萬潤科技股份有限公司 萬潤科技股份有限公司 97.6.1997.6.19

目標管理 目標管理 – 理工背景的主管應具備的管理知識– 理工背景的主管應具備的管理知識

陳長仁陳長仁崑山科技大學崑山科技大學

大綱大綱

• 目標 目標 vs. vs. 公司經營績效公司經營績效• 目標訂定的過程目標訂定的過程• 目標管理的原則目標管理的原則• 目標管理的工具目標管理的工具• 案例討論案例討論• 結論結論

公司經營績效公司經營績效：： Getting Better FasterGetting Better Faster

Time

Perform

ance

Company A

Company B

Good is enough

PD

CA

PD

CA

Look for better ways

Problems: confusion, rework, equipment failure, errors in design specification, miscommunication ….

目標 目標 vs. vs. 公司經營績效公司經營績效

Changing the Way We Changing the Way We ManageManageThe first three generationThe first three generation

• By DoingBy Doing• By DirectingBy Directing• By ResultsBy Results

4th Generation Management4th Generation Management– Quality: Quality: defined by Customerdefined by Customer– Scientific Approach: Scientific Approach:

System process thinkingSystem process thinkingData variationData variation

– All One Team: All One Team: DelightDelightTrustTrustRespectRespect

Win-WinWin-Win

Scientific Approach

All One Team

Quality

Joiner Triangle

目標 目標 vs. vs. 公司經營績效公司經營績效

The Organization as a The Organization as a SystemSystem

• Optimizing a SystemOptimizing a System (optimize the (optimize the system as a whole, not seek to optimize system as a whole, not seek to optimize separate pieces)separate pieces)– Cooperation and Win-WinCooperation and Win-Win– The Bigger the Loop, the BetterThe Bigger the Loop, the Better

• A System Without An Aim Is A System Without An Aim Is Not A SystemNot A System

• The Biggest Opportunities Lie The Biggest Opportunities Lie In The SystemIn The System (blame the process (blame the process not the people)not the people)– Worker-controllable ProblemsWorker-controllable Problems– Pushing for Deep FixesPushing for Deep Fixes

• Level 1: Fix the OutputLevel 1: Fix the Output• Level 2: Fix the ProcessLevel 2: Fix the Process• Level 3: Fix the SystemLevel 3: Fix the System

• Using Leverage PointsUsing Leverage Points– 80/20 rules, Pareto Charts80/20 rules, Pareto Charts– Critical PathsCritical Paths– BottlenecksBottlenecks– Leverage-point thinkingLeverage-point thinking

• Shaping The FutureShaping The Future Organizational Alignment

Design and Redesign

Consumer Research

Consumers

Suppliers

The Organization As a System

Rapid Learning, Rapid Rapid Learning, Rapid ImprovementImprovement

• Learning From Data: Plan-Do-Check-ActLearning From Data: Plan-Do-Check-Act

• Using PDCA EffectivelyUsing PDCA Effectively

• Adapt to the situationAdapt to the situation

• Try ideas first on a small scaleTry ideas first on a small scale

• Decide ahead of time how you will assess Decide ahead of time how you will assess progressprogress

• Integrate PDCA functionsIntegrate PDCA functions

• No Substitute For KnowledgeNo Substitute For Knowledge

PD

CA

PD

CA

Company B

Customer-focused Strategies Customer-focused Strategies (nothing happens in a predicable, sustained way unless you (nothing happens in a predicable, sustained way unless you build mechanisms that cause it to happen in a predicable, build mechanisms that cause it to happen in a predicable, sustained way)sustained way)

• New PoliciesNew Policies– 100% Satisfaction100% Satisfaction– Everyone Owns CustomersEveryone Owns Customers– Increasing Customer Complaints!Increasing Customer Complaints!

• Turning complaints into salesTurning complaints into sales

• Upgrading Existing FunctionsUpgrading Existing Functions– Customer Service and Technical Support FunctionsCustomer Service and Technical Support Functions– Business PlanningBusiness Planning– Adding a Customer Element to Regular MeetingsAdding a Customer Element to Regular Meetings– A System of Customer-focused MeetingsA System of Customer-focused Meetings

• Leading The ChangesLeading The Changes– Key Questions for ManagersKey Questions for Managers– Other Executive ResponsibilitiesOther Executive Responsibilities

• Keys To A Customer FocusKeys To A Customer Focus

Better Methods, Better Better Methods, Better ResultsResults

• Pros And Cons Of Standard MethodsPros And Cons Of Standard Methods– Finding a balance Finding a balance (develop standard where it matters most, as living, breathing (develop standard where it matters most, as living, breathing

guidelines, that can and must be constantly improved)guidelines, that can and must be constantly improved)

– Standards provide the kind of Standards provide the kind of foundation for improvementfoundation for improvement demanded in today’s marketplace.demanded in today’s marketplace.

• Creating Order From ChaosCreating Order From Chaos– Create Standard Judiciously Create Standard Judiciously (leverage point: a little change has a great impact) (leverage point: a little change has a great impact)

– Involve Many People Involve Many People (involve those who do the work as leaders in developing better (involve those who do the work as leaders in developing better and better ways to do the job)and better ways to do the job)

– Begin With Check Begin With Check (make sure we know why the work is being done)(make sure we know why the work is being done)

– Build An Organizational Memory Build An Organizational Memory (new employee, cross-function)(new employee, cross-function)

• Train and retrain Train and retrain (learning curve, multi-capabilities)(learning curve, multi-capabilities)

• Strategic Redesign Strategic Redesign (reengineering and business process redesign)(reengineering and business process redesign)

• The Link Between Methods And ResultsThe Link Between Methods And Results– A focus on methods A focus on methods (is an easy path to improvement)(is an easy path to improvement) – Maintain the gains Maintain the gains (to prevent recurrence of a problem, and to achieve (to prevent recurrence of a problem, and to achieve

new, consistently higher levels of performance)new, consistently higher levels of performance)

Improving Our Ability to Improving Our Ability to ImproveImprove

• Pathways To ImprovementPathways To Improvement– Start with data or process? Start with data or process? (Better data help us identify (Better data help us identify

better processes; a deeper understanding of a process leads us to better processes; a deeper understanding of a process leads us to better data. Both help us “improve the system”.)better data. Both help us “improve the system”.)

• A Framework For ImprovementA Framework For Improvement– The 7 Step MethodThe 7 Step Method

• PurposePurpose• Current SituationCurrent Situation• Cause AnalysisCause Analysis• SolutionsSolutions• ResultsResults• StandardizationStandardization• Future PlansFuture Plans

– Improvement As a SystemImprovement As a System

All One TeamAll One Team

• Competition or Cooperation?Competition or Cooperation?– The Light and Dark Sides of CompetitionThe Light and Dark Sides of Competition

• Radiating A Belief In PeopleRadiating A Belief In People– Where Polices Go WrongWhere Polices Go Wrong

•Close the loophole?Close the loophole?

– Trusting PeopleTrusting People•Dealing with the exceptionsDealing with the exceptions

• Supporting A Customer FocusSupporting A Customer Focus

The Challenges of The Challenges of Performance AppraisalPerformance Appraisal

• Typical Performance Appraisal SystemsTypical Performance Appraisal Systems• Alternatives To Performance AppraisalAlternatives To Performance Appraisal• Provide Ongoing Feedback and DevelopmentProvide Ongoing Feedback and Development• Rewards and RecognitionRewards and Recognition• Organizational Measurement SystemOrganizational Measurement System• CompensationCompensation

– Joiner Associates’ compensation systemJoiner Associates’ compensation system• SalarySalary• Salary IncreasesSalary Increases• Prosperity sharingProsperity sharing• Special adjustmentsSpecial adjustments

Quality vs. ProductionQuality vs. ProductionAssemble A, B,

and C to make DMove D to Stock area

The Way It Was Supposed To Work

Get a kit of parts A, B, and C

Store on Shelf

Log in Computer

Kit complet

e?

Cmissing

?

Assemble A and B

Yes

Yes

No

The Way It Really Worked

Amissing

?

Assemble B and CYes

No

Bmissing

?

Assemble A and CYes

No

Quality vs. ProductionQuality vs. Production

• ComplexityComplexity– Cycle timeCycle time reduction drives improvement reduction drives improvement

• The Effect On PeopleThe Effect On People– The supervisor’s JobThe supervisor’s Job– The Employees’ JobsThe Employees’ Jobs

• The Leverage in ImprovementThe Leverage in Improvement

• The Deming Chain Reaction The Deming Chain Reaction ( “( “costscosts cutting” vs. “eliminating the cutting” vs. “eliminating the causes of costcauses of cost”) ”)

Building a True Customer Building a True Customer Focus Focus

• Identify and eliminate work in our Identify and eliminate work in our organizations that little meaning or organizations that little meaning or value to customers. value to customers.

Voice of the CustomerVoice of the Customer

• Who Is A Customer?Who Is A Customer?• Value ChainValue Chain• How Customers Define QualityHow Customers Define Quality• A Model of Customer Perceptions (KANO’s A Model of Customer Perceptions (KANO’s

Model)Model)– Must BeMust Be– More is Better More is Better – DelighterDelighter

• Values of Kano ModelValues of Kano Model• Employees set priorities in their own work.Employees set priorities in their own work.• ““no complaints” not equals customer no complaints” not equals customer

satisfactionsatisfaction– Targets or Goal Posts?Targets or Goal Posts?– Getting Customer InformationGetting Customer Information– Finding the TimeFinding the Time

• The Customer Within (“external customers” The Customer Within (“external customers” the most important judges of quality)the most important judges of quality)

Delighters

More Is Better

Must Be

Absent Fulfilled

Dissatis-faction

Neutral

Delight

Managing in a Variable Managing in a Variable Word Word • Failure to understand variation is a Failure to understand variation is a

central problem of management central problem of management

08:0608:0908:1208:1508:1808:2108:2408:2608:29

T W R F M T W R F M T W R F T W R T W R F M T W R F

Door opener broken

New driver

New watch

Strategies for Reducing Strategies for Reducing VariationVariation

• Improving An Unstable Process Improving An Unstable Process (special causes)(special causes)– Get timely data so special causes are signaled quicklyGet timely data so special causes are signaled quickly– Put in place an immediate remedy to contain any damagePut in place an immediate remedy to contain any damage– Search for the causes --- see what was differentSearch for the causes --- see what was different– Develop a longer-term remedyDevelop a longer-term remedy

• Improving A Stable Process Improving A Stable Process (common causes)(common causes)– Stratify Stratify (sort data into groups; look for patterns)(sort data into groups; look for patterns)– Experiment Experiment (make planned changes and learn from the effects)(make planned changes and learn from the effects)– Disaggregate Disaggregate (divide the process into component pieces and manage the pieces)(divide the process into component pieces and manage the pieces)– Which Tacit to Use Which Tacit to Use (know-hows)(know-hows)

• Making Variation VisibleMaking Variation Visible– Creating a Control ChartCreating a Control Chart– Interpretation of the Control ChartInterpretation of the Control Chart– Managers and Control ChartsManagers and Control Charts

• No Hard DataNo Hard Data– Blaming the process, not the personsBlaming the process, not the persons– If I replaced this employee, could the same problem well have happened?If I replaced this employee, could the same problem well have happened?