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    美國卓越績(jì)效評價(jià)準則（中英文對照版）-4測量、分析和知識管理

    字體大?。?a href="javascript:setFontSize(16)" title="大號字體">大 | 中 | 小 2008-12-23 10:20 閱讀(4233) 評論(0) 分類(lèi)：卓越績(jì)效專(zhuān)題
    4 Measurement,Analysis,and Knowledge Management (90 pts.)
    4 測量、分析和知識管理（90分）
    The Measurement, ANALYSIS , and Knowledge Management Category examines HOW your organization selects, gathers, analyzes, manages, and improves its data, information, and KNOWLEDGE ASSETS and HOW it manages its information technology. The Category also examines HOW your organization reviews and uses reviews to improve its PERFORMANCE.
    測量、分析與知識管理類(lèi)目檢查組織如何選擇、收集、分析、管理和改進(jìn)組織的數據、信息和知識資產(chǎn)以及組織如何管理信息技術(shù)，也檢查組織如何來(lái)評審其績(jì)效，并利用評審結果改進(jìn)組織績(jì)效。   4.1Measurement,Analysis,and Improvement of Organizational Performance:How do you measure,analyze,and then improve organizational performance? (45 pts.)                Process
     4.1 組織績(jì)效的測量、分析和改進(jìn)：組織如何測量、分析并改進(jìn)組織績(jì)效？（45分）     過(guò)程                                               
    Describe HOW your organization measures, analyzes, aligns, reviews, and improves its PERFORMANCE through the use of data and information at all levels and in all parts of your organization. Describe HOW you SYSTEMATICALLY use the results of reviews to evaluate and improve PROCESSES.
    說(shuō)明組織在其所有層次和所有部門(mén)，通過(guò)數據和信息的使用，如何測量、分析、校準、評審和改進(jìn)其績(jì)效數據和信息。說(shuō)明組織如何系統地運用評審結果來(lái)評價(jià)和改進(jìn)過(guò)程。
    Within your response, include answers to the following questions:
    在報告中，要答復以下問(wèn)題：
    a. PERFORMANCE Measurement
    a. 績(jì)效測量
    (1) HOW do you select, collect, align, and integrate data and information for tracking daily operations and for tracking overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? What are your KEY organizational PERFORMANCEMEASURES, including KEY short-term and longerterm financial MEASURES? HOW do you use these data and information to support organizational decision making and INNOVATION?
    (1)組織如何選擇、收集、校準和整合數據和信息以監測日常運營(yíng)及組織的整體績(jì)效，包括戰略目標和行動(dòng)計劃相關(guān)的進(jìn)展？關(guān)鍵的組織績(jì)效測量指標是什么（包括關(guān)鍵的短期和長(cháng)期財務(wù)測量指標）？如何利用這些數據和信息來(lái)支持組織的決策及創(chuàng )新？
    (2) HOW do you select and ensure the EFFECTIVE use of KEY comparative data and information to support operational and strategic decision making and INNOVATION?
    (2)組織如何選擇和確保有效地利用關(guān)鍵的對比數據和信息，以支持組織的運營(yíng)和戰略決策及創(chuàng )新？
    (3) HOW do you keep your PERFORMANCE measurement system current with business needs and directions?HOW do you ensure that your PERFORMANCE measurement system is sensitive to rapid or unexpected organizational or external changes?
    (3)組織如何確保其績(jì)效測量系統與業(yè)務(wù)需要和發(fā)展方向保持同步？如何確?？?jì)效測量系統對迅速的或意外的組織內外部變化保持敏感性？
    b. PERFORMANCE ANALYSIS, Review,and Improvement
    b. 績(jì)效分析、評審和改進(jìn)
    (1) HOW do you review organizational PERFORMANCE and capabilities? What ANALYSES do you perform to support these reviews and to ensure that conclusions are valid? HOW do you use these reviews to assess organizational success, competitive PERFORMANCE, and progressrelative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you use these reviews to assess your organizationsability to respond rapidly to changing organizational needs and challenges in your operating environment?
     (1)組織如何評審其績(jì)效和能力？進(jìn)行了什么分析以支持這些評審并確保其結論是有效的？如何運用這種評審來(lái)評價(jià)組織的成就、競爭績(jì)效以及與戰略目標和行動(dòng)計劃相關(guān)的進(jìn)展？如何運用這種評審來(lái)評價(jià)組織對變化著(zhù)的組織需要和運營(yíng)環(huán)境挑戰的快速響應能力？
    (2) HOW do you translate organizational PERFORMANCE review findings into priorities for continuous and breakthrough improvement and into opportunities for INNOVATION? HOW are these priorities and opportunities DEPLOYED to work group and functional-level operations throughout your organization to enable EFFECTIVE support for their decision making? When appropriate, HOW are the priorities and opportunities DEPLOYED to your suppliers, PARTNERS, and COLLABORATORS to ensure organizational ALIGNMENT?
    (2)如何將組織的績(jì)效評審結果轉化為持續性改進(jìn)和突破性改進(jìn)的優(yōu)先次序安排和創(chuàng )新機會(huì )？如何將這些優(yōu)先次序和機會(huì )展開(kāi)到整個(gè)組織的工作單位和職能層次，以便為制定決策提供有效支持？如何將這些優(yōu)先次序和創(chuàng )新機會(huì )在供應商、合作伙伴和協(xié)作者中加以展開(kāi)，以確保協(xié)調一致？（適用時(shí)回答）
    (3) HOW do you incorporate the results of organizational PERFORMANCE reviews into the SYSTEMATIC evaluation and improvement of KEY PROCESSES?
    (3)如何把組織績(jì)效的評審結果用于關(guān)鍵過(guò)程的系統評價(jià)和改進(jìn)？
    Notes:
    注解：
    N1. Performance measurement (4.1a) is used in factbased decision making for setting and aligning organizational directions and resource use at the work unit,key process, departmental, and whole organization levels.
    N1. 績(jì)效測量(4.1a)被用于以事實(shí)為基礎的決策，其目的是在工作單位、關(guān)鍵過(guò)程、部門(mén)及整個(gè)組織層次上，確定和校準組織的方向及資源的使用。
    N2. Comparative data and information (4.1a[2]) are obtained by benchmarking and by seeking competitive comparisons. Benchmarking– refers to identifying processes and results that represent best practices and performance for similar activities, inside or outside your organizations industry. Competitive comparisons relatyour organizations performance to that of competitor and other organizations providing similar products and services.
    N2. 比較性數據和信息[4.1a(2)]是通過(guò)標桿分析和競爭性比較而獲得的。“標桿分析”指的是，在組織所在行業(yè)的內部或外部，辨識代表同類(lèi)活動(dòng)的*佳慣行和績(jì)效的過(guò)程和結果。競爭性比較即將組織的績(jì)效與組織的競爭者及其它提供同類(lèi)產(chǎn)品和服務(wù)的組織進(jìn)行比較。
    N3. Organizational performance reviews (4.1b[1]) should be informed by organizational performance measurement,performance measures reported throughout your Criteria Item responses, and performance measures reviewed by senior leaders (1.1b[2]), and they should be guided by the strategic objectives and action plans described in Items 2.1 and 2.2. The reviews also might be informed by internal or external Baldrige assessments.
    N3. 組織績(jì)效評審[4.1b(1)]應從組織的績(jì)效測量、準則條款報告中的績(jì)效測量以及高層領(lǐng)導評審的績(jì)效測量（1.1b[2]）的項目和指標中獲得相關(guān)信息，并在條目2.1和2.2所述的戰略目標和行動(dòng)計劃的指導下進(jìn)行。也可以從組織內部、外部的卓越績(jì)效評審中獲得信息。
    N4. Analysis (4.1b[1]) includes examining trends; organizational, industry, and technology projections; and comparisons, cause-effect relationships, and correlations.Analysis should support your performance reviews,help determine root causes, and help set priorities for resource use. Accordingly, analysis draws on all types of data: customer-related,financial and market, operational, and competitive.
    N4. 分析(4.1b[1])包括趨勢評價(jià)，組織、行業(yè)和技術(shù)的預測，比較分析和因果分析和相關(guān)分析。分析應當支持組織的績(jì)效評審，幫助確定根本原因，幫助確定資源使用的優(yōu)先次序。相應地，這些分析利用各種類(lèi)型的數據：有關(guān)顧客的數據、財務(wù)和市場(chǎng)的數據、運營(yíng)數據和競爭性數據等。
    N5. The results of organizational performance analysis and review should contribute to your organizational strategic planning in Category 2.
    N5. 組織績(jì)效分析和評審的結果應該有助于類(lèi)目2的組織戰略策劃。
    N6. Your organizational performance results should be reported in Items 7.1C7.6
    N6. 組織的績(jì)效結果應在條目7.1～7.6中報告。
    4.2Management of Information,Information Technology,and Knowledge:
    How do you manage your information,information technology,and organizational knowledge? (45 pts.)                                                   Process
    4.2 信息、信息技術(shù)和知識的管理：
    如何管理組織的信息、信息技術(shù)和組織知識？（45分）                過(guò)程
    Describe HOW your organization ensures the quality and availability of needed data, information, software,and hardware for your WORKFORCE, suppliers,PARTNERS,COLLABORATORS, and CUSTOMERS. Describe HOW your organization builds and manages its KNOWLEDGE ASSETS.
    說(shuō)明組織如何確保員工、供應商、合作伙伴、協(xié)作者及顧客所需的數據、信息和軟硬件的質(zhì)量與可用性。說(shuō)明組織如何建立和管理其知識資產(chǎn)。
    Within your response, include answers to the following questions:
    在報告中，要答復以下問(wèn)題：
    a.Management of Information Resources
    a. 信息資源管理
    (1) HOW do you make needed data and information available? HOW do you make them accessible to your WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and CUSTOMERS, as appropriate?
     (1)組織如何使所需的數據和信息可獲得？如何使員工、供應商、合作伙伴、協(xié)作者及顧客可獲得（適用時(shí)回答）？
    (2) HOW do you ensure that hardware and software are reliable, secure, and user-friendly?
    (2)如
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