安达信咨询方法与工具资料库ABCD95

1、table of contentspageexecutive summary3overview questions10i.planning and control processes11ii.data management14iii.continuous improvement processes15iv.performance measurements16v.overview question summary18audit questions21i.planning and control processes22a.strategic planning22b.business plannin

2、g24c.sales & operations planning25d.financial planning, reporting and measurements28e.“what if?” simulations30fdemand management-forecasting, sales planning and order entry and promising31g.master production scheduling34h.supplier/purchasing management37i.material planning and material control39j.ca

3、pacity planning and capacity control43k.new product/engineered product planning and control.44ii.data management46iii.continuous improvement processes48a.education and training48b.continuous improvement52iv.performance measurements59v.audit questions summary65appendix67executive summaryintroduction

4、to the abcd checklistthe following report is an abcd checklist audit of hypro corporation. the abcd checklist was developed by the oliver wight company for use as an evaluation tool to measure the effectiveness of a manufacturing companys abilities to plan and control their business operations. the

5、abcd checklist is an audit tool which focuses not only on the manufacturing operations , but the company as a whole. all functional areas within the company are evaluated for a high level of integration with the companys objectives and an ability to deliver excellent customer service. strong emphasi

6、s is placed on the subjects of business planning, manufacturing strategy, sales and operations planning, and continuous improvement.how the checklist is usedthe abcd audit does more than tell hypro where they are today, but also gives feedback regarding areas of potential improvement so that hypro c

7、an build a stronger tomorrow. the checklist is designed so it can be performed on a regular basis to continually monitor hypros development as a manufacturing organization. this baseline audit will greatly reduce the amount of time required to complete future audits.the abcd checklist consists of tw

8、o categories of yes/ no questions; overview questions and audit questions. the overview questions consist of 35 high-level questions separated into four sections: planning and control, data management, continuous improvement, and performance measurements. the focus of the overview questions is to de

9、termine, on a high-level, if the correct processes are in place and how effectively they are being used.the audit questions are much greater in quantity and detail, and are designed to support the overview questions. the focus of the audit questions is on specific actions being used within each proc

10、ess and also takes a closer look at the effectiveness of the processes. the audit questions provide a foundation for a yes/no response to an overview question. each overview question has the categories of associated audit questions listed in parenthesis after the question.a companys classification a

11、s a manufacturing company is determined by the number of no responses received to the thirty-five overview questions. the following numerical scale determines hypros abcd classification:class a0 to 3 no responses class b4 to 7 no responsesclass c8 to 10 no responsesclass d11 to 14 no responsesabcd d

12、efined待添加的隐藏文字内容1the quantitative evaluation of the checklist can be translated into subjective categories which identify key characteristics of companies at each level:levelplanning and control processescontinuous improvement processesclass amrp ii effectively used company-wide; significant improve

13、ments in customer service, productivity, inventory, and costs are realized due to the effective processes utilized by the company.continuous improvement has become a way-of-life for employees, suppliers, and customers. the company has made considerable progress in the areas of quality, increased thr

14、oughput, and reduced production costs. class bsupported by top management; used by middle management to achieve measurable company improvements.most departments participating and active involvement with some suppliers and customers; making substantial contributions in many areas.class coperated prim

15、arily as better methods for ordering materials; contributing to better inventory management.processes utilized in limited areas; some departmental improvements.class dinformation inaccurate and poorly understood by users; providing little help in running the business.processes not established.hypros

16、 abcd statusthe responses to the over 275 audit questions asked during the interview process at hypro were evaluated and translated into responses to the 35 overview questions. through evaluation of the overview questions, it has been concluded that hypro meets 32 of the 35 criteria. this places hyp

17、ro in the class a- category. the general areas in which hypro received a no response were the following:1.forecasting2.continuous improvement3.performance measurementsplease refer to the overview section for the detailed questions. both the overview and audit sections of this report include question

18、-specific comments to the right of the all questions that received a no response. comments were also placed next to questions which received a yes response but deserved further comment.forecastingthe forecasting process does not provide the business units with the information required to accurately

19、manage inventories. the forecasting tools in place make the process difficult and time consuming (obtaining data required to develop the forecast can take up to two months). planners and buyers within the business do not fully “trust” the forecasts and may act independently of them. currently, it is

20、 not clear whether the existing forecasting process is causing inefficiencies in terms of meeting customer orders or in terms of carrying excessive safety stocks. it is recommended that additional studies be performed to understand this issue. improving forecasting will require that improved informa

21、tion and tools are available. more resources will also be required to support the forecasting process. it will also be critical to measure the accuracy of the forecast as compared to actual sales to evaluate the forecasting process. (refer to overview question 7)performance measuresperformance measu

22、rements are either missing or not effective in several areas of hypro. measurement of process performance is an integral part of the improvement process. individual performance measures needs to be more effective beyond the executive level, particularly in non-manufacturing areas. please refer to th

23、e performance measurement section of the audit questions for detailed information.(refer to overview questions 31-35)continuous improvementspecific plans and processes for improvement need to be developed for non-manufacturing activities. the continuous improvement plan needs to be include employee

24、training and development. the employee education program should include specific education goals and track the progress of all employees.in many areas within hypro there are significant processes which need to be better documented, such that consistency will be maintained throughout the many changes

25、 hypro experiences as it grows.within manufacturing, it is imperative that hypro further implement spc to better monitor and improve its processes. new product development should have more cross-functional involvement. design reviews need to be implemented to improve the transition to production. (r

26、efer to overview questions 20-25) conclusionhypro has improved significantly since the 1992 assessment. the amount of effort required to become a class a company is relatively small. the amount of time required is entirely dependent on the priority given to the effort by hypro management. upon reach

27、ing a level of operational efficiency which hypro believes is class a, a period of three months must pass before the audit can be performed. this time period is required to ensure stability.overview questionsyesnodescription/recommendation1.management is committed to use planning and control process

28、es and continuous improvement processes and considers their effective use essential for the survival, growth and general well-being of the company.omanagement is committed to continuous improvement. effective strategies need to be better communicated to all levels of hypro. individual plans and proc

29、esses for improvement are in place at a divisional level. a high-level continuous improvement plan now needs to integrate these individual/divisional plans more effectively.planning and control processesyesnodescription/recommendation2.a strategic planning process is used to establish the organizati

30、onal purpose, provide direction for future generations of products and services and develop a competitive strategy which includes a manufacturing strategy statement. a vision statement is used to provide direction to this process. (i.a.)*othe strategic plan is updated on an annual basis. the plan is

31、 both comprehensive and division specific. quarterly updates should occur. the strategic plan needs to be communicated beyond the executive level. appropriate performance measures should be aligned with this plan.3.a business planning process, driven by the strategic plan, is used to develop and com

32、municate annual financial plans which incorporate input from all operating departments of the company. (i.b.)o4.sales & operations planning is the management process that maintains the current operating plan in support of the business plan. the process consists of a formal meeting each month run by

33、the general manager and covers a planning horizon adequate to plan resources effectively. (i.c.)omonthly meetings in this area are not formalized. the sales plan needs to be managed on a monthly basis in conjunction with sales. this meeting can serve to provide the foundation for continuous improvem

34、ent, performance measurement and training initiatives.5.a single set of numbers is used by all functions with the operating system providing the source data used for financial planning, reporting, and measurement. (i.d.)o6.“what if” simulations are used to evaluate alternative operating plans and to

35、 develop contingency plans. (i.e.)owhat if simulations are currently used to a level which is practical for hypro. however, investment in “what if” simulation software should be considered in the near future.7 .there is a process for forecasting all anticipated demands with sufficient detail and ade

36、quate planning horizon to support business planning, sales & operations planning and master production scheduling. forecast accuracy is measured in order to continuously improve the process. (i.f.)othe current forecasting activities need to be integrated into a cohesive process. data must be share a

37、nd compiled consistently. statistics tools and systems modifications are needed to better facilitate the forecasting function. current resources need to be reconciled with the future needs of forecast users. each functional business unit must cooperate and support forecasting activities. market expe

38、rts should be utilized to provide meaningful and accurate forecasts.yesnodescription/recommendation8.there is a formal sales planning process in place with the sales force responsible and accountable for developing and executing the resulting sales plan. differences between the sales plan and the fo

39、recast are reconciled. (i.e.)othe current sales plan results are good but the annual process should be evaluated for its effectiveness relative to a quarterly planning and evaluation process.9.customer order entry and promising are integrated with the master production scheduling system and inventor

40、y data. there are mechanisms for matching incoming orders to forecasts and for handling abnormal demands. (i.e.)omechanisms for matching incoming orders to forecast and for handling abnormal demands need to be implemented. 10.the master production scheduling process is perpetually managed in order t

41、o insure a balance of stability and responsiveness. the master production schedule is reconciled with the production plan resulting from the sales & operations planning process. (i.g.)othere are a number of reports and processes that need to be visibly documented and tracked for improvement. refer t

42、o section iv, performance measurements, for a more detailed view of the types of reports to be considered.11.a supplier planning and scheduling process provides visibility for key items covering an adequate planning horizon. (i.h.)ocontinue to develop partnerships with vendors to increase honesty an

43、d mutual trust to facilitate on-time, quality deliveries.12.there is a material planning process which maintains valid schedules and a material control process which communicates priorities through a manufacturing schedule, dispatch list, supplier schedule and/or a kanban mechanism. (1.1.)o13.there

44、is a capacity planning process using rough-cut capacity planning and, where applicable, capacity requirements planning in which planned capacity, based on demonstrated output, is balanced with required capacity. a capacity control process is used to measure and manage factory throughput and queues.

45、(i.j.)oyesnodescription/recommendation14.all phases of new product development are integrated with the planning and control system. (i.k.)ohypro integrates new product development to a level which is appropriate for the companys size and product type. however, transition from development to manufact

46、uring needs improvement.15.where applicable, engineering activities in support of a customer order are integrated with the planning and control system. (i.k.)o16.where applicable, distribution resource planning is utilized to manage the logistics of distribution. drp information is used for sales &

47、operations planning, master production scheduling, supplier scheduling, transportation planning and the scheduling of shipping. (i.l.)oon/adata managementyesnodescription/recommendation17.the planning and control process is supported by a properly structured, integrated set of bill of material, rout

48、ing and related data. (i.l.)o18.data integrity is measured against pre-established tolerances and meets accuracy requirements including the following fundamental standards:a. bills of material, formulas, etc.98-100%b. routings95-100%c. inventory records95-100% (ii)oa routing audit program should be

49、initiated. the accuracy of the items must meet the listed criteria.19.there is an effective process for evaluating, planning and controlling changes to existing products. (ii)orecently developed ecn procedure is effective. reasons for engineering changes need to be tracked to understand and eliminat

50、e root causes.continuous improvement processesyesnodescription/recommendation20.the company is committed to a program designed to provide appropriate education to all employees, enabling the effective management of change. (iii.a.)othe education program needs more effective documentation. an educati

51、on plan should be developed, and a charting method should be used to track the completion of education by employees. employee promotion and advancement should be designed to reward the right educational pursuits.21.there is an active employee involvement program designed to improve company operation

52、s using the knowledge and experience of all employees. the program includes cross-training to improve company flexibility and employee security. (iii.a.)oemployee involvement is good. a documented program of soft-skills training should be developed to substantiate that involvement and change is base

53、d on effective communication within the company. cross training program needs to be developed that incorporates budget, schedules, training, and evaluation. initiate training in developing a business case for change to eliminate “underground” development efforts.22.there is a company-wide commitment

54、 to continuous improvement using a “one less at a time” process to stimulate the elimination of non-value adding activities by surfacing, prioritizing and resolving problems. (iii.b.)oformal means of expressing continuous improvement ideas needs to be developed. a formal mechanism to address these i

55、deas will ensure they are not lost or unrecognized. developing a sound business case for change is also a crucial element of continuous improvement.23.there is a company-wide total quality improvement process to insure that the output of each functional area meets or exceeds their customer requireme

56、nts, internal or external, and which seeks to minimize process and product variation. (iii.b.)othe recognition of internal customers and the development of ways to measure and exceed internal customer needs is important to the advancement of the quality efforts within the company. programs which help improve the communication of interacting functional areas within the company are effective vehicles for identifying problems and beneficial solutions.24.there is a defined product development strategy that, in addition to customer, marketing and technical requirements, considers th