KPI业绩指标设定解读.pptVIP

* First, management by objective. What you can抰 measure, you can抰 improve. This is a key quality management mantra. This is also the cornerstone of our system. You begin the process by setting performance objectives for each of hundreds of enterprise wide measures. Things such as margin percent, current ratio, customer satisfaction, production timeliness, production value per employee, on time shipment and many more An important capability of the system is to set performance targets at various levels in your organization. For example: by individual, by group, such as an operational group, management team, and even your business partners. Moreover, you can establish targets representing industry benchmarks to understand comparative performance. for corporate level, anual revenue 厖.. branch ?.. as for personal level; what/a region/one month; known a sales achievement, then do a benchmark for it. * * * * SLIDE: Xerox: A Pioneer in Sharing Knowledge Xerox was among the first companies to use anthropologists to study workplace culture, and weve conducted much of this research in the same technologically charged place -- the Palo Alto Research Center -- where we did pioneering work on the personal computer, and where we invented Ethernet and laser printing. So after decades of studying sociology, work practices and technology alongside one another, we understand the problems of knowledge exchange in the workplace. Xerox also happens to have been the first company to recognize the value of documents in the creation, capture and transfer of knowledge. Given our history, our skills and our experience, we see it as an opportunity to help customers like you better share the explicit knowledge that lies in, on and behind your documents. As time goes on, well expand our capabilities to also include sharing tacit knowledge -- the kind that exists in the minds of people and in the processes that connect them. * * * * 岗位考核系统应用培训 岗位责任考核书的填写说明（二） 1、岗位主要职责（表1） 2、工作目标（