Click to edit Master text styles,second level,third level,1,Click to edit Master text styles,second level,third level,7,月份,经营例会汇报资料,（三工场）,201,3,.,8.7,主要汇报项目,一、工场,KPI,达成情况,二、工场二级,KPI,达成情况,三、,7,月主要工作完成情况,1,、,Q,品质,2,、,C,成本,3,、,T,交期,4,、,6S,5,、,M,士气,四、改善报告,五、,8,月份主要工作计划,六、协调事项,郑州信昌,序号,关键绩效指标,计量单位,权重,目标值,考核确认部门,2012,年,2013/1,2,月份,3,月份,4,月份,5,月份,6,月份,7,月份,1,交付顾客不良率,郑州日产,PPM/,月,20%,30,品质保证部,6.3,0,0,0,0,0,0,0,2,交付顾客不良率,保定长城,PPM/,月,27,12.8,11.5,0,0,5,70,26.7,0,3,东风日产供货合格率,%,95,98%,98.1%,97.5%,98.3%,98.4%,98.8%,98.5%,98.2%,4,全员劳动生产率,.,（累计值）,万元,30%,45,人力资源部,44.7,4.1,6.16,12,17.3,21.4,25.9,30,5,万元产值辅料消耗,元,/,万元产值,560,财务部,531.2,460,478.7,420.6,508,559.7,479.5,522.8,0.9,品质保证部,0.9,0.9,0.9,0.9,0.76,0.64,0.76,0.82,6,万元产值返修工时,个,/,万元产值,7,年度预算费用执行率,%,100%,经营计划部,83%,5.6%,14.6%,19%,23.6%,29%,36.78%,50%,8,综合报废率,P32 3.5,品质保证部,0.44,0.02,0.09,0.38,0.05,0.07,0.11,0.03,9,PPM/,月,C,系,230,PPM,259.1,78.51,111.90,77.61,224.6,220,211,37.6,一、,KPI,达成情况,郑州信昌,累计完成年度计划的,67%,。,序号,关键绩效指标,计量单位,权重,目标值,考核确认部门,2012,年,2013/1,2,月份,3,月份,4,月份,5,月份,6,月份,7,月份,10,生产产值,（累计值）,万元,/,年,25%,15900,经营计划部,14800,988,737,1900,1445,1400.8,1399,1299,11,原材料利用率,%,57.5%,57.5%,-,-,-,59.1%,57.5%,59.0%,52.8%,12,废料销售误差率,%,5%,-,8%,5.9%,1.18%,1.91%,2.58,%,13,设备稼动率,%,20%,85%,生产保障部,-,-,-,-,-,86%,86.5%,86%,14,轻伤,起,/,年,2,0,0,0,0,0,0,0,0,15,死亡、重伤事故,起,/,年,0,0,0,0,0,0,0,0,0,16,火灾隐患,起,/,年,0,0,0,0,0,0,0,0,0,17,隐患整改率,%,100%,100%,100%,100%,100%,100%,100%,100%,100%,18,员工满意度,%,5%,70%,人力资源部,0,0,0,-,-,-,-,-,19,内部满意度,%,70%,0,0,0,-,-,-,-,-,20,党政廉洁问题,起,/,年,5%,0,党群工作部,0,0,0,0,0,0,0,0,一、,KPI,达成情况,郑州信昌,2013,年,7,月份工场级,KPI,指标共,20,个，实际达成,18,项，,2,项数据未出，,18,项指标全部达成。,因,6,月底遗留的,50,吨废料未销售，在,7,月份销售，计算时将,6,、,7,月份合计误差率为,2.58%,长城件利用率为,37.5%,，日产件利用率为,69.7%,，,7,月份日产件消减库存，产量降低，长城产量实际占总产量的,68%,，而达成目标时长城件占总产量的,53%,二、工场二级,KPI,达成情况,郑州信昌,6,月份工场二级,KPI,指标,28,个，实际达标,28,项，完成情况详见附表：,NO.,类别,管理項目,达成评价方式,区分,责任人,2013,年日期,週別,现状,1,月,2,月,3,月,4,月,5,月,6,月,7,月,8,月,9,月,10,月,11,月,12,月,管控,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,期限,1,Q,到货合格率,1-,（到货抽查不良数,/,到货总数）,*,100,HD,工厂,李 军,目標,95%,90%,90%,90%,90%,90%,90%,90%,90%,90%,90%,90%,90%,实绩,97%,-,-,-,-,-,-,-,2,ZZ,工厂,目标,95%,95%,95%,95%,95%,95%,95%,95%,95%,95%,95%,95%,95%,实际,97%,98.1%,97.5%,98.3%,97.2%,98.8%,98.7%,98.2%,3,综合不良率,（全部返修数,+,报废数）,/,生产总数,冲压工程,祁 攀,目標,40%,40%,38%,36%,34%,32%,30%,28%,26%,24%,22%,20%,18%,实际,38%,38.3%,27.0%,31.4%,29.6%,29.9%,29.1%,34.9%,外板不良率,外板不良数,/,生产外板总数量,冲压工程,祁 攀,目標,52%,51%,50%,49%,46%,43%,40%,38%,37%,36%,35%,33%,30%,4,实际,28%,29%,27%,35%,32%,30.8%,31.4%,49.4%,叉运不良件数,因叉运造成翻架、挂伤等造成的零件不良,物流,郝海培,目標,0,0,0,0,0,0,0,0,0,0,0,0,0,5,实际,1,0,5,4,0,0,0,0,包边不良率,不良件数,/,生产总数,焊接工程,刘伸伸,目標,30%,20%,20%,20%,20%,18%,16%,14%,12%,10%,10%,10%,10%,6,实际,20%,11.8%,14%,17.7%,16.5%,15.2%,12%,22%,钣金后不良流出率,抽查不良件数,/,抽查总数,钣金班,周文立,目標,8%,6%,6%,8%,8%,7%,6.0%,5.0%,5.0%,5.0%,5.0%,5.0%,5.0%,7,实际,5%,3%,2.0%,4.4%,2.1%,3.7%,1.8%,2.1%,已做出详细对策计划详见,5-1,。,已做出详细对策计划详见,5-1,。,二、,KPI,达成情况,郑州信昌,NO.,类别,管理項目,达成评价方式,区分,责任人,2013,年日期,週別,现状,1,月,2,月,3,月,4,月,5,月,6,月,7,月,8,月,9,月,10,月,11,月,12,月,管控,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,期限,8,T,停线时间,因品质问题造成焊装等主线停线时间,HD,工厂,售 后,目標,0,0,0,0,0,0,0,0,0,0,0,0,0,实际,0,0,0,0,0,0,0,0,9,ZZ,工厂,售 后,目标,0,0,0,0,0,0,0,0,0,0,0,0,0,实际,0,0,0,0,0,0,0,0,10,工厂反馈问题结案率,结案数,/,问题点总数,部品科,李 军,目标,90%,90%,90%,90%,90%,90%,90%,90%,90%,90%,90%,90%,90%,实际,95%,90%,90%,95%,95%,95%,95%,95%,11,工厂反馈问题再发率,当月回复速报,/,速报总数,部品科,目标,10%,10%,10%,10%,10%,10%,10%,10%,10%,10%,10%,10%,10%,实际,5%,5%,5%,0,0,0,0,0,12,工厂反馈问题天数,结案天数,部品科,目标,4,4,4,4,4,4,4,4,4,4,4,4,4,实际,4,4,4,4,4,4,4,4,13,时间稼动率,（负荷时间,-,停止时间）,/,负荷时间,冲压工程,祁 攀,目標,81%,81%,81%,81%,81%,81%,81%,81%,81%,81%,81%,81%,81%,实际,81%,80%,76%,78%,76%,81%,81%,81%,14,冲压,SPH,提升,生产数量,/,生产时间,H,冲压工程,目標,150,150,150,150,150,150,150,150,155,155,155,155,155,实际,150,150,135,150,150,150,151,151,15,分拼焊接,P32E JPH,值提升,每小时生产件数,焊接工程,秦广兵,目標,12,12,12,12,12,12,12,12,12,12,12,12,12,实际,12,12,12,12,12,12,12,12,16,分拼焊接,P32L JPH,值提升,每小时生产件数,焊接工程,秦广兵,目標,26,26,26,26,26,26,26,26,26,26,26,26,26,实际,26,26,26,26,26,26,26,26,17,包合,SPH,值提升,每小时生产件数,1#,包合工程,刘伸伸,目標,80,80,80,80,80,80,80,80,80,80,80,80,80,实际,80,80,80,85,85,81,84,81,18,日生产计划达成率,实际生产数,/,计划生产数,冲压工程,祁攀,目標,96%,96%,96%,96%,96%,96%,96%,96%,96%,96%,96%,96%,96%,实际,97%,97%,97%,98%,98%,100%,100%,100%,二、,KPI,达成情况,郑州信昌,NO.,类别,管理項目,达成评价方式,区分,责任人,2013,年日期,週別,现状,1,月,2,月,3,月,4,月,5,月,6,月,7,月,8,月,9,月,10,月,11,月,12,月,管控,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,周别,19,T,日出货数量达成率,实际出货数量,/,计划出货数量,HD,工厂,郝海培,目標,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,实际,100%,-,-,-,-,-,-,-,20,ZZ,工厂,目標,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,实际,100%,100%,100%,100%,100%,100%,100%,100%,21,日出货种类达成率,实际出货达成种类数,/,计划出货种类数,HD,工厂,郝海培,目標,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,实际,97%,-,-,-,-,-,-,-,22,ZZ,工厂,目標,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,100%,实际,97%,100%,100%,100%,100%,100%,100%,100%,23,C,P32E,单件返修时间,(,分,/,台,),修整时间,/,修复数量,钣金班,周文立,目標,5.9,6,6,6,5.8,5.6,5.4,5.2,5,4.8,4.6,4.4,4.2,实际,4,5.3,4,4,4,3.9,3.22,3,24,P32L,单件返修时间,(,分,/,台,),修整时间,/,修复数量,目標,4.1,4,3.8,3.6,3.4,3.2,3,3,2.6,2.4,2.2,2,2,实际,3.2,3.8,3.7,3.5,3.2,3.0,3.4,2.9,25,模具故障強度率,(%),故障停