流程再造質量創(chuàng)造價值-資料下載頁
2025-05-11 05:07本頁面
【正文】 ter what their position 建立一系列財務目標作為核心指標來評估所有層級員工 ?return on equity and margin on premium 權益回報率和保費的毛利率 ?Present value of new business 新業(yè)務的折現(xiàn)值 ?management of the Damp。U accounts at certain level 對 Damp。U帳戶的管理 ?projects exceeding a certain size go to Strategic Development Committee 超過一定限度的項目交由戰(zhàn)略發(fā)展委員會討論 26 ? All employees at all levels shared in the overall financial success or lack thereof of the pany 各層級的員工共同分享 /承擔公司的財務成功或不利 ? Higher ranking employees had more specific objectives related to their span of control but still had a significant stake in overall results 高職級的員工有與所控制的工作相關的更為具體的目標，但是總的結果也有顯著的權重 ? Some MBO’s were allowed but were limited in terms of percentage amount 允許一定程度的目標管理，但是對比例有限制 Through pensation system all employees followed the fortunes of the pany 通過薪酬系統(tǒng)使所有員工關注公司的命運 27 Key Processes Focused on External Customers 側重外部客戶的關鍵流程 ?Marketing and selling 營銷和銷售 ?Valueadded Customer service 增值的客戶服務 ?Facultative underwriting 核保能力 Key Processes Identified 確定的關鍵流程 28 ?Account administration 客戶管理 ?Reinsurance agreement drafting 再保險協(xié)議草稿 ?Pricing 定價 ?Support services such as MIS, legal, human resources 支援服務，例如： MIS、法律、人力資源 Key Internal Processes 關鍵內部流程 29 ? New anizational structure built around profit centers and key processes 圍繞利潤中心和關鍵流程建立新的組織結構 ? Interdisciplinary account service teams formed 成立不同客戶間服務的小組 ? New pensation structure put in place to incent the appropriate behavior (pay for performance) 建立新的薪酬結構以刺激某些適當?shù)男袨? ? MIS that supports the profit centers (balance sheet, key ratios and ine statement) 支援利潤中心的電腦系統(tǒng)（財務報表和主要的比率） ? Quarterly earnings (later monthly) report to employees including information about how each profit center was performing in terms of agreed objectives 每季度（之后逐月）向員工報告每一利潤中心相對預訂目標的完成情況 ? Set of quality standards developed 開發(fā)系列的質量標準 Outes 結果 30 Principles of Compensation薪酬原理 Team Results Individual accounts Divisional performance 31 Core Goals核心目標 ?ROE For Company ?New Business For Company ?Work Unit Goal Differential Goals at Level Of Work Team ( Example Only ) ?ROE ?PV of New Business ?Number of New Accounts ?MBO’s 25% 25% 50% Lower level Clerical Account Manager 105% 10% 0 0 0 0 0 20% 20% 20% 20% Variable Component of Salary 10% 50%
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