THMOAS企业内部顾问培训ppt课件

1、Internal Resultant Training(July 30 - August 10, 2001)Hong KongPROPRIETARY 1998 Thomas Group, Inc.All Rights Reserved.Table of ContentsIntroduction to Thomas Group, Inc.Total Cycle Time at Esquel GroupTCT BasicsCross Functional TeamsProcess MappingMeasurementsBarrier RemovalBarrier Characterization

2、Using Cause & Effect Diagrams Cycles of Learning and Effective Meeting Management.What is the Thomas Group? We are a unique international management services company that helps clients improve their competitiveness and financial performance Founded in 1978; annual compound growth 30% Over 200 senior

3、 management executives with broad skills & experience Average operations management experience per Resultant is 22 years Proprietary Total Cycle Time Methodology to implement change Global Headquarters Locations: Dallas, Detroit, Frankfurt, Singapore and Hong Kong Over 300 successful cycle time redu

4、ction programs.TGI MissionTo Make Businesses CompetitiveBy UsingTo DriveTotal Cycle TimeImproved Responsiveness andAccelerated Results usingMinimum Resources3 Rs.What Was Thomas Groups RoleAt Esquel? Outside objective change agentcommitted to improved results Define business processes critical to Es

5、quels competitiveness Establish aggressive performance targets at which Esquel is entitled to operate.dramatic improvements over baseline Apply Thomas Groups Total Cycle Time methodology to help Esquel reach entitled performance. within eighteen months.Total Cycle Time (TCT) Basics.Corporate Competi

6、tiveness is Driven by the 3 RsResponding quickly to customers needs for present and future products & services.Results acceleration, particularly in fast delivery, lower costs and improved quality.Resource effectiveness, particularly in people costs and cash tied-up.RRRFaster & Better Results than t

7、he Competition - But using fewer Resources than the Competition.Business as a series of ProcessesAll businesses organizations (whether manufacturing, services, development, software, etc.) are composed of a series of different business processes. These business process steps must be: Documented and

8、analyzed to ensure that each has value Can be executed in the minimum time Have the highest possible accuracy or First Pass Yield.The time it takes in all business processes fromidentification of an unmet market need until that need is satisfied.Cycle Time is: The time it takes to get something done

9、 Manufacture a product Develop a product Deliver a service Install a factory Reduce costs Improve qualityThe time it takes to change the way a company does things. Most difficult to changeTotal Cycle Time is: The combined effect of the cycle times of all business processes from the time a need exist

10、s until it is satisfied.Total Cycle Time (TCT) drives Improvement.Total Cycle Time (TCT) drives Improvement.A successful TCT Program successfully reduces the cycle times of all identified business processes and integrates these processes into a seamless total business process with a minimum Total Cy

11、cle Time.Cross Functional Team (CFT).What is a Cross-Functional Team? A team representing the various functional areas of one or more companies The Mission of the CFT team is to achieve agreed upon, specific objective(s) The objectives are ultimately aimed at:Driving continuous improvement in key bu

12、siness processesRadically improving the organizations global competitivenessInternalizing the TCT processes to ensure continuation of the process improvement.Why are Cross-Functional Teams Needed?Problems and solutions do not completely reside within one departmentAll functional elements involved in

13、 a process need to contributeMembers should bring knowledge, objectivity and new view points to problem solving.The Role of the CFT The CFT is the process owner of the key processes identified for improvement. This process improvement is measured by Cycle Time (CT) and First Pass Yield (FPY) results

14、. The CFT is responsible for: The identification of the key processes The periodic collection, analysis, display and reporting of the CT, FPY and other measurements data. Identification of barriers, substitute processes and non value added activities within each process. Maintenance and execution of

15、 a continuously updated barrier removal plan to achieve or surpass entitlement in CT and FPY. .Role and Responsibility of CFT Leaders Ensure that TCT process is followed and that results are achieved quickly Set clear goals and hold the team accountable Lead team in carrying out its objectives Ensur

16、e that team meetings are action oriented (3Ws) Keep team focused without dominating meetings Transfer required CFT skills to new members .Role of Team MembersResponsible for contributing to the teams success by:Representing company (empowered decision maker)Communication; input from and to their fun

17、ctional organizationAttending and actively participating in all meetings, or providing an empowered substitute to act and make decisions for themWorking with the team to identify barriers and their root causes, ranking and removing themDeveloping Action Plans and driving those Action Plans to comple

18、tionUsing measurements to track progress and assure specific business process or processes progress toward and reach entitled performance.Role of The Scribe Prepares and distributes the meeting agenda 2-3 days in advance of the meeting. This ensures participants come to the meeting prepared. Note: M

19、embers should submit documentation to be discussed in the next meeting to the Scribe for attachment to the meeting agenda. Prepares and distributes the meeting minutes and W3s within one working day following the meeting date. The Minutes are to include Attendance, Summary of the topics discussed, S

20、ignificant decisions made, Next meeting date, time and venue, Old W3s with status and New W3s Requests feedback on minutes from team to ensure that they reflect the consensus of the team Maintains the old and new W3s listing so that W3s (what, who, and when) are always current Highlights W3 completi

21、ons and short falls to team for further action Maintains accurate and updated CFT/BRT Charters Publicizes teams successes Serves as team timekeeper if none assigned.NO.What Who When Status1234W3sTeam Leader:Team Objective:Scribe:Start:End:.Role of The Measurement SpecialistThe CFT Measurement Specia

22、list is responsible for leading and advising the team on measurements. Functions performed are: Works with BIT measurement owner to coordinate measurement activities for the CFT team Works with team members to collect measurement data to define Baseline & Entitlement Works with team members to assis

23、t in them in analyzing measurement data Monitors improvement of actual cycle times, first pass yield, AIP/WIP, delivery, cost, productivity, etc. Develops reporting formats with help from the team Ensures that all measurement status is published regularly in the form of an approved CFT Cockpit Chart

24、.The TCT Process - The Methodology Sequence 16 STEPS1.Identify the key business process 2.Establish the scope of the process3.Identify and bring together the key players for the CFT4.Validate the scope and determine the process boundaries5.Map the process, including CT and FPY data for each step6.Es

25、tablish baseline (“as is) performance in CT and FPY7.Determine value-added and non-value-added process steps and activities8.Remove non-value-added steps and create a “should-be map (Entitlement process)9.Determine meaningful measurements10.Design the measurement system - drive desired behavior11.Es

26、tablish initial entitlement goals in CTs and FPYs, other measurements12.Identify the barriers to process improvement13.Develop cause-and-effect diagram to find the root cause barriers14.Rank-order root cause barriers to determine the best course of action15.Assign and schedule barrier removal action

27、s (BRTs)16.Track progress through the measurement system.THE 16 STEP PROCESS CAN BE BROKEN DOWN INTO 4 GROUPS OF ACTIVITIESIDENTIFY the key processes, process owners and key players Determine the scope and MAP the processesSet up a MEASUREMENT system, determine baseline and entitlementIdentify and r

28、emove BARRIERS to improved process performance and manage improvement with drumbeat feedback process.Process Mapping.Business Process Management Everything we do in in our company fits within a business process and Has a Process Flow that can be developed Has History that can be analyzed Has a First

29、 Pass Yield Has a Performance Baseline/Entitlement Has activities that are Non-Deterministic (unpredictable) Can be Measured by cost, first pass yield and cycle time.Business Process Maps In order to start the TCT Process (Step 5 of the “16 Steps) it is necessary to construct Process Map(s) of the c

30、ritical business processesProcess Maps are a graphical picture of the flow (in time) of a process or activityProcess Maps provide an overview of the process and describe the path the process follows from beginning to completion (start to stop as defined in the charter)Show how the processes work acr

31、oss functional and geographic linesProcess maps are drawn at various levels of detail to assist in the evaluation of each process step.Mapping.Scope of the ProcessWe must first define the scope and the purpose of the process. What is the process trying to accomplish? The scope of any process consist

32、s of three parts:Start Point - Identify the event that begins the process (such as receipt of an order) Stop Point - Identify the event or item that concludes the process (such as shipment of a customers order)Process Boundary - determines which transactions and activities are to be addressed in the

33、 Process Map. (For example, are we addressing all products that are made by a company, or just one product line?) .MapsCross-Functional Diagrams List the functions/organizations down the left side of the sheet of paper Show the process as a progression from left to right as the process is mapped acr

34、oss the page The symbols which represent each step are placed in the same row or rows as the functions involved in the process. TGIs basic symbol set for cross-functional flow diagrams in a high-level process are shown below.Process stepPrepare ForecastApprove?DecisionRepeat or rework step(s)Go Back

35、 toStep 2Inventory (non first-in/first out) or backlogNondeterministic process stepStockroomDesign NewCodeStarts control.Business Process ManagementIn addition to the above, elongate a symbol, top to bottom, to show participation in the same process step by more than one function and/or organization

36、. If the participating functions are not listed adjacent to one another, show participation with solid vertical lines and nonparticpation with broken vertical lines. Arrows always go left to right !Show reiteration like this:Show decisions like this:Approved?Repeat previousprocess from X to YYesNoAp

37、proved?YesNoorColor 2OrangeRedBlue.Cross-Functional Mapping Process Define scope. List functions involved down left hand side of paper. Identify sequence of activities. Correlate activities with functions. Map activities from left to right corresponding to the advance of time.Changzhou Process Map (

38、Page 1)CT1B/L: 18ENT. 14Fulfillment FPY B: 55.4%, E: 85%FPY3B= 97%E=100%1.75Unit: DayFulfillment CT.Changzhou Process Map (Page 2)FPY4FPY5FPY6FPY7FPY8B=87%E=96%B=92%E=95%B=80%E=95%B= 94%E=100%B=95%E=98%Unit: DayB/LENT.5.2566.581.53CT2CT3CT4.Measurements.Measurements Measurements are necessary to “ke

39、ep score e.g. how can we determine if we are making improvements unless we have well defined and meaningful measurements Measurements must be simple, easy to understand and an accurate measure of the process Measurements should not be “corruptible Time and First Pass Yield are the best measurements.

40、Static and Dynamic Cycle Times Cycle Times have specific start and stop times. Cycle Time is a basic measure of process effectiveness and a good indicator of the discipline and order within a process. One must differentiate between Static and Dynamic cycle time: Static Cycle Time (sCT) is a summary

41、of past actions (history). It is a lagging indicator and is usually applied to processes that change slowly. Dynamic Cycle Time (dCT) is the present “pulse rate of a process and, thus, a leading (predictive) indicator. .Static Cycle Time MeasurementStatic cycle time is the historical measure of cycl

42、e time based on analysis of individual outputs of a process.Static cycle time is a lagging indicator because it reports results after completion.Collect Data, Use Collected Data to Identify Where to LookFrequency of OccurrenceWhat is happening here?Use high/low diagnostic analysisand especiallyhere?

43、.Static Cycle TimePopulation of OneA fabric manufacturing process which starts on June 12 and concludes on July 19 has a static cycle time of 37 days.StartJune 12StopJuly 19Static Cycle Time = 37 Days.Static Cycle Time(For populations of more than one) One can average the cycle times of work actions

44、 completed. For example: 30 shirts completed during a specific time period had the following distribution:4 completed in 2 days3 completed in 7 days8 completed in 3 days2 completed in 8 days7 completed in 4 days6 completed in 9 dayssCT= Static cycle time = (4X2)+(8X3)+(7X4)+(3X7)+(2X8)+(6X9)30 sCT =

45、 5.03 days for that specific time period.Dynamic Cycle Time (normal)Dynamic cycle time is the current processing time for a relatively high volume of activities where In Process inventory exists at both the beginning and end of the period.Dynamic Cycle Time = Actions in Process (AIP) Average Process

46、ing SpeedNOTE: The period of time may be one day, one week, one month - the shorter the time period the more instantaneous the cycle time measurement.Dynamic Cycle TimeIs a leading indicatordCT = AIPs / Process SpeedAIPs and process speed can vary through measurement periodNeed parameter estimates.D

47、ynamic Cycle Time Example (All data is for a one month time period)Beginning garment inventory4600Ending garment inventory3600Garments out to stock31500An average garment requires 3.9 days to progress through thewaiting queues and processes and to exit from the line. Average Work in Process Process

48、Speed=Beg. Inv. + End. Inv.)/2 OUTSCT=(4600 + 3600) 410031500Month231500=.13 (30 days/month)3.9 days.Non-Manufacturing Cycle Time ExampleYou are operating a purchasing organization with the following characteristics:Work-in-process inventory beginning of month=1,800 ordersWork-in-process inventory e

49、nd of month=2,200 ordersThe average daily placement rate is=125 per dayWhat is the cycle time of the operation in work days?.Dynamic and Static Cycle Time Comparison Static Cycle Time Dynamic Cycle Time1.Lagging indicator 1. Leading indicator2. Formula involves only cycle 2. Formula involves AIPs ti

50、mes of completed actions and processing speeds, not just completions3. Good for low transaction 3. Good for high process steps transaction process steps-develop new products- -big amount production-= Completed CT1 +CTn = Average AIPs n Average Processing Spd.Process Total Cycle TimeSub Process #1 (M

51、arker Making)Sub Process #2 (Cutting)Sub Process #3 (Sewing)Sub Process #4 (Washing)Sub Process #5 (Press / Pack)CT1+ CT2+ CT3+ CT4+ CT5= Total Cycle TimeProcesses are often comprised of several Sub Processes.First Pass YieldFirst pass yield (FPY) is measure of the Quality of a Process. No. AIPs Com

52、pleted To Spec, without rework, first passFPY= X 100Total Number AIPs ProcessedFirst Pass Yield is less than or equal to process yield (actual) because Process Yield typically includes rework. The denominator includes any AIP which leaves the process being measured. This includes successful completi

53、ons, cancellations, scrap, etc.FPY Defined as. The percentage of activities completing a process the first time, correctly, without rework.First Pass Yield MeasurementsExamplesEngineeringPercent drawings to manufacturing which do not changePercent projects that go through manufacturing with no unsch

54、eduled engineering helpManufacturingPercent incoming parts neither reworked nor returnedPercent assembly kits complete when deliveredPercent garments complete without reworkPercent subassemblies into final assembly with no reworkTestPercent each test passing first time with no waits/no reworkPurchas

55、ingPercent purchase requests okay to order with no changePercent incoming goods able to be received immediately.Generic First Pass Yield ModelSCOPEQueueWorkOK?ReworkOK?YesNoProcess YieldThis boundary is determined by what data is availableFirst Pass YieldCancelScrapProcess Boundary.Generic First Pas

56、s Yield ModelSCOPEQueueWorkOK?ReworkOK?Process YieldThis boundary is determined by what data is availableFirst Pass YieldCancelScrapProcess BoundaryYes 90%No 10%No 20%Yes 80%What are the FPY and Process Yield here?.Yield Calculations total outs - rework - holdFPY %=total outs + scrap + cancellations

57、total outsProcess Yield %=total outs + scrap + cancellationsPer given time periodX 100X 100.How to calculate FPY?.Baseline and EntitlementBaseline: An historical or “as is level of performance, verified by measurement (historical data - 3 months minimum)Applied to any measureSometimes good, sometime

58、s not up to expectationsEntitlement: An improved level of performance resulting from a measurable, documented cycle time reduction programGenerally equal to or better than industry standardsAn objective rather than an arbitrary performance levelRequires no new resources to reach Entitlement.Baseline

59、, Theoretical and EntitlementPerfect WorldLot size of 1No QueueNo set-upsNo down timeDedicated ResourcesHistorical best (expedited or hand carried lot)Comparison to competitions bestComparison to best of similar process in other industriesHistorically basedmeasurement of the everyday performance lev

60、el of a business process that hasbeen mapped.Factor applied to theoretical to estimate entitlementGenerally 2 to 3x for a production or linear processGenerally 2 to 10 x for a non-production or non-linear processMultiplier provides transition from unobtainable perfect world to account for real world