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1、企業(yè)創(chuàng)新管理之道Topic:ManagingInnovation審時度勢ScanningtheEnvironment典範(fàn)借鑑Benchmarking創(chuàng)新管理InnovationManagement審時度勢ScanningtheEnvironmenta.競爭對手Competitorsb.將來Futuresc.策略Strategy典範(fàn)借鑑Benchmarkinga.定義Definitionb.典範(fàn)借鑑與品質(zhì)管理BenchmarkingvsTQMc.典範(fàn)借鑑與再造BenchmarkingvsReegineeringd.典範(fàn)借鑑與量度表現(xiàn)BenchmarkingvsPerformanceMeasur
2、emente.蘭克斯樂個案TheXeroxCasef.地下鐵個案TheMTRCaseg.對中小企的含義ImplicationtoSMEMassTransitRailwayCorporation(MTRC)HKTodevelopasystemthatfacilitatescontinuousimprovementthroughregularuse. ?Toidentifyareasofexcellenceandmakeimprovementstoreachthelevelofbestpractice. ?Tobuildasystemthatcanbeusedtoinpublictodemons
3、tratethevalueofitsservicestopassengers.Thekeyprocessesare:?Identifythecriticalsuccessareasofthebusiness. ?Definekeyperformanceindicatorsofeachcriticalsuccessarea. ?Submitdatatotheadministrator. ?Consolidatebenchmarkingresults.Identifythegapsofeachperformanceindicatorwiththebestperformer. ?Conductpr
4、ocessbenchmarkingforhigh-priorityimprovementareas.Categories?KeyPerformanceInicatorsFinancialPerformance1)Totalcost/passenger 2)Operationscost/passenger 3)Mainenancecost/revenuecaroperationkm 4)Farerevenue/passenger 5)totalcommercialrevenue/operationscost 6)Operationscost/revenuecareoperatingkm 7)T
5、otalcost/revenuecaroperatingkmEfficiency8)Passengerjourney/totalstaff+contractorhours 9)Revenuecapacitykm/totalstaff+contractorhours 10)Revenuecarkm/totalstaffhoursAssetUtilization11)Passengerkm/capacitykm 12)Capacitykm/trackkmReliability13)Revenuecaroperatinghoursbetweenincidents 14)Caroperatingho
6、urs/totalhoursdelay 15)Trainsontime/totaltrains 16)Revenueoperatingcarkm/total?incidentsServiceQuality17)Totalpassengerhoursdelay/1000passengerjourneys18)Passengerjourneysontime/totalpassengerjourneys創(chuàng)新管理InnovationManagementa.意念發(fā)展IdeaDevelopmentn吸納提議之計劃SuggestionSchemesn持續(xù)性改善ContinuousImprovementn用
7、家Usersn開放度Opennessb.管理Managingn自由與推動之氣氛FreedomandIncentivesn案頭貼紙之個案Post-itpadsCase
