雷萨泵送事业部计分卡目标和行动计划汇集培训[优质文档].ppt

* * 本期的LDP项目包含了两个步骤： 1）制定公司的战略图，今天的汇报和讨论是第一阶段完成的标志； 2）将战略图细化为指标和行动方案； 这阶段工作的目的是产生能够尽可能精确KPI体系，以便有效地衡量和评估战略目标的完成情况；以及产生具体的行动方案支持战略目标的完成。 * 本期的LDP项目包含了两个步骤： 1）制定公司的战略图，今天的汇报和讨论是第一阶段完成的标志； 2）将战略图细化为指标和实施项目； 这阶段工作的目的是产生能够尽可能精确KPI体系，以便有效地衡量和评估战略目标的完成情况；以及产生具体的实施项目支持战略目标的完成。 * Purpose/Goals of Strategic Measures Although there may be many objections to the development and management of measures in an organisation, measures do help motivate an organisation toward the strategic destination. Measures give individuals a concrete link to the organisation’s strategy/goals. At this point in the Balanced Scorecard (BSC) process, the Core Team may engage several Measurement Teams to help define applicable measures for the objectives. It is important to engage the correct levels/departments in order to gain buy-in and accountability in the BSC. Typically, Measurement Team members are functional/line experts, two to three levels down in the organisation. Module 5: Identify Measures * Criteria for Selecting Strategic Measures (Continued) Measure Form Pros Cons Absolute numbers Clear and simple; unambiguous Only as good as the plan to attain them. Indices Allow multivariant analysis Very hard to create an action plan based on the information. Percentages Good indicators of movement; used in measurement over time. Often misunderstood or improperly used. Rankings Easy to compute and objective Variables used may be inconsistent. Ratings Good for qualitative data Can be biased due to measurement used. Ratios Depict critical relationships to be managed (e.g., incremental cost vs. revenue generated) Can require additional analysis to confirm measure performance. Module 5: Identify Measures * * Two Types of Strategic Measures – Lag and Lead The BSC development process uses two main types of measures: Lag measures Lead measures Lag measures focus on the performance results at the end of a time period or activity. Lead measur