Some standard content:
ICS03.120.10
National Standardization Guiding Technical Documents of the People's Republic of China GB/Z 19579--2004
Guidelines for the Implementation of Criteria of Performance Excellence
Guidelines for the Criteria of Performance Excellence Issued on 2004-08-30
General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China Standardization Administration of China
Implementation on 2005-01-01
Appendix A, Appendix B and Appendix C of this guiding technical document are informative appendices. This guiding technical document is proposed by the Quality Management Department of the General Administration of Quality Supervision, Inspection and Quarantine of the People's Republic of China. GB/Z19579--2004
This guiding technical document is under the jurisdiction of the National Technical Committee for Quality Management and Quality Assurance of Standardization (SAC/TC 151). This guiding technical document is drafted by the China Institute of Standardization Promotion and Chemical Technology. The drafting units of this guidance technical document are: China National Institute of Standardization, Beijing University of Technology, China Quality Association, Beijing Kolit Management Consulting Company, Xiamen ABB Switchgear Co., Ltd. The main drafters of this guidance technical document are: Li Renliang, Yawu, Han Furong, Xiong Wei, Zhang Xiaodong, Gong Xiaoming. GB/Z19579—2004
In order to guide organizations to pursue excellent performance, improve product quality and business quality, enhance competitive advantages, and promote sustained, rapid and healthy economic development, in accordance with the relevant provisions of the Product Quality Law of the People's Republic of China and the "Quality Revitalization Outline" promulgated by the State Council, this guidance technical document is formulated as the "Implementation Guidelines for Excellent Performance Evaluation".
This guidance technical document follows the evaluation requirements of the national standard "Excellent Performance Evaluation Guidelines", refers to the practical experience of foreign organizations in pursuing excellent performance, and combines the actual situation of quality management in my country. It details the management and operation mode of pursuing excellent performance from seven aspects: leadership, strategy, customers and markets, resources, process management, measurement, analysis and improvement, and business results, and provides implementation guidelines for organizations to pursue excellent performance.
The biggest difference between this guidance technical document and GB/T 19001 is that it is not a basis for conformity evaluation: instead, it provides organizations with a business management model that pursues excellence and efficiency, emphasizing strategy, performance results and social responsibility. The development and implementation of this guidance technical document can help organizations improve their overall efficiency and capabilities, create value for the organization's owners, customers, employees, suppliers, partners and society, help organizations achieve long-term success, and make it easy for organizations of all kinds to communicate and share on the best quality management practices, becoming a tool to understand and manage performance and guide organizations to plan and obtain learning opportunities. 1 Scope
Implementation Guidelines for Performance Excellence Evaluation Criteria
GB/Z 19579--2004
This guidance technical document explains the contents of GB/T19580-2004 Performance Excellence Evaluation Criteria in detail, and provides a broad implementation guide for organizations to pursue performance excellence
This guidance technical document is applicable to all types of organizations that pursue performance excellence, and guides organizations to improve their overall effectiveness and capabilities. It can also guide organizations to conduct self-evaluation and external evaluation of their own organizations in terms of pursuing performance excellence. 2 Normative References
The clauses in the following documents become the clauses of this guidance technical document through reference in this guidance technical document. For any referenced document with a date, all subsequent amendments (excluding errata) or revisions are not applicable to this guidance technical document. However, the parties to an agreement based on this guidance technical document are encouraged to study whether to use the latest versions of these documents. For any referenced document without a date, the latest version is applicable to this guidance technical document. GB/T19000--2000 Quality Management System Fundamentals and Vocabulary (idtIS09000, 2000) GB/T19004-2000 Quality Management System Performance Improvement Guide (idtISO9004:2000) GB/T19580-2004 Principles of Excellence in Performance Evaluation 3 Terms and Definitions
Terms and definitions established in GB/T19000--2000 and GB/T19580--2004 apply to this guidance technical document, 4 Implementation Guide
4.1 Leadership
Senior leaders should determine the values, development direction and performance goals of the organization, pay attention to the needs and expectations of customers and other stakeholders, create an operating environment of empowerment, active participation, innovation, rapid response and learning, improve the governance of the organization, review the effectiveness of the organization, and fulfill social responsibilities.
4.1.1 Leadership of the Organization
The senior leaders of the organization should determine the values, development direction and performance goals of the organization, improve the governance of the organization and review the performance of the organization.
4. 1.1.1 Role of Senior Leaders
The role of senior leaders of the organization should include: a) determining and implementing the values of the organization. Values are the core of corporate culture. When determining and implementing values, the following aspects should be considered in combination with the historical evolution of the organization, industry characteristics, internal and external environment, etc.: customer-oriented pursuit of excellence; scientific outlook on development; organizational and individual learning: respect for employees and partners: focus on the future; management innovation; fact-based decision-making; GB/Z19579-2004 social responsibility. b) Determine the long-term and short-term development direction and performance of the organization. When determining the long-term and short-term development direction of the organization, the following aspects should be considered: national industrial policy: social and economic development level; product life cycle in the market; market demand: organizational resources; organizational performance.
When determining the organization's sustainability goals, the following aspects should be considered: - Balanced and comprehensive consideration of the interests of customers and other stakeholders Advancement
- Feasibility:
- Measurability!
- Consistent with the organization's long-term and short-term development direction. The organization should communicate the organization's values, development direction and performance goals to all employees, major suppliers and partners in various appropriate ways; and take appropriate measures to ensure two-way communication. For example, it can be communicated to employees through internal websites, employee seminars, briefings, etc.; communicated to suppliers and partners through negotiation meetings, order meetings, product inspections, etc. d) Senior leaders should create the following business environment: Authorization: Authorization means giving employees the authority and responsibility to make decisions and take actions from top to bottom. The organization should establish a clear authorization mechanism, such as a hierarchical authorization mechanism in human resources and finance; Active participation: Active participation from bottom to top is a necessary factor to strengthen employees' sense of belonging and self-realization. The organization should encourage employees to actively participate in management and improvement; Innovation: Innovation means bringing meaningful changes to the organization's products, services and processes, and creating new value for the organization's beneficiaries. Innovation includes technological innovation and management innovation. The organization should establish a mechanism to guide, motivate and manage innovation:
Rapid response: The fierce market competition requires the organization to have the ability and flexibility to adapt to rapid changes, such as: shortening the design, manufacturing and service cycle, and quickly responding to and handling customer opinions; Learning: The organization should create a learning organization and create an atmosphere of learning for all employees; 1. Comply with laws and regulations and operate honestly: The organization should comply with laws and regulations related to operation, environment, safety, quality, etc., abide by business ethics with honest operation as the core, earnestly fulfill these basic social responsibilities, and influence the relevant parties of the organization.
4.1.1.2 Organizational governance
Governance refers to the management and control system implemented in the organization's work. It includes strategic direction, monitoring and evaluation of senior leadership effectiveness, financial auditing, risk management, information disclosure and other activities. The governance of an organization should focus on the following key factors: a) Management responsibility for organizational behavior, such as the financial responsibility, moral responsibility, and legal responsibility of senior leaders; b) Financial responsibility, such as compliance with accounting standards and financial general rules, ensuring the preservation and appreciation of assets; c) Independence of internal and external audits; d) Protection of the interests of shareholders and other stakeholders, such as equity returns, employee rights, and supplier rights. 4.1.1.3 Review of organizational performance
Organizations should review their performance from the following aspects: a) Senior leaders should review the effectiveness and capabilities of the organization, including evaluation of the organization's performance, comparison with competitor benchmark performance, progress in long-term and short-term goals, and the organization's early warning and response capabilities. GB/Z 19579--2004
b) Senior leaders should regularly review the organization's key performance indicators, such as business revenue, market share, customer satisfaction, etc., and explain the results of recent performance reviews.
c) Senior leaders should determine the priorities for improving key businesses based on the results of performance reviews, organize relevant departments and personnel to implement targeted measures, and identify opportunities for innovation. When appropriate, these priorities and innovation opportunities should be implemented among suppliers and partners, and maintained in coordination.
d) The board of directors, employees, customers and other stakeholders should evaluate the effectiveness of senior leaders: Senior leaders should use the results of organizational performance reviews to conduct self-evaluations, accept feedback information, and improve the efficiency and effectiveness of the leadership system. 4.1.2 Social Responsibility
Organizations shall fulfill their public responsibilities, civic obligations and abide by ethical standards. 4.1.2.1 Public Responsibility
Organizations shall fulfill their public responsibilities in the following aspects: a) Organizations shall evaluate and determine the impact of their products, services and operations on the environment, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other aspects of society, and establish key processes, measurement methods and indicators that meet and exceed the requirements of laws and regulations for relevant risks, and formulate corresponding countermeasures and improvement measures: 1) Organizations shall foresee the public's current and future concerns about environmental protection, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other aspects of their products, services and operations, and take the initiative and make preparations in advance () For environmental protection, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other aspects, the organization shall assess and determine the impact of its products, services and operations on the environment, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other aspects of society, and establish key processes, measurement methods and indicators that meet and exceed the requirements of laws and regulations for relevant risks, and formulate corresponding countermeasures and improvement measures: 2) Organizations shall foresee the public's current and future concerns about environmental protection, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other aspects of their products, services and operations, and take the initiative and make preparations in advance () For environmental protection, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other aspects, the organization shall assess and determine the impact of its products, services and operations on the environment, energy consumption, comprehensive utilization of resources, safe production, product safety, public health and other aspects, and shall ... The response and methods to the impact of health and other aspects may include: GB/T24001, GB/T28001. Environmental label self-declaration, product safety certification, etc. 4.1.2.2 Ethical behavior
The organization shall ensure that its behavior complies with ethical standards such as the code of integrity, and establish the main processes, measurement methods and indicators for monitoring the ethical behavior within the organization, between major partners and in the governance of the organization, such as formulating and implementing the organization's integrity commitment and ethical standards. The measurement indicators may include the default rate, the amount of overdue accounts payable, the proportion of independent directors, etc. 4.1.2.3 Public welfare support
The organization shall actively support public welfare undertakings. The public welfare fields may include: culture, education, health, charity, community, industry development and environmental protection.
The organization shall plan public welfare support, determine the public welfare fields to be supported, and actively and proactively carry out public welfare activities to make them consistent with the strategic planning and development direction of the organization. Senior leaders should set an example, and employees should actively participate and make their own contributions to the above public welfare undertakings. 4.2 Strategy
Organizations should formulate strategic goals and strategic plans, carry out strategic deployment, and track their progress. 4.2.1 Strategy Formulation
Organizations should determine the strategy formulation process and determine strategic goals to improve the organization's leadership and overall performance, so that the organization can achieve greater success in the future.
a) Organizations should determine the strategy formulation process, main steps, main participants, and long-term and short-term planning time periods, and align the strategy formulation process with the long-term and short-term planning time periods. When formulating a strategy tree, the organization should give full consideration to the following aspects: - The strategy formulation process of the organization should be chaired by senior leaders and participated by relevant departments and employees. When necessary, it can entrust a professional company to assist in the formulation. It can designate a coordination department for strategic management and establish a cross-functional group or committee responsible for strategic planning.
The time intervals for long-term and short-term plans should be determined according to the characteristics of the industry and products. The organization should consider possible changes, including changes in potential markets, competitors, and the core competitiveness of the enterprise, and prepare corresponding plans in the strategy: GB/Z19579—2004
- The strategy of the organization should be consistent with the long-term and short-term development direction of the organization. b): When planning their strategies, organizations should consider the following key factors, and collect and analyze the following relevant data and information: Environment and competitiveness;
--Important innovations or changes that affect products, services and operating methods; ...--Strengths and weaknesses in human resources and other resources; --Customer and market needs, expectations and opportunities for resource reallocation; ...--Opportunities to compete for priority products, services or areas: · Potential risks in economic, social, ethical, legal and regulatory aspects Changes in domestic and foreign economic situations, including relevant national industrial policies and international trade rules and norms; Organization-specific factors that affect operations, including brand, partner and supply chain needs, organizational strengths and weaknesses, etc.:
--Requirements for sustainable development and related factors. When an organization is conducting strategic planning, the collection and analysis of relevant data and information should consider the following aspects: - For methods of collecting and analyzing relevant data and information, please refer to 4.6\Measurement, Analysis and Improvement. - Scientific methods should be used to analyze data and information, such as SWOT (strengths, weaknesses, opportunities and challenges) analysis, KSF (key success factors) analysis, CBI (major barriers) analysis, etc.; - When considering relevant national industrial policies, not only the national industrial policies of the organization's products should be considered, but also the industrial policies related to the organization's products.
c) The organization should determine key strategic goals and corresponding timetables (reflecting annual target values). Strategic goals should be able to balance long-term and short-term challenges and opportunities, especially considering the sustainability of competitors and benchmarks. Strategic goals should also be balanced The needs of all stakeholders should be considered carefully, such as shareholders' investment returns, customer satisfaction and success, employee learning and development, supplier growth, and social responsibility requirements. Strategic goals should be specific and measurable. d) The organization should analyze and evaluate the deviation between plans and practices in a timely manner, and consider changes in products, services, customers, markets, and operations. If necessary, make strategic adjustments. 4.2.2 Strategic Planning
The organization should formulate and deploy its strategic plan and conduct performance forecasts. 4.2.2.1 Strategic Planning and Planning
The organization should formulate and deploy its strategic plan, determine how to transform strategic goals into strategic plans, and determine the strategic plans and corresponding key performance measurement methods and indicators. The following aspects may be considered: a) The organization should formulate and deploy strategic plans and refine and expand them to achieve key strategic goals. Objectives: Its main long-term and short-term plans include key human resource plans, technology development plans, etc., which should reflect key changes in products and services, customers and markets, and operations, and have measurable indicators; the organization's strategic plan should be broken down and implemented to all relevant departments, and if necessary, to responsible persons: c) The organization should allocate human, material and financial resources to ensure the implementation of the strategic plan and maintain the key results achieved by the strategic plan:
d) The organization should monitor the progress of the strategic plan and adjust it dynamically. Key performance measurement methods and indicators should be developed to monitor the progress of the strategic plan, and the coordination and consistency of the organization should be ensured by strengthening the measurement system. It should be ensured that the measurement indicator system covers all key strategic deployment areas and stakeholders. For example, the on-time delivery rate indicator should cover the products, departments and suppliers related to it.
The key performance measurement indicators for monitoring the progress of strategic planning should be consistent with the performance measurement indicators in 4.6 "Measurement, Analysis and Improvement".
When formulating human resource planning, the following aspects can be considered: a) Promote empowerment, innovative organizational structure and job redesign; h) Promote communication between employees and management;
c) Promote knowledge sharing and organizational learning;
) Improve compensation and incentive mechanisms;
e) Improve education, training and employee development. 4.2.2.2 Performance Forecasting
GB/Z19579--2004
The organization should use various scientific methods and tools to predict performance based on the determined key performance measurement indicators and the relevant data and information collected, and determine the predicted effectiveness of the organization in the long-term and short-term planning period. Data and information related to the predicted effectiveness of competitors and benchmarks should be collected through various channels, and the organization's predicted performance should be compared with the predicted performance of competitors, major benchmarks, organizational goals and past performance. The measurement and indicators of predicted performance may also include changes in the following aspects: such as new business opportunities, new markets, innovations in products and service technologies, etc. 4.3 Customers and Markets
The organization should determine the needs, expectations and preferences of customers and the market, establish good customer relationships: determine the key factors that affect winning, retaining customers, and making customers satisfied and loyal. 4.3.1 Understanding of customers and markets
Organizations should identify the needs, expectations and preferences of customers and the market to ensure that products and services continue to meet needs, and develop new products and expand new markets.
α) According to the strategy and competitive advantages, the target customer groups and market segments should be determined. According to the characteristics of the organization's products and services, the target customer groups can include direct customers and indirect customers. The market segments can be regional, customer level, age, gender, etc. In this process, competitors' customers and other existing customers should be considered. h
Organizations should understand the needs and expectations of key customers and the relative importance of these needs and expectations to customers' purchase decisions. Different understanding methods should be adopted for different customer groups, such as questionnaires, interview studies, etc. The organization should use relevant information of current and past customers, including complaints (including complaints, the same below), customer satisfaction survey results, customer churn information, etc., and use this information for product and service planning, marketing, process improvement and other business development. ) The organization should regularly evaluate the methods used to understand customer needs and expectations, and analyze and improve the applicability and effectiveness of these methods to make them suitable for the organization's strategic planning and development direction: 4.3.2 Customer Relationship and Customer Satisfaction
The organization should establish and improve customer relationships to win and retain customers, increase customer loyalty, attract potential customers, and explore new business opportunities: and measure customer satisfaction and improve customer satisfaction. 4.3.2.1 Establishment of Customer Relationships
The organization should establish relationships with customers from the following aspects: ) The organization should establish customer relationships, such as: establishing strategic partnerships with key customers, meeting or exceeding their expectations, so as to increase customer satisfaction and loyalty, increase the frequency of repeat purchases and obtain positive recommendations. Clarify the main ways for customers to inquire about information, transactions and complaints, such as direct visits, order meetings, e-commerce calls, faxes, etc. The organization should identify key customer requirements for contact methods and communicate these requirements to everyone involved in the organization.
) Clarify the organization's complaint management process and related responsibilities to ensure that complaints are resolved in a timely and effective manner, such as asking customers for the time limit and period of promised processing, and fulfilling the commitment. The organization should collect, integrate and analyze complaint information and use it for organizational improvement (see 4.6\Measurement, analysis and improvement\) and, if necessary, for the improvement of the organization's partners. The organization should pay attention to the process interface for handling complaints and making improvements, such as communication and coordination between departments and processes responsible for complaint handling and using complaints for improvement.
) The organization should regularly evaluate methods for building customer relationships, and analyze and improve the applicability and effectiveness of these methods to make them suitable for the organization's strategic planning and development. GB/Z19579—2004
4,3. 2.2 Measurement of customer satisfaction
The organization shall measure customer satisfaction from the following aspects: a) The organization shall measure customer satisfaction. Its measurement methods shall vary according to different customer groups (such as direct customers and indirect customers) to ensure that available information can be obtained. Available information may include customer satisfaction information of competitors and (or) benchmarks, and customer satisfaction information shall be used for improvement activities. b) The organization shall conduct product and service quality tracking for customers to obtain available feedback information in a timely manner. For example, the product unpacking qualified rate and failure rate, abnormal changes in the number of customer complaints, etc. c) The organization shall obtain and use customer satisfaction information compared with competitors and (or) industry benchmarks to understand the organization's competitive position in the industry and gain competitive advantages. The organization shall regularly evaluate the methods of measuring customer satisfaction, and analyze and improve the applicability and effectiveness of these methods to make them suitable for the strategic planning and development direction of the organization. 4.4 Resources
The senior leaders of the organization shall provide the necessary resources to ensure the realization of strategic planning and goals, the value creation process and support process, and continuous improvement and innovation, including human resources and other resources such as finance, infrastructure, stakeholder relations, technology, information, etc. 4.4.1 Human Resources
The organization shall establish a people-oriented work system, incentive mechanism, and labor training and education system for human resource development and management based on strategic planning and goals to give full play to and mobilize the potential of employees and create a good environment for employees to give full play to their capabilities. 4.4.1.1 Work System
a) Organization and Management of Work
The organization shall design and manage work and positions, such as adopting a flat organizational structure to reduce communication levels and improve operational efficiency; adopting a matrix organizational structure, such as establishing cross-functional teams such as Six Sigma teams, scoring item substitution teams, and concurrent engineering teams to promote horizontal communication and reduce departmental barriers, thereby promoting cooperation within the organization, mobilizing the initiative and enthusiasm of employees, promoting organizational empowerment and innovation, and improving and developing the organizational culture.
The design and management of the organization's work system should be conducive to listening to and adopting the opinions and suggestions of employees and customers, and to achieving effective communication and skill sharing between different departments, positions and regions. b) Employee performance management system
The organization should establish an employee performance management system to promote the organization and employees to achieve higher performance and pay more attention to customers. The performance management system should include:
Evaluate employee performance and feedback the evaluation results to employees.1; Formulate employee performance incentive policies, such as salary, rewards, recognition, promotion and other material and non-material incentive policies. 4.4.1.2 Employee learning and development
The organization's education, training and career development should promote the realization of the organization's overall goals, help improve organizational performance, and cultivate employees' knowledge, skills and abilities.
a) Employee education and training
The organization formulates education and training plans based on the analysis of various needs and employees' existing capabilities. Requirements may include: - Requirements for human resource planning;
- The main requirements of the organization's performance measurement, performance improvement and technological changes: - The need to balance the organization's long-term and short-term goals; the need for employee training and career development.
The content of the education and training plan should include: education and training scoring items for various types of personnel, funding and facility guarantees. In order to enhance the awareness of pursuing excellence, improve skills and achieve customer satisfaction, the organization should encourage and support employees to achieve learning goals related to work and career development and skill improvement in various ways, and should implement education and training for different positions and posts, such as: classification by type of work and position; stratification by leadership, backbone and front-line employees. Learning methods may include commissioned training, self-study, short-term training, academic seminars, distance education, rotation, resignation from job
The organization should evaluate the effectiveness of education and training in combination with the performance of employees and the organization. b】Employees' Career Development
GB/Z19579—2004
Organizations should give full play to the potential and initiative of employees and help them achieve the learning and development goals related to their positions. Through employee performance evaluation, identify employee improvement and development opportunities, arrange necessary training, education or job changes, etc., to promote employee career development. Organizations should effectively manage the career development of all employees, including senior leaders. 4.4.1.3 Employees' Rights and Satisfaction Organizations should maintain a good working environment and an atmosphere of employee participation, safeguard the rights and interests of all employees, satisfy all employees, and mobilize the enthusiasm of all employees.
a) Working Environment
“The organization should continuously improve the occupational health and safety conditions in the working environment. Specify the measurement and scoring items and indicators of the working environment of each key location, such as dust, noise, harmful gases, etc. in the workplace. The organization should ensure that emergency preparations are made for possible emergencies and dangerous conditions in the workplace, such as fire, flood, typhoon, power outage, etc. To protect the interests of employees and customers, organizations should take emergency measures to ensure the continuity of management, such as equipping backup generators and fire-fighting equipment, selecting backup suppliers, etc. Organizations should also create an environment for employees to actively participate, and encourage employees to actively participate in various forms of mass quality management activities, such as QC group activities, rationalization suggestions, bS management, TPM (total productive maintenance) groups, etc. One by one, scientific management of mass quality management activities should be implemented, necessary resources should be provided, and the results of the activities should be evaluated and recognized to improve the degree of employee participation and enthusiasm. b) Support for employees and employee satisfaction The organization should determine the key factors that affect employee rights, satisfaction and enthusiasm, such as salary and benefits, labor protection, learning opportunities, job promotion opportunities, etc., as well as the impact of these factors on different employees, and provide targeted and personalized support to employees according to the needs of different employees.
The organization should regularly survey employee satisfaction, understand employee opinions and suggestions, analyze the reasons, and formulate improvement measures to improve employee satisfaction. When necessary,Targeted surveys can be conducted. The organization should also evaluate and improve employee rights, employee satisfaction and work enthusiasm through other indicators, such as employee turnover, absenteeism, complaints, safety and production efficiency.
4.4. 1. 4 Employee Capacity
The organization should ensure the capacity of the personnel required for its strategic planning and development direction, and compare and analyze the current and future capacity requirements of the organization with the existing capacity of the employees to understand the employees required by the organization to achieve the strategic planning and development direction, and identify the characteristics and skills of the required employees, improve the skills of the employees, and recruit and retain new employees. 4.4.2 Financial Resources
The organization should determine the capital demand according to the strategic planning and development direction, ensure the supply of funds, and improve the capital turnover rate. The organization should formulate a strict and scientific financial management system, implement financial budget and management, compare the actual use of funds with the plan, take necessary measures in a timely manner, and make adjustments when appropriate. www.bzxz.net
4.4.3 Infrastructure
The organization shall determine and provide the necessary infrastructure according to the needs and expectations of the organization itself and relevant parties, including: providing infrastructure according to the requirements of the organization's process management; 23
b) formulating and implementing the maintenance and preventive maintenance of the infrastructure; c) formulating and implementing the renewal plan to continuously improve the technical level of the infrastructure; d) predicting and dealing with environmental and occupational health and safety issues caused by the infrastructure. 4.4.4 Information
The organization shall identify and develop information sources, such as information sources from the market, customers, employees, suppliers and partners. GB/Z 19579--2004
The organization shall be equipped with facilities for acquiring, transmitting, analyzing and publishing data and information, and building and operating information management systems, including software and hardware systems, such as office automation systems (a) enterprise resource planning systems (ERP), customer relationship management systems (CRM), product data management systems (PDM), etc.
4.4.5 Technology
The organization shall evaluate its products and technologies, conduct comparative analysis with the advanced level of peers, provide sufficient basis for formulating strategies, and provide technical guarantee for enhancing customer satisfaction: The organization shall take international advanced technology as the standard, actively develop, introduce and adopt applicable advanced technology and advanced standards, and improve the organization's ability to improve and innovate technology. It shall also formulate standards and plans for technology development and transformation, conduct technical and economic demonstration and feasibility analysis, and implement measures taken to enhance the advancement and practicality of technology. 4.4.6 Relationship with stakeholders
The organization shall establish relationships with stakeholders that are consistent with strategic planning and development, and pay special attention to establishing good strategic partnerships with suppliers and partners, promote and facilitate two-way exchanges, and jointly improve the effectiveness and efficiency of processes to achieve a win-win situation. For most organizations, supply chain management is becoming increasingly important to achieve the goals of productivity, profit and overall business success. As organizations reassess their core capabilities, they pay increasing attention to the strategy of suppliers and partners. Supply chain management aims to improve the performance of the organization by helping suppliers and partners improve their performance. Supply chain management may include supplier selection processes to reduce the total number of supplies and inventory and increase long-term partners.
4.5 Process Management
Process management covers the main processes of all departments, and its main purpose is to ensure the implementation of organizational strategic planning. Process management should have the agility to adapt to changes in internal and external environments and factors, that is, it can respond quickly when organizational strategy and market changes. For example, when one product switches to another, process management should ensure rapid response to such changes. The organization should implement process management based on PLC:A, starting from identifying the process, determining the requirements for the process, designing the process according to the process requirements, implementing the process effectively and efficiently, and continuously improving and innovating the process and sharing the results. The organization's processes are divided into value creation processes and support processes. 4.5.1 Value Creation Processes
Value creation processes refer to the processes that create benefits for the organization's customers and the organization's operations. These processes are the most important processes in the organization's operations. Most employees are involved in these processes, and through these processes, the organization's products and services are produced, and actual operating results are brought to the organization's shareholders and other key stakeholders.
The organization should identify and manage the main processes that create value for customers, achieve business success, business growth and realize organizational value-added. 4.5.1.1 Identification of value creation processes
The organization should identify and identify the value creation processes of the main products, services and operations, and analyze the contribution of these processes to profitability and organizational success.
The main value creation processes are the processes that create the most value for the organization's products and services and bring the most value to the organization's operations. They are very important for the organization's business success and sustainable competitive advantage. For different organizations, the main value creation processes are different. First, we should quantitatively or qualitatively analyze the value-added capabilities and contributions of the processes to the success of the organization, and then identify those processes that create the most value and list them as the main value creation processes.
4.5.1.2 Determination of requirements for value creation process The organization shall determine the requirements for value creation process, ensure that these requirements are clear and measurable, and identify key and special requirements in all requirements when necessary.
The requirements for value creation process come from customers and other stakeholders, including internal customers. These requirements should be identified, and when there are many requirements, the main requirements should be identified.
Requirements for value creation process include quality, productivity, cost, lead time, punctuality, adaptability, etc. These requirements should be clear and specific as much as possible, and should pay attention to the different requirements of different customer groups or other interested parties for the process. 4.5.1.3 Design of value creation process
GB/7.19579--2004
The design of the value creation process of the organization shall meet its main requirements. The process design shall take into account the identified process requirements, especially the relevant and special process requirements. Effective process design must consider the requirements of relevant forces in the value chain, including the requirements of change. In the design of value creation processes, new technologies and relevant information obtained by the organization should be effectively utilized, such as information technology used to share and communicate information with customers, suppliers and partners. It is appropriate to integrate cycle time, productivity, cost control and other factors of effectiveness and efficiency. Other factors that may also need to be considered include: safety, long-term performance, environmental impact, "green" manufacturing, measurement capability, process capability, manufacturing capability, maintenance capability, adaptability to customer expectations, supply capability, etc. When the process trial operation does not meet the requirements and/or the process requirements change, the process should be evaluated and improved, and the process should be redesigned when necessary.
4.5.1.4 Implementation of value creation process
The organization should implement the value creation process effectively and efficiently to ensure that the design requirements are met. The organization should determine the key performance measurement methods and indicators of the value creation process. In managing these processes, process measurement indicators and information from stakeholders are applied to minimize the overall cost of the value creation process and ensure that the daily operation of these processes meets the requirements of the value creation process.
In order to implement the value creation process effectively and efficiently and meet the requirements of process design, the organization should: Establish key performance measurement methods and indicators based on the main process requirements to monitor, control and improve the main value creation process. These indicators should be measurable and can be measured in the process or through feedback from customers and other stakeholders:
b) Measure process factors (people, machines, materials, methods, environment, measurement) and results, and use appropriate statistical techniques to control and manage the value creation process. Such as statistical process control, measurement system analysis, etc.! c) Appropriately use data and information from customers, suppliers and partners to adjust the process in a timely manner. For example: analyze and adjust the process based on customer complaints or return data and information: d) Collect and analyze process quality losses to optimize and control the overall cost of the process. 4.5.1.5 Improvement of value creation process
The organization should evaluate the effectiveness and efficiency of the implementation of the value creation process, continuously improve the value creation process, reduce process fluctuations, keep the process consistent with strategic planning and development direction, and share the results of these improvements in various departments and processes. In order to achieve better process performance and reduce volatility, organizations can use GB/T19000 and process improvement methods. The process collection method can be found in 4.6.3.2 "Application of the improvement process method". The results of process improvement should be listed as the organization's knowledge assets and shared among departments and processes. When appropriate, they can be shared with customers, suppliers and partners, as well as within or across industries to promote social development. The process performance improvement results are divided into two parts: the summary of the customer's product and service performance improvement results can be found in 4.7.1.2 "Product and Service Results", and the description of the organization's process effectiveness improvement results can be found in 4.7.4 "Process Effectiveness Results". 4.5.2 Support Processes
Support processes refer to processes that support the daily operation, production, and service delivery of an organization. They may include finance and statistics, equipment management, legal services, human resources services, public relations, and administrative services. Although these processes cannot directly add value or create value for customers, they play a role in guaranteeing and supporting the implementation of the value creation process. The organization needs to identify all support processes and determine key support processes when necessary. The organization should identify and manage processes that provide support for the value creation process. 4.5.2.1 Identification and Requirements of Support Processes
The organization should identify and determine the main processes that support the value creation process, determine the requirements of key support processes, and fully consider the needs of stakeholders.
Key support processes refer to those processes that play the most important supporting role in the value creation process, employees, and daily operations. Although they cannot directly create value, they play an important role in guaranteeing and supporting the implementation of the value creation process. They may include: human resources services, finance and accounting management, infrastructure management, environmental management, occupational health and safety management, legal and regulatory services, public relations, and administrative service processes.
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