Brief introduction of excellent performance

"Excellent Performance Model" is a successful world-class enterprise management model founded by the United States in the late 1980s. Its core is to strengthen the organization's customer satisfaction awareness and innovative activities, and pursue excellent business performance. The "excellent performance model" has been recognized by American business and management circles and is suitable for enterprises, institutions, hospitals and schools. Many enterprises and organizations around the world have introduced and implemented them one after another. Among them, world-class enterprises such as Xerox, General Motors, Microsoft and Motorola. They are all examples of using the excellent performance model to achieve excellent business results.

Today, excellent performance management is increasingly becoming a worldwide standard. More than 60 countries and regions around the world have carried out the promotion and popularization of excellent performance management. On August 30th, 2004, the General Administration of Quality Supervision, Inspection and Quarantine and the State Standardization Administration Committee issued GB/T 19580 National Standards for Performance Excellence and GB/Z 19579 Standardization Guidance Technical Documents for Implementation Guidelines for Performance Excellence, which were published in June, 2005 at 65438+ 10. At present, the General Administration of Quality Supervision, Inspection and Quarantine (AQSIQ) is negotiating with relevant departments, and plans to carry out national quality award commendation activities nationwide in 2008 with reference to the American national quality award model. The award will adopt the national performance standards for excellence.

After China's entry into WTO, enterprises are facing a brand-new market competition environment. How to further improve the quality management level of enterprises and win in the fierce market competition is a realistic problem faced by enterprises that have obtained ISO9000 quality system certification. Excellent performance model is recognized as an effective way for world-class successful enterprises to enhance their competitiveness, and it is also the direction of enterprise management in China under the new situation.

A successful enterprise can obtain performance from the establishment and operation of the management system, and continuously improve its performance and achieve success. But how a successful enterprise pursues Excellence. Then the "model" provides an evaluation standard, and enterprises can adopt modern quality management concepts and methods integrated with this standard to continuously evaluate their management performance and move towards Excellence.

What is the function of excellent performance management?

In a crisis-ridden and rapidly changing environment, how to strategize and win thousands of miles? In today's economic globalization and fierce competition, how can we continue to develop and operate? In the face of all kinds of "enterprise diseases", how to strengthen resistance and improve immunity? This is a basic problem that any organization must always face. As pointed out by the Party Central Committee in the 11th Five-Year Plan, how to "change the development concept, innovate the development mode and improve the development quality" is the essence and core of Scientific Outlook on Development.

Although excellent performance management originated from quality management, it transcends quality management. It extends the concept of systematization, standardization, proceduralization and standardization of quality management to all fields of enterprise management.

The standard of excellent performance

1 range

This standard specifies the evaluation requirements for organizational excellence.

This standard is applicable to all kinds of activities in pursuit of Excellence, providing self-evaluation standards for organizations, and can also be used as the evaluation basis for quality awards.

2 normative reference documents

The following documents are essential for the application of this document. For dated reference documents, only dated version is applicable to this document. For undated reference documents, the latest version (including all revisions) is applicable to this document. GB/T 19000 quality management system foundation and terminology

3 Terms and definitions

The following terms and definitions defined in GB/T 19000 apply to this document.

3. 1

Excellent performance excellent performance

Through comprehensive organizational performance management methods, we can continuously create value for customers, employees and other interested parties, improve the overall performance and ability of the organization, and promote the sustainable development and success of the organization.

3.2

delegation

The value of an organization's existence is the responsibility that an organization should undertake and strive to realize.

3.3

Yuan Jing visual sense

The organization's outlook for the future is an ideal state for the organization to realize its overall development direction and purpose.

3.4

Values values

The core of the culture advocated by organizations is the basic principle of organizational behavior.

3.5

manage

Management and control system implemented under the supervision of the organization. Including approving strategic direction, supervising and evaluating the performance of senior leaders, financial auditing, risk management, information disclosure and other activities.

3.6

benchmark

For similar activities, processes and results represent the best internal or external business practices and performance of the industry in which the organization is located.

3.7

Key process

The process of creating important value or making important contributions to the organization, customers and other interested parties.

4 Evaluation requirements

4. 1 leader

4. 1. 1 general rules

This clause is used to evaluate the role of the organization's top leaders, organizational governance and the organization's performance of social responsibilities.

4. 1.2 The role of senior leaders

The organization should explain the role of senior leaders from the following aspects:

A) How to determine the mission, vision and values of the organization, how to implement them to all employees, how to influence the spokespersons, partners, customers and other interested parties of the organization, and how to play an exemplary role in implementing organizational values;

B) How to communicate with all employees and other interested parties, how to encourage the whole organization to achieve frank and two-way communication, and how to strengthen the direction and focus of the organization by encouraging all employees to achieve excellent performance;

C) How to create an honest and law-abiding environment, an environment conducive to improvement, innovation and quick response, and an environment that promotes organizational learning and employee learning.

D) How to fulfill the responsibility of ensuring the quality and safety of the products and services provided;

E) How to promote brand building and constantly adjust product quality and service level;

F) How to strengthen risk awareness and lose the sustainable operation of the organization, and how to actively visit relatives and friends to organize future leaders;

G) How to promote the organization to take actions to improve organizational performance, achieve strategic goals and realize vision; How to evaluate the key performance indicators of the organization regularly and how to take corresponding actions according to the performance evaluation results.

4. 1.3 Organizational governance

How to consider the key factors of organizational governance and how to evaluate the performance of senior leaders and members of governance institutions;

A) how to consider the following key factors in organizational governance

-Responsibility of management to take action;

-Current financial situation

-Transparency in the operation and management of the Information Year and policies;

-Independence of internal and external audit;

-Protecting the interests of shareholders and other interested parties.

B) How to evaluate the performance of senior leaders, how to evaluate the performance of members of governance institutions, and how senior leaders and governance institutions can use these performance evaluation results to improve the effectiveness of individuals, leadership systems and governance institutions.

4. 1.4 Social responsibility

4. 1.4. 1 summary

How does the organization fulfill its social responsibility, including the practices in public responsibility, moral behavior and public welfare support.

4. 1.4.2 public * * * responsibility

4. 1.4.2. 1 Measures taken to clarify the impact of the organization's products, services and operations on quality and safety, environmental protection, energy conservation, comprehensive utilization of resources and public health.

4. 1.4.2.2 How to foresee and deal with the hidden worry that the public will have a negative social impact on the products, services and operations of the organization.

4. 1.4.2.3 explain the key processes and participation indicators that meet the requirements of laws and regulations and reach a higher level, as well as the key processes and performance indicators when dealing with risks related to products, services and operations.

4. 1.4.3 Moral behavior

4. 1.4.3. 1 How to ensure that the organization abides by the code of good faith and how to establish the credit system of the organization.

4. 1.4.3.2 How to ensure that the behavior of an organization conforms to ethical standards, and explain the key processes and performance indicators used to promote and monitor ethical behavior within the organization, with customers, suppliers and partners, and in organizational governance.

4. 1.4.4 Public welfare support

How to actively support public welfare undertakings and explain key support and public welfare areas; How senior leaders and employees actively participate in these activities and make contributions.

4.2 Strategy

General rule

This clause is used to evaluate the formulation, deployment and progress of organizational strategy and its human goals.

Strategic formulation

4.2. 12. 1 abstract

How do organizations formulate strategies and strategic objectives?

Strategy formulation process

4.2.2.2.1The organization should describe its strategy formulation process, main steps and main participants, how to determine the time interval of long-term and short-term planning, and how the strategy formulation process corresponds to the time interval of long-term and short-term planning.

4.2.2.2.2 How to ensure that the following key factors are taken into account when formulating strategies, and how to collect and analyze relevant data and information about these factors:

-The needs, expectations and opportunities of customers and markets;

Competitive environment and competitiveness;

-Important innovations or changes affecting products, services and operating modes;

-Advantages and disadvantages of resources, and opportunities for resource redistribution to priority products, services or fields;

-Potential risks in economy, society, morality, laws and regulations;

-Changes in the domestic and international economic situation;

-Unique factors affecting the operation of the organization, including the demands of brands, partners and supply chains, as well as the strengths and weaknesses of the organization;

-Requirements of sustainable development and related factors;

-Ability to implement the strategy.

4.2.2.3's strategy and strategic objectives

4.2.2.3.1describes the strategy and strategic objectives, as well as the timetable and key quantitative indicators corresponding to the strategic objectives.

4.2.2.3.2 Strategy and strategic objectives: how to deal with strategic challenges and give full play to strategic advantages, how to reflect innovation opportunities in products, services and operations, and how to consider long-term and short-term challenges and opportunities in a balanced manner as well as the needs of all parties concerned.

Strategic deployment

4.2.3. 1 summary

How can an organization translate its strategy and strategic objectives into implementation plans and related key performance indicators, and how can it predict its future performance according to these key performance indicators?

Formulate and deploy the 4.2.3.2 implementation plan.

4.2.3.2.1How to formulate and deploy the implementation plan to achieve the strategic objectives, and how to adjust and implement the strategic objectives and its implementation plan according to the changes in the environment.

4.2.3.2.2 Explain the main long-term and short-term implementation plans of the organization, which reflect the key changes in products and services, customers and markets, as well as operations and management.

4.2.3.2.3 How to obtain and allocate resources to ensure the implementation of the implementation plan; Explain the organization's important resource plan to achieve long-term and short-term strategic goals and implementation plans.

4.2.3.2.4 Explain the key performance indicators used to monitor the progress of the implementation plan and how to ensure that these indicators are coordinated and cover all key areas and interested parties.

4.2.3.3 performance forecast

Explain the prediction results and corresponding prediction methods of key performance indicators in the long-term and short-term planning period of the organization; How to compare the predicted performance with the predicted performance of competitors or comparison organizations, as well as with major benchmarks, organizational goals and past performance; How to ensure that the predicted performance is achieved, and how to deal with the performance gap relative to competitors or comparison organizations.

4.3 Customers and markets

General rule

This clause is used to evaluate the methods used by the organization to determine the needs, expectations and preferences of customers and markets, as well as to establish customer relationships and determine the key factors affecting customer satisfaction.

4.3.2 Understanding of customers and markets

4.3.2. 1 summary

How to determine the needs, expectations and preferences of customers and markets and how to expand new markets.

4.3.2.2's customers and market segmentation.

4.3.2.2.1How to identify customers, customer groups and market segments, and how to determine the customers, customer groups and market segments targeted by current and future products and services.

4.3.2.2.2 How to consider competitors' customers and other potential customers and markets in the process of customer and market segmentation.

Understand the needs and expectations of customers in 4.3.2.3.

4.3.2.3.1How to understand the needs, expectations and preferences of key customers and their relative importance to customers' purchase or long-term relationship, and how to adopt different understanding methods for different customers, customer groups and market segments.

4.3.2.3.2 How to use the relevant information of current and past customers in the design, production, improvement, innovation, market development and marketing of products and services. How to use this information to strengthen customer orientation, meet customer needs and find innovation opportunities.

4.3.2.3.3 How to make the method of understanding customer needs and expectations adapt to the development direction, business needs and market changes.

4.3.3 Understand the needs and expectations of customers.

4.3.3. 1 abstract

How to establish, maintain and strengthen customer relationship, and how to determine the key factors to win and keep customers and make them satisfied and loyal.

The Establishment of Customer Relationship in 4.3.3.2

4.3.3.2.1How to establish customer relationship to win customers, meet and exceed their expectations, improve their loyalty and gain a good reputation?

4.3.3.2.2 How to establish the main channels to contact customers and how to make these channels convenient for customers to inquire information, conduct transactions and lodge complaints; How to determine the main customer contact requirements of each channel and implement these requirements to relevant personnel and processes.

4.3.3.2.3 How to deal with customers' complaints, so as to ensure that the complaints are effectively and quickly resolved. How to minimize customer dissatisfaction and business losses? How to accumulate and analyze complaint information to improve the organization and partners.

4.3.3.2.4 How to make the method of establishing customer relationship suitable for the development direction of the organization and win the market.

Evaluation of Customer Satisfaction in 4.3.3.3

4.3.3.3.3 How to measure customer satisfaction and loyalty, how to adopt different methods according to different customer groups, and how to ensure that the measurement can obtain effective information and be used for improvement, so as to exceed customer expectations, gain a good reputation and win the market.

4.3.3.3.2 How to track the quality of products and services for customers, so as to obtain timely and effective feedback information and use it for improvement and innovation activities.

4.3.3.3.3 How to obtain and apply the customer satisfaction information of comparable competitors and benchmarks.

4.3.3.3.4 How to use the method of measuring customer satisfaction and loyalty to adapt to the development direction and business needs.

4.4 Resources

General rule

This clause is used to evaluate the management of the organization's human resources, finance, information and knowledge, technology, infrastructure and related parties.

4.4.2 Human resources

4.2. 1 summary

How to establish a people-oriented human resource management system to promote the learning and development of employees and improve their satisfaction.

Organization and management of 4.4.2.2's work

4.4.2.2.1How to organize and manage the work and post to meet the strategic challenges, meet the implementation plan, respond to business changes quickly and flexibly, promote cooperation within the organization, mobilize the enthusiasm and initiative of employees, promote the authorization and innovation of the organization, and improve the execution of the organization.

4.4.2.2.2 How to determine the type and quantity of employees, how to identify the characteristics and skills of needed employees, how to improve the ability of existing employees, and how to recruit, play a role and retain employees.

4.4.2.2.3 How to listen to and adopt various opinions and suggestions of employees, customers and other interested parties, and how to realize effective communication and skill sharing among different departments, posts and regions.

Employee Performance Management in 4.4.2.3

How to implement employee performance management, including employee performance evaluation, assessment and feedback, and how to establish a scientific and reasonable salary system and implement appropriate incentive policies and measures to improve the performance of employees and organizations and realize the strategic implementation plan of the organization.

Learning and Development of Employees in 4.4.2.4

Education and training of employees

How to identify the needs of education and training, formulate and implement the education and training plan, and evaluate its effectiveness in combination with the performance of employees and organizations, so that education and training can adapt to the development direction of the organization and the requirements of employees' career development; How to carry out education and training for different posts and positions, and encourage and support employees to achieve their learning goals related to work needs, career development and skill improvement through various means.

Career development of employees

How to effectively manage the career development of all employees, including senior leaders, help employees achieve their learning and development goals, and how to implement succession planning to form a talent echelon to improve the sustainable management ability of the organization.

Employee rights and satisfaction in 4.4.2.5

4.4.2.5.1employee rights and interests

—— How to ensure and continuously improve the occupational health and safety of employees, determine corresponding measurement indicators and targets for different workplaces, and ensure the emergency preparedness of workplaces for emergencies and situations;

-How to provide targeted, personalized and diversified support for different employee groups to protect the legitimate rights and interests of employees;

-How to encourage employees to actively participate in various forms of management and improvement activities, and provide necessary resources for employees to participate in activities, so as to improve the degree and effect of employees' participation.

employee satisfaction

How to determine the key factors that affect employee satisfaction and enthusiasm, and the influence of these factors on different employee groups, and how to measure and improve employee satisfaction.

financial resources

How to determine the capital demand and ensure the capital supply? How to implement capital budget management, cost management and financial risk management, compare the actual use of funds with the plan, take necessary measures in time and make adjustments in time. How to speed up the capital turnover, improve the asset utilization rate, realize the optimal allocation of financial resources, and improve the efficiency and safety of capital use.

Information and knowledge resources

4.4.4. 1 How to identify and develop information sources, how to ensure the acquisition and provision of required data and information, and how to make relevant data and information easily available to employees, suppliers, partners and customers.

How to equip 4.4.4.2 with facilities for obtaining, transmitting, analyzing and publishing data and information, how to establish and operate an information system, and how to ensure the reliability, security and ease of use of the hardware and software of the information system.

How does 4.4.4.3 adapt its information system to the development direction and business needs of the organization?

How can 4.4.4.4 effectively manage the organization's knowledge assets, collect and transmit relevant knowledge from employees, customers, suppliers and partners, and identify, confirm, share and apply best practices?

How does 4.4.4.5 ensure the accuracy, integrity, reliability, timeliness, security and confidentiality of data, information and knowledge?

4.4.5 Technical resources

4.4.5. 1 How does the organization evaluate its own technology and compare it with the advanced level of its peers, so as to provide sufficient basis for formulating strategies and enhancing its core competitiveness?

How can 4.4.5.2 actively develop, introduce, digest and absorb the applicable advanced technologies and standards with the international advanced technology as the goal, and improve the technological innovation capability of the organization?

How did 4.4.5.3 form and use the organization's technical know-how and patents?

How does 4.4.5.4 formulate the goal and plan of technology development and transformation, and who will plan and implement the measures to improve the advanced and practical technology?

infrastructure

How to determine and provide the necessary infrastructure, taking into account the needs and expectations of the organization itself and interested parties, including:

A) Providing infrastructure according to the requirements of strategic implementation plan and process management;

B) Develop and implement the infrastructure prevention and fault maintenance system;

C) Formulate and implement renovation plans to continuously improve the technical level of infrastructure;

D) Predict and deal with environmental, occupational health and safety and resource utilization problems caused by infrastructure.

4.4.7 Relationship of interested parties

How to establish a relationship suitable for the implementation of its strategy with relevant parties, especially the divorced cooperative relationship with key suppliers and partners, promote two-way communication and improve the effectiveness and efficiency of the process.

4.5 Process management

General rule

This clause is used to evaluate the organization's process identification, design, implementation and improvement.

Note: When applicable, organizational processes are encouraged to be divided into value creation processes and support processes.

4.5.2 Process Identification and Design

4.5.2. 1 summary

How does the organization identify, determine and design key processes?

Identification of 4.5.2.2 Process

How does the organization determine the main products, services and the whole business process, and identify and determine the key processes, including those using external resources?

Determination of 4.5.2.3 Process Requirements

How to determine the requirements of key processes by combining the information from customers and other interested parties, and determine the key requirements in all requirements when necessary; How to ensure that these requirements are clear and measurable.

Design of 4.5.2.4 Process

4.5.2.4.1How to meet the identified key requirements, how to effectively use new technologies and organizational knowledge, how to consider possible changes to maintain agility, how to consider efficiency and effectiveness factors such as quality, marriage, cycle, productivity, energy saving, environmental protection and cost control, and determine the key performance indicators of the process.

4.5.2.4.2 How to deal with emergencies and make emergency preparations to avoid risks and reduce hazards; How to consider prevention, management and continuity of operation when establishing an organization's emergency response system.

4.5.3 Implementation and improvement of the process

0 process implementation

How to implement key processes to continuously meet the process design requirements and ensure the effectiveness and efficiency of the process.

How to use key performance indicators to monitor the implementation of the process, and use information from customers and other interested parties in the implementation of the process.

Improvement of 4.5.3.2 Process

How to evaluate the effectiveness and efficiency of key process implementation, improve key processes, reduce process fluctuations and non-value-added activities, make key processes consistent with development direction and business needs, and share improvement results and lessons in various departments and processes, which will promote organizational learning and innovation.

4.6 Measurement, analysis and improvement

General rule

This clause is used to evaluate the organization's methods of measuring, analyzing and evaluating performance, as well as improvement and innovation.

4.6.3 Measurement, analysis and evaluation

6.2. 1 summary

How to measure, analyze and evaluate the performance of the organization and all levels and all departments.

4.6.2.2 performance evaluation

4.6.2.2.1explains how an organization establishes a performance measurement system, how to effectively apply relevant data and information, monitor its daily actions and organizational integration performance, and support its decision-making, improvement and innovation.

4.6.2.2.2 How to effectively apply key comparative data and information to support the organization's decision-making, improvement and innovation.

4.6.2.2.3 How to ensure that the performance measurement system adapts to the development direction and business needs, and remains sensitive to the rapid changes inside and outside the organization.

4.6.2.3's Performance Analysis and Evaluation

4.6.2.3.1How to analyze and evaluate organizational performance, including: how to evaluate organizational achievements, competitive performance, the progress of long-term and short-term goals and implementation plans, and how to evaluate organizational conversation ability.

4.6.2.3.2 How to determine the priority of improvement and identify innovation opportunities according to the performance evaluation results; How to formulate these priorities and innovation opportunities and their initiatives within the organization and coordinate with key suppliers and partners when appropriate.

Improvement and innovation

4.6.3. 1 summary

How to manage improvement and innovation and how to apply the methods of improvement and innovation.

Management of Improvement and Innovation in 4.6.3.2

4.6.3.2.1How to plan improvement and innovation, and define the plans and objectives of improvement and innovation at all levels, departments and processes.

4.6.3.2.2 How to implement, measure and evaluate improvement and innovation activities, and analyze the contribution to profitability and the realization of organizational strategic objectives, so as to promote the improvement of organizational performance.

Application of 4.6.3.3's Improvement and Innovation Method

4.6.3.3.1How to organize employees at all levels to carry out various improvement and innovation activities by various methods?

4.6.3.3.2 How to correctly and flexibly apply statistical techniques and other tools to support the improvement of secret innovation.

4.7 results

4.7. 1 General

This clause is used to evaluate the performance and improvement of the organization in major business aspects, including products and services, customers and markets, time, resources, process effectiveness and leadership. Performance levels should be compared and evaluated with competitors and/or benchmarks.

Product and service results

The current level and trend of key performance indicators of major products and services (such as physical quality indicators and service levels, etc.). ).

The key performance indicators of 4.7.2.2's main products and services are compared with competitors, and compared with similar products and services at home and abroad.

Characteristics and innovation of main products and services in 4.7.2.3.

4.7.3 Customer and market results

4.7.3. 1 summary

The performance results of the organization in terms of customers and markets, including customer satisfaction and loyalty and market performance results. If necessary, the results shall be subdivided according to customer groups and market regions, which shall include appropriate comparative data.

4.7.3.2 customer results.

Customer results shall include but not limited to the following aspects:

A) Current level and trend of key performance indicators of customer satisfaction;

B) Comparison results of customer satisfaction with competitors and basic industry benchmarks;

C) Current level and trend of key performance indicators of customer loyalty.

4.7.3.3 market results

4.7.3.3.1The current level and trend of key performance indicators in the market may include market share, market position, business growth or new markets, etc.

4.7.3.3.2 Comparison results of market performance with competitors and industry benchmarks, and the level of the same industry at home and abroad.

Financial results

The current level and trend of the key performance indicators of the financial performance of the institution, or include: main business income, investment income, non-operating income, total profit, total asset contribution rate, capital preservation and appreciation rate, asset-liability ratio, current ratio and other comprehensive indicators. If necessary, it should be explained separately according to the characteristics of the industry, different types of products and services or market regions, which should include appropriate comparative data.

Resource result

The results of organizing human resources should include the current level and trend of key performance indicators in work organization and management, employee performance management, employee learning and development, employee rights and satisfaction. It should include appropriate affinity data.

The current level and trend of the organization's key performance indicators in human resources, finance, information and knowledge, technology, infrastructure and related party relations. The killer should have appropriate comparative data.

Process effectiveness result

The current level and trend of the organization's key performance in reflecting the effectiveness and efficiency of key processes should include the overall labor productivity, quality, cost, cycle, supplier and partner performance and other effectiveness measurement results. Where appropriate, break down the results by manufacturer and service category or market region. Fan operation should include appropriate comparison data.

Leadership achievement

The performance results of the organization in leadership should include the realization of strategic objectives, organizational governance, public responsibility, ethical behavior and public welfare support, and be subdivided by business units when necessary. It should include appropriate comparative data.

A) Current level and trend of key performance indicators to achieve strategic objectives;

B) Current level and trend of key performance indicators in organizational governance;

C) Current level and trend of key performance indicators in public responsibility.

D) Current level and trend of key performance indicators of moral behavior;

E) Current level and trend of key performance indicators for public welfare support;