零售行业的持续改进.pptVIP

You might know the initial problem and you might not. The next step after developing the pieces of the annual plan is to cascade the objectives and strategies that you have decided on as a staff to the different levels of the organization. This is where you must decide which area owns which piece of the overall objective and where you will understand how each piece of the organization will contribute and support meeting the overall plant objectives. As part of this cascading (Deployment), detailed plans will be developed, tracked and reviewed monthly at each level of the organization in support of their goals and objectives. You will also be problem solving and then developing and implementing countermeasures as issues are discovered. As this slide shows this process is not one way, the effectiveness lies in the continual review of the progress up and down the organization. So how can you help in this process? The negotiation of targets and goals during the planning period is called “catchballing” because it can be compared to a game of catch. A good throw results in a good catch! On the other hand, if the ball is dropped, the entire process rolls to a halt. So how do you personally fit into this Business Plan Deployment Process? For example: General Motors has a goal keeping its employees safe. To support this goal, NACG has developed a metric of Lost Work Days. The plant will develop plans to reduce injuries and track incidents per 200,000 hours worked. The area manager and shift leaders might track number of incidents per week. The group leader might track number of medical visits The team could track compliance with wearing of PPE. All of these are in support and aligned with the overall goal of keeping our employees safe. SMART - The Business Plant and the elements making up the plan must be Specific, Measurable, Aligned, Realistic and Timed. This is real important when developing a process that is supportive to the overall Plant Objectives. Now