英語教學(xué)課件 One-week Lean Assessment in Process industriesPPT

1、PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptThis report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Co

2、mpany. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.One-week Lean Assessment in Process industries Date1PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptCont

3、entsPurpose and overall processPreparation of assessmentAssessment of plant millPresentation of findingsAppendix: How-to-guide for assessment analyses2PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptContentsPurpose and overall processPreparation of assessmentAssessment of plant millPresentation of

4、 findingsAppendix: How-to-guide for assessment analyses3PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptThe assessment identifies the most important improvement areas and suggests how to address thesePerformance areas covered in assessmentEnd products from assessmentProduction output and supply ch

5、ainAssessment of current performanceIdentification of the most important improvement areasSuggestions of actions to address improvement areasCostProduct and service qualityConclusions from assessmentImprovement potentialReadiness for changeInput to client-specific roadmap4PIT_ZXG779_processindustrie

6、s1_1wkdx_na_2-12-02.pptSuitable next step depends on current performance* Highly company and industry specific* TOP/MIP programSource: McKinseyIs your production process stabilized?Stabilize operations before starting full-blown lean transformationStart full-blown transformation to lean operations s

7、ystemBelow top-quartile industry performanceTop-quartile industry performanceStill significant low-hanging-fruit opportunitiesIncreasingly difficult to achieve improvementsCustomer-defined specifications not always met (90%*)Focused improvements and selective application of lean tools give quick sho

8、rt-term impact and stabilize operations*Full-blown lean transformation secures fundamental and continuous improvements leading to long-term competitive advantageNo/limited systematic tracking of operational performanceDaily/weekly tracking of performance on department levelBasic problem-solving and

9、implementation skills not widely spreadBasic problem-solving and implementation skills widely used5PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptThe lean assessment requires McKinsey team and partly dedicated client resourcesMcKinsey resourcesClient resourcesEngagementManagerContinuous daily acc

10、ess to well-connected middle manager serving as a “guide”Identify and ensure access to the right peopleTransfer knowledge about facilityAccess toPlant managerOperations managerMaintenance managerProduction scheduling responsibleOther key information sources (e.g., machine responsibles)MMPAssociateIn

11、dustryexperiencedAssociate6PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptActivitiesThe lean assessment follows a three-step processGather data prior to assessment startHold introductory discussions with plant managerHold kick-off meeting with management and other key resourcesRun analysesDetermi

12、ne current stateDefine future stateQuantify impactPrepare diagnosticPerform diagnosticPresent findingsOrganize presentationUnderstand potential client responseHold presentationDay (-10) -0Day 1-5Day 107PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptContentsPurpose and overall processPreparation o

13、f assessmentAssessment of plant millPresentation of findingsAppendix: How-to-guide for assessment analyses8PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptPurpose Start by putting together a detailed data-request tailored to the mills production processExplain data requirements and format for data

14、 summary to clientDevelop data request formKick-off the process with company managerIdentify key contactsFollow-upEnsure data has been collected prior to the actual diagnostic kick-offIntroduce yourself and clarify the details of the request (timing, content, process)Consider-ationRecognize potentia

15、l data limitationsAttach a cover letter providing detailed instructions and definitionsBegin forming a cooperation relationship with clientRecognize and appreciate resource limitations of clientHave at least one person in finance and one in operations that you can contact directlyRecognize the prima

16、ry contact might not have first-hand access to all the data9PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptBefore the kick-off a number of points should be discussed with plant managerDesire to spend significant timeon the floorConsider use of stopwatchesto measure cycle timesDuration and process

17、 of diagnosticPart-time resources vs. full-time resourcesResource requirements for diagnosticsAlign expectations and agree on end productsPurpose of diagnostic10PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptThe kick-off serves as an introduction for everybody who will be involved in the diagnost

18、icTo meet the plants management and others with whom you will work to review the purpose and method of the diagnosticMembers of target companys management team who have been involved in preliminary discussionsPlant or area manager and appropriate staff membersThose who are likely to be key resources

19、 (e.g., from finance or operations)McKinsey teamIntroduce McKinsey team membersDescribe why we are conducting the diagnosticReview the approximate time-line the team will followDetermine who will be key resources from the clientDecide how the model product line will be selected60 minutesPurposeRecom

20、mended participantsAgendaDuration11PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptContentsPurpose and overall processPreparation of assessmentAssessment of plant millEstablish improvement requirementsSet agenda for assessmentRun analyses according to methodologyPresentation of findingsAppendix: H

21、ow-to-guide for assessment analyses12PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptA rough sense of the improvement requirements for the plant/mill should be established and used as the guideline for the diagnosticsShareholder/corporate expectationsImprovement requirementsCustomer needsIncrease

22、ROS from 8.8% to 15% by 200315% return on investment for new factoryDemonstrate improvement capabilityStable product qualityLead times consistently 2 weeksCustomer complaints 85%Running time= Productivity 95%Operating timeNet available time= Availability 90%Prime production timeOperating time= Quali

23、ty 99%Operating timeStability and efficiency analysesIdentify key levers to improve OEE parametersIdentify units causing majority of break downs and major causes (maintenance diagnostic)Identify key causes for speed reductionsIdentify quality parameters deviating and major causes (scrap rates)Low OE

24、EFlow and flexibility analysesIdentify opportunities to reduce waste across supply chain (e.g., lead times, work in progress, inventories, rigidities preventing responsiveness) Map current supply chain from raw materialsto end customer (including scheduling)Assess WIP and inventory levelsAssess valu

25、e-added time and lead timein processHigh OEEEXAMPLE20PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptHistorical reduction of cost per ton/unit is an indication of increasingly efficient use of input* The methodology described in detail in appendixCost per ton/unit analysis*At base year priceAssess

26、ment of cost efficiency development over time adjusting for price changes in inputsCost per ton/unitOther variable cost per ton/unitRaw material per ton/unitSemi-fixed costsPrice Consumption per unit Price Consumption per unit Price Consumption per unit (e.g., energy cost)(e.g., maintenance and oper

27、ational cost)21PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptDepending on the mills cost position the focus for the cost analyses is setOutput of analysisCost per tonTimeCost per tonTimeIdentify the cost types increasing Assess compressible costs Identify root causes driving cost developmentStab

28、ility and efficiency analysesMap variations in variable costs over time Assess compressible costs Identify improvement opportunitiesAnalyze value-added time versus non-value added timeAnalyze investment policiesFlow and flexibility analyses22PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptHistoric

29、al quality accuracy is assessed before exploring other areas to further enhance product/service qualityOutput accuracyDelivered qualityPercentTimeTimeIdentify root causes for quality deviation by parameterDevelop preliminary action plan to address causesStability and efficiency analysesAssess improv

30、ement opportunities to improve customer service Delivery accuracy Customer complaints (number, number outstanding, handling methods)Flow and flexibility analysesIdentify key quality parametersPick the parameters most relevant to customersParameter 1Parameter 2Parameter 1Parameter 2Delivered qualityP

31、ercent23PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptEnd products of assessment differ depending on starting pointNote: Methodology described in detail in appendixExampleStability and efficiency focus010529Ac-Lean Assessment-ZXH954GT37OEEDaily throughput for bottleneck over a yearRecords of sto

32、ps, speed reductions and scrapData neededMethodologyCalculateavailable time(365 x 24) Adjust for non-scheduled timeDeduct down-time Break-downs Set-up, adjustmentDeduct reduced speed time Minor stoppage Reduced speedDeduct time with low quality Quality defects and network Start-up lossesDerive “valu

33、able operation time”Derive OEE as valuable operation time over available timeConclusionsHow efficient is the production process? Availability rate Performance rate Quality rateWhich are the levers to improve efficiency? Which machines/departments cause most down time?GrosstimeavailableNon-sched-uled

34、timeNet timeavailableSet-ups Break-downsRuntimeReducedspeedSmallstopsOperating timeStart-uplossesRework/scrapProduction timeTotal break-downsMachine AMachine BMachine COthersEnd product010529Ac-Lean Assessment-ZXH954GT49Raw material: Compressible costEXAMPLECurrent consumptionTheoreticalminimumCompr

35、essiblecost1306090Compressible costConsumption of chemical x per tonVariation analysisConsumption of chemical x per tonBest dayCurrent average010529Ac-Lean Assessment-ZXH954GT75Scrap rateData neededMethodologyConclusionsEnd productFlow and flexibility focus010529Ac-Lean Assessment-ZXH954GT40Supply-c

36、hain mapsComplete description of material and information flow from raw material and customer order to delivery Process steps Cycle times Lead times Inventory/WIP levelsData neededMethodologyDraw a “map” of the flows indicating cycle times and lead times Rough draft based on plant tour Identify all

37、process steps Interview production planning department to understandAmount of forecasts used in schedulingOrder entry pointOrder specification detailsProduct mix decisions Measure cycle times for each process step Identify inventory levels and WIP between process stepsConclusionsPreliminary identifi

38、cation of improvement levers in lead time service level and cost Reduced inventories and work-in-progress More effective scheduling (batch sizes, mix) Change of order entry point Less use of forecasts as tool for schedulingAssessment of improvement potential Lower capital cost and handling cost due

39、to less inventories and WIP Improved service levels and responsiveness due to optimized order entry pointsEnd productSee next slideNew supply-chain design010529Ac-Lean Assessment-ZXH954GT44Lead timeProcessing time for all process stepsAverage storage time for all buffers along processAverage storage

40、 time in inventoryData neededMethodologyAdd effective processing timeCalculate and average all storage times along the production processCalculate average inventory times after productionCalculate total lead time and break-out effective processing timeConclusionsHow much excess capital is bound in W

41、IP and inventories?How flexible and responsive can we be to changes in customer orders?End product90302015515Process steps15Process steps610Storage along process(WIP)TotalStorage afterprocess(inventory)Value-added64 days lead time14 days value-added timeLead time analysisHours010529Ac-Lean Assessmen

42、t-ZXH954GT42Work-in-progress/inventoriesMap buffers in the process Average storage times Size of buffersMap inventories for End product Raw material Spare partsPrinciples for inventory managementData neededMethodologyDerive value of work-in-progress in buffersDerive value of inventories for End prod

43、uct Raw material Spare partsAssess the degree to which FIFO* principles are used for inventoriesConclusionsHow much capital is bound in WIP?How much capital is bound in inventories?To what extent is FIFO principles applied on inventories?End productBuffer 1* First-in-first-outSource: Accounts; team

44、analysisWIPBuffer 2Buffer 3TotalInventoriesRawmaterialEndproductSparepartsTotal24PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptContentsPurpose and overall processPreparation of assessmentAssessment of plant millEstablish improvement requirementsSet agenda for assessmentRun analyses according to

45、methodologyPresentation of findingsAppendix: How-to-guide for assessment analyses25PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptAll analyses follow the same three-step methodology2. Determine future state and identify key improvement areas1. Determine current state3. Derive improvement potentia

46、l and bottom-line impact893851. Current state3. Improve-ment potential2. Future stateOEE EXAMPLE26PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.ppt1. The current state summary indicates the starting point for the plantOEE of Machine 2 = 39%, Machine 1 = 23% 50% customer orders taken without deliver

47、y ratesValue of work in progress is = 800,000Poor production control of batch processesHigh complexity and variable lead times in accessoriesMajority of factory space in inventoryPoor inventory management leads to low loading efficiencyCustomer complaints are 3 times over targetCost of customer comp

48、laints 100,000 p.a.Majority of customer complaints outstandingGeneral lack of standards and problem-solving skillsScrap rate at 3.2%Production output and supply chainCostProduct and service qualityCost per ton decreased by 1% per yearVariations in chemicals indicate 20% potential decreaseOvertime re

49、quirement is 400,000 p.a.EXAMPLES27PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.ppt2. Determining the future state involves identifying the main improvement levers and their potential LossBreakdownChangeoverMinor stopsSpeed lossesScrapImprove maintenanceImproved changeover techniquesReview informa

50、tion flow, improve software, maintenance, training to quality control, reorganize manpowerNoneNoneImprovement actionsLoss prior to improvementPercent9.518.011.624.10.661.03959Current20024.759.005.8024.100.6041.00Loss after improvementPercentOEE EXAMPLE28PIT_ZXG779_processindustries1_1wkdx_na_2-12-02

51、.ppt54402460451003. Improvement levers are financially quantified and aggregated to understand total bottom-line impactLabor savingsCut operating hoursReduce overtime hours per personReduce regular hours per personReduce temporary head countReduce regular head countDollars saved*8008001,4002,000Tota

52、l cost before interest and taxCost outside scopeCost within opera-tionsCut hours per personReduce number of peopleLabor savingsOEE increaseInvent-ory turnsSG&A reduc-tionCost after improve-mentQuantification of improvementsAggregation of impact* With increased capacity, cost of making in-house shoul

53、d be material cost only-25%Labor savingsUSD thousandsOEE increaseInventory turnsSG&A reductionUSD millions29PIT_ZXG779_processindustries1_1wkdx_na_2-12-02.pptTo specify concrete improvement actions an evaluation of current usage of productivity tools is made453215SVisual managementTPMFormal 5S impro

54、vement activities are planned according to improvement targets and audits are performed by management (including plant manager periodically)Wide range of visual manage-ment tools are used throughout the facility. The status of production is transparent to everyone. Inventory levels (min/max) and loc

55、ations are clearly markedPMs are continuously improved through kaizen activities and majority are predictive in nature. Team members are involved in maintenance daily and help set targets for improvement. OEE is knownMachine failure rarely impacts production. Majority of mainte-nance activities are

56、planned and a system is in place to highlight machine issues, e.g., “tag” system. All machine failures have a quick response followed by root-cause problem solvingAll equipment has PM plans with checklists/checkpoints posted. Most PMs are based on time/frequency and team members are responsible for

57、basic activities. Machine uptime is charted versus established targetsPM plans in place for some select pieces of equipment, but majority of maintenance activity is for unplanned downtime. Only maintenance techs work on machines. Little info available on downtime/OEEFrequent machine breakdown with n

58、o downtime/OEE information. Machines are dirty and there is not PM schedule or checklistsProduction status is clear at all times on the shop floor. All dangerous operations are clearly marked. Inventory levels are not clearly marked, but locations are designatedVirtually no examples of visual manage

59、ment beyond basic forms, e.g., aisles markedDiscipline is high on the shop floor and 5S principles are applied in the non-production areas (offices, conference/team rooms, etc.)Clean, organized work areas. Locations for tools and materials are clearly marked and in their place. Scrap/rework clearly

60、separatedWorkplace looks more organized, but it is difficult to determine what is needed and there are few markings to identify proper locations. In general, the cleanliness level is lowNo workplace organization on the shop floor. All areas are generally disorganized and dirty. It is not clear what