綠的家族　隨時調整腳步　坦然面對挑戰

The Green Family Making Timely Adjustments to Face Challenges

吳肇懿(Chao-Yi Wu)

《品質月刊》 42卷11期 (2006/11) Pp. 50-52

https://doi.org/10.29999/QM.200611.0017

摘要

透過企業診斷完全掌握“綠的國際”的理想，領導者如今公司高階主管以策略共識營凝聚願景釐清使命，共同研訂公司價值衡量方式及中長期目標，讓企業營運具備明確的定位；再依公司總體目標依序展開到各部門，讓各部門都有具體KPI及目標可遵循；導入工業工程設定作業標準，作爲客觀衡量績效的依據，降低以往依賴主管主觀判定方式來評量，建立依負荷及實際産出作爲績效獎勵辦法，讓績效獎勵制度發揮鼓舞土氣，激發員工積極主動的工作精神，強化綠的傢俱核心專長與競爭優勢。
國內傢俱業大都以家庭式單店爲主，綠的國際企業深感居家受限於標準品及裝潢選擇，國人在生活品質訴求無法獲得多元需求的滿足，相較歐美先進國家傢俱業者可以提供經濟的客製化服務，國內家俱業顯得受到許多的限制，因此由幾位業界同好共同創立綠的傢具，投入標準及系統傢俱整合服務，提供客戶高品質的服務。
爲順應世界自然生態觀念，建立自我品牌“綠的傢俱”以提升企業形象與價值，産品以符合歐洲標準的觀念爲主，強調優質生活居家産品設計、製造、行銷安裝與服務，秉持以客爲尊的經營理念，累積多年的經驗受社會及客戶的信任與肯定，堅持以客戶環境空間利用率提高爲原則，採取歐洲標準化、模組化系統儂俱爲基礎，結合標準傢俱業搭配，讓顧客以最經濟方式獲得完全客製化的高品質生活空間。

並列摘要

The ideal of ”green international” is fully captured by means of enterprise diagnosis. The leader integrates visions and clarifies missions with high-ranking officers by means of the consensus camp for strategic planning in order to study and draw up the company's value measuring methods and mid- and long-term goals as a defined positioning for the enterprise's operations. These goals are then extended to various departments according to the company's general goals to allow each department to have defined KPI and targets. The industrial process setup operation procedure is implemented as a reference for subjective measurement in order to eliminate the problems arising from the supervisor's subjective evaluation in the past. The performance reward method is developed according to the workload and actual output in order to let the encouragement system encourages morale, to stimulate the employee's spontaneity of work, and so strengthen the core specializations and competitiveness of the Green Furniture Group.