AUnifiedApproachtoLeanTransformationDiagnosti最新培訓(xùn)課件(共49張PPT)

AUnifiedApproachtoLeanTransformationDiagnosticsThisreportissolelyfortheuseofclientpersonnel.Nopartofitmaybecirculated,quoted,orreproducedfordistributionoutsidetheclientorganisationwithoutpriorwrittenapprovalfromMcKinsey&Company.ThismaterialwasusedbyMcKinsey&Companyduringanoralpresentation;itisnotacompleterecordofthediscussion.April2002Copyright2002Version1.0McKinseyManufacturingPractiseandProductionSystemsDesignCentre第一頁(yè)，共四十九頁(yè)。Engagement/ClientDirector’sSummaryAdiagnosticshouldidentifytheperformancegapinavaluestream/streamsandeducateaclienthowtocloseitAfulldiagnosticshouldformpartofastructuredchangeprogramandleadtoaclient-ownedTacticalImplementationPlan20daysshouldbeplannedforatypicalMMP/PSDCdiagnostic(thismayvaryaccordingtothetypesofquestion/problem)AtleastoneMMP/PSDCspecialistshouldbeusedinperformingadiagnosticReasonableresourcingshouldbesecuredthroughMMP/PSDCstaffingThefocusofthediagnosticmustbeclearfromtheoutsetAvarietyoftoolsexistfordiagnosticspurposes,ofwhichtheMIFAisthemostpowerful2第二頁(yè)，共四十九頁(yè)。OBJECTIVESIntegrateexistingdiagnostictoolsintoasingleunifiedandeffectivediagnosticsframeworkCombinebestpractisediagnosticapproachestoallowyoutogettotheheartofyourclientsproblemsquicklyHighlightexistingdiagnosticstoolsandhowbesttoapplythemThispackaimsto……..3第三頁(yè)，共四十九頁(yè)。DOCUMENTCONTEXTAunifieddiagnosticframeworkGettingthemostfromtheframeworkDiagnostictools&techniques4第四頁(yè)，共四十九頁(yè)。Whatisadiagnostic?DefinitionAdiagnosticisastructuredsetofactivitiesandtoolsthatareusedtosystematicallymeasuretheperformancegapinclients’valuestreamsandtodevelopappropriateplansoflogicalimprovementstoclosethatgap5第五頁(yè)，共四十九頁(yè)。Anassessment(diagnostic)helps…identifypotentialforimprovementdemonstratethatanengagementwilldeliverimprovementSupporttheLOPacceptanceOVERALLENGAGEMENTAPPROACHThediagnosticoccursatapostengagementstageinaclientrelationship,butcanbeusedtobuildclientdevelopment.ItssuccesscanbecrucialtotheoveralloutcomeofanLOPorengagementLetterofproposalPre-diagnosticdiscussionDiagnosticImplem-entationRoll-OffUmbilicalsupportAdiagnostichelpsaclient….TogettotherealheartofhisbusinessproblemsToidentifyresourcesandtimescalesrequiredtoclosetheperformancegapToremainfocusedoncriticalsolutionsandresourcesTosetdirectionInitialclientdiscussions6第六頁(yè)，共四十九頁(yè)。DiagnosticsarecarriedoutinverydifferentwaysVarioustoolsareappliedEDandclientexpectationsofdiagnosticsvaryenormouslyfromstudytostudyDiagnosticsoftenhighlightthesizeofpotentialleanbenefitsbutrarelythetaskrequiredtosecurethemTHERESULTSVARYHUGELYWeneedtochangeourdiagnosticsapproachtoensurethatcustomerandengagementexpectationsaremetWeneedastandardbutflexibleprocessthatintegratesthekeytoolstoallowrapideffectiveclientdiagnostics Source:McKinsey&CompanyTHECHALLENGECurrentsituationAccuratediagnosesStructuredprocessandappropriateselectionoftoolsThatdeliveraconsistenthighqualitydiagnosticproductDesiredsituation7第七頁(yè)，共四十九頁(yè)。AdjustmentsintheapproachareneededaccordingtothetypeofactivityPowergenerationTrainsPlanesBoatsConstructionAutomotiveMedicaldevicesConsumerproductsPackagingElectronicsSheetmetalmanufacturerControlsystempanelsAluminiummanufacturersMetalsandminingLuxurygoodsPulpandpaperPostalserviceNumberofunitsFewManyFewManyNumberofprocesssteps Source: McKinseyLeversforeachsegment1.Few/FewProductionplanningManufacturingorganisation(Flow,pullandlayout)Performancemanagement(actualtoplanattainment)FlexiblemanningKnowledgeandworkskills2.Few/ManyProductionplanningStandardworkPerformancemanagementtoTakttimeLayout3.Many/ManyStandardworkPerformancemanagementProcessdesignBuildinQuality4.Many/FewProductionplanningStandardworkPerformancemanagementVariabilityreductionincontrolparametersSEGMENTATIONBYPROCESS&PRODUCTS23418第八頁(yè)，共四十九頁(yè)。SimplesegmentationindicatestwodistinctviewsCapitalEmployedHIGH(Assetbasedoperations)LOW(Humanbasedoperations)AssetbasedVariabilityreductionEquipmentOEEBreakdownsChangeoversMinorstopsSpeedLossesScrapStrategicMaintenanceFrameworkFocusedEquipmentImprovementAutonomousMaintenanceEquipmentMaintenanceStrategySparePartsManagementEarlyEquipmentManagementPatternProductionHumanbasedWasteeliminationWaitingInventoryMotionOver-productionTransportationOver-processingReworkLabourproductivityStandardisedworkFlexibleManpowerSystemsContinuousFlowProcessingPerformanceManagementCapabilityBuildingTakttimeLeversSEGMENTATIONBYCAPITALEMPLOYED9第九頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreToestablishwhatthekeybusinessissueisforbothshareholdersandcustomersToidentifypotential‘rootcauses’ofthebusinessproblem.ThetoolstoremoveorminimisetheproblemscanthenbeidentifiedTodefinethefuturestateandspecifytheperformancegapintermsofTechnicalSolution,ManagementSystems&ChangeManagementToagreeasequentialplantoachieveaLeanTransformationPurposeTomaximisevalueaddedtimeduringthediagnosticprocessbyensuringthatallknowledge,resourceandmaterialsareinplacepriortoarrivingattheclientsiteTogaincommitmentandownershipfortheplanandresourcesrequiredPreparationIdentifykeybusinessissueIdentifykeyleversCreatevisionDevelopplanSecureclientownershipOff-SiteAttheclientsiteOURDIAGNOSTICAPPROACHThediagnosticapproachwerecommendhas6steps10第十頁(yè)，共四十九頁(yè)。DepthofquestionWhatlevelofwasteexistsinprocessX?Whatarethetop3leversforoperationsimprovement?Whatisthemeasuredimprovementgap?Whatarethedetailedspecificactions,timescalesandownersneededtoclosetheperformancegap?Isthecurrentorganisationcapableofmakingthechange?Whatorganisationalchangesarenecessary?Whataretheexpectedfinancialimplicationsoftheleantransformation?FULLDIAGNOSTIC–SINGLESITEDIAGNOSTICROLL-OUT*Dependantonthesizeofthecompany(timeframequotedisforanSME)Allnumbersdependonteamsizeandcooperationlevel Source: McKinsey&CompanyDiagnostictoolCurrent-stateMIFA,activitysamplingFuture-stateMIFA,HypothesistreeCurrent+future-stateMIFAwithKPIs&targetsMultiplecurrent-stateMIFA,MIFAs+TacticalImplementationPlanInterviews,RadarchartsInterviews,radarcharts,organisationchartsMIFAs,KPIs,ROCE/ROICtree+targetsTimeframe3days+3days+2days+2days+6days*+2days*+2days*TOTAL20DaysAtypicaldiagnosticshouldtake20daystocomplete11第十一頁(yè)，共四十九頁(yè)。DOCUMENTCONTEXTAunifieddiagnosticframeworkGettingthemostfromtheframeworkDiagnostictools&techniques12第十二頁(yè)，共四十九頁(yè)。SCOPE Source:McKinsey&CompanyYoushould;AgreewiththeclientandEDwhatclientissue(s)youaretryingtoaddressUnderstandthecomplexityandurgencyoftheissue(s)IdentifywhatresourcesbothfirmandclientyouarelikelytohaveavailableGetasmuchrelevantinformation&dataBeforedecidingthelengthofthediagnostic,makesurethescopeisfullyunderstood13第十三頁(yè)，共四十九頁(yè)。PREPARATION Source:McKinseyProductionSystemsDesignCentreAchecklistwillhelpensurehighproductivityduringthediagnosticYouhave;LimitedtimeLimitedresourcesandlotstodo……Checklist1Understandtheproject2Understandclientenvironment3Organizetheteam4Reviewcurrentknowledge5Senddatarequest6Requestchangeagents7Plancommunicationsstrategy8Ensurelogistics9Startproblemsolving10………………11……………..12……………..13ReadLOP……………..14第十四頁(yè)，共四十九頁(yè)。IDENTIFYTHEKEYBUSINESSISSUE Source:McKinseyProductionSystemsDesignCentreThebusinessissuesneedtobeunderstoodandconsensusbuilt.Thelinkageofthebusinessissuestooperationalissuesshouldbeestablished.WarrantycostsScrapReworkProductivityCapitalEmployedWIP&FinishedgoodsDeliveryperformanceLeadtimeSpeedtomarketMaketostock/MaketoorderIndustryleader/trailerActivelyemployingResearch&DevelopmentLeaderLowestcostHighestservicelevelQuality&ServiceCostTechnologyDeliveryCompetitionTohavemaximumimpactforourclientsweneedtodeterminetheKEYbusinessproblemthatneedstobesolvedTypicalforManufacturingOperations15第十五頁(yè)，共四十九頁(yè)。IDENTIFYKEYLEVERS Source:McKinseyProductionSystemsDesignCentreLeanusesthreeprimelevers;Wasteremoval,control&reductionofvariabilityandincreasedflexibility.EXAMPLECURRENTSTATEDIAGRAM

WasteWasteWasteWasteWasteWasteVARABILITYINFLEXIBILITYWeneedtoMAPthecurrentsystemtoidentifythesysteminhibitorsintheprocessLeantoolscanthenbedeterminedtoremovethesystemsinhibitors16第十六頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreEXAMPLEQualityimprovedby…….Deliveryperformanceimprovedby………………Productivityimprovedby….ThesewillimproveROS/ROCEby……………..%200220032003CREATEAVISIONWehavetobeveryclearaboutthesystemsapproachtotheimplementationofleanprinciples.Weshouldclearlyidentifythevisionandthe3~5keyactivitiestostartthetransformation.KeyLeversCreateFutureStateVisionQuantifytransformationimpactEXAMPLEContinuousflowprocessingFill-uppullsystemFlexibleManpowerPerformanceManagementSystemEXAMPLE17第十七頁(yè)，共四十九頁(yè)。DEVELOPAPLAN Source:McKinseyProductionSystemsDesignCentreAtamacrolevelweshouldoutlinethekeyactivitiesandthetimingandresourceexpectation.DiagnosticPreparation(KPI,TIP)WorkStreamWorkplaceorganizationChangeoverreductionandOEEmeasurementImprovelayoutBatchcalculationsPullsystemsLevelingboardActivityJuneJulyAugSeptOctEXAMPLEOutlinekeyactivitiesAgreecommonobjectives&buildconsensusAllocatetaskstopeopleCoordinateresourceForecastpotentialconstraintsReview&managedeliveryperformanceAnimplementationplanwillhelptheteamto……18第十八頁(yè)，共四十九頁(yè)。SECURECLIENTOWNERSHIPClientownershipcomesfromextensivesyndicationandincludingtheclientintheanalysis,syndicationandproblemsolvingprocessesCreateStorylineValidateHypothesisPresentFindingsBusinessissueWhylean?Wheretowork?ResultsCheckthestorylineCompletemissinganalysesValidatethroughinterviewsSimulatetherecommendationsPlaydevilsadvocate–Ask“Whatif〞Onemessageperchart,capturedintitle?New,fact-basedinsightforaudience?Visualformatsupportsmessage?Simpletounderstand?Sourcequotedoneverychart?üüüüü Source:McKinseyProductionSystemsDesignCentre19第十九頁(yè)，共四十九頁(yè)。DOCUMENTCONTEXTAUnifieddiagnosticframeworkGettingthemostfromtheframeworkDiagnostictools&techniques20第二十頁(yè)，共四十九頁(yè)。STANDARDDIAGNOSTICAPPROACH Source:McKinseyProductionSystemsDesignCentreThe6-stepdiagnosticmayemployavarietyoftools&techniquesValueTrees(ROIC/ROCE)StructuredInterviewsCurrentMIFALogicTreesDemandKPIsActivitysamplingRadarchartsOEEAnalysisWorkBalanceCustomerSatisfactionKPI’sHypothesisTreeFutureMIFAStakeholderAssessmentChangemanagementTacticalImplementationPlans(TIPs)Tools&TechniquesPreparationchecklistDatarequestRequestchangeagentsReadLOPPyramidStructureStoryboardValidationchecklistSyndicationmeetingPreparationIdentifykeybusinessissueIdentifykeyleversCreatevisionDevelopplanSecureclientownership21第二十一頁(yè)，共四十九頁(yè)。TOOL1 Source:McKinseyProductionSystemsDesignCentrePREPARATIONCHECKLISTStructuredpreparationiscrucialforasmoothandeffectiveengagementstart.UnderstandtheprojectUnderstandclientenvironmentOrganizetheteamReviewcurrentknowledgePlancommuni-cationsstrategyEnsurelogisticsStartproblemsolvingReadLOPTalktoprojectnegotiatorUnderstanddegreesoffreedomEndproductsClientexpectationsCompanybackgroundOrganizationalchartsPreviousMcKinseyongoingstudies

(interviewwithotherMcKinseyconsultantsPSDE’s)Rolesandprofilesoftopmanagement/

identificationofMcKinseyfriendsStakeholders:potentialwinners/losersIdentifyteamcharter:role,agenda,

objectivesRolesofteamKick-offmeetingscheduleDiagnosticscheduleSharebasicproblemwiththeteamDevelopfirstissueanalysisDevelopfirsthypothesisDocumentAddressTeamroomTelephonelistFax,keysParkingMcKinseyteamplannerScheduleprogressreviewsSeniormanagementAreamanagementChangeteamChangeareaCommunicationwithclient(whospeakswithwhom?)DonotreinventthewheelGetafewrelevantPDsandPSDCdocumentsContactMcKinseyexperts/PSDE’sOntopicOnindustryOnclientIdentifyinformationsources22第二十二頁(yè)，共四十九頁(yè)。BuildingaROCEtreewillhelpdevelopafullunderstandingofcompanyfinancialsROCETREES*sometimescalledROIC(ReturnonInvestedCapital),whenusingafinancingapproach“howeffectivelythecompanyemploysitsaverageinvestedcapital”Revenue–CostRevenueRevenue.CapitalEmployedRevenue–CostCapitalEmployed“howeffectivelythecompanyconvertsrevenueintoprofits”R.O.C.EReturnOnCapitalEmployedCostofGoodsSoldRevenueOperatingExpensesRevenueDepreciationRevenueNetP.P.&E.RevenueNetWorkingCapitalRevenueperdayOthernetassetsRevenueLabourCOGSMaterialsCOGSOverheadCOGSOperatingCashRevenuesAccountsReceivableRevenueperdayInventoryCOGSperdayOthernetcurrentAssetsRevenuesAccountsPayableCOGSperdayOthercurrentLiabilitiesRevenuesTOOL2CapitalturnoverOperatingMarginExampleApplicationWheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

ThetreecreatesfinanciallinkageforproductionimprovementstoperformanceoftheorganisationIthighlightswhichleversneedtopulledItcanbeusedtoshowabeforeandaftereffect.Ithelpstoprioritiseimplementationactions23第二十三頁(yè)，共四十九頁(yè)。TOOL3 Source:McKinseyCONDUCTINGINTERVIEWSInterviewsprovideavaluablemeansofgatheringopinionsandperspectivesSetthetoneQuestion&ListenEffectivelyClosegraciouslyOpeningCoreClosingThanktheintervieweeforseeingyouIntroduceyourself,McKinsey,theprojectConfirmpurpose,timeframeEstablishrapportExplaininterviewers’rolesAdviseintervieweethatyouwilltakenotesandhowyouwillusethemReinforceconfidentiality,

ifnecessaryBecongenialSummarizekeypointsAsktwofinalopenquestionsWhatistheonethingyouwouldliketochange?Wouldyouliketoaddanythingthatwehaven’tcovered?BealertforvaluableinformationthatintervieweesoftendivulgeaftertheinterviewformallyendsAgreeonnextstepsLeavethedooropenformorequestionslaterThankinterviewee;indicatethatthediscussionwasvaluableSendthank-younotewithin48hoursListentorememberSynthesizeinformationintokeywordsDevisemetaphoricassociationsListentodistinguishvaluabledigressions

fromtime-wastingonesListenforwhatwasnotsaidPickuponnon-verbalcluesIntegratemessagefortotalmeaningSummarizeandcheckbackSynthesizeandcheckback24第二十四頁(yè)，共四十九頁(yè)。MIFA Source:McKinsey&CompanyAmaterialandinformationflowanalysishelpsvisualisewastesProvidesframeworkforconversationsTiesentireproductionprocesstogetherPreventsfocusingonlargeimprovementopportunitieswithlittleimpactCreatesframeworkfordesigningcompletesystemDemonstratesinteractionbetweeninformationandmaterialflowClearconcisemethodtodiscusshowoperationfunctionsandhowitshouldfunctionEXAMPLECURRENTSTATEDIAGRAM

ExamplePurposeTOOL4WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

25第二十五頁(yè)，共四十九頁(yè)。MutuallyExclusiveCollectivelyExhaustiveFirstlineofsupportSecondlineofsupportProblem

StatementWorksheetBasicquestiontoberesolvedConsistentConsistentRelevantBasicquestiontoberesolved1. Perspective/context2. Decisionmaker3. Criteriaforsuccess4. Constraintswithinsolutionspace5. ScopeofsolutionspaceLOGICTREEWhenkeylevershavebeenidentified,logictreescanbeusedtostructurethedataTOOL526第二十六頁(yè)，共四十九頁(yè)?！癢hy?”“What?”or“How?”IssuetreeHypothesis-driventreeIssue(question)Argument1Argument2Argument3Hypo-thesis(potentialanswer)LOGICTREESLogictreesarealsoameansofstructuringissuesorargumentsTOOL627第二十七頁(yè)，共四十九頁(yè)。CustomerDemandCustomerSatisfactionManufacturingProcessIDENTIFYINGTHEKEYLEVERSInputprocessandoutputindicatorsarevaluablesourcesofinformationSalesSegmentationOrderVariationQualityCostDeliveryMindsets&behaviourManagementsystemsandOrganisationstructureProductionSystemWasteVariationFlexibilityInputOutputProcessTOOL728第二十八頁(yè)，共四十九頁(yè)。CompanyXCompanyX-LeanOperations500015530343749102367036246659020406080100120JanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMaySales￡1000*DistributormarketonlySource:EFACS200020010%1%1%4%5%7%8%15%9%9%6%4%10%9%Growthat￡8kpermonth￡60kbigorderSalesteamlostGrowth*expectationagaininnextquarterJH%oftotalsales1.OVERALLSALES2.MONTHLYDEMAND3.WEEKLY/DAILYDEMAND Source:McKinseyProductionSystemsDesignCentreEffectsofseasonalityExpectedgrowthStabilityofdemandEndofmonthpeaksSelfinducedpeaksUnexpectedtroughsWeeklypeaksDeliveryvariabilityDemandmanagementCUSTOMERDEMAND(1/2)IndicatorExampleShowsInputindicatorshighlightwhatthemanufacturingprocessmustcopewithTOOL829第二十九頁(yè)，共四十九頁(yè)。4.FORECAST5.SEGMENTATION6.ORDERVARIATION Source:McKinseyProductionSystemsDesignCentreExpectedgrowthProductexpansionSalesinitiativesProductsegmentationCustomersegmentationProcesssegmentationCorecustomersOrdersizevariationOrderfrequencyvariationCUSTOMERDEMAND(2/2)IndicatorExampleShowsTOOL930第三十頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreOverallwastelevelsWastedtimePoorlayoutLevelsofstandardisationCycletimevariationLeadtimevariationResponsivenesstodemandchangesFlexiblemanpowerlevelsEffectsondeliverytomarketPROCESSProcessmetricshighlighttheabilityofmanufacturingtocopewithvariabilityintheinputsWASTEVARIABILITYINFLEXIBILITYIndicatorExampleShowsTOOL1031第三十一頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreActivitysamplingcanbeappliedinanymanufacturingenvironmentwherehumansintervene.Itaimstoestablisharoughcutestimateofthelevelofwasteinanarea.Itdoesthisbyrecordingthediscretenumberofpeopleobservedadding/notaddingvalue.ACTIVITYSAMPLINGActivitysamplingisaquicktoolforuncoveringwaste,variability&flexibilityissuesExampleApplicationTOOL11WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

32第三十二頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreLEANASSESSMENT–RADARCHARTTheleanEPRisaqualitativelyassessmentoforganisationalcapabilitiesandsystems.TheleanEPRisaquestionnairebasedtoolthathighlightsaperformancegapbetweenthecurrentandnotionalleanestperformancelevels.Anexpertisgenerallyneededtoconductthis.Itshowsthepartsofthesystemthatareweakestoverall.ExampleApplicationTOOL12WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

33第三十三頁(yè)，共四十九頁(yè)。 Source:1daymaintenancediagnostic-PDNetThecapabilityradarchartaimstoidentifythegapbetweenactualandrequiredlevelsoforganisationalcapability.AllmanufacturingenvironmentsItshowstheperformancegapatavarietyofhierarchicallevels.Itshowsthepartsofthesystemthatareweakestoverall.CAPABILITY–RADARCHARTLeadershipandchangemanagementLeanawarenessPerformancemanagementandethicOrganizationalinteractionLeadershipand

changemanagementLeanawarenessPerformancemanagement

andethicOrganizationalinteractionLeadershipandchangemanagement012345LeanawarenessPerformancemanagement

andethicOrganizationalinteractionLeadershipand

changemanagementLeanawarenessPerformancemanagement

andethicOrganizationalinteractionTopmanagementExecutivelevelSupervisorsOperators/WorkTeamsExampleApplicationTOOL13WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

34第三十四頁(yè)，共四十九頁(yè)。 Source:ClientCapabilityAssessment-PDNetRadarscanalsoshowweaknessesinspecificfunctions.Design-outEngineeringLinktoequipmentcriticalityServicing&PMLifecyclepurchasingstrategyOrganizationalstructureCrossfunctionalcommunicationPerformanceethicSkillbuildingStoresPartsorderingPartsavailabilityPartsqualityToolstorageContractormanagementComputersystemComputersystemtrainingEquipmenthistorymanagementRoutinejobplanningScheduledevelopment&adherence

(routinework)ShutdownProblemcommunicationRootcauseidentificationRepairplanningexecutionInfrastructureSupportOrganizational

CapabilitiesProblemDiagnostic&

RepairExecutionEquipmentStrategySystemSupportThisradarappliesinareasthatareheavilyreliantuponmaintenanceactivities.Largely,it’saimsarethesameastheleanEPR.Itshouldfocusonbottleneckmachinesandprocesses.MAINTENANCE–RADARCHARTExampleApplicationTOOL14WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

35第三十五頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreOVERALLEQUIPMENTEFFECTIVENESS(OEE)OEEiscriticalforidentifyingkeyfocusareasforimprovementismachine/mechanisedenvironments.ExampleApplicationTheOEEcharthighlightstheeffectofthesixbiglossesoncriticalmachineryBreakdownsChangeoversUnplannedstoppagesSpeedlossesQualitydefectsSpoilageThechartshowstheresultantvalueaddedtimethemachineryspendscreatingproducts.OEErecordingshouldbeimplementedwherebottlenecksaremachinesormechanised/automatedprocesses.TOOL15WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

36第三十六頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreWORKBALANCEWorkbalancechartshelpvisualisetheimbalanceofworkcontentinaline.Thisimbalancedrivesthewasteofoverproductionandwaiting.Theworkbalancechartisimportantforsequentialassemblylines.Ithighlightstherelativequantityofworkbetweenprocessstepsorworkstations.ExampleApplicationTOOL16WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

37第三十七頁(yè)，共四十九頁(yè)。PARTSPERMILLIONDELIVERYDEFECTSCUSTOMERSATISFACTION Source:McKinseyProductionSystemsDesignCentreAreviewofoperationsKPIswillprovideinsighttotheeffectofpoorsystemdesign.QUALITY&SERVICEKPIs(OUTPUT)IndicatorExampleShowsTopicsofcomplaintsServiceissuesImprovementpotentialManufacturingdefectsTransportationdefectsDefectiverecurrencesProductqualityComponentqualitySupplierqualityTOOL1738第三十八頁(yè)，共四十九頁(yè)。PRODUCTIVITYOVERTIMEINVENTORY Source:McKinseyProductionSystemsDesignCentrePoorsystemdesignmayalsodrivecostlevers.COSTKPIsIndicatorExampleShowsCurrentunitcostRecentcostreductionsRecentcostescalationsCurrentstocklevels‘Justincase’stockImpactpotentialControlledovertimeOvertimetrendsEmployeerelianceTOOL1839第三十九頁(yè)，共四十九頁(yè)。OTIFLEADTIMESTOCKTURNS Source:McKinseyProductionSystemsDesignCentrePoordeliveryperformanceisafurtherlikelyimpactofinadequatesystemsdesign.DELIVERYKPIsIndicatorExampleShowsDeliveryperformanceProductstockoutsDeliveryimprovementsManufacturingleadtimeWasteintheinformationflowPercentagevalueaddedtimeDaysofstockOverallstocklevelsRedundantstockTOOL1940第四十頁(yè)，共四十九頁(yè)。 Source:McKinseyProductionSystemsDesignCentreFUTUREMIFADailyordersMill1-2OEEMill1:70%Mill2:60%EXAMPLE2times/daySuppliersCustomersPressFoldGalvaniseAveragetime24hbracketsTappingPackingDailyordersPhone,fax,EDIPRODUCTIONCONTROLSequencelistBandingDespatchPIPITTPWPWTTCOMPANYXAfuture-stateMIFAisameansofcreatingavisionofthemanufacturingsystembasedon7steps.Example7stepprocessTOOL20WheredoIfindmoreinformation?PDNet?????–typethedocumenttitleinhere

2.ContinuousFlowProcessing3.MaterialFlow-shopstocks4.PullSystem:RealDemand5.Control:ArtificialDemand6.Levelling7.TargetFurtherImprovementsABCPITTakt-Whatarethecustomerrequirements?-Whatpreventscontinuousflow?-Howwillmaterialflowtothecustomer?-Howiscustomerdemandcommunicated?-Howisdemandcommunicatedupstream?-Islevellingrequired?Where&how?-Whereshouldimprovementsbetargeted?1.TaktTime&CustomerRequirements41第四十一頁(yè)，共四十九頁(yè)。*Typically,about10%ofpeoplewillsupport,10%resistand80%willbeindifferentSTAKEHOLDERASSESSMENTStakeholderassessmentshelptoidentifywhowillbesupportive,resistiveorindifferenttothechangeinitiative.TOOL21Pivotalpeople/rolesGrouppersonbelongstoAppetiteforchange*InfluencePotentialpilotinvolvementPossiblelongtermrolePilotareaSupporterBypersonalityLMHCoachOth-ersSup-portareaOtherWorkstreamleaderWorkstreammem-berChangeleaderLMHByRoleProductionmanagerIndifferentResistorWhy?Willraisepay;camefromexternalleancompanyFacetofaceonshopfloorSeniorteamuseretreats/debatesHeadofplantLogisticsmanager2yearsfromretirement;doesn’twanttorockboatReading,reflectionPeersdealinmemosRetireLogisticsjuniormanagerChancetoprovehimselfFacetofaceStronginformalnetworkLogisticsmanagerPilotareasupervisorConcernedaboutpastfailuresandadditionaltimeneededMinimalhighlydirectivecontactGossipsystem;SupervisorCapabilitiesHMLTech-nicalInter-personalHHLLMMLMInformInvitetomeet-ings/eventsPreferredcomms.style(selfandpeergroup)DetailsofinvolvementMotivate,“trainthetrainer”usingoralcommunicationParticipantinpilotareamotivatingactivities–sitevisits,training