philps的卓越品質(zhì)管理培訓(xùn)教材(已修改)
2025-06-09 00:09 本頁面
【正文】 Philips Business Excellence Assessment Assessment objectives ? Identify strengths and weaknesses ? Find areas for improvement ? Measure relative position ? Progression on the road to business excellence ? Qualification fot PBE Award ? Secondary Functions ? Input for performance appraisals ? Management Development ? Building confidence of stakeholders The PBE Model = EFQM Model (9 Criteria subdivided into 32 subcriteria) Enablers(500 Points) Results(500 Points) Leadership (100 Points) Processes (140 Points) Key Performance Results (150 Points) People Results (90 Points) Customer Results (200 Points) Society Results (60 Points) People Management (90 Points) Policy amp。 Strategy (80 Points) Partnerships amp。 Resources (90 Points) 1. Leadership 1a Visible mitment and involvement Leaders demonstrate the standards of behaviour and are role models for a culture of excellence Role Model 1b Structure for excellence Leaders continuously improve the management system. 1d Motivate amp。 support Leaders motivate, support and give recognition Structure amp。 Support 1c Involvement with customers, suppliers and others Leaders are involved in improvement actions with suppliers, customers amp。 others External involvement How leaders support the achievement of excellence 2. Strategy How the anisation deploys its strategy Consistency with criteria parts 1a, 1b, 1c and the values amp。 vision 2a The strategy addresses stakeholders needs The strategy is geared on the needs amp。 expectations of stakeholders 2c Review and update of policy amp。 strategy Review, assess and update the relevance amp。 effectiveness of the strategy Oriented towards stakeholders 2b The strategy is based on measurements and knowledge The strategy is based on performance measurement, research, learning amp。 creativity Fact based 2d The strategy is effectively deployed Policy amp。 strategy are deployed through a framework of key processes 2e The strategy is implemented Cascading of the strategy through munications and aligned plans amp。 priorities Making it happen Alignment with business policy amp。 strategy 3c People are involved amp。 empowered Individuals amp。 teams are encouraged and empowered to bee involved amp。 effective in improvement actions Delivering improvements 3a Planning and improvement of people resource The people resource is aligned to the business needs and continuously improved Overall policies amp。 plans on managing people resource 3b Recruitment, training amp。 career progression People’s petency amp。 knowledge are sustained and developed through recruitment, training amp。 experience to satisfy the anisation’s needs 3e People are recognised, rewarded amp。 cared for How health, safety, environment issues are managed and benefits packages are determined The right people with mitment 3d Communication amp。 dialogue People amp。 the anisation have effective dialogues up/downward/laterally and share information amp。 knowledge 3. People How the anisation realizes the potential of its people Alignment with criterion 2 policy amp。 strategy, amp。 criterion 5 processes 4a Partnerships Developing and managing partnership relationships with suppliers, strategic partners, and others for extra gain and achievement. External 4b Finances Using your financial assets amp。 management to help achieve the policy amp。 strategy and plans Financial 4cMaterial assets Optimising the use of your material assets in alignment with the requirements of the policy amp。 strategy and plans Materials 4dTechnology Exploiting current technology and identify new and emerging methods amp。 technologies. Technology 4e Information amp。 knowledge Managing information, knowledge, and intellectual resources to support the achievement of the policy amp。 strategy and plans Intellectual How the
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