【正文】 serve, what services we provide and how we achieve petitive advantage Strategic Objectives: Goals we must acplish to achieve our vision. Make or Break Initiatives: What we need to do to be successful today. Breakaway Initiatives: What we need to do to be successful in the future PERFORMANCE MEASUREMENT Business Processes Business Results Customer amp。 Growth Internal Business Financial What we need to do to build the capability to achieve our strategic objectives. Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Goal: Actual: Metric Copyright 169。 share holder driven employees winning through the 4Es +1。 celebrating successes. ? One Motorola / One PCS CULTURE: ? Fully link the Front End experience and planning process ? Develop a measurement and ensure differential investment for Most Effective Talent ? Ensure Most Effective Talent occupy Most Leveraged Positions PERFORMANCE MEASUREMENT Business Processes Business Results 2022 PERFORMANCE EXCELLENCE SCORECARD PCS Rev Strategic Objectives Current Year Initiatives STRATEGIC DIRECTION VISION: MISSION: FINANCIAL ? Deliver strong financial results CUSTOMER amp。 PEOPLE ? Transform the anization to Performance Excellence ? Motivate employees and create a positive work environment ? Build active munity involvement FINANCIAL ?Improve Total Cost Competitiveness of products ?Improve overall ability to deliver EndtoEnd solutions, content and applications CUSTOMER/CONSUMER amp。 PEOPLE ?Make the matrix anization work ?Make Six Sigma “The Way We Work” in everything we do ?Dramatically improve software capability amp。 MKT FOCUS HUMAN RESOURCE FOCUS PROCESS MGMT LEADERSHIP INFORMATION/ANALYSIS ? Improve EndtoEnd selling capabilities on Account Teams ? Improve Samp。 Nondevice ? Cash Flow CUSTOMER/CONSUMER amp。 POS equity by % in top 11 countries OPERATIONAL ? 30% plexity reduction by YE amp。s achieve plexity index of ? 0% slippage on new product introduction launches ? 90% Ontime Delivery Performance (CRSD) ? Achieve SEI level3 amp。 2022 Motorola. All rights reserved. 聯(lián)系目標(biāo)及業(yè)績(jī)?cè)u(píng)估標(biāo)準(zhǔn) 公司 計(jì)分卡 業(yè)務(wù)部 計(jì)分卡 第 2列項(xiàng)目 (當(dāng)前主要業(yè)務(wù) ) 第 3列項(xiàng)目 (建立能力 ) Scorecard STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Strategies amp。 2022 Motorola. All rights reserved. 作用顯著的項(xiàng)目 主要?jiǎng)?chuàng)意 SWOT 分析 戰(zhàn)略目標(biāo) 質(zhì)量規(guī)劃 顧客需求 形勢(shì)分析 項(xiàng)目選擇方法 Copyright 169。摩托羅拉對(duì)業(yè)務(wù)改進(jìn)機(jī)遇的類(lèi)型進(jìn)行分析，同時(shí)指定一個(gè)相應(yīng)的團(tuán)隊(duì)。s Six Sigma methodology is the appropriate team approach. Motorola looks at the type of business improvement opportunity and assigns an appropriate team. Depending on the type of project, Motorola employs one of the following teams: ?Black Belt (黑帶 ) ?Green Belt (黑帶 ) ?Breakthrough (突破 ) ?Blitz (突擊 ) Black Belt: Black Belt teams are led by a Black Belt, and may have Green Belts and functional experts assigned to plex, highimpact process improvement projects or designing new products, services, or plex processes. Green Belt: Comprised of functional process experts and typically led by a Green Belt, Green Belt teams tackle less plex, highimpact process improvement projects. Breakthrough: Breakthrough teams are typically used to define lowplexity, new processes. Blitz: Blitz teams are put in place to quickly execute improvements produced by other projects. These teams can also implement DMADDD as required. Copyright 169。 Improvement Teams Action Workout? Teams AVOID Empowered Problem Solving Teams Breakthrough Workout Teams Copyright 169。 影 響 Copyright 169。 Black Belt (黑帶 ) 是內(nèi)部的六西格瑪從業(yè)者，具備應(yīng)用于多種統(tǒng)計(jì)學(xué)方法的技能。 Within Six Sigma, many roles exist. Black Belts are internal Six Sigma practitioners, skilled in the application of rigorous statistical methodologies. Green Belts perform many of the same functions as Black Belts, but their work requires less plex analysis. Green Belts and Black Belts work together, along with additional support, on Six Sigma improvement projects. Within the typical Six Sigma project, four roles exist: ?Sponsor (發(fā)起人 ) ?Champion (負(fù)責(zé)人 ) ?Team Leader (團(tuán)隊(duì)領(lǐng)隊(duì) ) ?Team Member (團(tuán)隊(duì)成員 ) Copyright 169。 ?進(jìn)行持續(xù)不懈的嚴(yán)謹(jǐn)評(píng)審。 每 月項(xiàng)目評(píng)審 摩托羅拉記分牌 戰(zhàn)略與目標(biāo) 本年度創(chuàng)意 業(yè)務(wù)過(guò)程 業(yè)務(wù)成果 戰(zhàn)略方向 業(yè)績(jī)衡量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 目標(biāo) : 實(shí)際 度量 D M A I C 記分牌 度量 度量 目標(biāo) : 實(shí)際 : 本周成績(jī) : 主要發(fā)現(xiàn) : 問(wèn)題與障礙 : 下一步 : 冠軍評(píng)論 : 西格瑪目標(biāo) (CCR) 單純 Copyright 169。 2022 Motorola. All rights reserved. Measure Everything That Results In Customer Satisfaction “ METRICS” “指標(biāo)” 數(shù)據(jù)驅(qū)動(dòng)進(jìn)步 Data Driven 描述 記數(shù)型 計(jì)量型 Copyright 169。 tools Copyright 169。 2022 Motorola. All rights reserved. 統(tǒng)計(jì)知識(shí)的層次 (針對(duì)一制程 ) Level of Statistical Knowledge ? 僅有經(jīng)驗(yàn) 沒(méi)有數(shù) 據(jù) Experience Only No Date ? 數(shù) 據(jù) 采集 看看數(shù) 據(jù) Collect Data Read Data ? 整合數(shù) 據(jù) 圖 , 表 Analyze DataChart, Graph ? 描述統(tǒng)計(jì) 平均值 , 方差 Statistical Description Mean, Variation ? 特征統(tǒng)計(jì) Cp/Cpk, 曲 /直線擬合 Statistical Characteristic Cp/Cpk ? 控制統(tǒng)計(jì) SPC控制圖 Statistical Control SPC Control Chart ? 預(yù)示統(tǒng)計(jì) 變量分析 ,實(shí)驗(yàn)設(shè)計(jì)線性或多元回歸 Statistical Prevention – Variation Analysis, DOE Copyright 169。 Since improvement opportunities and teams differ, it stands to reason that the approach employed by those teams differs as well. 特定類(lèi)型的問(wèn)題需要特定類(lèi)型的分析工具。 Certain types of problems require certain types of analytic tools. These tool sets are summarized on this chart. 分析工具 常見(jiàn)用途 Ford Global 8D 用于將績(jī)效恢復(fù)到以前的水平。 Green Belt (綠帶 ) 使用的成套工具 DMADDD 用于促進(jìn)某一過(guò)程的節(jié)約增效。 2022 Motorola. All rights r