PD-M1-01-经营计划、质量目标及过程绩效指标管理程序教案资料

1.0 Purpose目的The purpose is to define management responsibilities of the company, make long-term business plan and establish corporate management and development framework so as to establish annual business objectives and formulate development strategy for corporate business..明确公司的管理职责，编制长期经营计划，建立企业管理及发展框架。

在此基础上制定年度经营目标，为企业经营制定发展战略。

2.0 Scope范围The procedure applies to planning and establishment of management structure of quality management system and the formulation and implementation of business plan. It specifies management responsibility planning and change control and is implemented in making business plan, evaluating business effects, understanding customer satisfaction and comparing internal and external performance data.本程序适用于公司质量管理体系的管理架构的策划及建立，经营计划的制定与实施。

规定管理职责策划及变更控制以及公司在制定经营计划、评价经营效果、了解客户满意程度、进行内外部成效数据比较等方面所实施的。

3.0 Definitions定义3.1 Quality objective: measurable indicators, which t op management defines to deploy the quality policy, and ispart of the business plan.质量目标：管理层用来对质量方针进行展开和实施的量化的具体指标，它是公司经营计划的一部分。

3.2 KPI: Key Performance Index, aim to monitor the product realization processes and the support processes toassure their effectiveness and efficiency.关键绩效指标：对质量管理体系的产品实现过程及其支持过程的有效性和效率进行监测的关键性指标。

4.0 Procedure and Flow chart4.1 Responsibility and authority职责与权限4.1.1 General manager总经理a) Focus on customer; ensure that the confirmation and satisfaction of customer requirements and theestablishment, implementation and maintenance of needed processes of quality managementsystem.以顾客为关注焦点，确保顾客的要求得到确定和满足；确保质量管理体系所需过程得到建立、实施和保持；b) Organize the formulation and approval of issuance of quality policy and objectives; approve theissuance of quality management manual of the company主持制定批准发布质量方针和质量目标；批准发布公司的质量管理手册。

c) Compile business plan and preside over management review.负责编制公司经营计划，主持管理评审。

4.1.2 Management representative管理者代表a) Plan quality management system, lead and organize the compilation of quality management systemdocuments对质量管理体系进行策划，领导组织编制质量管理体系文件；b) Specify the responsibility, authority and interrelation of personnel relating to quality, establishcommunication, assign personnel to engage in quality activities, determine organizations of thecompany and provide resources对从事与质量有关的人员规定其职责、权限和相互关系，建立沟通过程；配备从事质量活动有关人员，确定公司组织机构和提供资源；c) Establish proper internal communication and ensure the effective communication of system建立内部适当的沟通过程，确保体系有效性进行沟通；d) Create and maintain the awareness of the importance of meeting customer requirements andobserving laws and regulations. 营造并保持满足顾客和法律法规要求重要性的意识；e) Ensure to improve the awareness of meeting customer requirements and environment protection ofall personnel确保提高全公司员工满足顾客要求的意识环境保护意识；f) Organize internal quality system audit and establish external contacts of affairs relating to qualitymanagement system.组织内部质量体系审核；与质量管理体系有关事宜的外部联系。

4.1.3 Each department各部门a) Perform all duties and responsibilities according to the stipulation of responsibility and authority andcontinually maintain and improve quality management system.根据职责与权限的规定完成本职工作，并不断努力维持、改进质量管理体系；b) Prepare management review data, participate in meetings, propose suggestions or resolutions andimplement the decision of meeting within the work scope of each department.准备管理评审资料参与会议，并提出建议或解决办法，在各部门的工作范围内执行会议的决定。

4.2公司经营计划管理Business plan management4.2.1 The company shall consider long-term business plan (3 to 5 years), annual business plan and annualobjective of department when making business plan and effectively combine the three to ensure the effective implementation of corporate strategy. Business plan shall depend on domestic and overseas rivals and product standard in automobile industry and determine present and future customerexpectations..公司制定经营计划应考虑长期经营计划（3－5年）、年度经营计划和部门年度目标，并将三者有效结合，确保企业战略能有效执行。

经营计划应对汽车行业内外竞争对手及产品基准确定为基础，并确定当前和未来顾客的期望。

4.2.2 Unfold of long-term business development长期经营计划展开4.2.2.1.General Manager convenes each department manager at the end of every year to discussobjective completion of last year and analyze business of current stage (can include: internaladvantages, internal disadvantages, external opportunities and external threats).总经理于每年底召集各部门经理讨论上年度目标计划的完成情况，并进行现阶段的经营分析（可包括：内部优势、内部劣势、外部机会、外部威胁）。

4.2.2.2.General Manager convenes related personnel (cross functional team can be composed whennecessary) to revise long-term business plan according to business analysis and the headquartersrequest.总经理召集相关人员（必要时可以成立横向协调小组），依据经营分析以及总公司的要求，修订长期经营计划。