Also,partnershipsmightpermittheblendingofyourorganizationscorecompetenciesorleadershipcapabilitieswiththecomplementarystrengthsandcapabilitiesofpartners.外部合作方可能是顾客、供方、以及教育培训组织。战略伙伴或联盟也日益成为重要的外部合作方。此类合作关系可能提供新的市场入口或者新产品或服务基础。而且，合作可以由合作方的力量和能力补充组织的核心能力或领导能力。ValuingEmployeesandPa

60、rtners重视员工与合作方（2）2024/7/2951Agility灵活性（1）Successingloballycompetitivemarketsdemandsagilityacapacityforrapidchangeandflexibility.Businessesfaceever-shorter cycles for the introduction of new/improved productsandservices,aswellasforfasterandmoreflexibleresponsetocustomers.在全球竞争市场的成功需要灵活一种快速变化和适应能力。商业经

61、营经常需要短期内实现产品/服务的更新和改良，同时还需要更快、更灵活的响应顾客。2024/7/2952All aspects of time performance now are more critical, andcycle time has become a key process measure. Otherimportant benefits can be derived from this focus on time;Timeimprovementsoftendrivesimultaneousimprovementsinorganization,quality,cost,andpro

62、ductivity.时间业绩的所有特性都非常关键，并且周期已经成为过程测量的关键指标。其他重要的优势也可能源自于对时间的关注；时间改进经常会同时驱动组织、质量、成本和产量的改进。Agility灵活性（2）2024/7/2953SuccessorFailure?成功或失败？（1）Strategic frames become blinders. Strategic frames shape how managers view their business; they help managers stay focused. But these frames can also blind manag

63、ers to new options and opportunities.战略框架成为障碍物战略框架成为障碍物 战战略略框框架架体体现现管管理理者者如如何何察察看看他他们们的的业业务务；他他们们帮帮助助管管理理者者对对业业务务保保持持关关注注，但但是是这这些些框框架架也也可可能能妨妨碍碍管管理理者者发发现现新新的的项项目目和机会。和机会。 2024/7/2954EXAMPLE实例实例:After seven decades of uninterrupted growth, FirestonereignedsupremeintheU.S.tireindustryinthe1970s.ThenMi

64、chelin introduced the safer and more economical radialtire. Firestone competed with Michelin head-to-head inEurope,butwasblindtothethreattoitscoreU.S.market,and so continued to produce conventional tires only.Firestonelostsignificantmarketshareandwasacquiredadecadelater.在持续发展70年后，火石轮胎在1970年代美国轮胎业占绝对

65、优势地位。后来米其林引入了更安全更经济的辐射状轮胎。火石在欧洲与米其林展开了的竞争，但是却忽视了对其核心美国市场的威胁，因此继续生产传统轮胎。火石因此损失了经过辛苦努力得来的重大的市场份额而最终被其它公司兼并。SuccessorFailure?成功或失败？（2）2024/7/2955MomentumofSuccess?成功的动力？Everyorganization,eventheBaldrigeAwardwinners,gothroughtoughtimesandfacenewchallenges.Noorganizationcangetcomfortableandrelyonthemomen

66、tumofsuccess. 每个组织，即使是波多里奇奖的获得者，也都要面临新的挑战及艰难时刻。任何组织都不能依赖过去成功的动力而松懈。18visionarycompaniesthathadconsistentlyoutperformedtheirpeersbetween1950and1990assingledoutinthebest-seller”BuilttoLast”toberolemodels.Butoverthelasttenyears,just6 of these companies outperform the Dow Jones IndustrialAverage.“Builtt

67、oLast”书中研究1950年到1990年间，持续在同类公司中处于优越地位的18家模范型公司。但是在最近十年，这些公司中只有6家比道琼斯指数表现优良。2024/7/2956Focus on the Future关注未来（关注未来（1）In todays competitive environment, a focus on the futurerequiresunderstandingandplanningtheshort-andlonger-term factors that affect your business and marketplace.Pursuitofsustainableg

68、rowthandmarketleadershiprequiresastrongfutureorientationandawillingnesstomakelong-term commitments to key stakeholdersyour customers,employees,suppliersandpartners,stockholders,thepublic,andyourcommunity.在今天竞争的环境下，对未来的重视需要对影响经营和市场的长、短期因素了解并进行策划。持续发展以及市场领导力的追求需要强有力的未来定位和信念，以实现对关键利益相关方(顾客、员工、供方和合作方、股东

69、、公众以及社团)的承诺。2024/7/2957Afocusonthefutureincludesdevelopingemployeesandsuppliers, creating opportunities for innovation, andanticipatingpublicresponsibilities.重视未来还包括发展员工和供方、创造创新机会并预计公共责任。Focus on the Future关注未来（关注未来（2）2024/7/2958Innovationmeansmakingmeaningfulchangetoimproveanorganizations products,

70、 services, and processes and tocreate new value for the organizations stakeholders.Innovation should lead your organization to new dimensions of performance. (asmeasurementofbusinessresults) 创新意味着做出有意义的更改，以改进组织的产品、服务、及过程，并且要为组织的利益相关方创造新的价值。 创创新新应应该该引引导导组组织织取取得得新新的的业业绩绩进进展展。（当测量经营结果的时候）。Managing for

71、Innovation创新管理（创新管理（1）2024/7/2959Managing for Innovation创新管理（创新管理（2）Innovationisnolongerstrictlythepurviewofresearchanddevelopment departments; innovation is important for allaspectsofyourbusinessandallprocesses.Organizationsshouldbeledandmanagedsothatinnovationbecomespartofthecultureandisintegrated

72、intodailywork. 创新不再仅限于研究和开发部门的范围；创新对于经营和所有过程的所有方面都是重要的。应该引导并控制组织，以便将创新变成其文化的一部分，并将创新融合到日常的工作中。2024/7/2960What is the Market Value?什么是市场价值？什么是市场价值？Intangible Assets无形资产无形资产Tangible Assets有形资产有形资产CustomerCapital(relationshipswithcustomersandsuppliers)顾客资产（与顾客和供方的关系）Structuralcapital(patents,processes,

73、database,network,brand,etc)结构资产（专利、方法、数据、网络,品牌等）HumanCapital(theskillsandknowledgeofthepeople)人力资本（人的技术和知识）Total Market Value总总市市场场价价值值2024/7/2961KnowledgeandIntellectualCapitalModel知识和智能资本模型Totalmarketvalue=Tangibleassets+Intangibleassets.总市场价值=有形资产+无形资产Intangibleassetsinclude:无形资产包括：-HumanCapital(

74、theskillsandknowledgeofthepeople)人力资本（人的技术和知识）-Structuralcapital(patents,processes,database,network,etc.)结构型资产（专利、方法、数据、网络等）-CustomerCapital(relationshipswithcustomersandsuppliers)顾客资产（与顾客和供方的关系）-Stakeholder Capital (relationships and reputation with community,investors,authorities,etc.)利益相关者的资产（与公共

75、社团、投资者以及权威机构的关系和名誉）(successfulfactorof:athree-starrestaurant,BurgerKing,asmalllocalrestaurant)（三星级餐馆、BurgerKing、小地区餐馆的成功因素）2024/7/2962KnowledgeandIntellectualCapitalModel知识和脑力资本模型-Substituteknowledgeassetsforexpensivephysicalassets.用知识资产取代昂贵的实物资产-Ultimately, intellectual assets are more important th

76、an anyother. Only by means of knowledge can companiesdifferentiate from competitors. The other sources ofcompetitiveadvantage-accesstocapital,materials,markets,equipment-areeasytoduplicate.基本上，脑力资产比其他任何资产都重要。只有依靠知识才能使公司区别于竞争者。竞争优势的其他资源有权使用的资产、材料、市场、设备都很容易被模仿。2024/7/2963Using detailed figures from Si

77、x Sigma program, GE tracksproductivity gain came from new equipment (spendingmoney)and/ornewidea(fromthinking).使用6西格玛中详细的数据，通用电气公司追踪依据新设备（耗费金钱）和/或新理念（源自于思想）而提高的生产率比例。In the European lighting business, used to be a dollar ofinvestmenttogetadollarofcapacity.Now,itis12.5centsofinvestmenttogetadollarofc

78、apacity.ThegaincomesfromKnowledgeassets.在欧洲照明业，通常是一元的投入产生一元的产值。现在，12.5分的投入产生1元的产出。产出的增加源自于知识资产。KnowledgeandIntellectualCapitalModel知识和脑力资本模型2024/7/2964-Microsofts property in Washington has a value of $1.05billion.Itis0.2%ofthemarketvalueofthecompany($500billion)微软在华盛顿的资产约有10.5亿美元。占微软市场价值(5000亿美元)0.

79、2%。-Overall,U.S.companiesneed20%lessphysicalcapitaltoproduce adollars worth ofsalesthan theydid25yearsago.总的来说，美国公司产生1美元的销售价值所需的有形资产较25年前少20%。KnowledgeandIntellectualCapitalModel知识和脑力资本模型2024/7/2965TheValueofIntangibleAssets无形资产的价值Weallagreethatintangibleassetsareimportant,canwemeasurethevalueofinta

80、ngibleassets?我们认为无形资产是重要的，那么应该如何测量无形资产的价值呢？Whatisthepayofffrominvestinginanewknowledgemanagementorcustomerdatabase?投资新知识管理或顾客数据库的回报是什么？Howvaluableisacompanyculturethatenablesemployeestounderstandandbelieveintheirorganizationsmission,visionandcorevalues?组织文化是否能使员工理解并信仰组织的使命、愿经以及核心价值？Isitmoreimportant

81、toimprovetheskillsofallemployeesorfocusonthejustafewkeypositions?提高所有员工的技能和仅关注关键位置哪个更重要？Intangibleassetsseldomaffectfinancialperformancedirectly.Instead,theyworkindirectlythroughcomplexchainsofcauseandeffects.无形资产很少对财政业绩直接产生影响。但是能通过复杂的因果链对财政业绩间接产生影响。2024/7/2966TheValueofIntangibleAssets无形资产的价值Kaplan

82、andNortongivetheanswerofevaluatingthevalueofintangibleassetsintheirresearchresults(HarvardBusinessReview,February2004)Kaplan和Norton在其研究结果中给出了评价无形资产的答案（2004年2月哈佛商业评审）Valuecanbederivedonlyinthecontextofthestrategy.Ifthecompanyhassoundstrategyandiftheintangibleassetsarealignedwiththatstrategy,thentheas

83、setswillcreatevaluefortheorganization.Iftheassetsarenotalignedwiththestrategyorifthestrategyisflawed,thenintangibleassetswillcreatelittlevalue.价值可以仅由战略驱动。如果公司具有强有的战略并且有与之相匹配的无形资产，那么这些资产将会为组织创造价值。但是如果战略有缺陷并且没有与之相匹配的资产，那么无形资产就只能创造很少的价值。Threecategoriesofintangibleassetsareessentialforimplementingstrate

84、gy:对于正在战略的实施来说，有三类基本的无形资产：HumanCapital(skills,talent,knowledge,etc.)人力资源（技能、才能、知识）InformationCapital(databases,informationsystems,networks,technologyinfrastructure,etc.)信息资产（数据库、信息系统、网络、技术、基础设施等）OrganizationalCapital(culture,leadership,abilitytoshareknowledge,etc.)组织资产（文化、领导力、分享知识的能力）。2024/7/2967202

85、4/7/2968ManagementbyFact-PerformanceMeasurementandAnalysis(1)基于数据的管理基于数据的管理- 业绩测量和分析（1）measurements should derive from business needs andstrategy, and they should provide critical data andinformationaboutkeyprocesses,outputs,andresults.测量应该源自于经营需求和战略，并且应该提供有关关键过程、输出和结果的重要数据和信息。Performancemeasurement

86、shouldincludecustomer,product,andserviceperformance;comparisonsofoperational, market, and competitive performance; andsupplier,employee,andcostandfinancialperformance.业绩测量应包括顾客、产品和服务业绩；运作、市场以及竞争业绩的比较；以及供方、员工以及成本和金融业绩。2024/7/2969Analysis refers to extracting larger meaning from data andinformationtos

87、upportevaluation,decisionmaking,andoperationalimprovement. Analysis entails using data to determine trends,projections, and cause and effect that might not otherwise beevident.Analysissupportsavarietyofpurposes,suchasplanning,reviewingyouroverallperformance,improvingoperations,changemanagement,andco

88、mparingyourperformancewithcompetitorsorwith“bestpractices”benchmarks.分析要从数据和信息中尽可能提取较有意义的信息，以支持评价、决策、以及运作的改进。分析必须使用真实数据以确定趋势、计划以及因果关系。分析支持不同的目的，例如策划、评审综合业绩、改进运作、更改管理、以及与竞争者或“最佳惯例”标杆之间的业绩比较。ManagementbyFact-PerformanceMeasurementandAnalysis(2)基于数据的管理基于数据的管理- 业绩测量和分析（2）2024/7/2970The measures or indic

89、ators selected should best represent thefactorsthatleadtoimprovedcustomer,operational,andfinancialperformance.Acomprehensivesetofmeasuresorindicatorstiedto customer and/or organizational performance requirementsrepresents a clear basis for aligning all processes with yourorganizationsgoals.选择的测量标准和指

90、标应该对引导顾客、经营及财政业绩改进的要素作最佳表述。是整合所有作业流程一贯性的基准。ManagementbyFact-PerformanceMeasurementandAnalysis(3)基于数据的管理基于数据的管理- 业绩测量和分析（3）2024/7/2971Social Responsibility社会责任社会责任Anorganizationsleadersshouldstressresponsibilitiestothepublic,ethicalbehavior,andtheneedtopracticegoodcitizenship.Leadersshouldberolemodel

91、sforyourorganizationinfocusingonbusinessethicsandprotectionofpublichealth,safety,andtheenvironment.组织的领导者应该致力于公众、道德行为以及成为荣誉市民需求的职责。领导者应该成为关注商业道德、公众健康、安全及环境保护的模范。Practicinggoodcitizenshipreferstoleadershipandsupportwithinthe limits of an organizations resourcesof publicly importantpurposes.Leadership

92、asacorporatecitizen alsoentailsinfluencingotherorganizations,privateandpublic,topartnerforthesepurposes.积极参与荣誉市民活动是指以组织有限的资源领导并支持社会公共事业。作为社团公民的领导层还应该将这种行为影响到其他的组织、个人以及合作方。2024/7/2972WhatisCorporateSocialResponsibility?企业的社会责任是什么？（1）CSR is about how organizations manage the businessprocessesrelatedto

93、economic,socialandenvironmentalaspectstoproducean overall positive impact on interested parties and to achievesustainability and the future success of the company. Itsdimensionsincludetheculture,ethics,accountability,sustainability,reputation,riskandcitizenshipoftheorganizations.企业的社会责任是有关组织怎样管理与经济、

94、社会以及环境相关的经营过程，以对相关方产生积极的影响并达到企业持续发展和未来的成功。包括的因素有：文化、道德规范、可说明性、持续性、荣誉、风险以及组织的公民身份。2024/7/2973GRIusestheterm“sustainabilityreporting”assynonymouswith citizenship reporting, triple-bottom line reporting andother terms that compass the economic, environmental, andsocialaspectsofanorganizationsperformanc

95、e.GRI使用术语“持续发展能力报告”与城市公民义务报告、三重底线报告以及其他包含组织经济、环境和社会三方面业绩的报告同义。WhatisCorporateSocialResponsibility?企业的社会责任是什么？（2）2024/7/2974WhatisCorporateSocialResponsibility什么是企业的社会责任？Economic performance经济业绩经济业绩Environmental performance环境业绩环境业绩Sustainabledevelopmentisthesocietalgoalofmeetingtheneedsofthecurrent g

96、eneration without compromising the ability of futuregenerationstomeettheirneeds.可持续发展满足当代人需求的社会目标，并不危及下一代满足其需要的能力。The Rio Declaration 1992Social performance社会业绩社会业绩Sustainability持续发展能力持续发展能力2024/7/2975FocusonResultsandCreatingValue关注结果并创造价值An organizations performance measurements need to focus on k

97、eyresults.Resultsshouldbeusedtocreateandbalancevalueforyourkeystakeholderscustomers,employees,stockholders,suppliersandpartners,thepublic,andthecommunity.组织的业绩测量需要关注关键的结果。测量结果应被用于创造并平衡利益相关方（顾客、员工、股东、供方及合作方、公众以及社团）的价值。To meet the sometimes conflicting and changing aims that balancingvalue implies, or

98、ganizational strategy should explicitly include keystakeholder requirements.This will help ensure that actions and plansmeet differing stakeholder needs and avoid adverse impacts on anystakeholders.为了满足不时发生变化及冲突的目标，组织的策略应该明确包括关键的利益相关方需求。这会帮助确保活动和计划满足不同利益相关方需求，并避免对任何利益相关方产生不利的影响。2024/7/2976Systems Pe

99、rspective (1)系统性（系统性（1）The Baldrige Criteria provide a systems perspective formanaging your organization to achieve performanceexcellence. The Core Values and the seven BaldrigeCategories form the building blocks and the integratingmechanismforthesystem.波多里奇为管理组织以达到业绩卓越提供了一种系统性。分布在波多里奇七大类中的核心价值组成了体系

100、的基础及整合机制。Itmeansthatyourseniorleadersmonitor,respondto,andmanageperformancebasedonyourbusinessresults.这种方法意味着高层领导要基于经营结果监控、响应并管理业绩。2024/7/2977Asystems perspective alsoincludesusingyour measuresand indicators to link your key strategies with your keyprocesses and align your resources to improve overa

101、llperformanceandsatisfycustomers.系统性还包括使用测量标准和指标，将关键策略和关键过程联系，并调配资源以改进综合业绩和顾客满意度。Thus,asystemsperspectivemeansmanagingyourwholeorganization,aswellasitscomponents,toachievesuccess.因而，系统性意味着对整个组织、所有部分加以管理，以达到全面成功。Systems Perspective (2)系统性（系统性（2）2024/7/2978Successful management of overall performance

102、requiresorganization-specificsynthesis,alignment,andintegration.综合业绩的成功管理需要组织特殊的合成、一贯性、整合。Synthesis means looking at your organization as a wholeandbuildsuponkeybusinessrequirements,includingyourstrategicobjectivesandactionplans.合成意为要将组织看成一个整体，并依据关键的商业要求构建，包括战略目标和活动计划。Systems Perspective (3)系统性（系统性（

103、3）2024/7/2979Alignment means using the key linkages among requirementsgivenintheBaldrigeCategoriestoensureconsistencyofplans,processes,measures,andactions.一贯性意为使用波多里奇七大类所给要求之间的关联，确保计划、过程、测量和活动的一致性。Integrationmeanstheindividualcomponentsofyourperformancemanagementsystemoperateinafullyinterconnectedma

104、nner.整合意为业绩管理体系的独立要素以一种相互关联的方式运作。(RefertoBaldrigeCriteriaforPerformanceExcellenceFramework:ASystemsPerspective)(参考波多里奇业绩卓越标准框架：系统性)Systems Perspective (4)系统性（系统性（4）2024/7/2980Innovation and other Core Values (1)创新和其他核心价值（创新和其他核心价值（1）The “Driving Forces” for Innovation:创新的推动力创新的推动力“Visionary Leadersh

105、ip”:Seniorleadersshouldstimulating innovation; encourage all employees tocontribute,tobeinnovative,andtobecreative.“有有远远见见的的领领导导层层”：高层领导应该刺激创新；鼓励所有员工为创新和创造力做出贡献。“Focus on the Future”:Afocusonthefutureincludingdevelopingemployeesandsuppliers,creatingopportunities for innovation, and anticipating publ

106、icresponsibility.“关关注注未未来来”：关注未来包括发展员工和供方，创造创新机会并预计公共责任。2024/7/2981“Customer Driven Excellence”:Customer-drivenorganizationsaddressfeaturesandcharacteristicsdifferentiate from competing offerings. This leads toinnovationsintheorganization.“顾顾客客驱驱动动的的卓卓越越”：顾客驱动的组织致力于不同于竞争对手产品的特性和特征。这将会引导组织的创新。“Social

107、 Responsibility”:Anticipatinggrowingenvironmentalandsocialconcernswillcreateinnovationsinsustainabledevelopmentandgeneratenewvaluesforstakeholders.“社社会会责责任任”：预见逐步增长的环境和社会利害关系会为持续发展的创新创造机会，并为利益相关方产生新的价值。Innovation and other Core Values (2)创新和其他核心价值（创新和其他核心价值（2）2024/7/2982The “Mechanisms” for Innovati

108、on: 创新创新“机制机制“：“Valuing Employees and Partners”and“Organizationaland Personal Learning”:Theyarethemechanismsandprocessesresultsininnovation.“重重视视员员工工和和合合作作方方”以及“组组织织和和人人员员的的学学习习”：这些是导致创新的机制和过程。Innovation and other Core Values (3)创新和其他核心价值（创新和其他核心价值（3）2024/7/2983The “Results” of Innovation: 创新的创新的“结果

109、结果”：“Focus on Results and Creating Value”: Theconceptfocusonkeyresultsinmanaginginnovationandprovidebasisforimprovingresults. “关关注注结结果果并并创创造造价价值值”：此概念关注管理创新的关键结果并为结果的改进提供基础。Innovation and other Core Values (4)创新和其他核心价值（创新和其他核心价值（4）2024/7/2984The “Foundation” of Innovation: 创新的“基础基础”：“Management by F

110、act” and “Agility”:Theyarecriticaltotheeffectivemanagementofinnovation,andserveasafoundationtoalltheotherconceptsmentionedintheexample.“基基于于实实际际数数据据的的管管理理”和和“灵灵活活性性”：这对于创新的有效管理是重要的，并且能够作为事例中提到的所有其他概念的基础。Innovation and other Core Values (5)创新和其他核心价值（创新和其他核心价值（5）2024/7/2985Social Responsibility & Cust

111、omer-Driven Excellence社会责任以及顾客驱动的社会责任以及顾客驱动的卓越卓越Focus the Future关注未来关注未来Valuing Employees and Partners重视员工和合作方重视员工和合作方Organizational & Personal Learning组织和人员的学习组织和人员的学习Visionary Leadership有远见的领导层有远见的领导层Focus Results and Creating Value关注结果并创造价值关注结果并创造价值Management by Fact, Agility基于实际数据的管理、灵活性基于实际数据的管

112、理、灵活性Managing for Innovation创新管理创新管理2024/7/2986Case Study 案例研究案例研究2 Matching your findings in Case 1 with the Core Values of the Baldrige Model 将你在案例将你在案例1种的发现与波多里奇模式的核心价值比较。种的发现与波多里奇模式的核心价值比较。(10minutesteamstudy,5minutesteampresentation) （10分钟小组讨论，5分钟小组表陈述）2024/7/2987Case Study案例案例 2 AWhat are the

113、“Intangible Assets” of your company? How can you increase the “Intangible Assets” of your company? 企企业业的的“无无形形资资产产”有有哪哪些些？你你怎怎样样增增加加企企业业“无无形形资资产产”？ (20minutesteamstudy,5minutesteampresentation)（20分钟小组讨论，5分钟小组陈述）2024/7/2988Subject主题3OrganizationalProfileandOrganizationalChallenge组织简介与组织挑战2024/7/2989T

114、heimportanceoforganizationalprofile组织简介的重要性（1）The Organizational Profile is a snapshot of yourorganization,thekeyinfluencesonhowyouoperate,andthekey challenges you face. It is the unique character andbusiness environment of your organization. It tells thedifferencesbetweenyourorganizationandotherorg

115、anizations.组织简介是你的组织如何经营的关键影因素，以及你所面临挑战的快照。它是个别组织的特征和经营环境的解析。它能够说出你的组织与其他组织的不同。Itisthemostappropriatestartingpointforself-assessmentandforwritinganapplication.对于申请者来说它是自评最恰当的起点。2024/7/2990itisusedbytheExaminersandJudgesinapplicationreview,includingthesitevisit,tounderstandyourorganizationandwhatyouc

116、onsiderimportant;and它可以为主考官和评判员在对申请者评审时使用，包括现场访问，以了解你的组织以及你所认为的重要的是什么。italsomaybeusedbyitselfforaninitialself-assessment.Ifyou identify topics for which conflicting, little, or noinformationisavailable,itispossiblethatyoucanusethesetopicsforactionplanning.它还可以用于初始的自我评估。如果你识别的主题不一致、没有有效信息，就可以将其结论用于改进

117、活动。Theimportanceoforganizationalprofile组织简介的重要性（2）2024/7/2991P.1P.1Organizational DescriptionOrganizational Description组织描述组织描述组织描述组织描述P.2P.2Organizational ChallengesOrganizational Challenges组织挑战组织挑战组织挑战组织挑战a. Organizational Environment组织的环境组织的环境Products/Services产品/服务Mission,Vision,Values使命、远景、价值Emp

118、loyeeProfile员工介绍Technologies,Facilities技术、设施RegulatoryEnvironment法律环境b. Organizational Relationships组织的关系组织的关系Structure,Governance New结构、治理Customer/Markets,Requirements顾客/市场、需求SuppliersandPartnersNew供方和合作方a. Competitive Environment竞争环境竞争环境CompetitivePosition竞争形势FactorsforCompetitiveSuccess竞争成功的因素Sou

119、rcesComparativeDataNew比较数据的来源b. Strategic Challenges战略挑战战略挑战c. Performance Improvement System业绩改进体系SystematicFocusApproach系统的关注方法SharingKnowledge&Learning分享知识及学习Components of the Organizational Profile组织简介的组成2024/7/2992Eligibility Form申请者合格资料表申请者合格资料表Thefirstpartoftheapplicantreport,includinginforma

120、tionsuchas:申请报告的第一部分，包括下列信息如：Organizationalchart(s)组织图Sitelistinganddescriptors场所列表及其描述Listofkeycompetitors关键竞争者列表Listofkeycustomers/users关键顾客/用户列表Listofkeysuppliers关键供方列表Descriptionofmajormarkets主要市场的描述Nameandorganizationoffinancialauditor财政审核员的名字和组织2024/7/2993Eligibility FormEligibility Form申请者合格资

121、料表申请者合格资料表申请者合格资料表申请者合格资料表Organizational ProfileOrganizational Profile组织简介组织简介组织简介组织简介Organizational Profile-Source of Key Factors组织简介组织简介-关键要素的来源关键要素的来源+=Key FactorsKey Factors关键要素关键要素关键要素关键要素Factors=importantfactsneededtounderstandtheapplicantsbusinessandresponsestotheCriteria.要素=理解申请者经营状况以及与标准的符合

122、情况所需的重要数据。OrganizationaldataissummarizedintheKeyFactorsWorksheet在关键要素工作表中汇总组织数据。UsedbyExaminersevaluateanapplicantthroughaKeyFactorlens主考官可以使用关键要素评价申请者：-Tells examiner what is important to the organization (e.g., key customer and marketrequirements,strategicchallenges,etc.)告诉主考官对组织重要的是什么（例如顾客和市场的关键需

123、求、战略挑战等）；-Aidsexaminerindeterminingdepthofdeploymentrequired辅助主考官确定所需的拓展深度；-Helpsdeterminerelevanceandimportanceofsomecriteriaitems帮助确定某些标准条款的相关性和重要性。2024/7/2994关键要素对评价的重要性关键要素对评价的重要性项目准则申请者的响应关键要素工作表项目工作表2024/7/2995Definitions定义Vision远景远景The term “vision” refers to the desired future state ofyour o

124、rganization. The vision describes where theorganizationisheaded,whatitintendstobe,orhowitwishestobeperceived. 术语“远景”是指组织对未来的期望。远景描述组织的方向，组织所要达到的目的，或者其希望如何被感知。2024/7/2996Definitions定义Mission使命The term “mission” refers to the overall function of anorganization.Themissionanswersthequestions:术语“使命”是指组织的

125、总职责。使命要回答的问题包括：-Whatisthisorganizationattemptingtoaccomplish? 组织试图达到的是什么？-Whatfunction(s)doestheorganizationperform?-Andforwhom?组织执行的职责有哪些？为谁而执行？The mission might define customers or markets served,distinctivecompetenciesortechnologyused.使命还可能定义服务的顾客或市场、所使用的不同的能力或技术2024/7/2997ExampleNo.1第1个实例GeoOrbP

126、olymer2024/7/2998GeoOrb Plastics 公司的远景公司的远景技术性员工的发展以及提供健康的塑料制品技术性员工的发展以及提供健康的塑料制品原则原则支持社团支持社团达到最高的道德标准达到最高的道德标准投资于未来社会投资于未来社会努力造福社会；如果没有努力造福社会；如果没有所需的社团支持，企业就所需的社团支持，企业就无法生存。无法生存。以透明和公开的方式，进以透明和公开的方式，进行所有经营，并且要诚实、行所有经营，并且要诚实、公平、负责的进行经营。公平、负责的进行经营。对全球环境的改善作出对全球环境的改善作出物质上的、精神上的贡物质上的、精神上的贡献。献。2024/7/29

127、99提供使顾客更具竞争力的高质量的聚合体，并向利益相关方提供价值。顾客顾客 供方供方 利益相关方利益相关方 合作方合作方 社团社团通过合作关系发展通过合作关系发展通过与顾客结盟而发展壮大。通过创新以及推出新产品提高竞争力。通过与顾客结盟而发展壮大。通过创新以及推出新产品提高竞争力。适当的技术适当的技术创造顾客优势。在产品和过程上的创新合作。共享知识。创造顾客优势。在产品和过程上的创新合作。共享知识。适当的成本适当的成本通过有效的、低成本的运作、最佳惯例，以及聚烯烃商业组的通力合通过有效的、低成本的运作、最佳惯例，以及聚烯烃商业组的通力合作，提供卓越的产品作，提供卓越的产品适当的环境适当的环境使

128、环境最适当。成为表率性的企业公民。使产品贡献于高质量的生活。使环境最适当。成为表率性的企业公民。使产品贡献于高质量的生活。成功的协作成功的协作/成功的队伍成功的队伍培训协作环境是良好业绩的基础，文化的不同是经营优势的有效推动力培训协作环境是良好业绩的基础，文化的不同是经营优势的有效推动力。在高速起伏的行业，使所用资本的回收率（ROCE）超过增加10个百分点。2024/7/29100ExampleNo.2第2个实例TriViewNationalBankTriView国家银行2024/7/29101VISION远景远景ToprovideLegendaryService.提供传奇性的服务。MISSI

129、ON使命使命Toprovidecustomerswithfinancialservicesandtopromotethegrowthandeconomicwell-beingofallthecommunitiesweserve.为顾客提供金融服务，并提高我们所服务的所有社会群体的经济福利VALUES价值价值Trust可信度,Action行动,Commitment许诺BRAND品牌品牌TriViewyoubankfamily2024/7/29102What is Legendary Service (our vision)? 什么是非凡的服务（我们的远景）？什么是非凡的服务（我们的远景）？It

130、seeksto createa customerexperiencethat is so powerfulitleadscustomerstotellservicestoriesaboutTNBandresultsincompetitors,whethertheyaremegabanks,regionalbanks,smallcommunity banks, or nonbanks, acknowledging TNB as theindustrybenchmarkforcustomer-drivenservice.Everypersoninthebankneedtobeononefocalp

131、oint:LegendaryService.他寻求创造一种顾客体验，导致顾客自动述说有关TNB服务的情况，从而导致竞争者无论是大银行、地方银行、小型社区银行或者非银行企业承认TNB是行业标杆。银行中每一个员工有一个共同的焦点：传奇性的服务。Howtoachieveourvision?怎样达到我们的远景？Everyonefollowsthebehaviorasdefinedinvalues:Trust,ActionandCommitment.每个人都要遵守价值规定的行为：可信度、行动和承诺。2024/7/29103Trust可信度Theword“Trust”reflectsanattitude.

132、Whencustomerschooseto do business with TNB, it is the associates position topreserve that trust and do everything possible to maintaintrustintherelationshipbetweenthebankanditscustomers.TNB wants customers to trust that they made the rightdecision in selecting TNB as their provider for financialserv

133、ices.词语“可信度”反映一种态度。在顾客选择与TNB交易的时候，员工应尽可能维持银行与顾客之间的可信关系。TNB希望顾客相信选择TNB为其提供财政服务是正确的决定。2024/7/29104Action行动“Action”indicatesthevalueofservingcustomers todayand without delay. If follow-up is needed, then it must bedonequicklyandwithaccountability. Associatesoftenhearthepresidentsay,“Talkyourwalkandwalk

134、yourtalk.”Thispartofthetrianglesignifiesthedesiretoempowerassociatestomakedecisionstosatisfycustomers.“行动”表示向顾客提供及时主动服务的价值。如果需要跟踪，必须行动迅速并且具有责任性。员工经常会听到总经理说“讲你所作的，做你所讲的”。授权员工能主动作出使顾客满意的决定。2024/7/29105Commitment承诺“Commitment” indicates long-term thinking with customersandtakingactionsaccordingly. Lege

135、ndaryServiceisbroughtto life when customers think of themselves as lifelongcustomers.EMCwantsassociatestothinkofthemselvesasservingthesamecustomersforlifesincethatsetsatoneofpermanentrelationshipswithindividualsandorganizations.“承诺”是指对客户能长期性的关注被采取相应的做法。当客户把自己当作我们终身客户时，传奇性的服务便体现了我们希望员工把每一个客户作为终身客户来看待

136、，从而建立个人及组织的长久关系。2024/7/29106TriView TrustTriView可信度可信度 Action 行动行动Trust 可信度可信度 Commitment 承诺承诺2024/7/29107Corporate Governance公司治理公司治理The term “governance” refers to the system of management andcontrolsexercisedinthestewardshipofyourorganization.Itincludestheresponsibilitiesofyourorganizationsowners

137、/shareholders,boardof directors, and CEO. Corporate charters, by-laws, and policiesdocumenttherightsandresponsibilitiesofeachofthepartiesanddescribe how your organization will be directed and controlled toensure (1) accountability to owners/shareholders and otherstakeholders,(2)transparencyofoperati

138、ons,and(3)fairtreatmentofallstakeholders.术语“治理”是指组织运行中用到的控制和管理体系。它包括组织拥有者，股东，董事，执行长官的责任。企业章程、议事程序、以及方针文件描述了各职位的职责和权限，并描述了组织怎样被管理和控制，以确保（1）对所有者/股东以及其他利益相关方的责任；（2）运作的透明度，以及（3）对所有利益相关方都公平对待。2024/7/29108Common Shareholders 普通股东普通股东Public Shareholders 公众股东公众股东Institutional Investors 社会投资者社会投资者Large Block

139、 Holders 大股东大股东Other Corporations 其他社团其他社团Board of Directors董事会董事会CEO首首席执行官席执行官Managers and Employees管理者和员工管理者和员工Customers顾客顾客Suppliers供方供方Creditors 债权人债权人Financial 金融机构金融机构Institutions协会协会 Bondholders公债公债所有人所有人Governments 政府政府 Local 地方地方State 州州 National国家国家 Foreign国外国外2024/7/29109Sample Question 例

140、问例问P.1 b 组织的主要顾客群和市场划分是怎样的？它们对组织的产品和服务有什么主要要求和期望？不同的顾客群和市场划分，其要求和期望有哪些不同？（凡适合者）2024/7/29110Sample Answer (G-ORB)（1）A single-site (Baton Rouge, Louisiana) manufacturer of polymermaterials,splitequallyamonghigh-densitypolyethylene(HDPE),linearlow-densitypolyethylene(LLDPE),andpolypropylene(PP)plasticr

141、awmaterials 单一场所的聚合体材料（高密度聚乙烯的等同分裂物）制造商，是从高密度聚乙烯（HDPE）、低密度聚乙烯（LLPDE）以及聚丙烯（PP）塑料原料。SalesprimarilytoU.S.market(75%ofsales);remaindertoCanada,Mexico,andtheCaribbean(15%ofsales)andtoSouthAmerica(10%ofsales)主要销往美国市场（销售额的75%）；其他的销往加拿大、墨西哥，以及加勒比海岸地区（销售额的15%），以及南美地区（销售额的10%）。2024/7/29111Sample Answer (G-ORB

142、)（2）Three critical quality and service requirements for allcustomers: product quality, product consistency, and on-time product delivery. Fair and flexible pricing at theprevailing,competitivemarketlevelisanotherkeyconcern,rankingslightlylowerthanthefirstthreeattributes.对所有顾客来说三个关键的质量和服务要求：产品质量、产品的相

143、容性，以及准时的产品交付。在主要的竞争市场层，合理、灵活的价格是另一个关注点，重要程度比前3项特性要低。2024/7/29112Sample Answer (G-ORB)（3）Special concern for “Guiding Light Customers” ( whorepresentmorethan50%ofG-ORBstotalsaleandtheyare on the cutting edge of new plastic technology andproducts)- having the earliest possible access to newspecialty p

144、olymers that enable the development andcommercializationofcutting-edgeplasticproducts.特别关注“引导型顾客”（他们代表G-ORB销售总量的50%，他们新塑料技术与产品市场切入的主要因素），他们能尽可能早的使用新的特殊的聚合体，使塑料产品快速的发展和商品化。2024/7/29113SampleQuestion例问P.2 a 决定组织能否超过竞争对手、取得成功最主要的因素是什么？正在影响组织竞争地位的主要变化有哪些？2024/7/29114Sample Answer (1)G-ORBscompetitivecom

145、petenciesareasfollows:G-ORB的竞争能力如下：Single-siteproductionfacility offeringlargeeconomiesofscaleandanadvantageous,fixed-costposition.引入规模经济以及有利的、固定成本形势的单一场所生产机制2024/7/29115Multiple liaisons with R&D partners (available in JapanthroughtheJapaneseMinistryofInternationalDevelopmentand other government ag

146、encies and in the United Statesthrough national laboratories, academia, and industryconsortia),enablingG-ORBtoconductR&Dattheon-siteTechnology Center, while leveraging and rapidly applyingscienceandtechnologydevelopmentsfrommultiplesources.与R&D合作方多方位的联系，能使G-ORB在厂区技术中心进行R&D，同时快速有效的利用多方资源应用科学和技术成果。Sam

147、ple Answer (2)2024/7/29116Closely integrated customer relationships, ensuringintimateknowledge of customers particular processes and theiremergingproductdevelopmentneedssothatG-ORBcanproduce a slate of polymer ranges and grades thatanticipatecustomerdemand.紧密联系顾客，确保明确顾客特殊过程的知识以及出现的产品发展需求，以便G-ORB能产生一

148、种聚合体形式的以及对预期的顾客需求进行分级。World-class business practices speedily deployed acrossthePolyolefinsBusinessGrouptodrivetheeliminationofwaste, enable a low-cost position, and accelerateresponsivepolymerenhancements.通过聚烯烃商业组将世界一流的商业经验快速拓展，以加速消除浪费Sample Answer (3)2024/7/29117Sample Answer (4)Across the polyole

149、fins industry, growth in mature markets(UnitedStates,Japan,andEurope)hingesonproducinghigh-valueproductswithhigh-marginproperties,whilepenetrationofemergingmarkets(indevelopingcountries)dependsonlow-costcommoditygrades.ForG-ORB,growthwillbedrivenbyincreased margins and lowered cost rather than expan

150、dedcapacity. Increased margins will be achieved by selectivelyupgradingproductmixandcustomerbase.在整个聚烯烃行业，在成熟的市场中，发展的关键是生产拥有高利润特性的高价值产品。但是发展中国家的市场渗透取决于低成本的商品。对于G-ORB来说，发展将会取决于增长的效益以及降低的成本，而不是扩容。增长效益可以通过提高产品组合及顾客群而达成。2024/7/29118Sample QuestionP.2 b. P.2 b. 战略挑战战略挑战 组织在主要业务、运营、人力资源方面所面临的战略挑战是什么？ 2024

151、/7/29119Strategic Challenges战略挑战战略挑战Theterm“strategicchallenges”referstothosepressuresthatexert a decisive influence on an organizations likelihood offuturesuccess.Thesechallengesfrequentlyaredrivenbyanorganizations future competitive position relative to otherprovidersofsimilarproductsorservices.术语

152、“战略挑战”是指对组织未来成功的可能性产生决定性影响的那些压力。这些挑战经常由相对于其他类似产品或服务的提供着未来的竞争优势所驱动。While not exclusively so, strategic challenges generally areexternallydriven.However,inrespondingtoexternallydrivenstrategic challenges, an organization may face internalstrategicchallenges.在正常情况下，战略挑战通常都是外在驱动。然而，在响应外在驱动的战略挑战时，组织可能面临内

153、部战略挑战。2024/7/29120Sample Answer (1)Profitability in a cyclical businessTheindustrydownturnofthemid-1990s to early 2000 highlighted the need for theorganizationtobealow-costproducerandtodifferentiateitself.Manycompetitorsconsolidatedorrestructuredtoconcentrateontheir core businesses. The need to succ

154、essfully manage thecyclicalityofprofitsinacapital-intensiveindustrytoensurelong-termviabilityisreflectedinG-ORBsStrategicGoalofmakingmorethan10%ReturnonCapitalEmployed(ROCE). 起伏循环的商业利润1990中期到2000这段行业低迷期，突出的需求就是组织成为低成本的生产者并且要自我突显。许多竞争者进行兼并和重建以集中其核心业务。在资本密集型行业需要成功的控制利润周期，以确保G-ORB的战略目标（资本使用利润率）长期保持在10%

155、以上。2024/7/29121Plastics of the futureAsmorealliancesofvarioussortstakeplaceamongproducers,G-ORBmustcontinuetobeontheleading edge of leveraging and accelerating entry into theplastics of the future by replacing current materials (e.g.,metals, wood, glass, and ceramics) and developing newmaterialsthat

156、aretheenablersoffuturetechnology.Thisquestincludesidentifyingandbuildingcustomerrelationshipsinlesscyclicalmarkets.未来的塑料由于生产商中各种形式的联盟越来越多，G-ORB必须处于行业领先地位，并且必须通过替代当前的原料（例如金属、木材、玻璃以及陶瓷）以及开发新原料以加速开发未来塑料产品。这方面的探索包括在循环时间较短的市场中识别并建立顾客关系。Sample Answer (2)2024/7/29122Sample Answer (3)Maturing workforceAltho

157、ughG-ORBhasdevelopedworld-classpracticesacrossbusinessprocesses,theretirementofalargepercentageofexperiencedassociatesoverthenextfiveyearswillcreateachallengetosustainkeyrelationshipsandknowledge. This challenge is exacerbated by the currentpreference by new technology talent for careers in lesstrad

158、itionalindustries.成熟的劳动力市场尽管G-ORB已经开发了世界一流的企业流程，但是在未来五年大批有经验的员工退休将对维持关键的关系和知识将是一个挑战。这个挑战也可能被非传统行业聘顾新技术人才而加剧。2024/7/29123Worldwide GPC expansion to expand G-ORBs exportsfrom the United States to Canada, Mexico, and SouthAmericaandtoexpandpolyolefinssalestoexistingG-ORBcustomerswithfacilitiesoutsideth

159、eAmericas.Additionally,G-ORB helps sister plants in other regions sell to theircustomersintheUnitedStates.世界范围内的GPC拓展要将G-ORB的出口业务从美国拓展到加拿大、墨西哥、以及南美地区并且要将聚烯烃的推销到G-ORB现有的客户中。另外，G-ORB帮助其他地区的兄弟工厂向其美国的客户销售。Sample Answer (4)2024/7/29124CaseStudy案例研究3Whataretheprincipalfactorsthatdetermineyoursuccessrelati

160、vetoyourcompetitors?WhatareanyKEYchangestakingplacethataffectyourcompetitivesituation?与你的竞争者相比较决定你成功的主要要素是什么？对你的竞争形势产生影响的关键变化是什么？(20minutesteamstudy,5minutesteampresentation)(20分钟小组讨论，5分钟小组陈述)2024/7/291252024/7/29126Subject主题Category,Item,AreaandSpecificQuestionsaskedbytheBaldrigeModel波多里奇所要求的类、条款、区

161、域和特殊问题2024/7/29127Customer and Market Focus顾客和市场关注顾客和市场关注Strategic Planning战略策划战略策划Human Resource Focus人力资源关注人力资源关注Process Management过程管理过程管理Leadership领导力领导力Business Results经营结果经营结果Measurement, Analysis, and Knowledge ManagementOrganizational profile: 组织简介组织简介Environment, Relationships and Challenge

162、s环境、关系和挑战环境、关系和挑战Baldrige Criteria for Performance Excellence Framework: A Systems Perspective波多里奇业绩卓越框架：系统性方法波多里奇业绩卓越框架：系统性方法2024/7/29128LeadershipTriad领导力三元组Leadership(Category1),StrategicPlanning(Category2),and Customer and Market Focus (Category 3) representtheleadershiptriad.TheseCategoriesarep

163、lacedtogetherto emphasize the importance of a leadership focus onstrategyandcustomers.Seniorleaderssetyourorganizational direction and seek future opportunities foryourorganization.领导力（第1类），战略策划（第2类），顾客和市场关注（第3类）是领导力三元组。这些类放在一起是为了强调领导关注战略和顾客的重要性。高层领导建立组织的方向并寻求组织未来的发展机会。2024/7/29129ResultsTriad结果三元组H

164、umanResourceFocus(Category5),ProcessManagement(Category6),andBusinessResults(Category7)representtheresults triad. Your organizations employees and its keyprocessesaccomplishtheworkoftheorganizationthatyieldsyourbusinessresults.人力资源重点（第5类）、过程管理（第6类）、以及经营结果（第7类）是结果三元组。组织的员工及其关键过程是完成经营结果的全部。All actions

165、 point toward Business Resultsa composite ofcustomer, product and service, financial, and internaloperational performance results, including human resourceandsocialresponsibilityresults.所有活动都是以综合经营结果为导向顾客群、产品和服务、财务的以及内部运作的业绩结果，包括人力资源和社会责任结果。2024/7/29130SystemFoundation体系建立基础Measurement, Analysis, an

166、d Knowledge Management(Category 4) are critical to the effective management ofyourorganizationandtoafact-basedsystemforimprovingperformanceandcompetitiveness.Measurement,analysis,andknowledgeserveasafoundationfortheperformancemanagementsystem.测量、分析及知识管理（第4类）是组织的有效管理以及以事实为基础的、提高业绩和竞争力的体系的关键。测量、分析及知识能

167、够作为业绩管理体系的基础。2024/7/29131KeyCharacteristicsoftheCriteria-FocusonBusinessResults标准的关键特征关注经营结果（1）Focus on Organizational performance areas: 组织业绩领域聚焦：组织业绩领域聚焦：(1)customer-focusedresults,(2)productandserviceresults,(3)financialandmarketresults,(4)humanresourceresults,(5)organizationaleffectivenessresult

168、s,includingkeyinternaloperational performance measures, (6) governance andsocialresponsibilityresults.（1）关注顾客的结果，（2）产品和服务结果，（3）财政和销售结果，（4）人力资源结果，（5）组织的效力结果，包括关键的内部经营业绩测量，（6）管理和社会责任结果。2024/7/29132KeyCharacteristicsoftheCriteria-FocusonBusinessResults标准的关键特征关注经营结果（2）Usecompositeindicatortoensurethatst

169、rategiesarebalancedbetween important stakeholders, or short- and long- termgoals.使用综合指标以确保战略在重要的利益相关方，或短期、长期目标间的平衡(Amongthe7Categories,45%ofthescoresareallocatedtotheBusinessResultsCategory)（在7大类之间，45%的分数分配在经营结果这一类）2024/7/29133KeyCharacteristicsoftheCriteria-NonprescriptiveandAdaptable(1)标准的关键特性非指令性

170、的并且是适应性强的(1)-Thecriteriaismoreacollectionofthebestconceptsthanastandard.Therequirementsaretriggeredbyquestions(what,how).本标准与其说是一个标准还不如说是最佳概念的集合。标准中的要求是由问题（什么、怎样）触发的。-Organizations are encouraged to develop and demonstratecreative,adaptive,andflexibleapproachesformeetingbasicrequirements. Nonprescri

171、ptive requirements are intended tofoster incremental and major (“breakthrough”)improvements,aswellasbasicchange.鼓励组织发展并展示创造性的、适用的以及弹性的方法满足基本要求。非指令性要求是为了培育渐进的及重大的（突破式的）改进。2024/7/29134Theselectionoftools,techniques,systems,andorganizationalstructure usually depends on factors such as business typeands

172、ize,organizationalrelationships,yourorganizationsstageofdevelopment,andemployeecapabilitiesandresponsibilities.工具、技术、体系以及组织结构的选择通常取决的要素有：经营类型和规模、组织关系、组织的发展战略，以及员工的能力和责任。A focus on common requirements, rather than on commonprocedures, fosters better understanding, communication,sharing, and alignment

173、, while supporting innovation anddiversityinapproaches.重点在共同的基本要求而非共同的程序，可培育最佳的理解、沟通、共享和协调方法，同时支持创新和多样性。KeyCharacteristicsoftheCriteria-NonprescriptiveandAdaptable(2)标准的关键特性非指令性的并且是适应性强的(2)2024/7/29135KeyCharacteristicsoftheCriteria-MaintainingOrganization-WideGoalAlignment（1）标准的关键特性保持组织广泛的目标调整(1)Th

174、esystemsperspectivetogoalalignmentisembeddedin the integrated structure of the Core Values andConcepts,theOrganizationalProfile,theCriteria,andtheresults-oriented,cause-effectlinkagesamongtheCriteriaItems.系统性的实施企业目标一贯化体现在一个整合的架构上，包括核心价值及观念，组织解析、标准、及因果导向的经营结果上。2024/7/29136KeyCharacteristicsoftheCrite

175、ria-MaintainingOrganization-WideGoalAlignment（2）标准的关键特性保持组织广泛的目标调整(2)Alignment in the Criteria is built around connecting and reinforcingmeasuresderivedfromyourorganizationsprocessesandstrategy.Theuse of measures thus channels different activities in consistentdirectionswithlessneedfordetailedproced

176、ures,centralizeddecisionmaking, or process management.Measurestherebyserve bothas acommunications tool and a basis for deploying consistent overallperformance requirements. Such alignment ensures consistency ofpurpose while also supporting agility, innovation, and decentralizeddecisionmaking.标准中的一贯性

177、建立在相关的组织过程和战略所引发的测量上。使用测量能引导不同的活动的朝向同一方向，而较少需要详细的程序、集中决策、或者过程管理。因此测量既可以作为沟通工具，又可以用来部署一致性的绩效要求。一贯性在支持灵敏性、创新以及授权的同时，还能确保目标的一致性。2024/7/29137KeyCharacteristicsoftheCriteria-SupportGoal-BasedDiagnosis标准的关键特性支持基于诊断所得出的目标An diagnosis assessment provides a profile of strengths andopportunities for improveme

178、nt relative to the 19 critical basicrequirements.TheScoring Guidelines spell outtheassessmentdimensions-Approach, Deployment, and Results- and the keyfactorsusedtoassesseachdimension.Inthisway,assessmentleadstoactionsthatcontributetoperformanceimprovementinallareas.Thisdiagnosticassessmentisausefulm

179、anagementtoolthatgoesbeyondmostperformancereviewsandisapplicabletoawiderangeofstrategiesandmanagementsystems.诊断评估提供了与19个关键基本要求相关的改进机会和强点的剖析。计分指南清楚地说明了评估维数方法、调整以及结果和评估每一维数的关键要素。用此种方式，评估能够导致贡献于所有区域业绩改进的活动。诊断评估是一种有用的管理工具，并且适用于广泛范围的战略和管理体系。2024/7/291382024/7/291392003 Categories and Items Point Values20

180、03分类和条款分类和条款 评价分数评价分数1. Leadership 领导力领导力 1201.1OrganizationalLeadership(70),组织的领导力1.2SocialResponsibility(50)社会责任2. Strategic Planning 战略策划战略策划 852.1StrategyDevelopment(40),战略发展2.2StrategyDeployment(45)战略部署3. Customer and Market Focus 顾客和市场关注顾客和市场关注 853.1CustomerandMarketKnowledge(40),顾客和市场知识3.2Cus

181、tomerRelationshipsandSatisfaction(45)顾客关系和满意度4. Measurement, Analysis, and Knowledge Management 90 测量、分析及知识管理测量、分析及知识管理4.1MeasurementandAnalysisofOrganizationalPerformance(45),组织业绩的测量和分析4.2InformationandKnowledgeManagement(45)信息和知识管理2024/7/291402003 Categories and Items Point Values2003分类和条款分类和条款 评价

182、分数评价分数5. Human Resource Focus人力资源关注人力资源关注 855.1WorkSystems(35),工作体系5.2EmployeeLearningandMotivation(25),员工学习和动机5.3EmployeeWell-BeingandSatisfaction(25)员工福利和满意度6. Process Management 过程惯例过程惯例 856.1ValueCreationProcesses(50),价值创造过程6.2SupportProcesses(35)支持过程7. Business Results 经营结果经营结果 4507.1Customer-F

183、ocusedResults(75)关注顾客的结果7.2ProductandServiceResults(75)产品和服务结果7.3FinancialandMarketResults(75)财政和市场结果7.4HumanResourceResults(75)人力资源结果7.5OrganizationalEffectivenessResults(75)组织效力结果7.6GovernanceandSocialResponsibilityResults(75)管理和社会责任结果 TOTAL POINTS: 10002024/7/29141ExpectationsaboutScores得分预计Most

184、companies think they rate much higher on the BaldrigeScalethantheyreallymerit.Theresultsfromansweringquestionsurveysarenotreliable.PeopletendtothinkthattheyarefurtheralongapplyingtheBaldrigeCriteria.大多数公司自我评分的结果较客观的实际分数高很多。The average corporateAmerica is between 150 points to250points.美国业界的平均分在150到2

185、50之间。ManycompaniesthathavewonBaldrigeAwardsreceivedscoresbetween650pointsand750points.许多已经获得波多里奇奖的公司得分在650到750之间。We do not have to use the scoring system to carry out self-assessmenttoinitiateimprovementactions.我们不一定要是用计分体系进行自我评估，开始改进活动。2024/7/29142Process过程“Process”referstothemethodsyourorganizatio

186、nusesandimprovestoaddresstheItemrequirementsinCategories16.ThefourfactorsusedtoevaluateprocessareApproach,Deployment,Learning,andIntegration(ADLI).“过程”是指组织用于致力于1-6大类种条款要求的方法。用于评价“过程”的四大要素有方式、拓展、学习与整合（A-D-L-I）。2024/7/29143“Approach”refersto:”方式”是指：-themethodsusedtoaccomplishtheprocess,-完成过程所用的方法；-the

187、appropriatenessofthemethodstotheItemrequirements,-方法对条款要求的适当性；-theeffectivenessofuseofthemethods,-方法使用的有效性；-thedegreetowhichtheapproachisrepeatableandbasedonreliabledataandinformation(i.e.,systematic)-方式可重复操作的程度以及以可靠的数据和信息为基础（即系统的）。2024/7/29144“Deployment”referstotheextent towhich“拓展”是指下列各项的范围：-your

188、approachisappliedinaddressing,Itemrequirementsrelevantandimportanttoyourorganization,-方式被应用与组织相关并重要的项目要求。-yourapproachisappliedconsistently,-方式被一致的应用。-yourapproachisusedbyallappropriateworkunits.-方式被所有适当的工作单元应用。2024/7/29145“Learning”refersto:”学习”是指：-refiningyourapproachthroughcyclesofevaluationandim

189、provement,-通过评价和改进循环精炼你的方式；-encouragingbreakthroughchangetoyourapproachthroughinnovation,-鼓励通过创新获得方式方面的突破性变化；-sharingofrefinementsandinnovationwithotherrelevantworkunitsandprocessesinyourorganization.-与组织的其他相关工作单元和过程共享改进与创新。2024/7/29146“Integration”referstotheextent towhich“整合”是指下列项目的程度：-yourapproac

190、hisalignedwithyourorganizationalneedsidentifiedinotherCriteriaItemrequirements,-你的方式与其他标准条款需求中识别的组织需求相匹配；-yourmeasures,information,andimprovementsystemsarecomplementaryacrossprocessesandworkunits,-你的测量、信息和改进体系是充分的；-yourplans,processes,results,analysis,learning,andactionsareharmonizedacrossprocessesa

191、ndworkunitstosupportorganization-widegoals.-你的计划、过程、结果、分析、学习，以及活动在整个流程和工作单位中协调一致，以支持组织广泛的目标。2024/7/29147Leadership领导力2024/7/29148Leadership (Category 1)- Overview领导力（第领导力（第1类）类）- 概述概述Leadershipaddresseshowyourseniorleadersguideyourorganization in setting organizational values, directions,and perform

192、ance expectations. Attention is given to howyourseniorleaderscommunicatewithemployees,revieworganizational performance, and create an environmentthat encourages high performance. The Category alsoincludes your organizations governance system, itsresponsibilities to the public, and how your organizat

193、ionpracticesgoodcitizenship.领导力说明你的高层领导如何指导组织建立组织的价值、方向以及业绩期望。要注意高层领导如何与员工沟通，评审组织的业绩，并创建鼓励高业绩的环境。此类中还包括组织的治理体系，对公众的职责，以及组织如何成为荣誉市民。2024/7/29149DefinitionofHighPerformance高业绩的定义The term “high-performance work” refers to work approachesused to systematically pursue ever-higher levels of overallorganiz

194、ational and individual performance, including quality,productivity,innovationrate,andcycletimeperformance.High-performanceworkresultsinimprovedserviceforcustomersandotherstakeholders.术语“高业绩工作”是指系统性的追求更高组织或个人表现的工作方法（包括质量、生产力、创新率以及周期时间业绩）。高业绩工作能导致对顾客和其他利益相关方服务的改进。The drivers for high performance are “

195、good human resourcespractices”and“organizationalandpersonallearning”.“良好的人力资源管理”以及“组织和人员的学习”是高业绩的驱动器。2024/7/29150LeadershipItems领导力条款（1）1.1 Organizational Leadership组织的领导力组织的领导力Purpose目的目的ThisItemexaminesthekeyaspectsofyourorganizationsleadershipandgovernancesystems.Italsoexamineshowleadershipandorg

196、anizationalperformancearereviewed.Itfocusesontheactionsofyourseniorleaderstocreateandsustainahigh-performanceorganization.本条款检查组织领导力和治理体系的关键因素。还检查领导层如何对组织业绩进行评审。关注高层领导如何建立并维持高业绩组织的活动。2024/7/29151LeadershipItems领导力条款（2）1.2 Social Responsibility社会责任社会责任Purpose目的目的This Item examines how your organizati

197、on fulfills its publicresponsibilities, ensures that you and your partners behaveethically, and encourages, supports, and practices goodcitizenship.本条款检查组织怎样履行其公共职责，确保组织及合作方的行为道德，并鼓励、支持并努力成为荣誉市民。2024/7/29152Leadership-Comments领导力注释(1)Leaderships central roles in setting values and directions,creatin

198、g and balancing value for all stakeholders, and drivingand reviewing performance are the focus of this Item.Success requires a strong orientation to the future and acommitmenttobothimprovementandinnovation.Increasingly,thisrequirescreatinganenvironmentforempowermentandagility,aswellasthemeansforrapi

199、dandeffectiveapplicationofknowledge.领导层的中心职责就是建立价值和方向，为所有利益相关方创造并平衡价值，推动业绩发展并对业绩进行评审是本条的焦点。组织的成功需要对未来方向强有力的把握，以及对改进和创新的承诺。这需要创建一个完全授权及灵活的环境，以及快速有效的知识应用方法。2024/7/29153The organizational governance requirement is intended toaddresstheneedforaresponsible,informed,andaccountablegovernance body that can

200、protect the interests of keystakeholders,suchasstockholders.Itshouldhaveindependenceinreviewandauditfunctions.ItshouldalsohaveaperformanceevaluationfunctionthatmonitorsorganizationalandCEOperformance.组织的治理要求要致力于能保护关键利益相关方利益的（例如股东）职责范围内的、规定的、可说明的管理层需求。评审和审核运作过程应独立。还应该能对监控组织以及CEO的业绩进行评价。Leadership-Com

201、ments领导力注释(2)2024/7/29154GeoOrbPolymersGovernanceSystemGeoOrbPolymers管理体系BoardofDirectorsLevel董事会层- 8external,independentdirectors;4internaldirectors.8个外部的独立董事，4个内部董事-Nominating Committee, Compensation Committee, AuditCommittee,LitigationCommittee.提名委员会、报酬委员会、审核委员会、诉讼委员会TopManagementLevel高级领导层-Ethic

202、s Committee, SH&E Committee, Human ResourcesCommittee,StrategicMaterialCommittee.道德委员会、职业安全卫生管理体系/环境管理体系委员会、人力资源委员会、战略委员会2024/7/29155Thisincludesnotonlyhowwellyoucurrentlyareperformingbutalsohowwellyouaremovingtowardthefuture.Itisanticipatedthatthereview findings will provide a reliable means to gui

203、de bothimprovement andopportunities forinnovation thataretiedtoyourorganizations key objectives, success factors, and measures.Therefore, an important component of your senior leadersorganizationalreviewisthetranslationofthereviewfindingsintoanaction agenda sufficiently specific for deployment throu

204、ghout yourorganizationandtoyoursuppliers,partners,andkeycustomers.这不仅包括你目前如何进行还包括未来如何发展。评审结果能提供一种可靠的方法，这种方法既能指导组织的改进，又能为与组织关键目标、成功要素以及测量相关的创新机会。因此高层领导组织评审的重要部分就是将评审结果转化成行动方案，方案必需特性化及详细到能在组织以及供方、合作方和关键顾客中充分拓展。Leadership-Comments领导力注释(3)2024/7/29156Anintegralpartofperformancemanagementandimprovementis

205、proactivelyaddressing(1)theneedforethicalbehavior,(2)legaland regulatory requirements, and (3) risk factors. Addressingthese areas requires establishing appropriate measures orindicators that senior leaders track in their overall performancereview.Yourorganizationshouldbesensitivetoissuesofpubliccon

206、cern,whetherornottheseissuesarecurrentlyembodiedinlaw. Role model organizations look for opportunities to exceedrequirementsandtoexcelinareasoflegalandethicalbehavior.业绩管理和改进的主要部分就是主动致力于(1)道德行为需求，(2)法规和规章要求,(3)风险因素。致力于这些领域需要建立高层领导追踪综合业绩评审所用的测量标准或指标。组织应该对公众关注问题保持高度敏感，无论这些问题目前是否体现在法律上。榜样型组织寻找机会超越这些要求以

207、及法律道德行为标准。Leadership-Comments领导力注释(4)2024/7/29157Goodcitizenshipopportunitiesareavailabletoorganizationsofallsizes. These opportunities include encouraging and supportingyouremployeescommunityservice.所有组织都有成为荣誉市民的机会。这些机会包括鼓励和支持组织员工进行地方服务。Examples of organizational community involvement includepartne

208、ringwithschoolsandschoolboardstoimproveeducation;partneringwithhealthcareproviderstoimprovehealthinthelocalcommunity by providing education and volunteer services toaddress public health issues; and partnering to influence trade,business,andprofessionalassociationstoengageinbeneficial,cooperativeact

209、ivities,suchassharingbestpracticestoimproveoverallU.S.globalcompetitivenessandtheenvironment.组织社会活动的实例包括与学校和学校管理委员会合作以改进教育；与健康服务提供者合作，通过提供教育和志愿服务致力于公共健康问题，以改进地方群体的健康；与有影响的贸易、商业和专业协会合作，以进行有益的合作活动，例如分享最佳惯例以改进全美的全球竞争力和环境。Leadership-Comments领导力注释(5)2024/7/291582024/7/29159Definitions2024/7/29160G-ORBsTe

210、ams(1)2024/7/29161G-ORBsTeam(2)2024/7/29162ExamplesofG-ORBsPerformanceReviews2024/7/29163Exampleoftakingactionsagainstonreviewfindings依据评审结果采取措施的实例(1)In late 2002, Navigation Reviews indicated achangingbusinessenvironment.Thebusinesscycleforthechemicalindustryisheadingdownward,withpotential negative

211、 impacts on G-ORBs businesscostsandmargins.2002年末，”航行评审“显示了商业环境的变化。化学工业开始走下坡，对于G-ORB商业成本和利润潜在的负面影响。2024/7/29164Exampleoftakingactionsagainstonreviewfindings依据评审结果采取措施的实例(2)TheOptimalTeamhasbegunaKAIZENImprovementProjecttomeettheCourseCoordinatelevelsdefinedintheStrategyMap.Thesecostpressuresalsoarei

212、mpactingtheexecutionofTeamDevelopment and Learning Maps. The Performance Team hasestablished a KAIZEN Improvement Project with GPS-USA todefineCourseCorrectionsformeetingtrainingneedsinacostconstrainedenvironment.Thechangeinthebusinessenvironmentwill beamajorfocusoftheupcoming GyroscopeConstantCalib

213、ration(GCC)Process.最优队伍已经开始KAIZEN改进项目以满足战略图规定的课程调整。这些成本压力还影响了队伍发展以及学习图的执行。业绩队伍与GPS-USA建立了KAIZEN改进项目，以在成本有限的情况下修改课程，满足培训需求。商业环境的这些变化将会是下一次GCCP的主要关注点。2024/7/29165KaizenImprovementProcess2024/7/29166G-ORGsCommunityTargetsandActivities2024/7/29167CSRBusinessCaseargumentsCSR案例讨论CSRinitiativeswillandleadt

214、o:启动CSR将会导致：Increaseemployeeloyalty增加员工忠诚Increaseattractivenessasemployer增加雇主的吸引力Improveoperationalriskmanagement改进运作风险的管理Strengthenbrand强化品牌Reducecapitalcosts降低资金成本Reduceoperatingcosts降低运作成本Manyoftheselinksarenotsubstantiatedwithdata.这些假设许多不能用数据证实Profit利益利益2024/7/29168企业持续发展定义企业持续发展是创造长期利益相关方价值的一种经

215、营方法通过抓住机会，管理风险源自于经济、环境和社会发展2024/7/29169道琼斯全球可持续发展指数特征第一个追踪全球持续发展领导者财政业绩的全球持续发展指数与道琼斯全球指数族完全整合基于经济、环境以及社会标准的最佳等级因地理位置和商业形式的不同呈多样性一致的、灵敏的以及可供投资的2024/7/291702024/7/291712024/7/291722024/7/29173Corporate Sustainability Assessment Criteria企业持续发展能力评估标准企业持续发展能力评估标准Dimension Criteria Weight维数维数 标准标准 比重比重Eco

216、nomic1.CodesofConduct/Compliance/Corruption&Bribery3%经济产品法规/符合性贪污/受贿2.CorporateGovernance企业管理5.4%3.CustomerRelationshipManagement顾客关系管理3%4.FinancialRobustness财政实力3.6%5.InvestorRelations投资关系2.4%6.Risk&CrisisManagement风险及危机管理3.6%7.Scorecard/MeasurementSystems记分卡/管理体系4.2%8.StrategicPlanning战略策划5.4%9.In

217、dustrySpecificCriteria行业特殊标准various 多样化2024/7/29174Corporate Sustainability Assessment Criteria企业可持续发展评估标准企业可持续发展评估标准Dimension Criteria Weight维数维数 标准标准 比重比重 Environment1.EnvironmentalPolicy/Management 3%环境环境方针/管理2.EnvironmentalPerformance4.2%环境业绩3.Environmentalreporting1.8%环境报告4.IndustrySpecificCrit

218、eriavarious行业特殊标准多样化2024/7/29175Corporate Sustainability Assessment Criteria企业可持续发展评估标准企业可持续发展评估标准Dimension Criteria Weight维数维数 标准标准 比重比重Social1.CorporateCitizenship/Philanthropy企业公民身份/慈善事业 2.4%社会 2.StakeholdersEngagement利益相关方承诺4.2%3.LaborPracticeIndicators劳动惯例指标3%4.HumanCapitalDevelopment人力资本发展3.6%

219、5.KnowledgeManagement/OrganizationalLearning3%知识管理/组织学习6.SocialReporting社会报告3.6%7.TalentAttraction&Retention人才吸收与保持4.2%8.StandardsofSuppliers供方标准1.8%9.IndustrySpecificCriteria行业特殊标准various多样化2024/7/291762024/7/291772024/7/29178StrategicPlanning战略策划2024/7/29179Strategic Planning (Category 2)- Overvie

220、w战略策划（分类战略策划（分类2）- 概述概述StrategicPlanningaddressesstrategicandactionplanning,deployment of plans, and how accomplishments aremeasured and sustained. The Category stresses thatcustomerdrivenqualityandoperationalperformancearekeystrategic issues that need to be integral parts of yourorganizationsoveral

221、lplanning.战略策划致力于战略和活动计划，计划的拓展，以及计划完成情况如何被测量和保持。本分类强调顾客驱动的质量以及运作业绩是需要整合到组织总体计划中的关键战略问题。2024/7/29180TheCriteriaemphasizethatimprovementandlearningneedto be embedded in work processes. The special role ofstrategic planning is to align work processes with yourorganizations strategic directions, thereby

222、 ensuring thatimprovementandlearningreinforceorganizationalpriorities.标准强调改进和学习需要深入到工作过程中。战略策划的明确任务就是按照组织的战略方向调配工作过程，从而确保改进和学习加强组织优势。ThemaindriverwithlinkagestoallotherCategories.Itisthebaseforalignment.主要驱动器与所有其他分类联系。战略策划是一贯性的基础。Strategic Planning (Category 2)- Overview战略策划（分类战略策划（分类2）- 概述概述2024/7/

223、29181WhatisStrategy?什么是战略(1)The process by which the guiding members of an organizationenvision its future and develop the necessary roadmaps,proceduresandoperationstoachievethatfuture.指导组织成员预想其未来目标并制定完成该目标所需的路线图、程序和运作的过程。Themeasuresforrealizingthevisionoftheorganization,basedonanalysisofitsbusiness

224、environmentandinternalresources(TRQ0005, Quality Management system- Guidelines for sustainablegrowth)实现组织远景的手段，基于对其商业环境和内部资源的分析（TRQ0005,质量管理体系持续发展指南）It is not long-term planning (the extrapolation of the currentbusinesstrends.)这不是长期的策划。（当前商业趋势的推断）2024/7/29182WhatisStrategy?什么是战略(2)Itismorethananatte

225、mpttoanticipatethefutureandprepareaccordingly.Itinvolvesabelievethataspectsofthefuturecanbeinfluencedandchangedbywhatwecandonow.战略是一种意图，预计未来并为此做准备。也是一种相信目前的行为将可以掌握未来的信念。Otherthanquantitativeanalysis,itrequirescreativity,honesty,ethics,andalevelofsoulsearching.除了定量分析，战略需要创造力、诚实、道德以及某种程度上的灵魂自我探讨。Itisa

226、boutseeingtheoptionsandmakingthechoices-choicesaboutwhatnottodoasimportantaschoicesaboutwhattodo.战略要观察选择项并做出选择选择不做什么和选择做什么同样重要。2024/7/29183StrategicPlanningItems战略策划条款（1）2.1 Strategy Development战略发展战略发展Purpose: ThisItemexamineshowyourorganizationsetsstrategicdirectionsanddevelopsyourstrategicobjecti

227、ves,guiding and strengthening your overall performance,competitiveness,andfuturesuccess.目的：本条款检查组织怎样建立战略方向并发展其战略目标，指导并加强组织的综合业绩、竞争力以及未来的成功。2024/7/29184StrategicPlanningItems战略策划条款（2）2.2 Strategy Deployment 战略拓展战略拓展Purpose: This Item examines how your organizationconverts your strategic objectives in

228、to action plans toaccomplish the objectives. It also examines how yourorganization assesses progress relative to these actionplans. The aim is to ensure that your strategies aredeployedforgoalachievement.目的：本条款检查组织怎样将战略目标转化成活动计划，以完成战略目标。还检查组织怎样评估与这些活动计划相关的进展情况。目的是为了确保战略被拓展，以达到目标完成。2024/7/29185Strate

229、gicPlanning-Comments战略策划注释(1)ThisItemcallsforbasicinformationontheplanningprocessand for information on all the key influences, risks,challenges, and other requirements that might affect yourorganizationsfutureopportunitiesanddirectionstakingaslongtermaviewaspossible.Thisapproachisintendedtoprovidea

230、thoroughandrealisticcontextforthedevelopmentof a customer- and market-focused strategy to guideongoing decision making, resource allocation, and overallmanagement.本条款需要策划过程的基本信息，以及有关可能影响组织未来机会和方向的关键影响、风险、挑战以及其他要求的信息-尽可能采用长远的观点。本条款为关注顾客和市场战略的发展提供一种全面的、现实的框架，以指导如何做决策、资源的分配以及综合管理。2024/7/29186Anincreasi

231、nglyimportantpartofstrategicplanningisprojectingthe future competitive environment. Such projections help todetectandreducecompetitivethreats,toshortenreactiontime,andtoidentifyopportunities.Dependingonthesizeandtypeofbusiness,maturityofmarkets,paceofchange,andcompetitiveparameters (such as price or

232、 innovation rate), organizationsmightuseavarietyofmodeling,scenarios,orothertechniquesandjudgmentstoanticipatethecompetitiveenvironment.战略策划愈来愈重要的部分就是预测未来的竞争环境。此类预测有助于探测并降低竞争威胁，以缩短反应时间，并要识别机会。依靠企业类型和规模、市场的成熟度、变化的速度以及竞争性参数（例如价格、创新速度），组织可以使用不同的模式、假设、或其他技术以及判断，以预计竞争环境。StrategicPlanning-Comments战略策划注释(2

233、)2024/7/29187Accomplishmentofactionplansrequiresresourcesandperformancemeasures, as well as the alignment of work unit and supplier andpartnerplans.Ofcentralimportanceishowyouachievealignmentandconsistencyforexample,viakeyprocesses(Item6.1)andkeymeasurements (Item 4.1). Also, alignment and consisten

234、cy areintendedtoprovideabasisforsettingandcommunicatingprioritiesfor ongoing improvement activitiespart of the daily work of allworkunits.Inaddition,performancemeasuresarecriticalfortrackingperformance.Actionplansincludehumanresourceplansthatsupportyouroverallstrategy.活动计划的完成需要资源和业绩测量，以及工作单元及供方和合作方计

235、划的一贯性。其中重要的是你如何达到一贯性及一致性例如，通过关键过程（条款6.1）和关键测量（条款4.1）。同样，一贯性和一致性是建立和沟通改进行动（所有工作日常工作的一部分）的优先权提供基准。另外，业绩测量对于追踪业绩来说是关键的。行动计划还包括支持整个战略的人力资源计划。StrategicPlanning-Comments战略策划注释(2)2024/7/29188ProjectionsandcomparisonsinthisItemareintendedtoencourageyourorganization to improve its ability to understand and t

236、rack dynamic,competitive performance factors. Through this tracking process, yourorganizationshould be betterprepared to take into account its rate ofimprovementandchangerelativetocompetitorsandrelativetoyourowntargets or stretch goals. Such tracking serves as a key diagnosticmanagement tool. Projec

237、ted performance also might include changesresulting from new business ventures, entry into new markets, e-commerceinitiatives,productorserviceinnovations,orotherstrategicthrusts.本条款中预测和比较是为了鼓励组织提高理解并追踪动态的、竞争性业绩因素的能力。在追踪过程中，组织能够做出更好的准备，以考虑其改进速度以及相对于竞争者以及自身目标或拓展目标的变化。此类追踪可以作为关键诊断管理工具。预测的业绩还可能包括由新商业合作引

238、起的变化、新市场切入、电子商务启动、产品和服务创新或其他战略推进。StrategicPlanning-Comments战略策划注释(2)2024/7/29189G-ROBsInputstoStrategicPlanning2024/7/29190G-ROBsInputstoStrategicPlanning2024/7/291912024/7/29192Deployment Lessons learnedEvaluate and Improve Prior Years Strategic Planning ProcessFocus the OrganizationPrior Years Per

239、formance to PlanBusiness AnalysisPlan Update Short and Long-TermCascadedDeploymentBudget IncorporationOngoingReviewCompany CapabilitiesPartner CapabilitiesMarket ConditionsStakeholder RequirementsRisksCompetitionEvaluatePlans toContinueStrategic Planning Process2024/7/29193G-ORBsStrategicMap(1)2024/

240、7/29194G-ORBsStrategicMap(2)2024/7/29195G-ROBsTechniquesforAnticipateFutureCompetitiveEnvironmentG-ORB预测未来竞争环境的技术UsetheoptimizationsimulatortooltoanalyzevariousscenariosandidentifycorrelationsamongCourseCoordinates.Assumptionsontheeconomy,market,productofferings,pricing,shareholders,regulations,envi

241、ronmentalissues,andassociatesareenteredinthemodel,whichproducescorrelated,forecastedresultsinoverallcustomersatisfaction,repurchase loyalty, market share, margins, ROCE, Return on NetAssets (RONA), and turnover. Various scenarios are used by theSteeringTeamtobalancetheneedsofdifferentstakeholders, g

242、ivenlimitedresourcesandchangingmarketconditions.使用优化模拟工具分析各种情况并确定其方向调整的相关性。关于经济、市场、产品提供、价格、利益相关方、法规、环境问题以及员工的假设应该输入到模式中，预测顾客满意度结果、采购忠诚度、市场占有率、利润、ROCE、净资产收益率（RONA）及这些要素的相关性。StretchTeamuseYardstickStretchProcesstoobtaincomparisondata.拓展组使用标准拓展过程获取比较数据。2024/7/29196G-ORBsScorecardgroupedbyValues2024/7/2

243、9197CaseStudy案例研究4What are the differences between “Strategic Directions”and“StrategicRoadMaps”?“战略方向”和“战略路程图”之间的区别是什么？Giveoneexampleforeachterm.Youcanuseaparticularbusinessareainsteadofthewholebusinessscopesoftheorganization.给每一个术语举一个例子。你可以使用组织特定的经营领域而不必是整个经营范围。(20minutesteamstudy,5minutesteamprese

244、ntation)（20分钟小组讨论，5分钟小组陈述）2024/7/29198CustomerandMarketFocus顾客和市场关注2024/7/29199Customerandmarketfocus(Category3)-Overview顾客和市场关注（第3类）-概述1CustomerandMarketFocusaddresseshowyourorganization seeks to understand the voices of customersandofthemarketplacewithafocusondelightingcustomers,buildingloyalty,an

245、dmeetingcustomersexpectationsaswellastheirrequirements.TheCategorystressesrelationshipsas an important part of an overall listening, learning, andperformanceexcellencestrategy.顾客和市场关注致力于组织如何寻求了解顾客和市场的心声，从而取悦顾客、建立顾客忠诚，并满足顾客的期望与需求。此条款强调客户”关系“是寻求全面倾听、学习以及业绩卓越战略的重要部分。2024/7/29200Customerandmarketfocus(C

246、ategory3)-Overview顾客和市场关注（第3类）-概述2Your customer satisfaction and dissatisfaction resultsprovidevitalinformationforunderstandingyourcustomersand the marketplace. In many cases, such results andtrendsprovidethemostmeaningfulinformation,notonlyonyour customers views but also on their marketplacebehavio

247、rsrepeatbusinessandpositivereferrals.顾客满意与不满意的结果为了解顾客和市场提供重要信息。在许多情况下，此类结果和趋势提供最有意义的信息，这些信息不仅涉及到顾客的观点而且包括其市场行为重复购买以及积极推荐。2024/7/29201CustomerandMarketFocusItems顾客和市场关注条款（1）3.1 Customer and Market Knowledge顾客和市场知识顾客和市场知识Purpose: This Item examines your organizations keyprocesses for gaining knowledge

248、 about your current andfuture customers and markets, with the aim of offeringrelevant products and services, understanding emergingcustomer requirements and expectations, and keepingpace with marketplace changes and changing ways ofdoingbusiness.目的：本条款检查组织获取有关当前和未来顾客和市场知识的关键过程，以提供相关的产品和服务，了解新出现的顾客需求

249、和期望，保持与市场变化以及经营方式变化同步。2024/7/292023.2 Customer Relationships and Satisfaction 顾客关系和满意顾客关系和满意Purpose: ThisItemexaminesyourorganizationsprocessesforbuildingcustomerrelationshipsanddeterminingcustomersatisfaction,withtheaimofacquiringnewcustomers,retainingexistingcustomers,anddevelopingnewmarketopportu

250、nities.目的：本条款检查组织建立顾客关系及确定顾客满意的过程，以获得新顾客，保持现有顾客并开发新的市场机会。CustomerandMarketFocusItems顾客和市场关注条款（2）2024/7/29203CUSTOMER SATISFACTIONPerformance ExcellenceRelationship ExcellenceProducts and Services thatDelight the Customers:Meeting or exceeding requirements High Quality on time at or under cost Compet

251、ent and professional support Meet unanticipated demandsCustomers Want Suppliers That: Are sensitive to customers point of view Understand customer expectations Responsive to customer point of view Keep our commitmentsQuality + Cost + Schedule + Relationship = Customer Satisfaction2024/7/29204Custome

252、randMarketFocus-Comments(1)顾客和市场关注注释（1）Ifyourproductsandservicesaresoldtoordeliveredtoend-use customers via other businesses such as retailstores or dealers, customer groups (3.1a1) shouldinclude both the end users and these intermediatebusinesses.如果你的产品和服务通过其他中间商（例如零售商或经销商）销售或交付给终端顾客，那么顾客群（3.1a1）应既

253、包括最终用户又包括这些中间商。2024/7/29205In a rapidly changing competitive environment, manyfactors may affect customer preference and loyalty andyour interface with customers in the marketplace. Thismakes it necessary to listen and learn on a continuousbasis. To be effective, listening and learning need to beclo

254、sely linked with your organizations overall businessstrategy.在快速变化的竞争环境中，许多因素可能影响顾客的偏好和忠诚，以及市场中组织与顾客的接口。这就必须进行持续地倾听和学习。有效地倾听和学习需要与组织总的商业战略紧密联系。CustomerandMarketFocus-Comments(2)顾客和市场关注注释（2）2024/7/29206Selection of listening and learning strategies depends on yourorganizationskeybusinessfactors.Incre

255、asingly,companiesinteractwithcustomers via multiple modes. Some frequently used modes includefocusgroupswithkeycustomers;closeintegrationwithkeycustomers;interviewswithlostcustomersabouttheirpurchasedecisions;useofthecustomer complaint process to understand key product and serviceattributes; win/los

256、s analysis relative to competitors; and survey orfeedbackinformation,includinginformationcollectedontheInternet.学习和倾听战略的选择取决于组织关键的商业要素。随着时间的发展，公司会通过多种方式与顾客接触。经常使用的方式包括关注主要顾客群，与关键顾客保持密切联系，访问失去顾客影响其采购决定的因素，使用顾客投诉程序以了解关键的产品和服务特征，相对于竞争者的得/失分析，以及调查或反馈信息，包括互联网上搜集的信息。CustomerandMarketFocus-Comments(3)顾客和市场

257、关注注释（3）2024/7/29207This Item emphasizes how you obtain actionableinformationfromcustomers.Informationthatisactionablecan be tied to key product, service, and businessprocesses and be used to determine cost and revenueimplicationsforsettingimprovementandchangepriorities.本条款强调你如何从顾客那里获得可作为行动依据信息。这种信息与

258、关键的产品、服务以及商业过程直接相关，并可做为预测安排不同改进方案的优先顺序对财务的影响。CustomerandMarketFocus-Comments(4)顾客和市场关注注释（4）2024/7/29208In determining customers satisfaction, a key aspect is theircomparative satisfaction with competitors and competing oralternativeofferings.Suchinformationmightbederivedfromyour own comparative stud

259、ies or from independent studies.The factors that lead to customer preference are of criticalimportance in understanding factors that drive markets andpotentiallyaffectlonger-termcompetitiveness.确定顾客满意度时，一个关键的因素就是他们对竞争对手以及竞争性的或可替代的产品相对满意。此类信息可能由比较性研究或独立研究得来。在理解市场驱动因素以及长期竞争力影响的时候，导致顾客优先选择的因素是非常重要的。Cus

260、tomerandMarketFocus-Comments(5)顾客和市场关注注释（5）2024/7/292092024/7/292102024/7/292112024/7/292122024/7/29213CaseStudy案例研究5客户购置汽车的要求及期待（包括感性及无形要求）相互访问同组人员决定：1.同组人员中有没有不同的客户群？2.请定义客户群3.列述不同客户群的首五项要求及期待4.你会买：AudiPoloSailXialiAccord其它_(20minutesteamwork,5minutesteampresentation)2024/7/29214Measurement,Analys

261、is,andKnowledgeManagement测量、分析及知识管理2024/7/29215Measurement,Analysis,andKnowledgeManagement(Category4)Overview测量、分析及知识管理（第4类）概述（1）The Measurement, Analysis, and Knowledge ManagementCategory is the main point within the Criteria for all keyinformationabouteffectivelymeasuringandanalyzingperformance an

262、d managing organizational knowledge to driveimprovementandorganizationalcompetitiveness.测量、分析及知识管理类中包括了有效测量并分析业绩以及管理组织知识，以驱动改进和组织竞争力。2024/7/29216Inthesimplestterms,Category4isthe“brain center”forthealignment of your organizations operations and its strategicobjectives.Centraltosuchuseofdataandinform

263、ationaretheirquality and availability.Furthermore, since information,analysis, and knowledge management might themselves beprimary sources of competitive advantage and productivitygrowth,theCategoryalsoincludessuchstrategicconsiderations.简单的说，第4类是促使组织运作及其战略目标一贯性“智智力力中中心心”。此类数据和信息的质量和可利用性是非常重要的。此外，由于

264、信息、分析及知识管理本身可能就是竞争优势和产量增长的主要来源，所以还可能包括战略考虑因素。Measurement,Analysis,andKnowledgeManagement(Category4)Overview测量、分析及知识管理（第4类）概述（2）2024/7/29217Measurement,Analysis,andKnowledgeManagementItems测量、分析及知识管理条款(1)4.1 Measurement and Analysis of Organizational Performance 组织业绩的测量分析组织业绩的测量分析Purpose: ThisItemexam

265、inesyourorganizationsselection,management,and use of data and information for performance measurement andanalysis in support of organizational planning and performanceimprovement.TheItemservesasacentralcollectionandanalysispointinan integrated performance measurement and management system thatrelies

266、 on financial and non-financial data and information. The aim ofmeasurement and analysis is to guide your organizations processmanagementtowardtheachievementofkeybusinessresultsandstrategicobjectives and to anticipate and respond to rapid or unexpectedorganizationalorexternalchanges.目的：本条款检查组织数据和信息的

267、选择、管理和使用情况，这些数据和信息用于支持组织计划和业绩改进(包括财务及非财务数据)。测量及分析的主要目的是指导企业如何管理过程以达成关键业务目标，并且对企业内部的的变更因素提前做应对反应。2024/7/29218Internal DataSelected Key Metrics Performance Focus Areas- Grow the Business Meet Commitments Improve Processes Strengthen the Team Metric Selection Factors- Support Performance Focus Areas St

268、rategic Importance Importance to our Customers Important to Workforce Process Results Financial CriticalityComparativeDataExternal Data2024/7/29219Proposed MeasureSelected to Run the BusinessNot SelectedNoYesNoNoYesYesActionable ?Stakeholder / Regulatory Requirement ?Critical to Run the Business ?20

269、24/7/292204.2 Information and Knowledge Management 信息及知识管理信息及知识管理Purpose: ThisItemexamineshowyourorganizationensurestheavailabilityofhigh-quality,timelydataandinformationforall your key usersemployees, suppliers and partners, andcustomers.Italsoexamineshowyourorganizationbuildsandmanages its knowled

270、ge assets. The aim is to improveorganizationalefficiency,effectiveness,andinnovation.目的：本条款检查组织怎样确保高质量的、及时的数据和信息对你所有的关键用户员工、供方、合作方以及顾客都是可及时使用的。本条款还检查组织怎样建立并管理其知识资产。其目标是提高组织的有效性、效率和创新。Measurement,Analysis,andKnowledgeManagementItems测量、分析及知识管理条款(2)2024/7/29221Measurement, analysis, and Knowledge Manag

271、ement- Comments (1)测量、分析和知识管理测量、分析和知识管理注释（注释（1）The use of comparative data and information is important to allorganizations. The major premises for use are (1) your organizationneeds to know where it stands relative to competitors and to bestpractices, (2) comparative information and information obt

272、ained frombenchmarkingoftenprovidetheimpetusforsignificant(“breakthrough”)improvement or change, and (3) comparing performance informationfrequentlyleadstoabetterunderstandingofyourprocessesandtheirperformance. Comparative information also may support businessanalysis and decisions relating to core

273、competencies, alliances, andoutsourcing.比较性数据和信息的使用对所有组织都是重要的。使用的主要前提有：(1)组织需要知道相对于竞争者和最佳惯例其本身所处的位置，(2)比较性信息以及从标杆获得的信息经常能为重大的（突破性）改进或变化提供推动力，以及(3)比较性业绩信息经常导致对过程及其业绩更好的理解。比较性信息还能够支持与核心能力、联盟及采购相关的经营分析和决定。2024/7/29222Your effective selection and use of comparative data andinformationrequire(1)determina

274、tionofneedsandpriorities;(2)criteriaforseekingappropriatesourcesforcomparisonsfromwithin and outside your organizations industry and markets;and(3)useofdataandinformationtosetstretchgoalsandtopromotemajor,Non-incremental(“breakthrough”)improvements in areas most critical to your organizationscompeti

275、tivestrategy.比较性数据和信息的有效选择和使用需要(1)需求和优先权的确定；(2)在组织行业和市场内部和外部，为比较寻求适当资源所用的准则；(3)在对组织竞争战略最重要的区域，使用数据和信息建立拓展目标并促进重大的、非渐进式的（突破性的）改进。Measurement,Analysis,andKnowledgeManagement-Comments(2)测量、分析和知识管理注释（2）2024/7/29223Action depends on understanding cause-effect connectionsamong processes and between proces

276、ses and results oroutcomes.Processactionsandtheirresultsmayhavemanyresource implications. Organizations have a critical need toprovide an effective analytical basis for decisions becauseresources for improvement are limited and cause-effectconnectionsareoftenunclear.行动取决于对流程间相互因果关系的理解。改进过程及其结果可能需要许多

277、资源。而用于改进的资源是有限的，并且流程间的因果关系通常是不明确的，所以组织需要有效的分析方法作为决定优先次序的依据。Measurement,Analysis,andKnowledgeManagement-Comments(3)测量、分析和知识管理注释（3）2024/7/29224Cause-and-Effect Relationships SelectionandStaffingEmployeeSatisfactionEmployee-AddedValueSustainedprofitabilityCustomerSatisfactionCustomerBuyingBehavior$ Sha

278、reholder ValueNewHiresEducationWorkExperienceSupervisionSupportFairnessEmpowermentAccountabilityQualityShoppingExperienceTimelinessEachOutletOverTimeBetterThanCompetitionFrequencyRetentionReferralFast-Food ChainGrowthEarningsFreeCashFlow2024/7/29225Data and information are especially important in bu

279、sinessnetworks,alliances,andsupplychains.YourresponsestothisItemshouldtakeintoaccountthisuseofdataandinformationandshouldrecognizetheneedfor rapiddatavalidationandreliabilityassurance,giventheincreasinguseofelectronicdatatransfer.在商业网络、联盟和供应链中数据和信息特别重要。响应本条款应考虑信息和数据的使用，并且如果增加电子数据传输的使用，应该认识到需要对数据进行快速

280、确认并确保其可靠性。Measurement,Analysis,andKnowledgeManagement-Comments(4)测量、分析和知识管理注释（4）2024/7/29226Thefocusofanorganizationsknowledgemanagementison the knowledge that people need to do their work;improve processes, products, and services; keep currentwithchangingbusinessneedsanddirections;anddevelopinnovat

281、ivesolutionsthataddvalueforthecustomerandtheorganization.组织的知识管理在于人们日常工作所需的知识，改进过程、产品和服务，保持与变化的经营需求和方向同步，制定为顾客和组织增值的创新方案。Measurement,Analysis,andKnowledgeManagement-Comments(5)测量、分析和知识管理注释（5）2024/7/29227CommonMistakesforNon-financialPerformanceMeasurement非财政业绩测量的通病（1）Strategicplansaremorelikegeneral

282、statementsofintentionswithout strategic road maps to provide linkages betweenmeasurementsandstrategicobjectives.没有说明战略路线的战略只可以算是组织目标的综述，无法提供测量和战略目标间的关联原则。Useanuniversallyapplicableandcomprehensiveframework(suchasBalancedScorecard)regardlessofbusinessstrategyorobjectives.不管经营战略或目标怎样，都使用普遍适用的、全面的框架（例如

283、平衡记分卡）。2024/7/29228CommonMistakesforNon-financialPerformanceMeasurement非财政业绩测量的通病（2）Do not develop cause-and effect relationship models. Orfailed to identify the critical measures (basic causalities) byvalidatingthelinks.没有制定因果关系模式，或者没有通过确认关联识别关键的测量（基本的因果关系）。Inconsistencyduetovariousunitsapplydiffer

284、entmeasurement techniques. (How do we measure employeeturnover?)由于不同单元应用不同的测量技术而产生的矛盾。（我们怎样测量员工更替率？）Validityandreliabilityofmeasurement测量的准确性和可靠性2024/7/29229The Balanced Scorecard Provides a Framework to Translate a Strategy into Operational Terms_“Tosucceedfinancially,howshouldweappeartooursharehol

285、ders?”ObjectivesMeasuresTargetsInitiativesFinancial“Toachieveourvision,howwillWesustainourabilitytochangeandimprove?”“Toachieveourvision,howshouldweappeartoourcustomers?”“Tosatisfyourshareholdersandcustomers,whatbusinessprocessesmustweexcelat?”Internal Business processLearning and GrowthCustomerObje

286、ctivesMeasuresTargetsInitiativesVision and StrategyObjectivesObjectivesMeasuresMeasuresTargetsTargetsInitiativesInitiatives2024/7/292302024/7/29231CaseStudy案例研究6Thefastfoodchainassumeemployeeturnoverisakeyperformance indictor, believing that high employeeretention indicated a high level of satisfact

287、ion andmotivation,whichwouldinturnimprovecustomerservicesandeventuallyboostprofits.Sothecompanyincreasethecompensationstoalltheemployees.快餐供应链将员工的更替率假定为一个关键的业绩指标，认为高的员工保持力象征着高水平的满意度和动力，并且可能会提高顾客服务，最终增加利润。所以公司增加了所有员工的福利。However, subsequent analysis find the profitability ofrestaurantswithidenticaltur

288、novervarydramatically.但是后来的分析发现某些餐馆的收益率相同但员工更替率确有很大差异。2024/7/29232CaseStudy案例研究6Pleaseanswerthefollowingquestions请回答下列问题:-Istheassumptioncorrect假设是否正确?-Whatshouldthefastfoodchaindotosolvetheproblem快餐供应链应如何解决这一问题?-Can you give some explanations (based on yourassumptions)能否做出解释（在架设的基础上）(15minutesteams

289、tudy,5minutesteampresentation)（15分钟小组讨论，5分钟小组介绍）2024/7/29233HumanResourceFocus人力资源关注2024/7/29234HumanResourceFocus(Category5)-Overview人力资源关注（第5类）-概述（1）Human Resource Focus addresses key human resourcepracticesthosedirectedtowardcreatingandmaintainingahigh-performance workplace and toward developing

290、employees toenable them and your organization to adapt to change. TheCategorycovershumanresourcedevelopmentandmanagementrequirements in an integrated way, i.e., aligned with yourorganizations strategic objectives. Your human resource focusincludes your work environment and your employee supportclima

291、te.人力资源关注致力于关键的人力资源做法那些创造并保持高业绩工作场所以及发展员工使他们和组织适应变变化化的做法。此大类以一种综合的方式涵盖了人力资源开发和管理要求，即与组织的战略目标协调一致。人力资源关注还包括工作环境以及支持员工的环境。2024/7/29235HumanResourceFocus(Category5)-Overview人力资源关注（第5类）-概述（2）To reinforce the basic alignment of human resourcemanagementwithoverallstrategy,theCriteriaalsocoverhumanresource

292、planningaspartofoverallplanningintheStrategicPlanningCategory.为了加强人力资源管理与综合战略的基本协调，标准还将人力资源策划作为战略策划阶段综合策划的一部分。2024/7/29236HumanResourceFocusItems人力资源关注条款（1）5.1 Work Systems工作系统工作系统Purpose: This Item examines your organizations systems forwork and jobs, compensation, career progression, employeeperfo

293、rmancemanagement,motivation,recognition,communication, and hiring, with the aim of enabling andencouraging all employees to contribute effectively and to thebestoftheirability. These systemsareintended tofosterhighperformance,toresultinindividual andorganizationallearning,andtoenableadaptationtochan

294、ge.目的：本条款检查组织为了授权和鼓励员工最有效最充分发挥自身能力贡献组织所建立的工作与职责、福利、职业进展、员工业及管理、奖励、沟通以及雇用系统。这些系统是为了促进更高业绩，以促进个人和组织学习，并使之适应变化。2024/7/29237HumanResourceFocusItems人力资源关注条款（2）5.2 Employee Learning and Motivation员工学习和动力员工学习和动力Purpose: ThisItemexaminestheeducation,training,andon-the-jobreinforcementofknowledgeandskillsofy

295、ourorganizationsworkforce. It also examines your organizations systems formotivation and employee career development with the aim ofmeeting ongoing needs of employees and a high-performanceworkplace.目的:本条款检查组织教育、培训以及在职学习情况。还检查组织提供员工动力及职业发展的系统，其目的是满足员工的需求及达成高效能的工作环境。2024/7/29238HumanResourceFocusItem

296、s人力资源关注条款（3）5.3 Employee Well-Being and Satisfaction 员工福利和满意度员工福利和满意度Purpose: This Item examines your organizations workenvironment, your employee support climate, and how youdetermineemployeesatisfaction,withtheaimoffosteringthewellbeing,satisfaction,andmotivationofallemployeeswhilerecognizingtheir

297、diverseneeds.目的：本条款检查组织的工作环境，员工激励环境，以及怎样确定员工的满意度，以使所有员工保持良好的状态、满意并且有动力，尽管其需求可能多种多样。2024/7/29239HumanResourcesFocus-Comments(1)人力资源关注-注释（1）High-performanceworkischaracterizedbyflexibility,innovation,knowledge and skill sharing, alignment with organizationalobjectives, customer focus, and rapid respon

298、se to changingbusinessneedsandrequirementsofthemarketplace.Thefocusof this Item is on a workforce capable of achieving highperformance.Inadditiontoenabledemployeesandproperworksystem design, high performance work requires ongoingeducation and training, as well as information systems thatensureproper

299、informationflow.高业绩工作表现的特性是灵敏、创新、知识和技术共享、组织目标协调一贯性、关注顾客、快速响应经营需求和市场要求的变化。本条款的关注点是能达到高业绩的员工。另外为了激励员工以及适当的工作体系设计，高业绩工作需要不断的教育和培训，以及确保信息共享的信息系统。2024/7/29240ManagementStylevs.EmployeeEmpowermentTeamFormationTeamBuildingCollaborationSelf-DirectionDirectingCoachingSupportingDelegatingManagement Empowermen

300、t 2024/7/29241Depending on the nature of your organizations work,employeesresponsibilities,andthestageoforganizationalandpersonaldevelopment,educationandtrainingneedsmightvarygreatly.Theseneedsmightincludegainingskillsforknowledgesharing, communication, teamwork, and problem solving;interpreting and

301、 using data; meeting customer requirements;process analysis and simplification; waste and cycle timereduction;andsettingpriorities取决于组织工作的特性、员工的职责，以及组织和员工发展的阶段，教育和培训需求可能存在很大的不同。这些需求可能包括知识分享的技巧、沟通、协作，以及问题解决；解释并使用数据；满足顾客要求；过程分析和简化；废料以及循环周期降低；并建立优先权。HumanResourcesFocus-Comments(2)人力资源关注-注释（2）2024/7/292

302、42Whenyouevaluateeducationandtraining,youshouldseekeffectivenessmeasuresasacriticalpartoftheevaluation.Suchmeasuresmightaddresstheimpactonindividual,unit,and organizational performance; the impact on customer-related performance; and a cost/ benefit analysis of thetraining.在评价教育和培训的时候，应该将有效性测量作为评价的关

303、键部分。此类测量可能致力于个人、单元以及组织业绩的影响；与顾客相关的业绩影响；培训的成本/收益分析。HumanResourcesFocus-Comments(3)人力资源关注-注释（3）2024/7/29243EvaluatingTrainingProgram-KirkpatrickModel评价培训程序-Kirkpatrick模式A four-level model developed by Donald Kirkpatrick forevaluatingtrainingprograms.Itisthemostwidelyusedapproachto training evaluation

304、in the corporate, government, and theacademicworld.DonaldKirkpatrick为评价培训程序制定了四层模式。这是在企业、政府以及学术界被广泛使用的培训评价方法。LevelOne:MeasureStudentsReaction测量学员的反响LevelTwo:MeasureLearningResults测量学习结果LevelThree:MeasureBehaviorintheWorkplace测量工作场所的行为LevelFour:MeasureBusinessResults测量经营结果2024/7/29244MeasureStudentsR

305、eaction测量学员的反响Gettingfeedbackfromparticipantsdescribinghowtheyfeltaboutvariousaspectsoftheprogram.从参与者口中获得反馈，描述他们对程序各方面的感觉。Therelevanceoftheobjectives.目标中肯度Theabilityofthecoursetomaintaininterest课程的兴趣保持力Theamountandappropriatenessoftheinteractiveexercises.交互式练习的数量和适当性Theeaseofnavigation.Theperceived

306、valueandtransferabilitytotheworkplace. 感知的价值以及工作场所的转移Usuallymeasuredbyadetaileddesignedsurvey.通常用详细设计的调查表进行测量。2024/7/29245MeasureLearningResults测量学习结果Quantifyingthelearningthattookplacebymeasuringincreasedknowledge,improvedskills,and/orchangesinattitude.通过测量增加的知识、改进的技巧，和/或态度的变化使学习结果量化Designpre-testa

307、ndpost-testitemsthatarelinkedtothelearningobjectives.设计与学习目标挂钩的学习前测试和学习后测试条款Summarizing and analyzing the results of the tests, trainer canevaluatetheimpactofthetraining.通过汇总和分析测试结果，培训者可以评价培训的影响。2024/7/29246MeasureBehaviorintheWorkplace在工作场所测量实际行为LevelThreeevaluationsattempttoanswerwhetherornotstude

308、ntsbehaviorsactuallychangesasaresultofnewlearning.第三层评价试图回答学员的行为是否按照新学习结果发生实际变化。Themeasurementisusuallyconductedtheretosixmonthsafterthetrainingprogramtoallowthestudentstohavetheopportunitytoimplementthenewskillsandretentionratescanbechecked.测量通常在培训结束六个月后进行，以允许学员有机会实施可能被检查的新技术以及保持新技术。Observationsurv

309、ey(behavioralscorecards)canbecompletedbythe student,the supervisor, individuals who report directly to thestudent,andevencustomer.观测调查表（行为记分卡）可以由学员、管理者、直接向学员报告的个人，甚至是顾客来完成。2024/7/29247MeasureBusinessResults测量经营结果Level Four is to evaluate the business impact of the trainingprogram.第4层是评价培训对经营的影响。Cond

310、uct comparative business evaluations of trained groupagainstnon-trainedgroup.将经培训小组与未经培训的小组进行可比性经营评价。Therelevantbusinessdataisdifficulttogetanditiscomplicatedtoisolatethetraininginterventionasauniquevariable.相关的经营数据很难获得，并且很难将培训影响作为一个独立的变量加以考虑。Benchmarkdataareavailableforsalestraining,technicaltraini

311、ng,qualitytraining,safetytraining,managementtraining.标杆数据可用于销售培训、技术培训、质量培训、安全培训、管理培训。2024/7/29248Although this Item does not specifically ask you about training forcustomercontactemployees,suchtrainingisimportantandcommon.Itfrequentlyincludeslearningcriticalknowledgeandskillsinthefollowingareas: you

312、r products, services, and customers; how to listen tocustomers; recovery from problems or failures; and how to effectivelymanagecustomerexpectations.尽管本条款没有明确提到有关与顾客接触员工技巧的培训，但是此类培训是重要的，需要普及的。此类培训通常包括下列领域的关键知识和技巧的学习：产品、服务以及顾客；怎样倾听顾客的心声；从问题或失败中恢复；怎样有效的控制顾客期望。HumanResourcesFocus-Comments(4)人力资源关注-注释（4

313、）2024/7/29249Factors inhibiting motivation should be understood andaddressed by your organization. Further understanding ofthese factors could be developed through exit interviewswithdepartingemployees.应该理解阻碍动力的因素，并由组织加以解决。可以通过与离职员工的交谈对这些因素更进一步加以了解。HumanResourcesFocus-Comments(5)人力资源关注-注释（5）2024/7/2

314、92502024/7/29251Case Study 7ABC是一家由摩托车转型的微型汽车制造厂。主要制造低价值经济型车。经过十年的发展，在国内占有的微型汽车市场。ABC成功的主要因素是价格上的竞争力。ABC在生产力上居于中等水平。在技术上及资金上均比不上外资及大型国营企业。最新市场调查（详情请见次页）显示，有的车主将来买车时希望买较大的汽车。综合案例的结果，市场调查结果,ABC的现有状况及世界汽车市场的发展趋势，请回答下列问题：1.ABC是否应发展中，大型汽车，汽车应具何种特征（说明原因及假设条件）？2. ABC是否应发展豪华微型汽车，汽车应具何种特征（说明原因及假设条件）？3. ABC人力

315、资源计划应如何配合新的发展方向？ (30minutesteamwork,7minutesteampresentation)2024/7/292522024/7/29253ProcessManagement过程管理2024/7/29254ProcessManagement(Category6)-Overview过程管理（第6类）-概述ProcessManagementisthefocalpointwithintheCriteriaforallkey work processes. Built into the Category are the centralrequirements for ef

316、ficient and effective process management:effectivedesign;apreventionorientation;linkagetocustomers,suppliers,andpartnersandafocusonvaluecreationforallkeystakeholders;operationalperformance;cycletime;andevaluation,continuousimprovement,andorganizationallearning.过程管理在标准中是所有关键工作过程的焦点。本大类的中心要求就是有效的过程管理，

317、包括：有效的设计、预防为主；与顾客、供方和合作方的联系以及所有关键利益相关方的价值创造；运作业绩；周期时间；以及评价、持续改进和组织学习。Agility,costreduction,andcycletimereductionareincreasinglyimportantinallaspectsofprocessmanagementandorganizationaldesign.灵敏、成本降低，以及周期时间的降低对于过程管理以及组织设计的所有方面日益重要。2024/7/29255“Agility”andProcessManagement“灵敏”与过程管理（1）In the simplest t

318、erms, “agility” refers to your ability to adaptquickly, flexibly, and effectively to changing requirements.Dependingonthenatureofyourorganizationsstrategyandmarkets,agilitymightmeanrapidchangeoverfromoneproducttoanother,rapidresponsetochangingdemands,ortheabilitytoproduceawiderangeofcustomizedservic

319、es.简单的说，“灵敏”是指你快速、灵活、有效的适应变化的需求的能力。取决于组织的战略和市场特性，灵敏可能意味着从一种产品彻底转变成另一种，快速响应变化的需求，或者定制服务的生产能力。2024/7/29256“Agility”andProcessManagement“灵敏”与过程管理（2）Agility also increasingly involves decisions to outsource,agreementswithkeysuppliers,andnovelpartneringarrangements. Flexibility might demand special strat

320、egies, suchasimplementingmodulardesigns,sharingcomponents,sharingmanufacturinglines,andprovidingspecializedtraining.Costandcycle time reduction often involve lean process managementstrategies. It is crucial to utilize key measures for tracking allaspectsofyouroverallprocessmanagement.灵敏还包括日益增加的外包决定、

321、与关键供方的协议、新合作方的安排。机动性可能需要特殊的战略，例如进行模块设计、共享部件、共享生产线，以及提供专业的培训。成本和周期降低经常还包括精简过程管理战略。重要的是利用关键测量跟踪综合的过程管理的所有方面。2024/7/29257ProcessManagementItems过程管理条款6.1 Value Creation Processes价值创造过程价值创造过程Purpose: ThisItemexaminesyourorganizationskeyproduct,service,andbusinessprocesses,withtheaimofcreatingvalueforyour

322、customersandotherkeystakeholders,andimprovingyourmarketplaceandoperationalperformance.目的：本条款检查组织的关键产品、服务以及经营过程，以为顾客和其他关键的利益相关方创造价值，并提高市场和运作业绩。6.2 Support Processes支持过程支持过程Purpose : ThisItemexaminesyourorganizationskeysupportprocesses,withtheaimofimprovingyouroveralloperationalperformance.目的：本条款检查组织的

323、关键支持过程，以提高综合运作业绩。2024/7/29258ProcessManagement-Comments(1)过程管理注释（1）This Item calls for information on the management andimprovement of key value creation processes. The informationrequiredincludesadescriptionofthekeyprocesses,theirspecificrequirements,andhowperformancerelativetotheserequirements is

324、determined and maintained. Increasingly, theserequirements might include the need for agilityspeed andflexibilitytoadapttochange.本条款需要关键价值创造过程的管理和改进信息。所需的信息包括：关键过程的描述、其特殊要求，以及与这些要求相关的业绩如何确定和保持。随着时间的增加，这些要求可能包括适应变化的灵敏快速以及弹性要求。2024/7/29259ProcessManagement-Comments(2)过程管理注释（2）Your key business process

325、es are those nonproduct andnonservice processes that are considered most important tobusiness growth and success by your senior leaders. Theseprocesses frequently relate to an organizations strategicobjectivesandcriticalsuccessfactors.Keybusinessprocessesmightincludeprocessesforinnovation,researchan

326、ddevelopment,technologyacquisition,informationandknowledgemanagement, supply chain management, supplier partnering,outsourcing,mergersandacquisitions,globalexpansion,projectmanagement,andsalesandmarketing.关键的经营过程是那些被高层领导认为对经营发展和成功最重要的非产品和非服务过程。这些过程常常与组织的战略目标以及关键的成功因素相关。关键的经营过程可能包括创新过程、研究和发展、技术获取、信息和

327、知识管理、供应链管理、供方合作、外包、合并与采购、全球扩展、项目管理，以及销售和市场。2024/7/29260Factorsthatmightneedtobeconsideredindesignincludesafety,long-termperformance,environmentalimpact,“green”manufacturing,measurementcapability,processcapability,manufacturability,maintainability,variabilityincustomerexpectations requiring product o

328、r service options, suppliercapability,anddocumentation.在设计过程中可能需要考虑的因素包括：安全、长期业绩、环境影响、“绿色”生产、测量能力、过程能力、工艺性、可维护性、顾客对所需的产品和服务期望的可变性、供方能力以及文件化。Effectivedesignalsomustconsidercycletimeandproductivityofproduction and delivery processes. This might involve detailedmappingofmanufacturingorserviceprocessesa

329、ndredesigning(“re-engineering”)thoseprocessestoachieveefficiency,aswellastomeetchangingcustomerrequirements.有效的设计还必须考虑生产和交付过程的周期和生产力。这可能包括详细的制造或服务过程图以及过程的重新设计（重造），以达到有效性，同时满足变化的顾客需求。ProcessManagement-Comments(3)过程管理注释（3）2024/7/29261Specific reference is made to in-process measurements and customeran

330、dsupplierinteractions.Thesemeasurementsandinteractionsrequirethe identification of critical points in processes for measurement,observation,orinteraction.Theseactivitiesshouldoccurattheearliestpointspossibleinprocessestominimizeproblemsandcoststhatmayresult from deviations from expected performance.

331、 Achieving expectedperformancefrequentlyrequiressettingperformancelevelsorstandardsto guide decision making. When deviations occur, corrective action isrequired to restore the performance of the process to its designspecifications.特别应参考过程测量以及顾客和供方的交互。这些测量和交互需要识别测量过程、观察或交互的关键点。这些活动应尽可能在过程早期进行，以使问题和成本

332、最小。为了完成期望的业绩通常需要建立业绩程度或标准以指导决策。当发生偏离的时候，需要采取纠正措施，以将过程业绩恢复到设计规定的要求。ProcessManagement-Comments(4)过程管理注释（4）2024/7/29262Your support processes are those that support your dailyoperations and your product and service delivery but are notusually designed in detail with the products and services. Thesuppor

333、tprocessrequirementsusuallydonotdependsignificantlyon product and service characteristics. Support process designrequirements usually depend significantly on your internalrequirements, and they must be coordinated and integrated toensure efficient, effective linkage and performance. Supportprocesses

334、 might include finance and accounting, facilitiesmanagement, legal services, human resource services, publicrelations,andotheradministrativeservices.支持过程是那些支持日常运作以及产品和服务交付的过程，而不是通常为产品和服务设计的详细的过程。支持过程的要求通常并不取决于产品和服务特性。支持过程的设计要求在很大程度上取决于你的内部要求，并且必须对它们进行协调和整合，以确保有效的接口和业绩。支持过程可能包括财政和账目管理、设备管理、法律服务、人力资源服

335、务、公共关系以及其他的行政管理服务。ProcessManagement-Comments(5)过程管理注释（5）2024/7/292632024/7/292642024/7/292652024/7/292662024/7/29267Minimize Overall Costs Associated with Inspections, Tests, Audits与检查、测试、审核相关的成本最小化（1）G-ORB has greatly reduced in-process testing of monomers byelectronically linking pipeline process

336、outputs from monomersuppliers to G-ORBs manufacturing DCS. Monomer suppliersprovedthattheirtestequipmentwasmoreaccurateandgavereal-timetrends.Presentationofstatisticalcapabilitydatatocustomershas allowed G-ORB to reduce testing in 14 operation productcontrolplansoverthepastyear.通过从单体供方到G-ORB制造DCS的电子

337、链接生产线流程，G-ORB已经将单体测试过程进行了很大的简化。单体供方证明他们的测试设备是更准确的并且能给出实时的趋势。过去一年面向顾客的统计性能数据的表述允许G-ORB在做产品控制计划中减少14种过程运行测试。2024/7/29268Minimize Overall Costs Associated with Inspections, Tests, Audits 与检查、测试、审核相关的成本最小化（2）G-ORB has greatly reduced invoice and billing audits by recentlyimplementingaCDPprojecttoimprove

338、theaccuracyofcostinformationinputtotheCHEM-ERScomputersystem.TheCHEM-ERSsystemisnowmorelikelytocatchbillingdiscrepancies,eithertothecustomerorfrom suppliers. Another key example is the presentation of statisticalstreamfactorandequipmentcapabilitydataduringanLLDPEOptimalTeammeeting.通过实施CDP项目，提高输入到CHE

339、M-ERS计算机系统的成本信息的准确性，G-ORB已经从很大程度上减少了对发票和订单的审核。CHEM-ERS系统能可靠的获取订单差异，无论是给顾客的还是从供方收到的。另一个重要实例就是在LLDPE首脑组会议中统计生产定额以及设备能力数据的表述。2024/7/29269Minimize Overall Costs Associated with Inspections, Tests, Audits与检查、测试、审核相关的成本最小化（3）Itgenerateddiscussionaboutthecontinuedneedfordowntimetoreplacein-linefeedersandte

340、stequipmentusedfortheproductionlineforfilmgradeandmunicipaltrashcanmarketproducts.Thetopicoriginatedwithakaizenideasubmittedbyaprocessengineerandcontractormaintenancetechnician. The review allowed G-ORB to reduce the downtime andequipmentreplacementonthelineswhilemaintainingproductcapability,increas

341、ingstreamfactors,andreducingmaintenancecosts.对有关持续的停工以替换生产线所用的串联式进料和测试设备这一情况进行讨论。评审允许G-ORB在保持产品性能、增加作业系统并降低养护费用的同时降低生产线停工期和设备更换。2024/7/29270“Results”referstoyourorganizationsoutputs and outcomes inachievingtherequirementsinItems7.17.6.Thefourfactorsusedtoevaluateresultsare:“结果”是指组织在完成7.1-7.6要求方面的输出和

342、成果。评价结果的四大要素是：-yourcurrentlevelofperformance,你当前的业绩水平；-rate(i.e.,slopeoftrenddata)andbreadth(i.e.,howwidelydeployedandshared)ofyourperformanceimprovements,业绩改进的速度（趋势数据的斜率）和力度（如何广泛的拓展和分享）；-yourperformancerelativetoappropriatecomparisonsand/orbenchmarks你的业绩与适当的对照标准和/或标杆的对比情况；-linkageofyourresultsmeasu

343、res(oftenthroughsegmentation)toimportantcustomer,productandservice,market,process,andactionplanperformancerequirementsidentifiedinyourOrganizationalProfileandinProcessItems在组织介绍和过程条款中识别的结果测量（经常利用分割法）与重要顾客、产品和服务、市场、过程和活动计划业绩要求的关系。2024/7/29271BusinessResults经营结果2024/7/29272BusinessResults(Category7)Ov

344、erview经营结果（第7类）-概述（1）The Business Results Category provides a results focus thatencompasses your customers evaluation of your organizationsproducts and services, your overall financial and marketperformance,yourgovernancestructureandsocialresponsibility,and results of all key processes and process i

345、mprovementactivities.经营结果类提供了包含顾客对组织产品和服务的评价、综合的财政和市场业绩、你的管理结构及社会责任，以及所有关键过程和过程改进活动的结果所应关注的点。2024/7/29273BusinessResults(Category7)Overview经营结果（第7类）-概述（2）Through this focus, the Criterias purposessuperior value ofofferings as viewed by your customers and the marketplace;superiororganizationalperform

346、anceasreflectedinyouroperational,legal,ethical,andfinancialindicators;andorganizationalandpersonallearningaremaintained.Category7thus provides “real-time” information (measures of progress) forevaluationandimprovementofprocesses,products,andservices,inalignmentwithyouroverallorganizationalstrategy.通

347、过此类关注保持标准的目的由顾客和市场感知的提供的优良价值；在运作、法规、道德以及财务指标中反映的优良的组织业绩；以及组织和个人的学习。因此第7类能够为过程、产品以及服务的评价和改进提供“实时”信息（改进测量），以便与组织的全面战略保持一致。2024/7/292747.1CustomerFocusedResults7.1关注顾客的结果Purpose目的目的ThisItemexaminesyourorganizationscustomer-focusedperformanceresults,withtheaimofdemonstratinghowwellyourorganization has b

348、een satisfying your customers and hasdevelopedloyalty,repeatbusiness,andpositivereferral.本条款检查组织关注顾客的业绩结果，以证明组织如何更好的满足顾客的要求，提高忠诚度、重复购买以及积极的推荐。Comment注释注释ThisItemplacesanemphasisoncustomer-focusedresultsthatgobeyondsatisfactionmeasurementbecauseloyalty,repeatbusiness, and longer-term customer relatio

349、nships are betterindicators and measures of future success in the marketplace.Pictureofyourfinancialandmarketplacesuccessandchallenges.本条款的重点是关注顾客的结果，其要求超出了满意度测量，因为忠诚、重复购买以及长期的顾客关系是市场未来成功的最佳测量指标。2024/7/292752024/7/292762024/7/292777.2ProductandServiceResults7.2产品和服务结果Purpose目的目的ThisItemexaminesyouro

350、rganizationskeyproductandserviceperformance results, with the aim of delivering product andservice quality that leads to customer satisfaction, loyalty, andpositivereferral.本条款检查组织关键的产品和服务业绩结果，为了使交付的产品和服务质量使顾客满意、忠诚以及积极推荐。2024/7/292787.2ProductandServiceResults7.2产品和服务结果Comments注释注释The correlation be

351、tween product and service performance andcustomer indicators is a critical management tool with multipleuses: (1) defining and focusing on key quality and customerrequirements;(2)identifyingproductandservicedifferentiatorsinthe marketplace; and (3) determining cause-effect relationshipsbetween your

352、product and service attributes and evidence ofcustomersatisfactionandloyalty,aswellaspositivereferrals.Thecorrelationmightrevealemergingorchangingmarketsegments,the changing importance of requirements, or even the potentialobsolescenceofofferings.产品和服务业绩以及顾客指标的相关性是一种重要的管理工具，其用途:(1)明确并关注关键的质量和顾客需求；(2

353、)识别市场中产品和服务的差异性；(3)确定产品和服务特性与顾客满意和忠诚以及积极推荐之间的因果关系。相关性可能揭示浮现出来的或者变化的市场段，变重要求的变化，乃至现有产品被替代的可能性。2024/7/292792024/7/292807.3FinancialandMarketResults7.3财政和市场结果Purpose目的目的This Item examines your organizations financial and marketresults, with the aim of understanding your marketplacechallengesandopportun

354、ities.本条款检查组织的财政和市场结果，以了解你的市场挑战和机会。Comment注释注释Appropriate financial measures and indicators might includerevenue, profits, market position, cash-to-cash cycle time,earnings per share, and returns. Marketplace performancemeasures might include market share, measures of businessgrowth,newproductsandma

355、rketsentered(includinge-marketsand exports), and the percentage of sales derived from newproducts.相应的财务测量指标包括：收入、收益、市场形势、现金流转周期、平均收益率、利润。市场业绩测量可能包括：市场份额、经营发展的测量、新的产品和市场（包括电子商务市场以及出口），以及新产品的销售百分比。2024/7/292812024/7/292827.4HumanResourceResults7.4人力资源结果Purpose目的目的ThisItemexaminesyourorganizationshuman

356、resourceresults,with the aim of demonstrating how well your organization hasbeencreatingandmaintainingapositive,productive,learning,andcaringworkenvironmentforallemployees.本条款检查组织的人力资源结果，以证明组织如何为所有员工创造并维持一个积极向上的、生产型的、学习型的以及人道的工作环境。Comments注释注释Results reported might include generic or organization sp

357、ecificfactors. Generic factors might include safety, absenteeism,turnover, satisfaction, and complaints (grievances). For somemeasures,such as absenteeism and turnover,local or regionalcomparisonsmightbeappropriate.报告的结果可能包括：普通的或组织特定的因素，普通因素可能包括：安全、旷工、营业额、满意以及抱怨（委屈）。对于某些测量指标，例如旷工和营业额，提供局部或地区性比较资料便可。

358、2024/7/292832024/7/292842024/7/292857.5OrganizationalEffectivenessResults7.5组织的有效性结果-目的Purpose目的目的This Item examines your organizations other key operationalperformanceresultsnotreportedinItems7.17.4,withtheaimofachievingorganizationaleffectivenessandattainingkeyorganizationalgoals.本条款检查组织7.1-7.4条款之

359、外的其他关键运作的业绩结果，以达到组织的有效性并完成关键的组织目标。2024/7/292867.5OrganizationalEffectivenessResults7.5组织的有效性结果-注释Comments注释注释Measuresandindicatorsofoperationaleffectivenessandefficiencymightincludereducedemissionlevels,wastestreamreductions,by-productuse,andrecycling;internalresponsivenessindicatorssuchascycletimes

360、,productionflexibility,leadtimes, set-up times, and time to market; business-specific indicators such asinnovationratesandincreaseduseofe-technology,productandprocessyields,sixsigmainitiativeresults,anddeliveryperformancetorequest;supplychainindicatorssuchasreductionsininventoryandincominginspection

361、s,increasesinqualityandproductivity,improvementsinelectronicdataexchange,andreductionsinsupplychainmanagementcosts;third-partyassessmentresultssuchasISO9000audits;andindicatorsofstrategicgoalachievement.运作有效性和效率的测量指标可能包括降低排放程度、废物流降低、副产品的使用以及再循环；内部响应指标如循环周期、生产机动性、交付周期、生产准备周期、市场进入时间；特殊的经营指标如创新率、增加的电子技

362、术的应用、产品和过程产量、6西格玛启动结果以及交付业绩；供应链指标如存货和入库检查的降低、质量和产量的增加、电子数据交换的进步，以及供应链成本的降低；第三方评估结果如ISO9000审核；以及战略性目标业绩的指标。2024/7/292872024/7/292882024/7/292897.6GovernanceandSocialResponsibilityResults7.6管理以及社会职责结果Purpose目的目的ThisItemexaminesyourorganizationskeyresultsintheareaofsocietal responsibilities, with the a

363、im of maintaining an ethicalorganizationthatisagoodcitizeninitscommunities.本条款检查组织在社会责任领域的关键结果，以保持一个道德的、被称为荣誉市民的组织。Comments注释注释Measuresshouldincludeenvironmentalandregulatorycomplianceand noteworthy achievements in these areas, as appropriate.Results also should include indicators of support for key

364、communitiesandotherpublicpurposes。测量还包括环境和法规的符合性，适当时还包括在这些领域获得的显著成就。结果还应该包括支持关键社团以及其他公共目的的指标。2024/7/292902024/7/292912024/7/292922024/7/292932024/7/29294CaseStudy案例研究8Canyoulinkthe11CoreValuestothe7Categories?你是否能将11个核心价值与7大类联系起来？PleaselistthetopthreeCoreValuesforeachCategory.请列出每一大类的前三个相关核心价值1.Lead

365、ership领导力TopthreerelatedCoreValues:_2.StrategicPlanning战略策划TopthreerelatedCoreValues:_3.CustomerandMarketFocus顾客和市场关注TopthreerelatedCoreValues:_4.Measurement,Analysis,andKnowledge测量、分析和知识TopthreerelatedCoreValues:_5.HumanResourceFocus人力资源关注TopthreerelatedCoreValues:_6.ProcessManagement过程管理Topthreere

366、latedCoreValues:_7.BusinessResults经营结果TopthreerelatedCoreValues:(20minutesteamwork,5minutespresentation)（20分钟小组讨论，5分钟小组介绍）2024/7/29295CaseStudy案例研究8ACanyoulinkthe22criteriaofDowJonesSustainabilityIndexestothe32areasoftheBaldrigeCriteria?你能否降道琼斯持续发展指数的22项标准与波多里奇的32个区域联系起来？D J Criteria Baldrige Areas1

367、.Codeofconducts/compliance/corruption&Bribery_产品规范/符合性/贪污/受贿2.CorporateGovernance_企业管理3.CustomerrelationshipManagement_顾客关系管理4.FinancialRobustness_财政实力5.Investorrelations_投资关系6.Risk&CrisisManagement_风险与危机管理7.Scorecards/MeasurementSystem_记分卡/测量体系8.StrategicPlanning_战略策划9.EnvironmentalPolicy/Managemen

368、t_环境方针/管理2024/7/29296D J Criteria Baldrige Areas10.EnvironmentalPerformance_环境业绩11.EnvironmentalReporting_环境报告12.CorporateCitizenship/Philanthropy_企业公益活动/慈善事业13.StakeholderEngagement_利益相关方承诺14.LaborPracticeIndicator_劳力规范指标15.HumancapitalDevelopment_人力资源建设16.KnowledgeManagement/OrganizationalLearning_知识管理/组织学习17.SocialReporting_社会报告18.TalentAttractionandRetention_人才吸引/保留19.StandardsforSuppliers_供方标准(20minutesteamwork,5minutespresentation)（20分钟小组讨论，5分钟小组介绍）2024/7/29297