叶片分厂平衡计分卡实施研究
发布时间：2018-11-07 19:38
【摘要】：平衡计分卡是一种战略管理工具,将企业发展战略与公司整体行动紧密联系起来,综合考虑企业各种指标与企业发展战略的承接关系,在员工工作行动与企业发展战略之间搭起了桥梁,让员工的努力与企业战略方向同向,可让企业的战略得到真正的落地和执行,并让企业能够得到可持续的发展。国内外不乏众多知名企业均在实施平衡计分卡后,企业获得了长足的发展。长期以来,电力行业在能源市场中的国有资本的垄断性及大型发电设备制造业的高准入门槛,导致DTC缺乏“远虑”,更多的关注“近忧”,忽视了对自身长远战略的规划。YP分厂作为DTC的一个制造分厂也是如此。分厂各项工作的开展缺少目的性及量化的目标。随着发改委降本增效、企业瘦身的号召,市场竞争日益激烈,DTC急切的需要找准在市场中的定位,并制定自身的长远发展战略。同时如何保证公司的运营遵循企业整体发展战略,确保企业各部门、员工的发展方向同企业的发展方向保持一致,是DTC目前发展改革的重点。本研究以YP分厂实施平衡计分卡作为基础,通过平衡计分卡来分析YP分厂考量维度、绩效管理等问题,运用平衡计分卡的原理、战略落地的方法对YP分厂进行战略承接、战略分解、工作流程、体系设计、数据收集、指标设定、业务计划等实施过程的分析。针对在YP分厂平衡计分卡实施过程中遇到的工作流程分析问题、体系设计问题、指标落地难等问题,通过平衡计分卡、精益分析工具找出相应的措施予以解决,使YP分厂通过平衡计分卡来真正实现战略承接、战略分解的落地,使YP分厂通过平衡计分卡的梳理不断优化流程,找到持续改善的措施,让YP分厂各个层级的KPI指标、业务计划执行随着DTC的变化更有针对性,更能适应环境与时代的发展要求。论文回顾并总结了平衡计分卡的理论基础,通过典型案例的分析和探索,着研究平衡计分卡在企业战略的承接和落地及持续改进中的作用。同时充分发掘平衡计分卡理论在东汽YP分厂案例实施中存在的问题,并试图寻求实际问题的具体解决措施并将其理论化。
[Abstract]:The balanced Scorecard is a kind of strategic management tool, which closely links the enterprise development strategy with the company's overall action, and synthetically considers the undertaking relationship between the enterprise's various indicators and the enterprise's development strategy. It builds a bridge between the employee's work action and the enterprise's development strategy, so that the employee's efforts and the enterprise's strategic direction are the same, which can make the enterprise's strategy truly landing and executing, and enable the enterprise to obtain the sustainable development. There are many famous enterprises at home and abroad, after the implementation of balanced scorecard, enterprises have achieved considerable development. For a long time, the monopoly of state-owned capital in the energy market in the power industry and the high entry threshold for the manufacturing of large power generation equipment have led to a lack of "long-term concern" and more attention to "near-term concerns" in DTC. The long-term strategy is ignored. So is the YP plant as a manufacturing branch of DTC. The work of each branch plant lacks the aim and the quantification target. With the call of the NDRC to reduce the cost and increase the efficiency of the enterprise, the market competition is becoming increasingly fierce. DTC urgently needs to find its position in the market and formulate its own long-term development strategy. At the same time, how to ensure that the operation of the company follows the overall development strategy of the enterprise, to ensure that the development direction of the various departments and employees of the enterprise is consistent with the development direction of the enterprise, is the focus of the current development and reform of DTC. Based on the implementation of balanced Scorecard in YP branch plant, this study analyzes the dimensions and performance management of YP branch plant through balanced Scorecard, and carries on strategic undertaking to YP branch plant by using the principle of balanced Scorecard and the method of strategic landing. Strategic decomposition, workflow, system design, data collection, index setting, business plan implementation process analysis. In view of the problems encountered in the implementation of balanced Scorecard in YP branch plants, such as workflow analysis, system design, difficulty in landing indicators, and so on, the corresponding measures are found out through the balanced Scorecard and lean analysis tools. To enable YP branch plants to truly achieve strategic acceptance and strategic decomposition through balanced scorecard, to enable YP branch plants to continuously optimize the process through the sorting of balanced scorecards, to find measures for continuous improvement, and to allow KPI indicators at all levels of the YP branch plants, With the change of DTC, the implementation of business plan is more targeted and more suitable for the development of environment and times. This paper reviews and summarizes the theoretical basis of the balanced scorecard, and through the analysis and exploration of typical cases, studies the role of the balanced scorecard in the undertaking, landing and continuous improvement of the enterprise strategy. At the same time, the problems existing in the implementation of balanced scorecard theory in the case of Dongqi YP branch plant are fully explored, and the concrete measures to solve the practical problems are sought and theorized.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F426.61
，
本文编号：2317375
[Abstract]:The balanced Scorecard is a kind of strategic management tool, which closely links the enterprise development strategy with the company's overall action, and synthetically considers the undertaking relationship between the enterprise's various indicators and the enterprise's development strategy. It builds a bridge between the employee's work action and the enterprise's development strategy, so that the employee's efforts and the enterprise's strategic direction are the same, which can make the enterprise's strategy truly landing and executing, and enable the enterprise to obtain the sustainable development. There are many famous enterprises at home and abroad, after the implementation of balanced scorecard, enterprises have achieved considerable development. For a long time, the monopoly of state-owned capital in the energy market in the power industry and the high entry threshold for the manufacturing of large power generation equipment have led to a lack of "long-term concern" and more attention to "near-term concerns" in DTC. The long-term strategy is ignored. So is the YP plant as a manufacturing branch of DTC. The work of each branch plant lacks the aim and the quantification target. With the call of the NDRC to reduce the cost and increase the efficiency of the enterprise, the market competition is becoming increasingly fierce. DTC urgently needs to find its position in the market and formulate its own long-term development strategy. At the same time, how to ensure that the operation of the company follows the overall development strategy of the enterprise, to ensure that the development direction of the various departments and employees of the enterprise is consistent with the development direction of the enterprise, is the focus of the current development and reform of DTC. Based on the implementation of balanced Scorecard in YP branch plant, this study analyzes the dimensions and performance management of YP branch plant through balanced Scorecard, and carries on strategic undertaking to YP branch plant by using the principle of balanced Scorecard and the method of strategic landing. Strategic decomposition, workflow, system design, data collection, index setting, business plan implementation process analysis. In view of the problems encountered in the implementation of balanced Scorecard in YP branch plants, such as workflow analysis, system design, difficulty in landing indicators, and so on, the corresponding measures are found out through the balanced Scorecard and lean analysis tools. To enable YP branch plants to truly achieve strategic acceptance and strategic decomposition through balanced scorecard, to enable YP branch plants to continuously optimize the process through the sorting of balanced scorecards, to find measures for continuous improvement, and to allow KPI indicators at all levels of the YP branch plants, With the change of DTC, the implementation of business plan is more targeted and more suitable for the development of environment and times. This paper reviews and summarizes the theoretical basis of the balanced scorecard, and through the analysis and exploration of typical cases, studies the role of the balanced scorecard in the undertaking, landing and continuous improvement of the enterprise strategy. At the same time, the problems existing in the implementation of balanced scorecard theory in the case of Dongqi YP branch plant are fully explored, and the concrete measures to solve the practical problems are sought and theorized.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F426.61
，
本文编号：2317375
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