美国卓越绩效评价准则(中英文对照版)-P组织简介(共17页).doc

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1、精选优质文档-倾情为你奉上美国卓越绩效评价准则（中英文对照版）-P组织简介评论:0 条 查看:96 次 发表于 2008-12-23 10:10 2008年美国波多里奇国家质量奖 CRITERIAFOR PERFORMANCE EXCELLENCE 卓越绩效评价准则Importance of Beginning With Your Organizational Profile从组织简介开始的重要性：Your Organizational Profile is critically important because:关于组织的简介十分重要，因为：. it is the most appropr

2、iate starting point for self-assessment and for writing an application;它是自我评价及撰写申请材料的最恰当的起点；.it helps you identify potential gaps in key information and focus on key performance requirements and results;它有助于组织明确关键信息中可能存在的差距并聚焦于关键的绩效要求和结果；.it is used by the Examiners and Judges in application review,

3、 including the site visit, to understand your organization and what you consider important (you will be assessed using the Criteria requirements in relation to your organizations environment, relationships, influences, and challenges, as presented in your Organizational Profile); and评审员和评委在开展评审工作，包括

4、现场审核时，据此来了解申奖组织，了解申奖组织认为重要的那些方面（申奖组织将会被依据准则要求，对照在组织简介中描述的环境、关系、影响和挑战来进行评价）；.it also may be used by itself for an initial self-assessment. If you identify topics for which conflicting, little, or no information is available, it is possible that the Organizational Profile can serve as your complete as

5、sessment, and you can use these topics for action planning.它本身也可作为初步的自我评价。如果组织发现某些主题信息互相矛盾、很少信息或是根本没有信息，则组织简介或许就起到了一次全面评价的作用，组织就可以针对这些主题来计划行动。P Preface:Organizational ProfileP 前言：组织简介The Organizational Profile is a snapshot of your organization, the KEY influences on HOW you operate, and the KEY cha

6、llenges you face.组织简介是有关组织、组织运营的关键影响因素以及组织所面临的关键挑战的一个简要的描述。P.1OrganizationalDescription: What are your key organizational characteristics?P.1 组织的概况：组织的关键特征是什么？Describe your organizationOs operating environment and yourKEY relationships with CUSTOMERS, suppliers,PARTNERS, and STAKEHOLDERS.说明组织的经营环境以及

7、与顾客、供应商、合作伙伴和利益相关者的关键关系。Within your response, include answers to the following questions:在报告中，要答复以下问题：a.OrganizationalEnvironmenta. 组织的环境(1)What are your organizations main products and services? What are the delivery mechanisms used t provide your products and services to your CUSTOMERS?(1)组织的主要产品和

8、服务是什么？将产品和服务提供给顾客的交付机制是怎样的？(2)What is your organizational culture? What are your stated PURPOSE, VISION,MISSION, and VALUES?(2)组织的文化是什么？组织所主张的宗旨、愿景、使命及价值观是什么？(3)What is your WORKFORCE profile? What are your WORKFORCE or employee groups and SEGMENTS? What are their KEY requirements and expectations?

9、What are their education levels? What are your organizations WORKFORCE and job DIVERSITY, organized bargaining units, KEY benefits, and special health and safety requirements?(3)组织的员工概况是怎样的？员工或雇员群体和细分情况是怎样的？他们关键的需求和期望是什么？员工的教育水平如何？说明员工构成和职位构成的多样性、组织化的劳资谈判单位、关键利益以及特殊的健康和安全要求是什么？(4)What are your major

10、 facilities, technologies, and equipment?(4)组织主要的设备、技术和设施是怎样的？(5)What is the regulatory environment under which your organization operates? What are the applicable occupational health and safety regulations; accreditation, certification, or registration requirements; relevant industry standards; and

11、 environmental, financial, and product regulations?(5)组织运营的法规环境是怎样的？有哪些适用的职业安全和健康法规，认可、认证或注册的要求，相关行业标准，环境、财务及产品的法规？b.OrganizationalRelationshipsb. 组织的关系(1)What are your organizational structure and GOVERNANCE system? What are the reporting relationships among your GOVERNANCE board, SENIOR LEADERS, a

12、nd parent organization, as appropriate?(1)组织的结构和治理体制是怎样的？组织的治理机构、高层领导者和隶属公司之间的报告关系是怎样的（适用时回答）？(2)What are your KEY CUSTOMER and STAKEHOLDER groups and market SEGMENTS, as appropriate? What are their KEY requirements and expectations for your products, services, and operations? What are the differenc

13、es in these requirements and expectations among CUSTOMER and STAKEHOLDER groups and market SEGMENTS?(2)组织的关键顾客和利益相关者群体以及细分市场是怎样的（适用时回答）？他们对组织的产品、服务和运营的关键要求和期望是什么？不同的顾客和利益相关者群体以及细分市场在要求和期望方面有何差异？(3)What are your most important types of suppliers, PARTNERS, COLLABORATORS, and distributors? What role d

14、o these suppliers, PARTNERS, COLLABORATORS, and distributors play in your WORK SYSTEMS and the production and delivery of your KEY products and services? What role, if any, do they play in your organizational INNOVATION PROCESSES? What are your most important supply chain requirements?(3)组织最重要的供应商、协

15、作者、合作伙伴和分销商类型是怎样的？这些供应商、协作者、合作伙伴和分销商在组织的工作系统以及组织关键产品和服务的生产与交付中起到什么样的作用？他们在组织的创新过程中具有什么作用（如果有的话）？组织最重要的供应链的要求是什么？(4)What are your KEY supplier and CUSTOMER partnering relationship and communication mechanisms?(4)组织与关键供应商和顾客的合作关系及沟通机制是怎样的？Notes：注解：N1. Mechanisms for product and service delivery to you

16、r end-use customers (P.1a1) might be direct or through dealers,distributors, collaborators, or channel partners.N1. 将产品和服务提供给终端顾客的机制P.1a(1)可以是直接的，也可以是通过经销商、分销商、协作者或其他渠道合作伙伴来实现。N2. Workforce or employee groups and segments (including organized bargaining units) (P.1a3) might be based on the type of e

17、mployment or contract reporting relationship, location, tour of duty, work environment, family-friendly policies, or other factors.N2. 员工或雇员群体与细分（包括组织化的劳资谈判单位）P.1a(3)可以基于雇用类型或者合同报告关系、场所、任期、工作环境、亲善政策，或者其他因素。N3. Market segments (P.1b2) might be based on product or service lines or features, distributi

18、on channels, business volume, geography, or other factors that are important to your organization to define related market characteristics.N3. 市场细分P.1b(2)可以是基于产品或服务线或其特性、分销渠道、业务量、地理区域，或能使组织确定相关市场特征的其它重要因素。N4. Customer and stakeholder group and market segment requirements (P.1b2) might include on-tim

19、e delivery, low defect levels, safety, security,ongoing price reductions, electronic communication, rapid response, after-sales service, socially responsible behavior,and community service. For some nonprofit organizations,requirements also might include administrative cost reductions, at-home servi

20、ces, rapid response to emergencies, and multilingual services.N4. 顾客和利益相关者群体以及细分市场的要求P.1b(2)可包括及时交货、低缺陷水平、安全保证、持续降低的价格、电子通讯、快速响应、售后服务、对社会负责的行为及社区服务。对于某些非营利机构，上述要求可包括行政成本减少、上门服务、紧急情况下的快速响应和多语言服务。N5. Communication mechanisms (P.1b4) should be two-way and might be in person, via e-mail, Web-based, or b

21、y telephone. For many organizations, thesemechanisms may change as marketplace, customer, or stakeholder requirements change.N5. 沟通机制P.1b(4)应该是双向的，可以是当面的、也可以通过电子邮件、互联网、或者电话的方式进行。对于许多组织而言，这些沟通机制会随着市场、顾客或利益相关者要求的变化而变化。N6. While some nonprofit organizations offer products and services (P.1a1), many mig

22、ht appropriately interpret this phrase as programs or projects and services.N6. 某些非营利组织在提供“产品和服务”时P.1a(1)，可将这个短语适当地表述为“计划或项目和服务”。N7. Customers (P.1a1) are the users and potential users of your products, programs, and services. In some nonprofit organizations, customers might include members, taxpaye

23、rs,citizens, recipients, clients, and beneficiaries. Market segments might be referred to as constituencies.N7. 顾客P.1a(1)是指组织的产品、计划和服务的用户和潜在用户。在某些非营利组织里，顾客可包括会员、纳税人、公民、接受者、客户和受益人。细分市场也可指一批批的顾客。N8. Many nonprofit organizations rely heavily on volunteers to accomplish their work.These organizations sh

24、ould include volunteers in the discussion of their workforce (P.1a3).N8. 许多非营利组织在很大程度上依赖志愿者完成他们的工作。这些组织在P.1a(3)员工论题中应将志愿者包含在内。N9. For nonprofit organizations, relevant industry standards (P.1a5) might include industrywide codes of conduct and policy guidance.The term industry is used througho the Cr

25、iteria to refer to the sector in which you operate. For nonprofit organizations, this sector might be charitable organizations, professional associations and societies, religious organizations, or government entities“or a subsector oone of these.N9. 对于非营利组织，相关行业标准P.1a(5)可包括全行业的行为守则和政策指引。准则中通篇使用的“行业”

26、一词指组织运行所处的界别。对非营利组织，这个界别可以是慈善组织、专业的协会或社团、宗教组织或政府机构，也可以是这些组织的下属单位。N10. For some nonprofit organizations, governance and reporting relationships (P.1b1) might include relationships with major agency, foundation, or other funding sources.N10. 对于某些非营利组织，治理和报告关系P.1b(1)可包括与大机构、基金会或其他基金来源的关系。Frequently, se

27、veral questions are grouped under one number (e.g., P.1a3). These questions are related and do not require separate responses. These multiple questions serve as a guide in understanding the full meaning of the information being requested.若干个问题常常结合在同一个编号之下如P.1a(3)。这些问题是互相关联的，并不要求分别回答。多重的问题有助于理解所要求信息的

28、全部含义。Item notes serve three purposes: (1) to clarify terms or requirements presented in an Item, (2) to give Instructions on responding to the Item requirements, and (3) to indicate key linkages to other Items. In all cases, the intent is to help you respond to the Item requirements.条目的注解有三个目的：(1)阐明

29、条目中的术语或要求；(2)提供回答条目要求的指导；(3)指出与其他条目的关键联系。所有情况下，都是旨在帮助你就条目要求做出回答。P.2OrganizationalChallenges: What are your key organizational challenges?P.2 组织的挑战：组织的关键挑战是什么？Describe your organizations competitive environment, yourKEY STRATEGIC CHALLENGES and advantages, and your system for PERFORMANCE improvement.

30、说明组织面临的竞争环境、关键的战略性挑战与优势，以及绩效改进系统。Within your response, include answers to the following questions:在报告中，要答复以下问题：a.Competitive Environmenta. 竞争环境(1)What is your competitive position? What is your relative size and growth in your industry or markets served? What are the numbers and types of competitors

31、 for your organization?(1)组织处于什么样的竞争位置？在行业内或所在的市场上，组织的相对规模和成长情况如何？组织的竞争者的数量和类型如何？(2)What are the principal factors that determine your success relative to your competitors? What are any KEY changes taking place that affect your competitive situation, including opportunities for INNOVATION and collab

32、oration, as appropriate?(2)决定组织能否超过竞争者、取得成功最关键的因素是什么？正在影响组织竞争地位的关键变化有哪些？包括创新与合作的机会（适用时回答）。(3)What are your KEY available sources of comparative and competitive data from within your industry? What are your KEY available sources of comparative data from outside your industry? What limitations,if any,

33、 are there in your ability to obtain these data?(3)在行业中，组织可获得的比较性和竞争性数据的关键来源有哪些？从行业外取得比较性数据的关键来源有哪些？组织在获得这些数据的能力方面有无什么局限性？b.Strategic Contextb. 战略背景What are your KEY business, operational, and human resource STRATEGIC CHALLENGES and advantages? What are your KEY STRATEGIC CHALLENGES and advantages a

34、ssociated with organizational SUSTAINABILITY?组织在关键业务、运营和人力资源方面所面临的战略挑战与战略优势是什么？在组织的可持续发展方面所面临的战略挑战与战略优势又是什么？c. PERFORMANCE ImprovementSystemc. 绩效改进系统What are the KEY elements of your PERFORMANCE improvement system, including your evaluation and LEARNINGPROCESSES组织的绩效改进系统，包括评价与学习过程在内，有哪些要素？Notes:注解：N

35、1. Principal factors (P.2a2) might include differentiators such as your price leadership, design services, innovation rate, geographic proximity, accessibility,and warranty and product options. For some nonprofit organizations, differentiators also might include your relative influence with decision

36、 makers, ratio of administrative costs to programmatic contributions, reputation for program or service delivery, and wait times for service.N1. 关键因素P.2a(2)可包括诸如价格领先、设计服务、创新速率、地理优势、易获取性、以及担保和产品可选配置之类的差异化因素。对于某些非营利组织，差异化因素还可包括与决策者之间的相互影响、行政成本与计划贡献的比率、所提供项目或服务的声誉、以及服务的等待时间。N2. Strategic challenges and

37、 advantages (P.2b) might relate to technology, products, your operations, your industry, globalization, your value chain, and people.N2. 战略挑战与战略优势(P.2b)可能与技术、产品、组织运营、组织所处的行业、全球化、组织的价值链以及人员相关。N3. Performance improvement (P.2c) is an assessment dimension used in the Scoring System to evaluate the matu

38、rity of organizational approaches and deployment . This question is intended to help you and the Baldrige Examiners set an overall context for your approach to performance improvement. Overall approaches to performance improvement(p.2c) might include implementing a Lean Enterprise System,applying Si

39、x Sigma methodology, using ISO 9000:2000 standards, or employing other process improvement tools.N3. 绩效改进(P.2c)是评分系统中使用的评价尺度，用以评价组织的方法和展开的成熟度。这一问题旨在帮助组织和质量奖评审人员对组织绩效改进方法有一个整体的背景性的认识。过程改进的总体方法(P.2c)可以包括实施精益系统，应用六西格玛方法，采用ISO 9000：2000标准，或应用其它过程改进工具。N4. Nonprofit organizations frequently are in a very

40、competitive environment; they often must compete with other organizations and with alternative sources for similar services to secure financial and volunteer resources, membership, visibility in appropriate communities, and media attention.N4. 非营利组织通常处在一个激烈竞争的环境中。他们必须经常与其它组织或能提供类似服务的机构进行竞争，以争夺财政的及志愿

41、者的资源、会员资格、相关社区的知名度以及媒体关注等。N5. For nonprofit organizations, the term business (P.2b) is used throughout the Criteria to refer to your main mission area or enterprise activity.N5. 对于非营利组织，准则中使用的“业务”(P.2b)一词指的是组织的核心使命或事业。Page Limit篇幅限制For Baldrige Award applicants, the Organizational Profile is limited

42、 to five pages. These pages are not counted in the overall application page limit. Typing and formatting instructions for the Organizational Profile are the same as for the application. These instructions are given in the Baldrige Award Application Forms。波多里奇质量奖申请者的组织简介应不多于5页。组织简介的内容不计入整体申请材料内。简介的文字及格式要求与申请材料一样。这些要求列在波多里奇质量奖申报表中。专心-专注-专业