PrioritiestoProjects(共47页)（英文版）.ppt

1、PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 12.1 Describing priorities 2.2 Priority deployment2.3 Process thinking2.4 MEDIC Review Form (MFR)IntroductionPriorities to ProjectsMEDICManage-mentRoleDPU-CIP-PWC0296Page 2PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 3 importantand cha

2、llenging / difficultand/or riskyand/or to be controlled carefullyPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 4 deployed from the business balanced score card - where it is probably red requires breakthrough thinking and probably a process improvement team will impact one (or more) critica

3、l success factorexamples: time to market delivery reliablity cycle time market share customer responsivenessPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 5 Balanced Scorecard - B.U. LampsCheck PointsScorecardStrategic Success FactorPerformance MeasureTarget 99Target 01Target 03FinancialEcon

4、omic Profit RealisedEuro ( mln )243309418SalesEuro ( mln )252226782950 Ifo%age of sales14.50%16.50%19.00% Working capitalTurnover speed7 ProductivitySales/wagebill CashflowEuro ( mln )346439576CustomersMarket share%age22.80%23.40%25.40%Delivery performanceICSL93%95%97%Customer complaintsMax time to

5、closure - days211410Sales of new products%age of total salestbdtbdtbdBrand indexAbsolute value - nominal110110110Survey resultsScore8ProcessesBEST MarketingSurvey tool score368BEST PurchasingSurvey tool score368BEST ManufacturingSurvey tool score479Cycletime reduction%age from last check point303030

6、LearningOrganisation capabilityPBE achievementtbdtbdtbdLeadership assesmentApproved action planCompleteCompleteCompleteBEST training %age of target group complete90%95%95%QIC participation%age of population25%40%50%PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 6what do we need to communicat

7、e clearly to our people? objective indicators and target guidelines constraintsPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 7OBJECTIVE TARGETCONSTRAINTS GUIDELINESPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 8OBJECTIVE TARGETCONSTRAINTS Reduction of material cost -20 % in two yea

8、rs Quality level of products at least as today Do not change suppliers Do not increase raw materials stock Set up a supplier evaluation system based on total costs Supplier partnership Reduce number of suppliers GUIDELINESDPU-CIP-PWC0296Page 9PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 10

9、PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 10?PRIORITIESPROJECTSMEDIC MEDIC MEDIC PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 11interview customers, process people, ownersprocess map - macroestablish key performance indicatorsfishbone/ishikawa diagramcause and effect matrix (Q

10、FD)measurement planparetodefine sub-processMap,Measure, Evaluate &ExplorePriorityProjectsMEDICProjectsready for TeamChartersPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 12MachinePeopleMethodMaterialsTime to closecustomer complaintsEnvironmentPhilipsLightingCompany ConfidentialPhilips5

11、1/6/99Page 13 1. Discuss approaches within your BU to going from priorities to projects10 minutes (Plenary session)To identify how different business units in Philips Lighting have been going from Priorities to ProjectsDPU-CIP-PWC0296Page 14PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 15 B

12、usiness processes produce value for external customers Support processes create conditions to carry out business processes produce value for internal customersPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 16InputProcessCustomersSuppliersProcesses Make ValueOutputPhilipsLightingCompany Confi

13、dentialPhilips5 1/6/99Page 17The Process Way - The Philips Way Customer First Add value for customers Encourage Initiative Empower employees Foster Teamwork Reward team performance Supplier Partnership Intensify supplier contacts Open Communication No functional secretsPhilipsLightingCompany Confide

14、ntialPhilips5 1/6/99Page 18Responsibility and action areaProcess guarantorResponsible for goal achievementPlays in every phase of the process in order to discover potential problems and identify critical issuesSets improvement actions together with owners of functionsDPU-CIP-PWC0296Page 19PhilipsLig

15、htingCompany ConfidentialPhilips5 1/6/99Page 20Medic Fact report 3.0Medic Fact report 3.0efine Solutionsescribe modified processD DDate completed:A2.1A2.2A2.3Process ChangedescriptionACTIVITIESWHATWHOWHENPerform FMEA on T4 lineFeedback defects to operatorsat daily quality meetingPCMSFeb 15Feb 5NBMar

16、 10COUNTERMEASURESWHATWHO WHENIMPACT(DPMO)Switch to Tiboring headsInstall linear 2-pivot pointloaderEMRJTSFeb 1Apr 11000400Type11Install drillauto stopdevice (PY)1CHG Apr 20 500Single sourcetap bits1TRPMay 151300Run DOE on criticalparametersMedic Fact report 3.0ontrolonformC CDate completed:05101520

17、NDJFMAMJJAT4 Line Rework ($ x000)GoodT4 LineActualTargetBenchmarkOutlookGood10002000300040005000600070008000TARGET = 2,188BENCHMARK = 233DPMOActualOutlook5.65.45.2 4.2 4.2 3.8NDJFM AMJJA 3.3 2.0All figures in above table in thousandsMedic Fact report 3.0easureapMMProblem Description:T4 line current

18、DPMO of 5,470above committed level of 2,188Objective:Reduce DPMO level to 2,188Performance Metric:DPMOBrief explanation:Target at 2,188 is 60% reductionfrom last yearCharacterize BenchmarkBenchmark established at 5 sigma levelSecondary Metric:Projectname:ProjectId:Project start: Oct 1st, 1995Date up

19、dated:Feb 12th 1996Week 12Primary MetricPerformance Trend05101520JFMAMJJASONDJT4 Line Rework ($ x000)GoodT4 BB Ned Bassil 732-563-3409010002000300040005000600070008000ActualTargetBenchmarkT4 LineDELTA = 3,282 GAP = 5,237TARGET = 2,188BENCHMARK = 233DPMOGoodJFMAMJJASONDJ4.85.35.85.2 4.85.66.25.5 5.76

20、.05.6 5.45.2All figures in above table in thousandsT4 Line Defect Reduction#T4/021Medic Fact report 3.0E ExplorevaluateRoot cause descriptionContribution to the Gap(DPMO)Okuma machineboring headmaterial strengthLoader with 5 pivot pointsfrequently out of adjustmentBoringTappingStripped taps causedby

21、 over torqueDrillingBit placement causesdrill depth variation050010001500BoringTappingDrillingOtherPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 21MEDIC is a disciplined step-by-step process, which closes a process performance gap in one of the vital few objectivesThe vital few objectives a

22、nd their performance gaps are identified by management via the Balanced ScorecardThe MEDIC Fact report is a key tool used to track & report projectsPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 22The customer is always FIRST but not necessarily always right!We have a responsibility to d

23、evelop a balanced business relationship with our customers, and to include key metrics in the BBSMeasure yourself by your customers metric; otherwise you can achieve your plan and go out of businessWere in business to make money. All other metrics are focused on enablers and/or measures of our succe

24、ss - Cause and Effect. Customer satisfaction is an enabler to being successful!PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 23Consists of two levels: A and B“A” Level consists of 4 categories M: Objectives and Performance Trends E: Prioritization and Root Causes D: Solutions, Activities an

25、d Countermeasures C: Control aspects; Process CapabilityB” Level consists of the details with regard to:E: the Pareto and Root Cause AnalysisI: the detailed Implementation project planABPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 24 Identify the key metric which supports the objective Car

26、efully analyze the chosen metric. Can it be “beaten?” Pay special attention to the denominator of the metric1. Measure: Objectives and Performance TrendsPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 251. Measurable (quantifiable)2. Unbeatable3. Drive desired behaviors1. Measure: Objectives

27、and Performance TrendsMetrics should be “Clear as MUD” !PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 26Can you beat the following metrics? Payroll Errors/Supervisor Grievances/Supervisor Defects/Shift Defects/Machine Line Interrupts/Day Typing Errors/Secretary1.Measure: Objectives and Perf

28、ormance TrendsPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 27Create a run chart showing the historical trend in performance (13 months or other logical time period) Identify an annual target and a benchmark Identify the gaps in performance to each1.Measure: Objectives and Performance Trend

29、sJFMAMJJASONDJ05.24.85.66.25.55.76.05.65.45.210002000300040005000600070008000ActualTargetBenchmarkT4 LineDELTA = 3,282 GAP = 5,237TARGET = 2,188BENCHMARK = 233DPMOGoodPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 28Medic Fact report 3.0apeasureMMProblem Description:T4 line current DPMO of 5

30、,470above committed level of 2,188Objective:Reduce DPMO level to 2,188Performance Metric:DPMOBrief explanation:Target at 2,188 is 60% reductionfrom last yearCharacterize BenchmarkBenchmark established at 5 sigma levelSecondary Metric:Projectname:ProjectId:Project start: Oct 1st, 1995Date updated:Feb

31、 12th 1996Week 12Primary MetricPerformance Trend05101520JFMAMJJASONDJT4 Line Rework ($ x000)GoodT4 BB Ned Bassil 732-563-3409010002000300040005000600070008000ActualTargetBenchmarkT4 LineDELTA = 3,282 GAP = 5,237TARGET = 2,188BENCHMARK = 233DPMOGoodJFMAMJJASONDJ4.85.35.85.2 4.85.66.25.5 5.76.05.6 5.4

32、5.2All figures in above table in thousandsT4 Line Defect Reduction#T4/021PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 29lInsert date and project week numberMedic Fact report 3.0apeasureMMProblem Description:T4 line current DPMO of 5,470above committed level of 2,188Objective:Reduce DPMO le

33、vel to 2,188Performance Metric:DPMOBrief explanation:Target at 2,188 is 60% reductionfrom last yearCharacterize BenchmarkBenchmark established at 5 sigma levelSecondary Metric:Projectname:ProjectId:Project start: Oct 1st, 1995Date updated:Feb 12th 1996Week 12Primary MetricPerformance Trend05101520JF

34、MAMJJASONDJT4 Line Rework ($ x000)GoodT4 BB Ned Bassil 732-563-3409010002000300040005000600070008000ActualTargetBenchmarkT4 LineDELTA = 3,282 GAP = 5,237TARGET = 2,188BENCHMARK = 233DPMOGoodJFMAMJJASONDJ4.85.35.85.2 4.85.66.25.5 5.76.05.6 5.45.2All figures in above table in thousandsT4 Line Defect R

35、eduction#T4/021lUse line chart to show previous 13 month (or logical period) performanceUse Up or Down arrow and label desired movement direction (I.e. “Up Good” or “Down Good”Show targetShow benchmark (indicate TBD if not available)Identify DELTA to target, based on average of actual data Identify

36、GAP to benchmark, based on average of actual datalUse a table to show the actual datalFootnotesProvide a brief explanation of how target was developed (e.g., historical analysis, benchmarking)Characterize benchmark:Internal or externalDate developedlUse a chart for the secondary metric tracking, if

37、neededlInsert organization and contact name and extensionlIdentify the performance metric which supports the objectivePhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 30Develop a Pareto chart which covers at least 80% of the gap, using the same metric as in the “M” page.Prioritize based on: Fr

38、equency Cost impact Ease of solving Or any other metric that assists in prioritizing the effort2.Evaluate/Explore: Prioritization & Root CausesPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 31Conduct a root cause analysis for the top three to five drivers identified in the Pareto2.Evalua

39、te/Explore: Prioritization & Root CausesRoot Cause = Error ConditionPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 32PeopleEnvironmentMethodMaterialMachineMachineStopped(Be VerySpecific)FixturemisadjustedFuseBlownImproper loadingPart mislocated2.Evaluate/Explore: Prioritization & Roo

40、t CausesPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 33There is rarely only one root cause to a problem; avoid the single solution trapIt is not uncommon to find that one countermeasure will solve (or help counter) multiple root causesA fully developed root cause analysis provides a road-m

41、ap for future continuous improvement effortsRoot Cause = Error Condition2.Evaluate/Explore: Prioritization & Root CausesReminder.PhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 34Medic Fact report 3.0E ExplorevaluateRoot cause descriptionContribution to the Gap(DPMO)Okuma machineboring he

42、admaterial strengthLoader with 5 pivot pointsfrequently out of adjustmentBoringTappingStripped taps causedby over torqueDrillingBit placement causesdrill depth variation050010001500BoringTappingDrillingOtherPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 35lThe Pareto chart should characteriz

43、e approximately 80 percent of the gap using the same metric as on “M” PagelPrioritization may be byFrequencyCost impactDifficulty to solveor any other appropriate metricPRIORITIZATIONROOT CAUSE(S)lDisplay the root cause for the top three to five problems/drivers identified in the Pareto. These items

44、 will be the lowest possible level at which the problems/drivers must be worked to completely eliminate the problem.NOTE: Ask five “WHATS” before five “WHYS” to make certain that the actual root cause is being worked and not the symptom Ensure that each problem has a key word that identifies it to t

45、he prioritization chart “B” Level is required to show the flow from the problem to the root causeMedic Fact report 3.0E ExplorevaluateRoot cause descriptionContribution to the Gap(DPMO)Okuma machineboring headmaterial strengthLoader with 5 pivot pointsfrequently out of adjustmentBoringTappingStrippe

46、d taps causedby over torqueDrillingBit placement causesdrill depth variation050010001500BoringTappingDrillingOtherPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 36Type 1 Countermeasure : “Corrective Action”Elimination of the Error ConditionType 2 Countermeasure : “Flag”Detection of the Error

47、 ConditionType 3 Countermeasure : “Inspection”Detection of the ErrorOnly Type 1 countermeasures are called “corrective actions” since they eliminate the error condition; Type 2 is “a flag”; and Type 3 is typically “inspection”Three Types of Countermeasures3. Define Activities & CountermeasuresPh

48、ilipsLightingCompany ConfidentialPhilips5 1/6/99Page 37A Countermeasure eliminates an error conditionHave you failsafed the Countermeasure implementation?What % of the problem is resolved by the implementation of a Countermeasure (or group of Countermeasures)?3 Types of ActionEliminate Error Conditi

49、onDetect Error ConditionDetect the Error3. Define Activities & CountermeasuresPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 38efine Solutionsescribe modified processD DDate completed:A2.1A2.2A2.3Process ChangedescriptionACTIVITIESWHATWHOWHENPerform FMEA on T4 lineFeedback defects to ope

50、ratorsat daily quality meetingPCMSFeb 15Feb 5NBMar 10COUNTERMEASURESWHATWHO WHENIMPACT(DPMO)Switch to Tiboring headsInstall linear 2-pivot pointloaderEMRJTSFeb 1Apr 11000400Type11Install drillauto stopdevice (PY)1CHG Apr 20 500Single sourcetap bits1TRPMay 151300Run DOE on criticalparametersPhilipsLi

51、ghtingCompany ConfidentialPhilips5 1/6/99Page 39Medic Fact report 3.0efine Solutionsescribe modified processD DDate completed:A2.1A2.2A2.3Process ChangedescriptionACTIVITIESWHATWHOWHENPerform FMEA on T4 lineFeedback defects to operatorsat daily quality meetingPCMSFeb 15Feb 5NBMar 10COUNTERMEASURESWH

52、ATWHO WHENIMPACT(DPMO)Switch to Tiboring headsInstall linear 2-pivot pointloaderEMRJTSFeb 1Apr 11000400Type11Install drillauto stopdevice (PY)1CHG Apr 20 500Single sourcetap bits1TRPMay 151300Run DOE on criticalparametersActivities are actions which contribute to achieving a positive but non-quantif

53、iable movement toward gap closure, i.e. forming teams, training/education, collecting data, performing root cause analysis, process mapping, etc.Identify What, When, and Who for each activityCountermeasures are specific actions against a root cause (error condition) to close a measurable portion of

54、the gap in performance, i.e. Fail-safe design/process, redesign part, etc.IMPACT has to be in same units as original chartIdentify countermeasures to close the gap (or delta if a benchmark is not available). Ensure that the countermeasures are linked to root causesFor each Countermeasure identify Wh

55、at, Type, Who, When, and Impact Add a modified map when the process is changed Ensure that each countermeasure has a key word that identifies it to a specific root causePhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 40Medic Fact report 3.0ontrolonformC CDate completed:05101520NDJFMAMJJAT4 Li

56、ne Rework ($ x000)GoodT4 LineActualTargetBenchmarkOutlookGood10002000300040005000600070008000TARGET = 2,188BENCHMARK = 233DPMOActualOutlook5.65.45.2 4.2 4.2 3.8NDJFM AMJJA 3.3 2.0All figures in above table in thousandsPhilipsLightingCompany ConfidentialPhilips5 1/6/99Page 41Medic Fact report 3.0ontr

57、olonformC CDate completed:05101520NDJFMAMJJAT4 Line Rework ($ x000)GoodT4 LineActualTargetBenchmarkOutlookGood10002000300040005000600070008000TARGET = 2,188BENCHMARK = 233DPMOActualOutlook5.65.45.2 4.2 4.2 3.8NDJFM AMJJA 3.3 2.0All figures in above table in thousandsProject the expected effects of t

58、he Countermeasures from “D” Page. Remember to account for time delays when appropriate. (In some instances, the point of implementation may differ from the point of measurement from your data source)lUse the same graph you had on “M” Page (same scale)lShow at least last 2 months of actual datalInclu

59、de an outlook line showing how the Countermeasures will close the gaplUse a table below the graph to show actual and outlook for the time covering the Corrective Actions or activities identified in “D” PagelDo not be creative or fancy.Be CONSISTENT!PhilipsLightingCompany ConfidentialPhilips5 1/6/99P

60、age 42Medic Fact report 3.0Medic Fact report 3.0efine Solutionsescribe modified processD DDate completed:A2.1A2.2A2.3Process ChangedescriptionACTIVITIESWHATWHOWHENPerform FMEA on T4 lineFeedback defects to operatorsat daily quality meetingPCMSFeb 15Feb 5NBMar 10COUNTERMEASURESWHATWHO WHENIMPACT(DPMO)Switch to Tiboring headsInst