PD-M1-01-经营计划、质量目标及过程绩效指标管理程序(共4页).doc

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1、精选优质文档-倾情为你奉上批准：审核：作成：Change History 变更记录Revision 版本Effective Date生效日期Originator编写人Reasons for Change修改原因1.0 Purpose目的The purpose is to define management responsibilities of the company, make long-term business plan and establish corporate management and development framework so as to establish annu

2、al business objectives and formulate development strategy for corporate business.明确公司的管理职责，编制长期经营计划，建立企业管理及发展框架。在此基础上制定年度经营目标，为企业经营制定发展战略。2.0 Scope范围The procedure applies to planning and establishment of management structure of quality management system and the formulation and implementation of busi

3、ness plan. It specifies management responsibility planning and change control and is implemented in making business plan, evaluating business effects, understanding customer satisfaction and comparing internal and external performance data.本程序适用于公司质量管理体系的管理架构的策划及建立，经营计划的制定与实施。规定管理职责策划及变更控制以及公司在制定经营计

4、划、评价经营效果、了解客户满意程度、进行内外部成效数据比较等方面所实施的。3.0 Definitions定义3.1 Quality objective: measurable indicators, which top management defines to deploy the quality policy, and is part of the business plan.质量目标：管理层用来对质量方针进行展开和实施的量化的具体指标，它是公司经营计划的一部分。3.2 KPI: Key Performance Index, aim to monitor the product reali

5、zation processes and the support processes to assure their effectiveness and efficiency. 关键绩效指标：对质量管理体系的产品实现过程及其支持过程的有效性和效率进行监测的关键性指标。 4.0 Procedure and Flow chart4.1 Responsibility and authority职责与权限4.1.1 General manager总经理a) Focus on customer; ensure that the confirmation and satisfaction of custo

6、mer requirements and the establishment, implementation and maintenance of needed processes of quality management system.以顾客为关注焦点，确保顾客的要求得到确定和满足；确保质量管理体系所需过程得到建立、实施和保持；b) Organize the formulation and approval of issuance of quality policy and objectives; approve the issuance of quality management man

7、ual of the company主持制定批准发布质量方针和质量目标；批准发布公司的质量管理手册。c) Compile business plan and preside over management review.负责编制公司经营计划，主持管理评审。4.1.2 Management representative管理者代表a) Plan quality management system, lead and organize the compilation of quality management system documents对质量管理体系进行策划，领导组织编制质量管理体系文件；b)

8、 Specify the responsibility, authority and interrelation of personnel relating to quality, establish communication, assign personnel to engage in quality activities, determine organizations of the company and provide resources 对从事与质量有关的人员规定其职责、权限和相互关系，建立沟通过程；配备从事质量活动有关人员，确定公司组织机构和提供资源；c) Establish p

9、roper internal communication and ensure the effective communication of system建立内部适当的沟通过程，确保体系有效性进行沟通；d) Create and maintain the awareness of the importance of meeting customer requirements and observing laws and regulations. 营造并保持满足顾客和法律法规要求重要性的意识； e) Ensure to improve the awareness of meeting custo

10、mer requirements and environment protection of all personnel确保提高全公司员工满足顾客要求的意识环境保护意识；f) Organize internal quality system audit and establish external contacts of affairs relating to quality management system.组织内部质量体系审核；与质量管理体系有关事宜的外部联系。4.1.3 Each department各部门a) Perform all duties and responsibiliti

11、es according to the stipulation of responsibility and authority and continually maintain and improve quality management system. 根据职责与权限的规定完成本职工作，并不断努力维持、改进质量管理体系；b) Prepare management review data, participate in meetings, propose suggestions or resolutions and implement the decision of meeting withi

12、n the work scope of each department.准备管理评审资料参与会议，并提出建议或解决办法，在各部门的工作范围内执行会议的决定。4.2公司经营计划管理Business plan management 4.2.1 The company shall consider long-term business plan (3 to 5 years), annual business plan and annual objective of department when making business plan and effectively combine the thr

13、ee to ensure the effective implementation of corporate strategy. Business plan shall depend on domestic and overseas rivals and product standard in automobile industry and determine present and future customer expectations.公司制定经营计划应考虑长期经营计划（35年）、年度经营计划和部门年度目标，并将三者有效结合，确保企业战略能有效执行。经营计划应对汽车行业内外竞争对手及产品

14、基准确定为基础，并确定当前和未来顾客的期望。4.2.2 Unfold of long-term business development长期经营计划展开4.2.2.1.General Manager convenes each department manager at the end of every year to discuss objective completion of last year and analyze business of current stage (can include: internal advantages, internal disadvantages,

15、external opportunities and external threats).总经理于每年底召集各部门经理讨论上年度目标计划的完成情况，并进行现阶段的经营分析（可包括：内部优势、内部劣势、外部机会、外部威胁）。4.2.2.2.General Manager convenes related personnel (cross functional team can be composed when necessary) to revise long-term business plan according to business analysis and the headquarte

16、rs request.总经理召集相关人员（必要时可以成立横向协调小组），依据经营分析以及总公司的要求，修订长期经营计划。4.2.2.3. The content and implementation responsibility of long-term business plan (including, but not limited to following events)长期经营计划的内容(可包括但不限于以下事件)及实施职责 序号事 件职 责1投资计划、降低成本计划总经理2产品开发目标、新技术、新工艺、新设备的推广、应用质量部、项目部、生产部3人力资源计划、培训计划、安全与环境保护计划人

17、力资源部、生产部4财务计划财务部5市场开拓计划、顾客满意计划项目部6质量目标、持续改进计划质量部、相关部门No.Event Responsible 1Investment plan, cost reduction planGM2Product development objective, the promotion and application of new technology, new process and new equipmentQuality Dept., Program Dept. , Production Dept.3Human resource plan, training

18、 plan, safety and environment protection planHR Dept., Production Dept.4Financial planFinance Dept.5Marketing development plan, customer satisfaction planProgram Dept.6Quality objective, continual improvement planQuality Dept, related Dept.4.2.2.4 The approval and distribution of long-term business

19、plan长期经营计划的审批、分发a. General Manager is responsible for compiling long-term business plan, convening responsible departments to discuss, unify thoughts, form documents and report to the board of directors.总经理负责编制长期经营计划，召集职责部门研讨，统一认识，形成文件，报公司董事会。b. Business plan is controlled document and original busi

20、ness plan shall be preserved by general manager.经营计划为受控文件，原版经营计划存放于总经理处。c.If business environment changes, general manager is responsible for gathering related departments to update business plan by use of a multidisciplinary approach.若经营环境发生变化，总经理负责召集相关部门以多方论证方式更新经营计划。4.2.3 The formulation and appr

21、oval of annual business plan年度经营计划的制定和批准4.2.3.1 The formulation of annual business plan shall depend on long-term business plan and enterprise data statistics. The content and responsibility of annual business plan refers to long-term business plan.年度经营计划的制定要以长期经营计划为依据，以公司级数据统计为基础。年度经营计划的内容及实施职责参考长期

22、经营计划。4.2.3.2 Annual business plan will be formulated by use of a multidisciplinary approach. The items and objectives of annual business plan shall be summarized and documented by general manager.度经营计划的制定，以多方论证的方式进行。年度经营计划的项目、目标确定后由总经理汇总形成文件，颁布实施。4.3 Quality Objectives and Process KPI质量目标与过程绩效指标4.3.

23、1 Based on quality policy, the content corresponds with quality policy and is part of business plan. Quality objective shall contain product requirements and contents required by related parties. Quality objectives and environment indicators are measurable and quantized as possible which have operab

24、ility and effectiveness of evaluating system.建立在质量方针的基础上，其内容与质量方针相一致并且是公司经营计划的一部分；质量目标应满足产品要求及相关方所需的内容；质量目标及环境指标是可度量的，尽可能量化；具有可操作性与评价体系的有效性。4.3.2 Quality objectives of the company refer to” Annual Business Plan” for details.公司质量目标详见“年度经营计划”。 4.3.3 The resolution of quality objective refers to Compar

25、ison Table of Process Key Performance Indicator (KPI) Implementation.质量目标的分解详见“过程绩效指标（KPI）实施对照表”。 4.3.4 The formulation and approval of Key Performance Indicator (KPI) 过程绩效指标（KPI）的制定和批准4.3.4.1 Process Key Performance Indicator (KPI) shall be formulated within a week after the formulation of annual b

26、usiness plan of the company.过程绩效指标（KPI）在公司年度经营计划制定后一周内完成。4.3.4.2 Under the coordinating of QMS Representative, Process Key Performance Indicator (KPI) is formed to support the realization of annual business plan of the company. Process Key Performance Indicator (KPI) are reviewed by department manag

27、er, issued and implemented after the approval of general manager.由管理者代表协调各部门经理将公司年度经营计划分解到相应的过程中，形成“过程绩效指标（KPI）”，以支持公司年度经营计划的实现。过程绩效指标（KPI）由部门经理审阅，总经理批准后颁布实施。Process Key Performance Indicator (KPI) shall be quantized as possible and decomposed to monthly or quarterly objective. Monthly practical com

28、pletion situation is recorded on Comparison Table of Process Key Performance Indicator (KPI) Implementation. and compares with objective value. 过程绩效指标（KPI）应进行量化，并分解到月或季度。每月实际的完成情况记录在“过程绩效指标（KPI）实施对照表”上，并与目标值进行对照。4.4 Analysis of annual business plan, quality objectives and process KPIs 年度经营计划、质量目标和过程

29、绩效指标（KPI）的统计分析4.4.1 Each department shall perform statistics of completion condition of business objective and quality objective of last month before the 10th day of each month. Related quality data shall be summarized by quality department manager and submitted to general manager for audit.每月10日前各部

30、门对上月经营目标、质量目标的完成情况进行统计，质量相关的数据由质量部经理汇总，汇总后的数据提交总经理审查。4.4.2 If practical completion condition has some distance with objective, responsible departments shall formulate rectification measures and implement improvement. Business plan review meeting shall be held at least yearly (generally held simultan

31、eously with management review) and meeting minutes shall be made.当实际完成情况与目标有差距时，由责任部门制定整改措施，实施改进，经营计划评审会议至少每年召开一次（一般与管理评审同时举行），并做好会议记录。4.4.3 Participants of review meeting include: general manager, management representative, each department manager and related executives评审会议参加人员包括：总经理、管理者代表、各部门经理及相应的主管人员。.5 Reference Documents参考文件5.1 PD-S7-01 Corrective &Preventive Action Procedure 纠正预防措施程序5.2 PD-M4-01Continual Improvement Procedure 持续改进管理程序6 Reference Forms 参考表单6.1 Comparison Table of Process Key Performance Indicator (KPI) Implementation.过程绩效指标（KPI）实施对照表 7.0 Flow Chart 流程图 Non 无专心-专注-专业