Operation Planning Weekly Report 20130310

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S&OP-销售与运作计划

周期性变化
B
季节性变化
A
直线式变化
D
随机性变化
Sales and operations planning
准确预测对数据的要求
（1）历史数据使用相同术语：产品型号；需求数据；时间单位；（2）记录与数据相关的情况:需求受特定事件的影响，这些事件应该与需求数据一起记录。例如销售促销会刺激需求的增加，但是在促销活动结束后，需求通常会减少；（3）针对不同客户群的需求进行分别记录：不同的客户群有不同的需求特征。
產品 P1
2800
2740
3000
3620
3720
4280
產品 P1-1 P1-2 P1-3 P1-4 P1-5
1月 800 700 600 200 500
2月 900 500 500 240 600
3月 1200 400 400 300 700
4月 1500 800 200 320 800
5月 1600 700 120 400 900
以史为鉴
历史出货数据汇总
预测流程
预测报表
分析处理
用合适的预测法分析处理：采集到的数据和历史数据。
微调
结合竞争对手、政策和新增市场机会进行微调；
销售预测准确率≥75%
Sales and operations planning
预测作业模板
Sales and operations planning
3-5年 1年 3-6个月
计划节点
1次/3年 1次/1年 1次/月
计划对象
方向指标产品族
供应链中心
PMC PMC
客户订单、安全库存
物料需求计划生产投入/产出计划与控制

SOP销售与运作计划

预
测流
分析用合适的预测法分析处理：处理采集到的数据和历史数据。
程
微调结合竞争对手、政策和新
增市场机会进行微调；
预测
报表销售预测准确率≥75%
预测作业模板
Sales and operations planning
Sales and operations planning
约束项管理
Sales and operations planning
產品P1 2800
2740
3000
3620
3720
4280
產品
1月
2月
3月
4月
5月
6月
P1-1
800
900
1200
1500
1600
1700
P1-2
700
500
400
800
700
900
P1-3
600
500
400
200
120
180
P1-4
200
240
300
320
400
500
P1-5
500
600
700
800
（3）针对不同客户群的需求进行分别记录：不同的客户群有不同的需求特征。
Sales and operations planning
预测的监控和检讨
累计偏差检讨
累计实际需求与预测平均需求的对比——业绩检视
随机偏差检讨
随机变化的幅度与分布，如正态分布或升降随机偏差：趋势等
预测工具和手法
1、定性技术：直觉、经验、主观判断； 2、定量技术：客观历史数据统计和分析； 3、动因技术：政策导向、新增市场机会；

工作计划的英文翻译

Work Plan: English TranslationIntroductionA work plan is a comprehensive outline that lays out the tasks, objectives, and timelines required to accomplish a specific project or goal. It serves as a roadmap for individuals or teams to stay organized and effectively manage their work. In this document, we will provide an English translation of a typical work plan, highlighting the key elements and their significance.Project OverviewThe project at hand aims to develop a new product, improve an existing system, or achieve a specific outcome. This section briefly describes the nature and purpose of the project, providing a clear understanding of what needs to be accomplished.ObjectivesThe objectives define the specific goals that the project aims to achieve. These goals should be specific, measurable, achievable, relevant, and time-bound. They serve as the foundation for developing the action plan and help in tracking progress. Objectives can include increasing sales by a certain percentage, improving customer satisfaction ratings, or launching a new website.Action PlanThe action plan outlines the tasks and activities required to meet the objectives of the project. Each task should be clearly defined, assigned to a responsible person/team, and have a specific timeline for completion. This section should include the following components:1.Task Description: A brief description of each task involved in theproject.2.Responsible Parties: The individuals or teams responsible forcarrying out each task.3.Timeline: The start and end dates for each task, allowing for bettertime management and coordination.4.Dependencies: Any tasks that are dependent on the completion ofother tasks should be clearly identified. This helps in prioritizing andscheduling activities.Resource AllocationResource allocation refers to the allocation of various resources required for the successful execution of the project. This section includes a detailed breakdown ofthe resources needed, such as human resources, equipment, budget, and materials. It also specifies the expected cost for each resource, ensuring that the project remains within budget.Risk AssessmentIdentifying and addressing potential risks is vital for project success. This section includes an assessment of potential risks and the corresponding mitigation strategies. Risks can include budget overruns, technical difficulties, or unexpected delays. By anticipating these risks, the project team can proactively address them and minimize their impact on project outcomes.Monitoring and EvaluationRegular monitoring and evaluation throughout the project lifecycle are essential for tracking progress and ensuring that the project is on track to meet its goals. This section outlines the key performance indicators (KPIs) that will be used to measure progress, along with the frequency of evaluation. It also identifies the individuals responsible for monitoring and evaluation and their roles in the process.ConclusionA well-structured work plan is crucial for successful project management. By clearly defining the objectives, developing an action plan, allocating resources, and assessing risks, the project team increases the likelihood of achieving the desired outcomes. Regular monitoring and evaluation provide the opportunity to make necessary adjustments and ensure that the project stays on track.。

商务风竞聘述职报告PPT模板

Job perception 您的内容输入您的内容输入您的内容输入您的内容输入您的内容
工作感悟
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Job perception 工作感悟
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Improvement 改进措施
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2工作感悟输入您的内容输入您的内容输入您的内容。
Job perception 工作感悟
01
工作感悟
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执行力三大流程3：营运流程：如何建立营运计划

Building the operation plan制订营运计划：三阶段流程It’s a three-part process that begins with setting the targets. In the second part, you develop the action plans, including making the necessary trade-offs between short-term objectives and long-term goals【包括在短期和长期目标间做出必须的取舍】. Finally, you get agreement and closure from all the participants, establishing follow-through measures to make sure people are meeting their commitments or to work up corrective steps if they aren't【你要取得参与者的共识与结论，同时建立后续跟踪措施，以确保参与者能完成承诺，或在承诺无法实现时采取补救措施】.1.确认各项关键性目标关键性目标包括营业收入、营业利润、现金流量、生产率、市占率、每股盈余、毛利率等，具体项目依企业而异。

重点是这份只有一页篇幅的摘要，焦点是与改善经营成果密切相关的重大事项。

项目的选定过程是由外而内，由上而下。

由外而内：这些数字必须反映经济环境与竞争状况，同时也以此让投资人清楚明白（如本公司为什么比其它同业更值得投资）由上而下：目标的设定必须由整体到局部——也就是由企业整体着眼，而各组成部分为子集合且予以配合。

The operating plan starts by identifying the key targets; revenues, operating margin, cash flow, productivity, market share, and so forth (see below table). What’s important is that they give a one-page overview focused on the things that willdrive the improvement in results.This one-page financial overview includes pieces of information not usually included in the operations review: productivity, a census[ ♦♏⏹♦☜♦]人口普查of employees, the investments this year that will show up in future years.The initiative centered on the following key issues:•Fixing delivery and improving product availability.•Implementing weekly performance reviews to drive tactical action planning.•Implementing lead times with customers’ and distributors’ stocking strategies.2.研拟行动计划短、长期目标间的必要取舍、对特定领域研拟应变方案。

业务连续性计划(bcp中文版)

无
3 、技术人员培训。
及时性的教育与宣导。
4 、操作工和检查员的培训
。
5 、特殊岗位员工的培训。
无
已ቤተ መጻሕፍቲ ባይዱ成
已完成
演习
每年至少一次演练。
每年至少一次演练。
5
预计完成时间
持续进行
持续进行
《应急预案汇编》
、《油品及危险化学品
6
支持性文件
《应急预案汇编》
存储、分配及运输作业
指导书》、《
MSDS》
每年至少一次演练每年至少一次演练。
预计完成时间持续进行持续进行持续进行持续进行持续进行无持续进行无应急预案汇编各岗位职责及任职要求作油品及危险化学品应急预案汇编各工序作业供应商选择评价及重新评价作6支持性文件应急预案汇编应急预案汇编各工序作业指导书无业指导书人力资源存储分配及运输作业指导书业指导书控制程序指导书msds
序号
项目
危险化学品
预警
2 、在工作场所放置灭火器和气象预报，并提前相关风险项。
2 、每个班次安排一个管理人 2 、建立一个自动预警系
2 、保持适当的库存，避免原料中
定期对员工进行考评。
2
。
报警装置。
发出预警通知。
2 、安排人员 24 小时值班
员。
统，一旦通讯异常该系统
断。
3 、安排人员 24 小时值班
3 、安排人员 24 小时值班
。
持续进行
持续进行
每月进行一次培训及演练持续进行
《应急预案汇编》、各工序作业《应急预案汇编》
指导书
各工序作业指导书
无
按文件规定操作。
无
无
持续进行

Daily operations report

92.83%0 #DIV/0!21865100063218512.337200#DIV/0!0 #DIV/0!18459146344126134.313700#DIV/0!0 72.00%15854100891157139.883633612002800000 69.37%25519142685178848.51253481136306338.02820 #DIV/0!24926135078184530.419500#DIV/0!0 #DIV/0!23933125975189982.139300#DIV/0!0 55.04%1764096149183465.24666161370449635.03650 64.92%0 #DIV/0!19109101689187916.097100#DIV/0!0 #DIV/0!1665093730177637.896100#DIV/0!0 #DIV/0!1229466286185469.028200#DIV/0!0 #DIV/0!00#DIV/0!00#DIV/0!0 #DIV/0!00#DIV/0!00#DIV/0!0 #DIV/0!00#DIV/0!00#DIV/0!0 #DIV/0!00#DIV/0!00#DIV/0!0 #DIV/0!0 #DIV/0!4370795529457525.986900#DIV/0!0 #DIV/0!31701113301279794.529600#DIV/0!0 #DIV/0!30353122279248227.414400#DIV/0!0 #DIV/0!2326598710235690.406200#DIV/0!0 #DIV/0!29560107626274654.823200#DIV/0!0 #DIV/0!2344482880282866.795400#DIV/0!0 #DIV/0!1832681486224897.528400#DIV/0!0 #DIV/0!0 #DIV/0!1809291707197280.469300#DIV/0!0 #DIV/0!00#DIV/0!00#DIV/0!0 #DIV/0!00#DIV/0!00#DIV/0!0 #DIV/0!2124481733259919.49400#DIV/0!0 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计划部业务流程相关英语

计划部业务流程相关英语English:The business process of the planning department typically begins with receiving requests or requirements from various departments or stakeholders within the organization. These requests could range from new project proposals, budget allocation plans, resource scheduling, or strategic planning initiatives. Once the requests are received, the planning team will conduct a thorough analysis to assess the feasibility, impact, and alignment with the organization's overall goals and objectives. This analysis may involve conducting market research, financial analysis, risk assessment, and scenario planning. Based on the findings, the planning team will then develop comprehensive plans, timelines, and budgets to guide the execution of the proposed initiatives. Throughout the process, close collaboration and communication with key stakeholders are essential to ensure buy-in and alignment. Additionally, the planning team monitors the progress of the initiatives, evaluates the outcomes, and makes adjustments as needed to optimize performance and achieve desired results. Regular reporting and updates are provided to seniormanagement to ensure transparency and accountability in the planning process.中文翻译:计划部门的业务流程通常始于接收来自组织内各个部门或利益相关者提出的请求或要求。

绩效管理

© 2003 BearingPoint， Inc.
预算策略问题（续）
解决国内企业预算策略的途径：
进一步提高全面预算管理科学性在现代企业中的认知度和认同度；纠正计划经济思维给国内企业带来的干扰性影响；企业制订明晰的发展战略，明确未来的战略发展目标；预算制订的出发点应定于企业的战略，通过预算将战略发展目标转化为可执行、可考量的部门业务规划及发展计划，使预算真正成为联结战略与业务的纽带；
预算不准！预算策略问题预算流程问题预算系统问题
© 2003 BearingPoint， Inc.
预算策略问题
国内企业预算策略问题主要来源于预算与企业战略的脱节：
企业并没有明晰的发展战略，因此更谈不上预算与战略的结合；长期的“计划经济预算”使许多企业的预算起点为上级任务而并不是自主的目标利润；计划经济下经济计划“约束式预算”使多数企业对于预算的有效性产生了怀疑态度，阻碍了科学的预算体系的建立；由于企业预算不能在管理实践中发挥指导作用，企业的预算逐步成为形式上的“数字游戏”；企业不肯在预算上倾注更多的关注，造成预算方案的进一步失效，从而造成了预算失效的恶性循环。
公司预算公司预算
© 2003 BearingPoint， Inc.
部门预算部门预算
绩效管理报表体系
公司和部门通过预算和绩效考核落实责任后，在日常的经营中需要及时收集预算的执行情况和各部门实际与绩效考核目标的差异，使管理层能够及时获得企业经营的信息，督促各部门完成绩效的目标在绩效管理报表体系中，根据考核的频率可以分为周报表、月报表、季报表和年报表；同时根据报表的性质可以分为财务报表和平衡计分卡报表报表主要反映的是在监控时段内的实际财务数据和指标分值与目标值之间的差异，起到向管理层及时预警、有效监控的作用

ISO27000：2013业务连续性计划实施方案测试报告

1、搭建测试实验服务器。
服务器搭建成功
郑鹏
2、人员导入病毒，系统不能正常开机
服务器不能启动
3、重新启动系统到DOS，运行正版的杀毒软件（DOS版）。
启动DOS成功，成功运行杀毒软件
4、杀毒软件查杀病毒
杀毒软件正常运行，并发现、删除了病毒
5、重启系统
系统正常开机
6、在Windows下再次杀毒
Window下无发现病毒。系统恢复正常。
业务持续性计划实施方案测试报告
（病毒攻击）
AXBJLYF35
测试部门
研发部
测试系统
投资者关系管理系统
测试地点
网络设备存放地
测试时间
2019-7-23
测试记录
序号
测试项目
试验方法
步骤

搭建试验服务器，模拟病毒入侵（网络传入病毒和上传文件携带），无法启动系统，查杀病毒，恢复系统。
测试结论：
本次测试成功，在搭建的试验服器上查杀了病毒。
备注：

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Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
Special TR Cycle time status STR生产周期更新
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
24% 0% 85% 48% 95% 83% 82% 97% 100% 99%
0% 91% 94% 95% 91% 98% 85% 92% 100% 98%
12% 41% 67% 82% 96% 95% 91% 94% 97% 95%
32% 59% 60% 80% 82% 84% 86% 90% 92% 97%
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
PSS uptime track
Uptime weekly track
Region
PSS
Item
Actual
2012 Q4 Oc t
89.90%
2013 Q1 Dec
86.20%
Sort产出未达到目标，由于在MESA和各layer photo延误时间较长，导致P4能sort的片子少
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
Mar stock in Target and Actual Comparison 三月成品入库和目标对比
发布 ERT 小组召集指令，通知 EHS 小组，并准备应急器材和防护工具。
2. 管制组到场管制泄漏区域，抢救组穿戴好防化服等防护物品进入现
演习经过
场，用堵漏袋将地面泄漏酸液进行围挡。并用吸酸棉擦试地面液体，将使用后吸酸棉装入防酸危废垃圾袋等。
3. 支援小组人员穿戴防化手套协助抢救小组成员脱去 C 级防护服，将
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
PSS\EPI\CHIP Yield status 成品率更新
EPI yield自3月起，偏波BIN3的暂不算报废，良率上升至93.9% 本周整体良率都有提高
One Team One Vision One Standard
EPI投入本周达到目标
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
Mar EPI Wafer Output Target and actual comparison 三月外延产出与计划对比
外延产出超过目标581pcs
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
Mar CHIP Wafer start Target and actual comparison 三月CHIP投入和目标对比
Wuhu-KPI Summary
3/5 完成化学品泄漏应急演练
三颐（芜湖）半导体有限公司 3E Semiconductor (Wuhu) Co., Ltd 应急预案演习记录
演习主题仓库化学品泄漏演习方案通过培训、演习，使各危险化学品使用人员确实掌握危险化学品泄漏应急的处理措施，明确个人的安全防护要求，妥善处理危险化学品泄漏事故，降低和减少安全事故，保障人员的安全。实践现场指挥官指挥流程，强化 ERT 成员应急反应能力 2012.3.5 C1 厂区化学品仓库
Wuhu-KPI Summary
2013年1、2月材料周转率统计
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
仓库呆滞料统计及处理进度跟踪
呆滞料共48项，其中15项已处理，6项未处理完，27项待处理 One Team One Vision One Standard Operation Planning (Wuhu) Chip BU
ICP#03ICP刻蚀机Etcher STP#05CHIP尼康步进光刻机Stepper 表面轮廓仪Filmetrixs ICP#07ICP刻蚀机Etcher ICP#05ICP刻蚀机Etcher ICP#04ICP刻蚀机Etcher ICP#06ICP刻蚀机Etcher ICP#12ICP刻蚀机Etcher STP#02CHIP尼康步进光刻机Stepper ICP#13ICP刻蚀机Etcher
WK304
WK305
WK307
WK308
WK309
WK310 3/1~3/10 89.2%
Nov
85.70%
J an
90.8%
Feb89.1%M源自r1/18~1/24 Jan.total
91.7% 90.8%
2/1~2/16 2/17~2/23 Feb.total
85.2% 91.1% 89.1%
Top 10 uptime EQ track
Chip投片本周达到目标
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
Mar CHIP Wafer Output Target and actual comparison 三月CHIP产出和目标对比
无ITO靶材 PECVD#02 DOWN ICP#01 PM
Await DOWN PM
11.55 11.97 11.17
Photo光刻机只有一台，片子一起过来导致堵片，每一步光刻都延误3H左右
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
Nov PSS\EPI\CHIP WIP status 全线在制品状况
The total line WIP is 21078pcs （last week 22701pcs)
One Team One Vision One Standard
Central Planning Weekly Report 运营计划部周报
------ Mar. 11th, 2013
One Team One Vision One Standard
Operation Planning (Wuhu) Chip BU
Wuhu-KPI Summary
Mar EPI Wafer start Target and actual comparison 三月外延投片和目标对比
WK310
HEICS03 HPSTN05 HEZTZ01 HEICS07 HEICS05 HEICS04 HEICS06 HEICM12 HPSTN02 HEICM13 1/4~1/10 1/11~1/17 1/18~1/24 Jan.total 2/1~2/16 2/17~2/23 Feb.total 3/1~3/10
演习目的
演习时间演习地点
演习指挥官朱志国参加人员朱志国，陈贤明，张伟，黄继权，宋鸿鹄，程超，张红林，昝银云，张刚
化学品库门口，化学品仓管员从仓内向外搬运化学品硫酸（演习使用水代替），不慎将化学品翻到在地，桶内化学品溢流到地上。
1. 化学品仓管电话通知经营计划部朱志国经理，由其担任指挥官职位，
ICP is PSS Capacity bottleneck Process . -- Samco#03 本周down 64% 产能损失>1500 pcs -- Maxis #11 本周FAC 81% 产能损失>1500 pcs -- Samco#05/#07 本周loss time >20% 产能损失>500 pcs 本周, 该制程总计损失产能 >3500 pcs One Team One Vision One Standard
Capacity Loss track
PSS Bottleneck EQ states
日期：3/1~3/10 单位： %
设备编号 HEICM11 HEICM12 HEICM13 HEICS01 HEICS02 HEICS03 HEICS04 HEICS05 HEICS06 HEICS07 Moves 364 1764 1981 2056 1610 487 1702 1424 1730 1626 LOST 0.44 3.03 1.26 8.14 0.01 9.44 0.18 34.89 1.68 21.76 RUN 18.61 86.48 95.53 86.66 23.15 22.26 83.44 42.36 84.59 58.22 TEST WAIT_EN HOLD_E HOLD_M WAIT_M DOWN G NG FG FG 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1.12 0 0 0 63.96 0 5 0 1.25 PM 0 9.38 3.21 5.19 20.11 4.35 16.38 11.94 13.73 18.77 MON_R MON_PM MON_DOWN FAC 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 80.95 0 0 0 0 0 0 0 0 0 OFFING 0 0 0 0 0 0 0 0 0 0 待检 0 0 0 0 0 0 0 0 0 0