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1、MBO PLAN FLOW BU HEAD STRATEGIC ACTION VS. GOAL FORM (6.1) DIRECTOR KPI (DEPT.) (MONTHLY& QUARTERLY) ( 6.6) ANNUAL MBO CARD & P.A./INTERVIEW FORM (6.5,6.14) STRATEGIC ACTION DEPLOYEMENT (A) (6.3) STRATEGIC ACTION DEPLOYMENT FORM (A) (6.3) MANAGERS SUPERVISOR PRESIDENT CORP. STRATEGIC DIRECTION & GOA
2、L ANNUAL MBO CARD & P.A. FORM (6.5) STRATEGYIC ACTION VS. DEPARTMENT (SITES) ( 6.2) kpi (DEPT.) (MONTHLY& QUARTERLY) ( 6.6) STRATEGIC ACTION DEPLOYMENT FORM (B) (6.4) STRATEGIC ACTION DEPLOYMENT FORM (B) (6.4) kpi (DEPT.) (MONTHLY& QUARTERLY) ( 6.6) kpi (DEPT.) (MONTHLY& QUARTERLY) ( 6.6) ANNUAL MBO
3、 CARD & P.A./INTERVIEW FORM (6.5,6.14) ANNUAL MBO CARD & P.A./INTERVIEW FORM (6.5,6.14) ANNUAL MBO CARD & P.A./INTERVIEW FORM (6.5,6.14) MBO PLAN FLOW 569c9f452f2f30d46b6cecc30b7338d2.xls SILITEK CORPORATION Strategic Action Vs. Goal Matrix - YR2001 (6.1) BU: HIS . Site/Dept.: PRC-I / OP Mgr .( for
4、checking Strategic Action validation ) 1234678 Goals IFIR or RMA Site Cost PPH On Time Delivery Rate Inventory Days Local Sales Revenue Material Cost SCORE PIORITY Strategic Action PlanWeighting2.02.02.01.01.01.01.010.0 1 (4) AI,AI, SMTSMT & & COBCOB採採取取內內製製外外包包策策略略降降低低資資本本投投資資及及生生產產成成本本.(.(達達成成率率90
5、%)90%) 32.08 32.0 2 (5)增 增加加半半成成品品外外包包比比例例(超超過過30%). 38.03 38.0 3 (6) 尋尋找找大大陸陸 Local Keyboard 供供應應商商(二二家家), 使使 用用第第二二品品牌牌銷銷售售於於 Distribution 市市場場以以增增加加 市市場場佔佔有有率率 26.09 26.0 4(7)加 加強強大大陸陸國國內內前前五五大大客客戶戶市市場場佔佔有有率率.(30%) 36.02 36.0 5 (8)改 改善善直直接接人人工工與與間間接接人人工工比比率率為為5:1 18.010 18.0 6(10) 模模組組化化 (PCB, Ru
6、bber sheet, Membrane) modular design common parts rate 60%. 28.012 28.0 7(12) 加加速速技技術術轉轉移移從從台台灣灣R&DR&D至至大大陸陸R&D,R&D, 並並成成立立 大大陸陸軟軟體體研研發發中中心心.(April.(April開開始始) ) 24.04 24.0 8(17) 配配合合集集團團採採購購力力量量, 有有效效降降低低材材料料成成本本. (67% of ASP) 24.011 24.0 9 OP Rate 提提升升至至95%.導導入入自自動動化化流流程程以以提提升升 PPH(測測試試、插插字字鍵鍵). 3
7、6.0 36.0 10 加加強強 Core Team Function 縮縮短短產產品品開開發發與與樣樣 品品製製作作時時程程 30.05 30.0 11 強強化化關關務務流流程程管管理理以以降降低低管管理理損損失失 28.06 28.0 12 提提升升員員工工滿滿意意度度 24.07 24.0 13 加加強強顧顧客客全全面面滿滿意意度度 36.01 36.0 14 嚴嚴格格控控制制存存貨貨與與工工廠廠費費用用. 28.01 28.0 : 5 Strong : 3 Middle : 1 Weak 569c9f452f2f30d46b6cecc30b7338d2.xls SILITEK CORP
8、ORATION Strategic Action Vs. Department(Sites) Matrix - YR2001 (6.2) BU: HIS Site/Dept.: PRC/MD Department 1234567891011121314 Strategic Action Plan OP ENG QRA PMC Sourcing Local Sales Oversea Sales Core Team W/ H Custom Shipping ADM ITS FIN 1 (4) AI,AI, SMTSMT & & COBCOB採採取取內內製製外外包包策策略略降降低低資資本本投投資資
9、及及生生產產成成本本.(.(達達成成率率90%)90%) 2 (5)增 增加加半半成成品品外外包包比比例例(超超過過30%). 3 (6) 尋尋找找大大陸陸 Local Keyboard 供供應應商商(二二家家), 使使用用 第第二二品品牌牌銷銷售售於於 Distribution 市市場場以以提提升升佔佔有有 率率 4(7)加 加強強大大陸陸國國內內前前五五大大客客戶戶市市場場佔佔有有率率.(30%) 5 (8)改 改善善直直接接人人工工與與間間接接人人工工比比率率為為5:1 6(10) 模模組組化化 (PCB, Rubber sheet, Membrane) modular design c
10、ommon parts rate 60%. 7(12) 加加速速技技術術轉轉移移從從台台灣灣R&DR&D至至大大陸陸R&D,R&D, 並並成成立立大大 陸陸軟軟體體研研發發中中心心.(April.(April開開始始) ) 8(17) 配配合合集集團團採採購購, 有有效效降降低低材材料料成成本本 (67% of ASP) 9 OP Rate 提提升升至至95%.導導入入自自動動化化流流程程以以提提升升PPH(測測試試 、插插字字鍵鍵). 10 加加強強 Core Team Function 縮縮短短產產品品開開發發與與樣樣品品 製製作作時時程程 11 強強化化關關務務流流程程管管理理以以降降低
11、低管管理理損損失失 12 提提升升員員工工滿滿意意度度 13 加加強強顧顧客客全全面面滿滿意意度度 14嚴嚴格格控控制制存存貨貨與與工工廠廠費費用用. . : 5 Strong : 3 Middle : 1 WeakC C: Strategic owner C C C C CC C C CC C CC C C C C CC DivisionHIS Strategic Action Deployment (A) (6.3) DepartmentPRC/ MD DateNov. 15/ 2001 Strategic Action Action PlansManagement IndicesResp
12、onsible Schedule (What/When)(What/Who/When)(MBO/kpi)(Who)StartFinish 1AI,AI, SMTSMT & & COBCOB採採取取內內製製外外包包策策略略1.1Establich and implement in-house subcon plan1.1Site Cost 5.5ENGJan.Oct. 7加加速速技技術術轉轉移移從從台台灣灣R&DR&D至至大大陸陸R&D,R&D, 7.1R&D administration support.7.1Schedule on time ADM/ITSJan.Dec. 並並成成立立大大陸
13、陸軟軟體體研研發發中中心心.(April.(April開開始始) ) 8配配合合集集團團採採購購, 有有效效降降低低材材料料成成本本8.1Material cost down plan8.1Material of ASP = 95%All operation depts.Jan.Dec. 以以提提升升PPHPPH ( (測測試試、插插字字鍵鍵).).9.2Automation project/ process simplification.9.2PPH 5.5OP I / OP II/ ENG/PMCJul.Dec. 10 加加強強 Core Team Function 縮 縮短短產產品品開開
14、發發10.1 Sample on time to meet customer requirement.10.1Sample on Time 100%ENGJan.Dec. 與與樣樣品品製製作作時時程程10.2 Enhance core team function for time to market.10.2project on time rate 100%PMJan.Dec. 11 強 強化化關關務務流流程程管管理理以以降降低低管管理理損損失失11.1 Improve Process/ File Management11.1 Site Cost 80 %ADMJan.Dec. 13 加 加強
15、強顧顧客客全全面面滿滿意意度度13.1 Computerize quality information system( QIS)13.1 Schedule on time.QRA/ITS/OP I & IIJan.Oct. 13.2 QBR rating # 1 or 2 (China market)13.2 QBR RatingDomestic SalesJan.Q3 13.3 Meet OEM customer Quality/Delivery goal.13.3 Dell IFIR = 200 dppmAll operation depts.Jan.Dec Delivery on tim
16、e rate = 100%( Qra/Eng/Pmc/Mfg) 14 嚴嚴格格控控制制存存貨貨與 與工工廠廠費費用用.14.1 Expense control to budget14.1 Site Cost 0.7 USDAll Depts.Jan.Dec. 14.2 Inventory control. 14.2 Inventory Days 10 daysPMC Approved By: George Lee .Prepared By: Keith Huang . SILITEK CORPORATION Division HIS Strategic Action Deployment (B
17、) (6.4) Department BU Date2001/11/07 Action PlansManagement IndicesBaselineGoalsCheck Freq.Control Chart (What/Who/When)(MBO/ kpi) 1.1ImproveImprove AI,AI, SMTSMT & & COBCOB subsub concon fee.fee.1.1 Unit Cost100%85%Monthly Trend Chart 2.1MPMP subsub concon to to leverageleverage resource.resource.2
18、.1PPH44.5MonthlyTrend Chart 2.2ChassisChassis assyassy sub-consub-con to to utilizeutilize thethe resource.resource. 2.2Site Cost0.80.7MonthlyTrend Chart 3.12nd2nd BranchBranch forfor distributiondistribution market.market.3.1Local Sales RevenueMonthly 3.2FarmFarm outout distributiondistribution mod
19、elmodel to to locallocal pany.3.2Site Cost0.9 USD0.7 USDMonthlyTrend Chart 4.1Shorten Sample Lead Time.4.1Sample Lead Time.21 days7 daysMonthly 4.2ImproveImprove onon timetime deliverydelivery rate.rate.4.2Local Sales Revenue95%98%Monthly 4.3ImproveImprove outgoingoutgoing quality.quality.4.3RMA or
20、IFIR1000250Monthly 4.4ImporveImporve customercustomer relationship.relationship.4.4 5.120%20% IDLIDL ReductionReduction4.1IDL vs. IDL H/C Ratio3.55.0Monthly 5.2非非核核心心組組織織外外包包4.2Site Cost0.850.7Monthly 6.1ProductProduct benchmarkingbenchmarking (R&D,(R&D, ENG,ENG, QRAQRA )6.1Employee surtification.80
21、%Monthly 6.2DesignDesign forfor assemblyassembly andand cost.cost.6.2PPH4.55.5Monthly 7.1R&DR&D administrationadministration support.support.7.1Site Cost0.850.7Monthly 7.20 07.2project on time rate60%90%Monthly 8.1MaterialMaterial costcost downdown planplan8.1Material of ASP72%67%Monthly 9.1SampleSa
22、mple onon timetime to to meetmeet customercustomer requirement.requirement.9.1Sample Lead Time.21 days 7 daysMonthly 9.2#REF!#REF!9.2On Time M/P Rate75%90%Monthly 10.1ImproveImprove Process/Process/ FileFile ManagementManagement10.1Managemnet LossMonthly 10.2LeadLead timetime of of customcustom decl
23、artion.declartion.10.2Abnormal shipping cost30 K/ M10K / MMonthly 11.1改改善善廠廠內內生生活活與與工工作作環環境境. .5.1Employee surtification.60%80%Monthly 11.2重重視視溝溝通通與與強強化化績績效效評評比比5.2Key Staff Turn Over Rate3.5 %2.5 %Monthly 11.3降降低低工工安安意意外外事事件件5.3Cases6 cases0 caseMonthly 12.1SetSet upup QISQIS (quality(quality infor
24、mationinformation system).system).7.2Real time informationNoYesMonthly 12.2QBRQBR ratingrating # # 1 1 or or 2 2 (China(China market)market)7.3QBR Rating# 2Quartely 12.3ContinouslyContinously improveimprove outgonigoutgonig quality.quality.8.1IFIR (RMA)500200Monthly 12.4InventoryInventory control.co
25、ntrol. 9.1Material of ASP67%Monthly Approved By: George Lee .Prepared By: Keith Huang . SILITEK CORPORATION ANNUAL MBO CARD & PERFORMANCE APPRAISAL FORM (6.5) DIV./ DEP./SEC.: HIS-PRCJob Title/Name: MD/ HUANGDate: 2000/11/13 Wt.Management Items1st Half Achievement Wt.Management ItemsFull Year Achiev
26、ement (%)Type *A (Quantitative)BaselineGoalsActual Score Achieve- ment (%)Type *A (Quantitative)BaselineGoalsActual Score Achieve- ment 10On time delivery rate98%100%10On time delivery rate98%100% 10IFIR or RMA(Dell)350dppm200 dppm10IFIR or RMA(Dell)350dppm200 dppm 15Site cost per unit US0.9US0.720S
27、ite cost per unit US0.9US0.7 10Material cost reduction65% of ASP 63% of ASP10Material cost reduction65% of ASP 63% of ASP 5UTS/DLH or PPH(PRC)PPH4PPH510 UTS/DLH or PPH(PRC)PPH4PPH5.5 10INV days15 days10 days10INV days15 days10 days 5 Sample Lead Time21 days10 days 5 Sample Lead Time21 days7 days 5 L
28、ocal Sales Revenue50M70M 5 Local Sales Revenue100M171M 5 QBR Rating (Local Sales)#2#1 5 QBR Rating (Local Sales)#2#1 Sub-total0.0Sub-total0.0 Wt.Type *B (Items hard to be quantified):Description of Objectives/GoalsWt.Type *B (Items hard to be quantified):Description of Objectives/Goals %ItemsScore%I
29、temsScore 5 Local K/B Supplier5Local K/B Supplier 5ERP Implementation5ERP Implementation 5New Project Introduction5New Project Introduction SUBTOTAL0SUBTOTAL0 *CFinal Adjustment10* Should be backed up with*CFinal Adjustment10 TOTAL Timing Plan, Gantt Chart, etc.TOTAL TYPE OF MANAGEMENT ITEMS:Comment
30、s by superior *A : Quantitative Items *B : Items Hard to Be Quantified e.g., Project Progress, important Routine Worksetc. *C : Final Adjustment: Consider Working Attitude, Cooperation, Innovation, etc. FORMULA: * Score calculation base on MBO formul, score is between 0 and 100. * Achievement = %Wei
31、ghting x Score Goals approved by: Goals reviewed by:Goals proposed by: Score approved by:Score Reviewed by:Score Reported by: KEY PERFORMANCE INDICATORS (KPI) (6.6) SBU：HIS-PRCDEPT. : MD Keith Huang MEASUREMENT INDICES (MBO/KPI) Y2000JANFEBMARQ1APRMAYJUNQ2JULAUGSEPQ3OCTNOVDECQ4TTL On time delivery r
32、ate Goal 75.00 Actual IFIR or RMA(Dell) Goal 24% Actual Site cost per unit Goal 6.75 Actual Material cost reduction Goal 9% Actual UTS/DLH or PPH(PRC) Goal (35) Actual INV days Goal 15.1 Actual Sample Lead Time Goal 1.2 Actual Local Sales Revenue Goal 35% Actual Local Sales Revenue Goal 12 Actual QB
33、R Rating (Local Sales) Goal 12 Actual Goal 0.7 Actual Goal 67% Actual Goal 200 Actual Goal Actual Goal Actual Goal Actual PREPARED BY SIGN APPROVED BY SIGN PS: If actual data out of goal, please take your preventive and corrective action in form 6.7 SILITEK CORPORATION MBO & KPI INTERVIEW FORM (6.14
34、) DIV./ DEP./SEC.:Job Title/Name: Date: Date: CONCLUSION TIME: Interviewer : Interviewed : MBO REVIEW FLOW BU HEAD DIRECTOR KPI (MONTHLY& QUARTERLY) ( 6.6) ANNUAL MBO CARD & P.A. FORM (6.5) MANAGERS SUPERVISOR PRESIDENT ANNUAL MBO CARD & P.A. FORM (6.5) ANNUAL MBO CARD & P.A. FORM (6.5) KPI (DEPT.)
35、(MONTHLY& QUARTERLY) ( 6.6) kpi (DEPT.) (MONTHLY& QUARTERLY) ( 6.6) kpi (DEPT.) (MONTHLY& QUARTERLY) ( 6.6) ANNUAL MBO CARD & P.A. FORM (6.5) ANNUAL MBO CARD & P.A. FORM (6.5) kpi (DEPT.) (MONTHLY& QUARTERLY) ( 6.6) Corrective & Preventive Action ( 6.7) Career Plan Form ( 6.11) Quarterly Performance
36、 Interview(6.8) Corrective & Preventive Action ( 6.7) Corrective & Preventive Action ( 6.7) Quarterly Performance Interview(6.8) Quarterly Performance Interview(6.8) Career Plan Form ( 6.11) Career Plan Form ( 6.11) Career Plan Form ( 6.11) Career Plan Form ( 6.11) Corrective & Preventive Action ( 6.7) Quarterly Performance Interview(6.8) MBO REVIEW FLOW Corrective & Preventive Action ( 6.7)