Some standard content:
ICS03.120.10
National Standard of the People's Republic of China
GB/T19580—2012
Replaces GB/T19580-2004
Criteria for performance evaluation
excellence2012-03-09 release
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Standardization Administration of China
teaching every defense price
2012-08-01 implementation
normative reference documents
terms and definitions
evaluation requirements
customers and markets
process management
measurement, analysis and improvement
GB/T19580—2012
GB/T19580-—2012
This standard was drafted according to the rules given in GB/T1.1-2009. This standard replaces GB/T19580-—2004 "Excellence Performance Evaluation Criteria". Compared with GB/T19580-2004, the main changes of this standard are as follows:
Basic concepts are added;
Some terms are added;
The contents of some chapters are adjusted.
This standard is proposed by the General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China. This standard is under the jurisdiction of the National Technical Committee for Standardization of Quality Management and Quality Assurance (SAC/TC151). The drafting units of this standard are: China National Institute of Standardization, Beijing University of Technology, China Quality Association, Renmin University of China, Beijing Collite Management Consulting Company, Shanghai Quality Management Science Research Institute, Shanghai Mitsubishi Elevator Co., Ltd., Baosteel Group Co., Ltd. The main drafters of this standard are Han Furong, Tang Wanjin, Chen Zhitian, Ma Lin, Lv Qing, Li Renliang, Jiao Shubin, Zhang Xiaodong, Jin Guoqiang, Wang Jun and Wang Guoqing:
The previous versions of the standard replaced by this standard are: -GB/T19580--2004.
GB/T19580—2012
0.1 General Provisions
In order to guide organizations to pursue excellence, improve the quality of products, services and development, enhance competitive advantages and promote the sustainable development of organizations, this standard is formulated in accordance with the "Product Quality Law of the People's Republic of China" and the "Quality Development Outline (2011-2020)". This standard draws on the experience and practices of performance excellence management at home and abroad, combines the practice of business management in my country, and stipulates the evaluation requirements for organizational performance excellence from seven aspects: leadership, strategy, customers and markets, resources, process management, measurement, analysis and improvement, and results. It provides self-evaluation criteria for organizations to pursue excellence, and can also be used as an evaluation basis for quality awards. This standard takes the implementation of the scientific development concept and the construction of a harmonious society as its starting point, adheres to the principles of people-oriented, comprehensive coordination and sustainable development, and creates value for the organization's owners, customers, employees, suppliers, partners and society. The formulation and implementation of this standard can promote all kinds of organizations to enhance their strategic execution, improve the quality of products and services, help organizations to improve and innovate management, continuously improve the overall performance and management capabilities of the organization, and promote the long-term success of the organization. 0.2 Relationship with GB/Z19579-2012 "Guidelines for the Implementation of Excellence Performance Evaluation Criteria" This standard specifies the requirements for excellence performance evaluation and is the main basis for excellence performance evaluation: "Guidelines for the Implementation of Excellence Performance Evaluation Criteria" is a guiding technical document for the organization to implement this standard, providing guidance for the organization to understand and apply the "Excellence Performance Evaluation Criteria". 0.3 Basic Concepts
This standard is based on the following basic concepts, which senior leaders can use to guide the organization to pursue excellence: a) Visionary leadership
With a forward-looking vision and keen insight, establish the organization's mission, vision and values, and lead all employees to achieve the organization's development strategy and goals.
b) Strategic orientation
Use strategy to lead the management activities of the organization and achieve sustainable development and success. c) Customer-driven
Use the current and future needs, expectations and preferences of customers as the driving force for improving product and service quality, improving management level and continuous innovation, so as to improve customer satisfaction and loyalty. d) Social responsibility
Take responsibility for the impact of the organization's decision-making and business activities on society, and promote the comprehensive, coordinated and sustainable development of society. e) People-oriented
Employees are the foundation of the organization. All management activities should be centered on stimulating and mobilizing the initiative and enthusiasm of employees, promoting the development of employees, protecting their rights and interests, and improving their satisfaction. f) Win-win cooperation
Establish long-term partnerships with customers, key suppliers and other stakeholders, create value for each other, and achieve common development. g) Emphasis on process and focus on results
The performance of an organization comes from the process and is reflected in the results. Therefore, we should not only pay attention to the process, but also pay attention to the results, and achieve excellent results through effective process management.
h) Learning, improvement and innovation
GB/T19580—2012
Cultivating learning organizations and individuals is the foundation for organizations to pursue excellence, and inheritance, improvement and innovation are the key to the sustainable development of organizations. System management
Regarding the organization as a whole, using scientific and effective methods to achieve overall planning and coordination of organizational management, and improve the effectiveness and efficiency of organizational management.
1 Scopewww.bzxz.net
Excellent performance evaluation criteria
This standard specifies the evaluation requirements for organizational excellent performance GB/T19580—2012
This standard applies to all kinds of organizations pursuing excellence, provides self-evaluation criteria for organizations, and can also be used as the evaluation basis for quality awards. 2 Normative references
The following documents are indispensable for the application of this document. For all dated references, only the dated version applies to this document. For all undated references, the latest version (including all amendments) applies to this document. GB/T19000 Quality Management System Fundamentals and Vocabulary 3 Terms and Definitions
The terms and definitions defined in GB/T19000 and the following terms and definitions apply to this document. 3.1
Performance Excellence Through a comprehensive organizational performance management approach, continuously create value for customers, employees and other stakeholders, improve the overall performance and capabilities of the organization, and promote the sustainable development and success of the organization. 3.2
Mission
The value of the organization's existence is the responsibility that the organization should assume and strive to achieve. 3.3
Vision
The organization's outlook on the future is the ideal state for the organization to achieve its overall development direction and purpose. 3.4
Values
values
The core of the culture advocated by the organization is the basic principle of organizational behavior. 3.5
Governance
The management and control system implemented in the supervision of the organization. Including approval of strategic direction, monitoring and evaluation of senior leadership performance, financial audit, risk management, information disclosure and other activities. 3.6
Benchmarks
For similar activities, its processes and results represent the best internal or external business practices and performance in the industry in which the organization is located. 3.7
keyprocesses
Key process
Processes that create important value or make important contributions to the organization, customers and other stakeholders. 1
GB/T19580—2012
4 Evaluation requirements
4.1 Leadership
4.1.1 General Provisions
This clause is used to evaluate the role of senior leadership, organizational governance and the organization's performance of social responsibility. The role of senior leadership
The organization should explain the role of senior leadership from the following aspects: how to determine the organization's mission, vision and values, how to implement them to all employees and influence the organization's suppliers, partners, customers and other stakeholders, how to set an example in implementing the organization's values; how to communicate with all employees and other stakeholders, how to encourage the entire organization to achieve frank and two-way communication, how to motivate all employees to achieve excellent performance activities to strengthen the organization's direction and focus through b
how to create an environment of integrity and law-abidingness, how to create an environment conducive to improvement, innovation and rapid response, how to create an environment that promotes organizational learning and employee learning;
how to fulfill the responsibility of ensuring the quality and safety of products and services provided by the organization; d)
how to promote brand building and continuously improve product quality and service levels; how to strengthen risk awareness and promote the sustainable operation of the organization, how to actively cultivate future leaders of the organization; how to promote the organization to take actions to improve organizational performance, achieve strategic goals, and achieve vision; how to regularly evaluate the organization's key performance indicators and how to take corresponding actions based on the performance evaluation results. Organizational governance
How to consider the key factors of organizational governance and how to evaluate the performance of senior leaders and members of the governance body: How organizational governance considers the following key factors: a)
The responsibility of management for actions;
Financial responsibility;
Transparency of business management and information disclosure policies;
Independence of internal and external audits;
Protection of the interests of shareholders and other stakeholders. b) How to evaluate the performance of senior leaders, how to evaluate the performance of members of the governance body, and how senior leaders and the governance body use these performance evaluation results to improve the effectiveness of individuals, leadership systems and governance bodies. 4.1.4 Social responsibility
4.1.4.1 Summary
How the organization fulfills its social responsibilities, including practices in public responsibility, ethical behavior and public welfare support. 4.1.4.2 Public responsibility
4.1.4.2.1 Clarify the measures taken to affect the quality and safety, environmental protection, energy conservation, comprehensive utilization of resources, public health, etc. of the organization's products, services and operations:
4.1.4.2.2 How to foresee and respond to the public's concerns about the negative social impact of the organization's products, services and operations. 4.1.4.2.3 Describe the key processes and performance indicators adopted to meet legal and regulatory requirements and reach a higher level, as well as the key processes and performance indicators in responding to the risks related to products, services and operations. 2
4.1.4.3 Ethical behavior
4.1.4.3.1 How to ensure that the organization abides by the code of integrity and how to establish the organization's credit system. GB/T19580—2012
4.1.4.3.2 How to ensure that the organization's behavior complies with ethical standards, and explain the key processes and performance indicators used to promote and monitor the behavior of the organization, between customers, suppliers and partners, and in organizational governance that complies with ethical standards. 4.1.4.4 Public Welfare Support
How to actively support public welfare undertakings and explain the public welfare areas that are supported: how senior leaders and employees actively participate and contribute to this.
4.2 Strategy
4.2.1 General
This clause is used to evaluate the formulation, deployment and progress of the organization's strategy and its goals. 4.2.2 Strategy Formulation
4.2.2.1 Summary
How the organization formulates strategy and strategic goals. 4.2.2.2 Strategy formulation process
4.2.2.2.1 The organization shall describe its strategy formulation process, main steps and main participants, how to determine the time intervals for long-term and short-term plans and how the strategy formulation process corresponds to the time intervals for long-term and short-term plans, 4.2.2.2.2 How to ensure that the following key factors are considered when formulating strategies, and how to collect and analyze relevant data and information on these factors: customer and market needs, expectations and opportunities; - competitive environment and competitive capabilities,
- important innovations or changes that affect products, services and operating methods; - advantages and disadvantages in resources, and opportunities for reallocation of resources to priority products, services or areas; - potential risks in economic, social, ethical, legal and regulatory aspects; - changes in the domestic and international economic situation;
factors that affect operations that are unique to the organization, including the needs of brands, partners and supply chains and the strengths and weaknesses of the organization;
requirements and related factors for sustainable development; and the ability to implement strategies.
Strategy and Strategic Objectives
4.2.2.3.1 Explain the strategy and strategic objectives, as well as the timetable and key quantitative indicators corresponding to the strategic objectives. 4.2.2.3.2 How do the strategy and strategic objectives respond to strategic challenges and leverage strategic advantages, how do they reflect innovation opportunities in products, services, operations, etc., and how do they balance long-term and short-term challenges and opportunities and the needs of all stakeholders. 4.2.3 Strategic Deployment
4.2.3.1 Summary
How does the organization transform strategy and strategic objectives into implementation plans and related key performance indicators, and how does it predict the organization's future performance based on these key performance indicators.
GB/T19580—2012
4.2.3.2 Formulation and Deployment of Implementation Plans
4.2.3.2.1 How do you formulate and deploy implementation plans to achieve strategic objectives; how do you adjust and implement strategic objectives and their implementation plans based on changes in the environment.
4.2.3.2.2 Describe the organization's major long-term and short-term implementation plans, and the key changes in products and services, customers and markets, and business management reflected in these plans.
4.2.3.2.3 How to obtain and allocate resources to ensure the implementation of the implementation plan; describe the organization's important resource plans for achieving long-term and short-term strategic goals and implementation plans.
4.2.3.2.4 Describe the key performance indicators for monitoring the progress of the implementation plan, and how to ensure that these indicators are coordinated and cover all key areas and stakeholders.
4.2.3.3 Performance Forecast
Describe the forecast results of the organization's key performance indicators during the long-term and short-term planning period and the corresponding forecasting methods; how to compare the forecasted performance with the forecasted performance of competitors or comparison organizations, and with major benchmarks, organizational goals and past performance; how to ensure the achievement of the forecasted performance, and how to deal with performance gaps relative to competitors or comparison organizations. 4.3 Customers and Markets
4.3.1 General
This clause is used to evaluate the organization's approach to determining customer and market needs, expectations and preferences, establishing customer relationships, and determining key factors that affect customer satisfaction.
4.3.2 Understanding Customers and Markets
4.3.2.1 Summary
How the organization determines customer and market needs, expectations and preferences and how to develop new markets. 4.3.2.2
Customer and Market Segmentation
4.3.2.2.1 How to identify customers, customer groups and market segments, and how to determine the customers, customer groups and market segments for 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? 4.3.2.3 Understanding of customer needs and expectations
4.3.2.3.1 How to understand the needs, expectations and preferences of key customers and their relative importance to customer purchases or long-term relationships, and how to adopt different understanding methods for different customers, customer groups and market segments. 4.3.2.3.2 How to use relevant information about current and past customers in the design, production, improvement, innovation and market development and marketing of products and services. How to use this information to strengthen customer orientation, meet customer needs and identify opportunities for innovation. 4.3.2.3.3 How to adapt the methods of understanding customer needs and expectations to development directions, business needs and market changes. 4.3.3 Customer relationships and customer satisfaction
4.3.3.1 Summary
How the organization establishes, maintains and strengthens customer relationships, and how to determine the key factors for winning and retaining customers and making them satisfied and loyal. 4
Methods.
4.3.3.2 Establishing customer relationships
GB/T19580—2012
4.3.3.2.1 How to establish customer relationships 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 of contact with customers, how these channels can facilitate customers to query information, conduct transactions and lodge complaints; how to determine the main customer contact requirements for each channel, and implement these requirements to the relevant personnel and processes. 4.3.3.2.3 How to handle customer complaints and ensure that complaints are resolved effectively and quickly. How to minimize customer dissatisfaction and business loss. How to accumulate and analyze complaint information for improvement of the organization and partners. 4.3.3.2.4 How to make the methods of establishing customer relationships suitable for the development direction of the organization and business needs. 4.3.3.3 Measurement of customer satisfaction
4.3.3.3.1 How to measure customer satisfaction and loyalty, how the methods used vary according to different customer groups, and how to ensure that the measurement can obtain effective information and use it 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 to obtain timely and effective feedback information and use it for improvement and innovation activities.
How to obtain and apply customer satisfaction information of comparable competitors and benchmarks4.3.3.3.3
How to adapt the methods of measuring customer satisfaction and loyalty to the development direction and business needs. 4.3.3.3.4
4.4 Resources
4.4.1 General
This clause is used to evaluate the organization's management of resources such as human resources, finance, information and knowledge, technology, infrastructure and stakeholder relationships. 4.4.2 Human Resources
4.4.2.1 Summary
How does the organization establish a people-oriented human resource management system to promote employee learning and development and improve employee satisfaction. 4.4.2.2 Organization and management of work
4.4.2.2.1 How to organize and manage work and positions to meet strategic challenges, meet implementation plans, respond quickly and flexibly to business changes, promote cooperation within the organization, mobilize employees' enthusiasm and initiative, promote organizational empowerment and innovation, and improve the organization's execution.
4.4.2.2.2 How to determine the type and number of employees required, how to identify the characteristics and skills of the required employees, how to improve the capabilities of existing employees, how to recruit, appoint and retain employees. 4.4.2.2.3 How to listen to and adopt various opinions and suggestions from employees, customers and other stakeholders, and how to achieve effective communication and skill sharing between different departments, positions and regions. 4.4.2.3 Employee performance management
How to implement employee performance management, including evaluation, assessment and feedback of employee performance, as well as how to establish a scientific and reasonable salary system and implement appropriate incentive policies and measures to improve the work performance of employees and organizations and realize the organization's strategic implementation plan. 4.4.2.4 Employee Learning and Development
4.4.2.4.1
Employee Education and Training
How to identify education and training needs, develop and implement education and training plans, and evaluate their effectiveness in combination with employee and organizational performance, so that education and training can adapt to the organizational development direction and employee career development requirements; how to implement education and training for different positions and posts, and encourage and support employees to achieve learning goals related to work needs, career development, and skill improvement in various ways. 4.4.2,4.2 Employee Career Development
How to effectively manage the career development of all employees, including senior leaders, how to help employees achieve their learning and development goals, how to implement succession plans, and form talent echelons to improve the organization's sustainable operating capabilities. 4.4.2.5 Employees’ Rights and Satisfaction
4.4.2.5.1
Employees’ Rights
一一How to ensure and continuously improve employees’ occupational health and safety, determine corresponding measurement indicators and goals for different workplaces, and ensure emergency preparedness for emergency and dangerous situations in the workplace; 一一How to provide targeted, personalized and diversified support for different employee groups to protect employees’ legitimate rights and interests; 一一How to encourage employees to actively participate in various forms of management and improvement activities, and provide necessary resources for employees’ participation in activities to improve employees’ participation and effectiveness.
4.4.2.5.2
Employees’ Satisfaction
How to determine the key factors that affect employees’ satisfaction and motivation and the impact of these factors on different employee groups, and how to measure and improve employee satisfaction.
4.4.3 Financial Resources
How to determine funding needs and ensure funding 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 a timely manner, and make timely adjustments. How to speed up capital turnover and improve asset utilization to achieve the optimal allocation of financial resources and improve the efficiency and safety of capital use. 4.4.4 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 make it easy for employees, suppliers, partners and customers to obtain relevant data and information. 4.4.4.2 How to equip facilities for acquiring, transmitting, analyzing and publishing data and information, how to establish and operate information systems, and how to ensure the reliability, security and ease of use of information system hardware and software. 4.4.4.3 How to adapt information systems to the development direction and business needs of the organization. 4.4.4.4 How to effectively manage the organization's knowledge assets, collect and transfer relevant knowledge from employees, customers, suppliers and partners, identify, confirm, share and apply best practices, 4.4.4.5 How to ensure the accuracy, completeness, 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 conduct comparative analysis with the advanced level of peers to provide sufficient basis for formulating strategies and enhancing core competitiveness.
4.4.5.2 How to take international advanced technology as the goal, actively develop, introduce, digest and absorb applicable advanced technology and advanced standards, and improve the organization's technological innovation capabilities.
4.4.5.3 How to form and use the organization's technical know-how and patents. 4.4.5.4 How to formulate goals and plans for technological development and transformation, demonstrate plans, and implement measures to enhance the advancement and practicality of technology.
4.4.6 Infrastructure
GB/T19580—2012
While considering the needs and expectations of the organization itself and stakeholders, how to determine and provide the necessary infrastructure, including: providing infrastructure according to the requirements of the strategic implementation plan and process management; a)
Develop and implement a preventive and fault maintenance system for infrastructure; b)
Develop and implement an update and transformation plan to continuously improve the technical level of infrastructure; d) Predict and deal with environmental, occupational health and safety and resource utilization issues caused by infrastructure. 4.4.7
Relationship with stakeholders
How to establish relationships with stakeholders that are compatible with the implementation of its strategy, especially good cooperative relationships with key suppliers and partners, promote two-way exchanges, and jointly improve the effectiveness and efficiency of processes. 4.5 Process Management
4.5.1 General
This clause is used to evaluate the organization's process identification, design, implementation and improvement. Note: When applicable, it is encouraged to divide the organization's processes into value creation processes and support processes. 4.5.2 Identification and Design of Processes
How does the organization identify, determine and design key processes? 4.5.2.2 Identification of Processes
How does the organization determine the main products, services and business processes, and identify and determine the key processes therein, including processes that utilize external resources?
Determination of Process Requirements
How to combine information from customers and other relevant parties to determine the requirements for key processes, and when necessary, determine the key requirements among all requirements, and how to ensure that these requirements are clear and measurable. 4.5.2.4 Design of Processes
4.5.2.4.1 How to meet the identified key requirements in process design, how to effectively utilize new technologies and organizational knowledge, how to consider possible changes and maintain agility, how to consider quality, safety, cycle, productivity, energy saving and consumption reduction, environmental protection, cost control and other efficiency and effectiveness factors, and determine the key performance indicators of the process. 4.5.2.4.2 How to consider responding to emergencies and taking emergency preparations to avoid risks and reduce hazards; how to consider prevention and management in establishing the organization's emergency response system, as well as the continuity of operations. 4.5.3 Implementation and Improvement of Processes
Implementation of Processes
How to implement key processes to continuously meet process design requirements and ensure the effectiveness and efficiency of processes. How to use key performance indicators to monitor process implementation, how to use information from customers and other stakeholders in process implementation, and how to optimize the overall cost of key processes. 7
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