Management Plan Management Standard - Comprehensive Guide for Effective Business Planning

Management Plan Management Standard\n\nPurpose:\nTo ensure the realization of the company's quality policy and quality objectives, and to ensure the normal and orderly conduct of various business activities in the company, in order to improve the company's economic efficiency and enhance its market competitiveness, this program is formulated.\n\nScope:\nThis program applies to the management of the formulation, content, implementation, and assessment of the company's medium and long-term development plans, annual operating plans, or monthly implementation plans.\n\nDefinitions:\nNone\n\nResponsibilities:\nAdministrative Department: Responsible for the centralized management of the management plans, including organizing the preparation, issuance, revision, and final effectiveness evaluation of the plans.\nRelevant Departments: Responsible for the preparation, implementation, revision, and communication of the management plans within their respective scopes.\n\nContent of the Program:\n\n5.1 General Provisions\n5.1.1 Typical management plans and responsible departments are as follows:\nManagement Plan Responsible Department\nSales Plan General Manager\nLabor Safety Plan Production Department\nNew Quality Plan Quality Department\nProduction Plan Production Department\nQuality Objective Plan Quality Department\nPreventive Equipment Maintenance Plan Production Department (Equipment)\nTechnology Development Plan Technology Department\nHuman Resources Development Plan Administrative Department (Personnel)\nProcurement Plan Administrative Department (Procurement)\nTraining Plan Administrative Department (Personnel)\nCustomer Satisfaction Plan Sales Department\nQuality Cost Plan Finance Department\n\nThe company's management plans mainly include the five-year plan and the annual plan, both of which are controlled documents. The company's medium and long-term development plan is formulated by the company's leadership based on the overall improvement of the product structure within 3 to 5 years, the development of new products, the transformation of old products, quality improvement, technological updates, safety and environmental facility improvements, and various economic and technical indicators. It is formulated by the company's administrative personnel department.\n\nWhen formulating medium and long-term plans, it is necessary to grasp the current situation and development of domestic and foreign markets, the same industry, and similar products, and conduct comparative analysis to determine the enterprise benchmark and company development goals. The following factors can be considered:\na) Market-related issues;\nb) Quality objectives;\nc) Growth forecasts;\nd) Company/facility plans;\ne) Quality target costs;\nf) Human resources development;\ng) Research and development plans;\nh) Expected sales volume;\ni) Key internal quality and operational performance indicators;\nj) Customer satisfaction plans;\nk) Safety and environmental issues.\n\nThe basis for the formulation of medium and long-term plans can be the "Product Quality Benchmark Determination and Analysis Report," "Comprehensive Information Analysis Report," "Competitive Analysis Report," and "Customer Satisfaction Survey and Analysis Report."\n\nEach department shall formulate its annual operating plan for the following year based on the medium and long-term plan or the company's annual target, combined with the actual situation of the department. The plans shall be consolidated and balanced by the Business Department, and may include the following:\na) Annual sales plan\nb) Annual customer satisfaction plan\nc) Annual labor safety plan\nd) Annual procurement plan\ne) Annual new product development plan\nf) Annual quality objective and breakdown plan\ng) Annual preventive and predictive equipment maintenance plan\nh) Annual employee training plan\ni) Annual quality cost plan\nj) Annual human resources development plan\nk) Annual production plan\n\nThe implementation of management plans must focus on the analysis and use of data and information, measures should be taken to ensure the priority resolution of customer-related issues, and key customer-related trends and the status of mutual relationships should be reviewed, decided, and planned for the long term.\n\n5.2 Preparation of Management Plans\n5.2.1 Five-Year Plan and Annual Plan\nBy the end of each year, business personnel shall urge relevant departments to prepare corresponding five-year plans and annual operating plans based on the requirements of the General Manager and the company's five-year plan and annual development objectives. The management plans prepared by the relevant departments must clearly define the work content and expected results, assign responsibilities and work schedules for implementation and inspection. After approval by department managers and the General Manager, they shall be submitted to the procurement department.\n\n5.2.1.3 The management plans submitted by the relevant departments shall be summarized and balanced to form the company's three-year plan and annual operating plan. After approval by the General Manager, they shall be issued for implementation as controlled documents (see "Document and Record Control Procedure").\n\n5.3 Implementation, Inspection, and Revision of Management Plans\nRelevant departments shall organize the implementation of management plans based on the issued plans. During the implementation process, attention should be paid to the collection and feedback of relevant information, the analysis and use of related data and information, and sufficient authorization and necessary resources should be provided to relevant personnel. Mid-term inspections should be conducted during the rolling implementation of annual or monthly implementation plans. Generally, relevant departments should conduct a mid-year inspection of the implementation status, prepare a written report, submit it to the procurement department, and analyze and summarize the completion status. For unfinished tasks, a root cause analysis should be conducted. If the plan cannot be completed due to objective reasons during the implementation of the management plan or due to changes in company goals, relevant departments should revise the plan. After approval by the department manager and the General Manager, it shall be issued for implementation, and the original plan shall be invalidated.\n\n5.4 Review of the Implementation Effect of Management Plans\n5.4.1 After the completion of the annual management plan, business personnel shall organize the evaluation of the implementation effect of each management plan and submit the evaluation results in writing to the General Manager and relevant departments as a basis for improvement.\n5.4.2 Annual management plans should be monitored on a quarterly basis.\n\n5.5 Management plans are dynamic documents and must be updated in a timely manner based on actual situations. Confidentiality is required.\n\n6. Related Documents\n6.1 QD6.2.1-2021 "Target Program Control Standard"\n\n7. Use Forms\n7.1 QR6.2-01 "Enterprise Medium and Long-Term Management Plan Form"\n7.2 QR6.2-02 "Objective Decomposition and Indicator Plan"\n7.3 QR6.2-03 "Summary of Performance Indicators for Each Process"