implementperformance管理及目标设定(编辑修改稿)

implementperformance管理及目标设定(编辑修改稿)内容摘要：

of turnover) • Benchmark by country and industry • Benchmarks (regional and interpany)/ theoretical limit ? 020529JHJHO494SueJ_P3 13 PROPOSED MAINTENANCE OPPORTUNITY TARGET SETTING METHODOLOGY KPI Best practice/ideal Other source Analysis required Importance • Planned vs unplanned maintenance 90% planned • Sense check across .   • Frequency of operator abuse 0  • Adherence to petency matrix X • Set aspiration • Artisan petency * • Set aspiration  • Supplier returns rate 0  • Hours worked vs hours clocked 65%  • Sense check across . • No. of reworks/artisans 0  • Materials availability (breakdowns) 90% • Sense check across . Talk to suppliers (consignment stock?) • Availability of planned resources for work 100%  • Actual hours vs planned hours per artisan 1  • Normal and overtime as % of of sales • Set aspiration *  • Overtime as % of normal time 6%  • Inventory age analysis • Inventory days • Min/max inventory levels • Cost per function vs market average  • Own strategy ** * Not sure if available/able to be found ** To be researched • OEE – Utilisation – availability 7075% • . best by unit type  High • MTBF • OEM specs/experience 80/20 after equipment strategy prioritisation ** High 020529JHJHO494SueJ_P3 14 TOPICS FOR DISCUSSION • EVA and KPIs • Opportunity target setting • Performance management • Asset replacement • Next steps 020529JHJHO494SueJ_P3 15 KEY ELEMENTS OF PLANNING AND PERFORMANCE MANAGEMENT SYSTEM Measure perfor mance Manage deviations Set targets • Basic integrated planning and performance management needs to be in place with all three key elements • Each step needs to be defined for business performance and individual performance ? 020529JHJHO494SueJ_P3 16 AGREED TARGET SETTING PROCESS FOR DISCUSSION Target type Frequency Process • Budgets/business plans • Annually • Harsco/Heckett MultiServ budget process • Business targets • Quarterly • Region 3 process linked to EVA and KPIs • Individual targets • Biannually • Set at biannual reviews • Forecast adjustments • Quarterly • Internal revision to plan, adjusting for current situation 020529JHJHO494SueJ_P3 17 BUSINESS TARGET SETTING METHODOLGY LINKED TO KPIs FOR DISCUSSION Level KPIs Target setting methodology • Region 3 • EVA • Capital charge, NOPAT • Portion of EVA improvement required by Hasco • Subset of EVA • SBU • EVA, NOPAT • Capital charge • % Gamp。 A of sales • Contract rates • Internal target set through achievable aspirations by looking at baseline and opportunity targets • Back engineer OEE to determine ideal equipment levels and set targets to close gap over time • Set according to an acceptable rate • Based on EVA measures whilst remaining petitive • Country • EVA, NOPAT, capital charge, operating profit • Cost of sales • OEE • Internal target set to close the gap between zerobased aspirations and current performance levels • Set on agreed closure rate of the opportunity target gap • Site • Gross profit, capital charge • Cost of sales • OEE • Internal target set to close the gap between zerobased aspirations and current performance levels • Set on agreed closure rate of the opportunity target gap • Business unit • Cost per function/market average • People petency • Throughput measures • Utilisation • Availability • Operations cost and as % of sales • Maintenance cost and as % of sales • Set on agreed closure rate of the theoretical limit gap 020529JHJHO494SueJ_P3 18 INVOLVEMENT IN SETTING MAINTENANCE TARGETS Position Who has input Site manager • Optim target setting assistance • Central site maintenance managers • Production manager • Maintenance manager • Production manager • Central maintenance • Planner • Maintenance supervisors • Buyer Maintenance manager • Central maintenance • Buyer and stores • Maintenance supervisors Planner • Planner • Central maintenance • Operations supervisor • Planner • Supervisor Supervisor • Planner • Supervisor Artisans • Planner • Supervisor Operator • Stores • Planner • Maintenance supervisor Buyer • All targets set and agreed with superior and based on data input • Central maintenance may have to assist all levels at the start • All targets to be set under the principle of closing the gap between current and opportunity target over time Process Production manager • Maintenance manager 020529JHJHO494SueJ_P3 19 Proposed change FOR DISCUSSION Description • Report on all KPIs, not just financial indicators • Reports should show performance for all KPIs and should also report on which primary KPI caused the non performance of a higher level KPI (., poor performance on a volume KPI caused lower performance on Gross Profit) • Report actions to correct deviations • Summarise the key action steps that will be taken to correct deviations and report results of previous actions • Formalise downward feedback • Introduce a system to formally give feedback on upward reports to demonstrate the following: – Agreement to proposed action plans – Agreement to the provision of resources – Comments on results – Information relevant to future performance from an industry and Heckett MultiServ perspective IMPROVEMENTS TO CURRENT REPORTING SYSTEM 020529JHJHO494SueJ_P3 20 PROPOSED INDIVIDUAL REVIEW PROCESS Preparation (。