管理控制案例－中英文（UAP经理如何落实KPI）

Management Control

管理控制

What should be subjected to management control?

管理控制需要注意什么?

Laurent BOIVIN

Plant Manager--- Tranava

工厂经理--- Tranava, 斯洛伐克

Since we set up management control process, we see a very clear connection between plant outputting indicators and the points I want to manage at my level.

自从设立了管理控制的流程,工厂输出指标和我想要管理指标之间的联系就显得更为清淅了。

Christian THIRIAU

Plant Manager--- Nogent sur Vernisson

工厂经理---  Nogent sur Vernisson, 法国

I’ve already checked that the KPI is relevant with the target and so I discuss them with the members of table. This main point of watching KPI is stayed on green every morning does not the rule to make progress. Sometimes, to make a little extra progress, we change the rules and set the flash audo a little lower to modifying the indicator.

我已经检查过我们的目标KPI指数，所以我与我的同事们一起讲讨论。KPI指数的关键之处在于，每天早上的指标都是绿色的，但这样并不能取得进步。有时为了获得一点额外的进步，我们会改变一下

Fabien Groskjean

Uap Manager--- Nompatelize

UAP经理--- Nompatelize, 法国

To monitor OPO, the production advanced delay output, I input the dynamic praetors on more faithfully monitoring of various production films. We are going to greater and greater detail until we reach the supervision area. The next we will be go to farther with the same tools down to gaperla.

为了观察OPO，产品延误输出。我把各种指标输入进不同产品生产的检查系统中。我们对细节的要求会越来越高，直到产品达到检查的标准。接着我们会进一步使用相同的工具，来确保检查标准间误差的减少。

What should be subjected to management control?

Relevant KPI trees

KPI指标树

Inputs and outputs at every level

每个阶层的输入和输出指标

How can we teams make the understanding?

如何增进团队成员间的互相理解？

I have a plan to define with the all check lists starting from the logistics, going-towards quality, and then to each production line.

我计划设计一张各种项目的检查表，从物流到质量，再到每一条生产线上。

Plant Tour

参观工厂

Understanding the current situation, applying visual management; listening to team members

理解现状，实行可视化管理，倾听团队成员的想法

That’s   pls. That’s dangerous. That could be an accident.

把那个放下，太危险了，会出事的。

I keep an eye on a lot. I look for flags that tell me stock is low. We see this reference here is on a lot, because the flag is up. So I’m going to knock it down and make sure that this reference is under control in terms of the logistic tracking. I look at from WIP the customer’s point of view, that is to say the level on the finished products stock between us and customer since we are in think. So I know if there is risk or not delivery the customer properly this morning. With the plant tour I knew before, you have seen things that not know how they had been managed. You didn’t see what the underlining plan was. With visual management, you see the game playing by media player and can see on the shop flow whether the right level has been managed by the right person with the right reaction.
我需要关注很多事情。这个标志告诉我库存低了。这个数据告诉我这个零件的库存有很多，因为是上升的标志。所以我要把库存降下来，并且确保这个数据在物流跟踪体系中是在控制范围之内的。我站在客户的角度看待所需半成品的数量，也就是说，客户与我们之间的成品库存水平。因此我就可以知道今早是否可以准时把产品运送给客户。在参观工厂前，我对每个流程有所了解，但是不是很清楚到底是怎样运作的，也不知道下一个计划是什么。通过可视化管理，就可以从播放器里看到整个流程是怎样运作的，并且可以知道每个工位上是否由正确的人执行正确的操作。
The purpose of face to face is to compare three things. I’ve done my tour and I’ve looked at visual indicators according to different criteria. This is the first step of information gathering. The second step is to see the shock the shop flow situation actually car response to the visual status of the indicator. The third step is what I am doing with Nicolas, checking that we both have the same vision, not he’s done his own tour. If he disagrees, we talk things over and we calibrate, we need to figure out why I found things confirmed but he didn’t or vice versa. The volume of PL3 is OK, so we agree. The number of unpick cars, I saw an logistic are running late. OK, the decrease is because Tuesday.
面对面交流是为了比较三件事。我完成了整个工厂的参观，也根据不同的标准看到了可视化指标。这是信息采集的第一步。第二步是检查工位情况，也就是具体生产中对可视化指标的反应情况。第三步就是我现在与Nicolas做的，确保我们的审核标准是一样的，而不是自己检查自己的。如果他认为哪里出现了问题，那么我们就要一起讨论，要搞清楚为什么他觉得有问题的地方，而我没有这样觉得。反过来也一样。PL3的数量没问题，通过。没有送货的产品数量。。。我发现物流环节有延误。好的，送货量的下降是因为周一的关系。

Frederic PREVAULT
Plant Manager--- Nompatelize
工厂经理--- Nompatelize, 法国
5s, I am not OK with this. They are having been done in catalogues area and stuff lying around. But doesn’t confirm. What I want to know is when we are going to do desening and when will this survey be straighten down.
5s, 我对这个不太满意。分类区域已经完成整理，但是仍然有物品堆放在周围。这部分不能通过。我想知道的是，
When something is new, you have to control people. However, when to agree, once the culture shall people to understand the new working and management process and you can block the with any deviation. I’m not OK with this passport. What’s wrong? The with a read mark. Don’t you have a green pen? Yes, but that’s not green one. Yes, but the objectives are supposed to written in green.
当新事物产生的时候，你就不得不去管理人员。然而，只有当企业文化允许员工理解新的工作和管理流程时，你才能阻止差异的产生。这个部分不行。怎么了？400TN是用红色标记的。你有绿色的笔吗？有的，但这不应该是绿色的。是的，但是目标需要用绿色的笔来写。
Nicolas COULON
UAP Manager--- Nogent sur Vernisson
UAP经理---  Nogent sur Vernisson, 法国
When I say that I want the area to be clean and tidy, it’s only subjective. Each person may have his or her own idea of clean and tidy, the whole purpose of the face to face is to establish common expectations and no one wants to go.
当我说，我希望这块地区变得干净整洁时，这仅仅只是我主观的想法。每个人对于干净和整洁都有自己的想法，那么面对面交流的目的就在于建立共识。
OK, yesterday, I know 16 nonconfims, I saw you can decide the book and you are late on the deploys.
昨天有16个项没有确定，不能决定订货量，工作部署也延误了。

The point is when I finish tour; I am very sure what my supervisor says. If I get the OK, I know the situation is under control. If not, I know I got to do with the issue myself. Something during the UAP Top 30, I can help the supervisors set priorities with the UAP strategy by saying that I need to handling such and such sector because it’s quality issue, you’d better have about so and so.
重点在于当我参观完了整个工厂，我清楚生产主管反应了什么情况。如果我得到好的结果，那么我就知道生产局面是在掌控之中的。如果不是，那我就必须自己去解决这些问题。对于生产中出现的前３０位的问题，我会根据生产战略帮助主管们安排问题的轻重缓急。然后我会处理与质量相关的问题，主管们则去处理另一些问题。

Today with the plant tour and indicator analysis, we can see how’s the day really going. This keeps the TOP 5 meetings from just being body accounts. And instead, get us thinking, all right, today we have got a bad stock, now what we can do to limit the impact of today’s incidents.
如今，由于工厂参加和指标的分析，我们可以知道每天的生产是怎样进行的。这阻止前5位问题会议成为一次互相攻击的会议。相反，我们一起思考，为什么库存指标不行，我们现在可以采取什么行动来减少今天事故的影响。
How can we make teams to share the same understanding？
团队成员们怎样分享共识？

By doing a daily plant tour to understand the situation, listen and coach. By holding a daily Top 5 meeting based on themes instead of sectors.
通过一整天的工厂参观了解现状，倾听和指导团员成员的想法。通过每天召开

How can we ensure the right decisions get taken when a problem appears？
当问题产生了，我们怎样确保采取了正确的行动？

Michael AMIOT
Logistics Manager--- Nogent sur Vernisson
物流经理---  Nogent sur Vernisson, 法国
Is late. So the forklift driver has to given the alert for not ready on time. In this case, the alert notice on this board, the gap leader contacts the supervisor. To interm the plant manager, he will take whatever action it called for. So is the alert serious? No, everything is under control now. where is OK for 6 p.m., I’ve got everything from the UAP manager and will deliver to the customers without any problems.
叉车要晚到了。叉车司机不得不发出叉车不能准时到达的警示。在这种情况下，警示的告示会登在这块展示板上，班长会告知生产主管这件事，然后再汇报到工厂经理这去，他会采取行动去解决这个问题。
警示严重吗？不，现在已经得到控制了，叉车6点就到了。我已经从UAP经理这里拿到所有需要送货的产品，会马上运送给客户。

For me, what’s important, is that the reaction rule is coherent with what I see in the work flow, with the comments made, with the indicator, and with the results we need to achieve. For me, as long as we are zero or minus one, that’s to say, how to free GAP leaders or one GAP leader in line? This is virtually no, customer delivery with all quality risk, but if the headcount less than minus 2, then the escalation process and I check the escalation process have been effectively started.
对我来说，重要的是应对问题的方法与我对工位上做出的改进方案，与指标，与我们需要得到的结果是否一致。对我来说，只要人头数不增长或者减少一个，也就是说，要想办法让一个班长从生产线上下线。事实上这是不可行的。客户运货途中存在质量风险，但如果要减少2个人头的话，我就要检查改善的过程是否有效展开了。

For reaching of the indicators, reaction rules are established. When the indicator goes red, I will check the reaction rules as being applied.
为了达到指标，我们制定了应对问题的方法。当指标呈现红色，我就要检查应对方法有没有实行。
During my morning plant tour, I should discover any new points. If the escalation rules are not properly, I should have already seen all the most important points the today before.
在我早上例行的工厂参观中，我应该发现出现的新问题。如果改善方案没有很好的贯彻，我应该在今天之前就发现所有重要的点。

Here, now, the process is under control. Main functions were detected start of the shift; the main functions were managed by the planners who then recheck the process was under control. And so for me, the indicator is green.
现在这里的流程在控制之中。各个班次检查主要功能，计划员管理主要功能并再次检查整个流程是否在控制内。所以对我来说，指标就是绿色的。

How can we assure that the right decisions get taken when a problem appears?
By establishing clear, precise and effective escalation rules
By seeing to it that these rules are applied.

What are the benefits of management control?
实行管理控制的好处在哪？

It’s not intended to please the managers. It’s a way of uncovering weakness in the organization. Of getting people to pay special attention to these weaknesses, and developing a structure to get problems immediately to get control.
实行这个方案不是为了满足经理。而是一种揭露体系缺点的方法。它使得人们对这些缺点投以重点关注，然后想出使得问题得以马上解决的方案。

We choose an input and output to treat their problems, in fact, management control can mis a problem solving too, to make progress.
我们选择输入和输出的方法来对待这些问题。事实上，管理控制也可以被当作解决问题的方法，也可以促进进步。

Relevant indicators, the ability to change the indicators, the ability to control the indicators quickly.
相关的指标，改变指标的能力，快速控制指标的能力

A better control of UAP operation results, this let’s focus on the real problems.
对生产运营结果有了更好的控制，使得我们可以专注于实际问题上。

I know that I feel we are running around after the problems, we anticipating them. We have things on hand, and we can say this and that will be done within today.
我知道我们在为处理问题而四处奔忙，我们参与到问题处理中。我们手头上都有要处理的事情，我们就可以确认这个或者那个问题可以在今天解决。

It’s very reassuring for plant manager because this can not be overwhelmed by cascade problems in one day. Problems are anticipated and can under control with rules that not depend on any one person. But our applied structure way, it’s really assuring and the plant runs smoothly.
管理控制让工厂经理倍感安心，因为他们不必整天埋头于一系列的问题中。产生的问题可以在解决方法中得到控制，解决的方法并不信赖个人。通过实行解决方案，工厂可以顺利运作。

Jean-Luc Nicolas
Supervisor--- Nogent sur Vernisson
生产主管---  Nogent sur Vernisson, 法国
Sure, we see the results that’s only a less absenteeism.
当然，我们看到了缺席率减少了。

We have been a zero NPM for three weeks in the whole from now. This is unprecedented. We have never reach zero NPM before.
到现在为止整整三个星期，我们做到了零NPM。这是史无前例的。我们之前从来没有做到过零NPM。

Zero customer returns in the last six months.
在过去的六个月中，客户零退货。

To ensure, at any time, that any critical deviation is detected and the risk corrective action is performed.

以上是汽车行业的一个案例，来自于佛吉亚工厂内部推行精益生产后的总结录像；

  怪不得，这么眼熟的内容。原来是佛吉亚的。

好好学习，天天向上，