Policy

Management WORK
CONTRIBUTION
io
n )
a t h t
BOD o v u g
en
n r o m
In kth v e
e a pro
B r ) t
MANAGER ( Im EN n
u s IZ r re )
u o KA cu ork
SUPERVISOR t in ( in g
W
n o e
OFFICER Co d
d in
t
n
a Ro u
STAFF in (
a
OPERATOR i nt tem
a s
M sy
NON STAFF
Note : Breakthrough Improvement : 30% ~ 40%
Continuous Improvement : 10% ~ 20 %
 QUALITY OBJECTIVES
Every jobs have the Quality
Objectives and
When establishing it should
consider :
• Current and future needs of the organization and
the markets served
• Relevant findings from management reviews
• Current product and process performance
• Level of satisfaction parties
• Self assessment results
• Benchmarking, competitor analysis, opportunities
for improvement
GOALS = THE EXPECTED RESULTS
• Resources
MEANS needed to
= GUIDELINES meet
FOR the objectives
ACHIEVING A TARGET
 DEVELOPMENT OF COMPANY
OBJECTIVES
INFORMATIO
N BUSINESS
ENVIRONME CORPORATE
NT MISSION

LONG
REVIEW STRATEGIC
CYCLE PLAN
INFORMATIO
N ON
DEVELOPME
COMPANY YEARLY NT OF
PERFORMAN REVIEW OBJECTIVE
CE
INFORMATION ON BUSINESS
ENVIRONMENT
Examples
• Domestic market and domestic
competitors
• International market and
international competitor
• New market, new product and new
competitors
• Supplier
• Technological trends or new
technology
• Pollution and Environmental
Protection
• Demographic trends
INFORMATION OF COMPANY
PERFORMANCE
Examples
• Quality
• Cost
• Delivery
• Safety
• Morale
• Own new products
• Technology
• Management
Process
• Market share
• Profitability
• Etc
8 STEPS IN DEVELOPING OBJECTIVES

• Check the performance of last period by comparing

planned and actual results.
• Identify major areas of concern by using Pareto
principles
• Analyze the major problems by using cause and effect
diagram
• Identify the major causes of problems by using Pareto
principles
• Develop approaches to address those causes so that
major problems.
• Reconcile the expected results that are to be obtained
by implementing these approaches
• Reconcile the goals that are viewed necessary to meet
the company competitive position
 OBJECTIVES
DEPLOYMENT
TOP
COMPANY DOWN
OBJECTIVES

PERSONAL TASK +
DIVISION OBJECTIVES

PERSONAL TASK +
DEPARTMENT
OBJECTIVES

PERSONAL TASK +
SECTION OBJECTIVES
BOTTOM UP
Et
c.
PERSONAL TASK = ROUTINE WORK
DIV/DEPT/UNIT POLICY = INOVATION & CONTINUOUS
IMPROVEMENT
 OBJECTIVES
DEPLOYMENT
COMPANY DIVISION DEPARTME SECTION
OBJECTIV N OBJECTIV
OBJECTIV E OBJECTIVE E
E
 OBJECTIVES-MEANS LINKAGES

COMPANY DIVISION DEPARTME SECTION

OBJECTIVE OBJECTIVE NTOBJECTI OBJECTIVE
VE

OBJECTIVE MEANS JIT/ QCC

OBJECTIVE MEANS

OBJECTIVE MEANS

OBJECTIVE
 DEPLOYING COMPANY
GOALS
Catch ball

Q C D S
President
M E
e.g. Claim Reduction 50%
DownQ3
Q1 Q2 Q3
Director Q3
prod 1

Q31 Q32 Q3
Q33 2

GM Q3 Q3
Q31
Q331 Q332 1 3
3
Q333
Q32
Manager Manager Q3321 Q3322 2
Q3323
Q33
1
VERTICAL AND HORIZONTAL
CATCH BALL
 FULLY DEPLOYED
OBJECTIVE Example
LEVEL
LEVEL OBJECTIVE
OBJECTIVE

Corporate
Corporate Improve
ImproveCustomer
Customer
Satisfaction
Satisfaction
Division
Division
Reduce
Reducelate
late
Department
Department Shipments
Shipments
Section
Section Less
Lessthan
than10%
10%Late
Late
Group
Group Shipments
ShipmentsThis
ThisYear
Year
Less
Lessthan
than5%
5%
Schedule
Schedule
Misses
MissesThis
ThisYear
Year
Reduce
ReduceMachine
Machine
 6 STEPS OF OJECTIVE
1. DEPLOYMENT
Assume the role of a functional head (Production,
Admin, Finance, etc.) Develop a structure tree to
translate 2002 key goal(s) into functional goals.
2. For each functional goal, develop a set of
improvement projects by extending the tree.
3. Develop a set of selection criteria ( no more than
five) appropriate to the functions involved and assign
relative weight.
4.Use the selection grid procedure to select no more than
3 priority projects.
5.Develop both outcome (control item) and process
measures (cheek item) for the selected project.
6.Remaining projects may be rescheduled or launched as
daily management activities.
 OBJECTIVE DEPLOYMENT - WORK
COMPANY
SHEET
DEPARTMENT IMPROVEMEN MEASURES
T
OBJECTIVE OBJECTIVE
OBJECTIVE
(Marketing)
Transportation No problem on
system visiting the
owner
100% Personnel
compliance on training on 100% past
technical technical on test
requirement Makeaspect
& distribute
brochure on All client got
Zero product
application
brochure
Claim
OBJECTIVE DEPLOYMENT - WORK
COMPANY SHEET
DEPARTMENT IMPROVEMEN MEASURES
T
OBJECTIVE POLICY
(Production) PROJECT
All operator
Doing in- have in-
process
process
inspection
inspection
Zero Defect Applied SPC Control chart
record
concept on all stage

Calibration
100% tools
Zero Claim calibrated
OBJECTIVE DEPLOYMENT - WORK
COMPANY SHEET
IMPROVEMEN MEASURES
DEPARTMEN T
POLECY
T
PROJECT All Inspector
POLICY Training on
understood on
acceptance acceptance criteria
(QC) criteria (AWS & – follow by Test
JIS)
Delivered applied SPC Each project
product to measure having control
without chart on process
mistake ‘Q” awareness to improvement
Control process
all employee especially on
Zero Claim special process
from client
 SELECTION GRID TO
CHOOSE IMPROVEMENT
PROJECT
Creteria

Improvement ta l
To
Projects
CONTROL ITEM & CHECK
ITEM

CAUSE RESULT

CHEC CONTR
K OL ITEM
ITEM
 DAILY MANAGEMENT IN
SALES
CONTROL ITEM GOAL DOCUMENTS

Vehicles Sales 300 + 15 cars/year Sales Graph

24 + 4 cars/month
More than 1 cars/day

New Car Sales at

24 + 4 cars/event
Motor Show
More than 5 cars/month
Sales to New Customers

CHECK ITEM GOAL DOCUMENTS

90 + 10 visits/week Visit log Card

Potential Customer Visit
Telephone Calls to Pot. 50 + 5 calls/day
Customer
Business Card Handed Out in
500 + 50 cards/show
motor show
500 + 50 catalogue/mo
Catalogue to Customer
>400 visits
Home Visit
90%
Success per visits
100%
Sales Clerk Attendance Rate
 OBJECTIVES DEPLOYMENT
GOAL
MATRIX
X A B C D E
APPROACH Y …
Z
:
DIVISION
LEVEL
: GOAL

APPROACH
DEPARTMENT
LEVEL
GOAL

APPROACH
 MATCHING GOALS AND
APPROACHES
GOAL

QUALITY COST DELIVERY SAFETY MORALE

TQM
APPROACH

JIT

QCC

5:S

: STRONG IMPACT
: MEDIUM IMPACT
: SMALL IMPACT
 TWO TYPE OF OBJECTIVE
REVIEW
• Review by Top
Management
= Presidential Diagnosis
= Skip Level Review

• Review by Direct Superior

 DEVELOP QUESTIONS FOR
FOLLOWING SITUATIONS IN
ADVANCE
• If results aren’t being met
• If results are being met, but
correct process is not being
followed
• If the team is struggling with
obstacles
• If the team working in isolation
 3 STEPS OBJECTIVE REVIEW

1. For the four situations described,

brainstorm a list of questions, Senior
executives may ask during skip-level
reviews
2. Develop and list a selection criteria (e.g.
Facilitation of honest dialogue,
helpfulness on overcoming the
obstacles, etc.)
3. Select the review questions that score
the highest in your selection grid.
 SAMPLE OF ‘QCDSM’
MEASUREMENT
Q rework, complaint, defect, no good
C productivity, over time, spending of
cost / money, production space
D on time delivery, lead time, production
volume, sales volume
S accident, suggestion for safety
M suggestion / employee / month,
absenteeism, turn over, lose time
 PERFORMANCE INDICATORS

Q C D S M

IMPROVEMENT SCHEDULE PIC RESULT

PROJECTS

XXXXX ABC GOOD

Repair ?
YYYYY DEF BAD
Change ?

ZZZZZ GH GOOD

Need support from others group such as:

- Financial
- Time for maintenance
- Etc.