




版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
企业内部顾问培训的演示文稿2024/3/28企业内部顾问培训的演示文稿
TableofContentsIntroductiontoThomasGroup,Inc.TotalCycleTimeatEsquelGroupTCTBasicsCrossFunctionalTeamsProcessMappingMeasurementsBarrierRemovalBarrierCharacterizationUsingCause&EffectDiagramsCyclesofLearningandEffectiveMeetingManagement企业内部顾问培训的演示文稿
WhatistheThomasGroup?WeareauniqueinternationalmanagementservicescompanythathelpsclientsimprovetheircompetitivenessandfinancialperformanceFoundedin1978;annualcompoundgrowth>30%Over200seniormanagementexecutiveswithbroadskills&experienceAverageoperationsmanagementexperienceperResultantis22yearsProprietaryTotalCycleTimeMethodologytoimplementchangeGlobalHeadquartersLocations:Dallas,Detroit,Frankfurt,SingaporeandHongKongOver300successfulcycletimereductionprograms企业内部顾问培训的演示文稿
TGIMissionToMakeBusinessesCompetitiveByUsingToDriveTotalCycleTime®ImprovedResponsivenessandAcceleratedResultsusingMinimumResources3R’s企业内部顾问培训的演示文稿
WhatWasThomasGroup’sRoleAtEsquel?Outsideobjectivechangeagent…committedtoimprovedresultsDefinebusinessprocessescriticaltoEsquel’scompetitivenessEstablishaggressiveperformancetargetsatwhichEsquelisentitledtooperate….dramaticimprovementsoverbaselineApplyThomasGroup’sTotalCycleTimemethodologytohelpEsquelreachentitledperformance….withineighteenmonths企业内部顾问培训的演示文稿
TotalCycleTime(TCT)Basics企业内部顾问培训的演示文稿
CorporateCompetitivenessis
Drivenbythe3R’sRespondingquicklytocustomersneedsforpresentandfutureproducts&services.Resultsacceleration,particularlyinfastdelivery,lowercostsandimprovedquality.Resourceeffectiveness,particularlyinpeoplecostsandcashtied-up.RRRFaster&BetterResultsthantheCompetition-ButusingfewerResourcesthantheCompetition企业内部顾问培训的演示文稿
BusinessasaseriesofProcessesAllbusinessesorganizations(whethermanufacturing,services,development,software,etc.)arecomposedofaseriesofdifferentbusinessprocesses.Thesebusinessprocessstepsmustbe:DocumentedandanalyzedtoensurethateachhasvalueCanbeexecutedintheminimumtimeHavethehighestpossibleaccuracyorFirstPassYield.企业内部顾问培训的演示文稿
Thetimeittakesinallbusinessprocessesfromidentificationofanunmetmarketneeduntilthatneedissatisfied.CycleTimeis:
ThetimeittakestogetsomethingdoneManufactureaproductDevelopaproductDeliveraserviceInstallafactoryReducecostsImprovequalityThetimeittakestochangethewayacompanydoesthings.
MostdifficulttochangeTotalCycleTimeis:
Thecombinedeffectofthecycletimesofallbusinessprocessesfromthetimeaneedexistsuntilitissatisfied.TotalCycleTime(TCT)drivesImprovement企业内部顾问培训的演示文稿
TotalCycleTime(TCT)drivesImprovement.AsuccessfulTCTProgramsuccessfullyreducesthecycletimesofallidentifiedbusinessprocessesandintegratestheseprocessesintoaseamlesstotalbusinessprocesswithaminimumTotalCycle
Time企业内部顾问培训的演示文稿
CrossFunctionalTeam(CFT)企业内部顾问培训的演示文稿
WhatisaCross-FunctionalTeam?AteamrepresentingthevariousfunctionalareasofoneormorecompaniesTheMissionoftheCFTteamistoachieveagreedupon,specificobjective(s)Theobjectivesareultimatelyaimedat:DrivingcontinuousimprovementinkeybusinessprocessesRadicallyimprovingtheorganizations’globalcompetitivenessInternalizingtheTCTprocessestoensurecontinuationoftheprocessimprovement企业内部顾问培训的演示文稿
WhyareCross-FunctionalTeamsNeeded?ProblemsandsolutionsdonotcompletelyresidewithinonedepartmentAllfunctionalelementsinvolvedinaprocessneedtocontributeMembersshouldbringknowledge,objectivityandnewviewpointstoproblemsolving企业内部顾问培训的演示文稿
TheRoleoftheCFTTheCFTistheprocessownerofthekeyprocessesidentifiedforimprovement.ThisprocessimprovementismeasuredbyCycleTime(CT)andFirstPassYield(FPY)results.TheCFTisresponsiblefor:TheidentificationofthekeyprocessesTheperiodiccollection,analysis,displayandreportingoftheCT,FPYandothermeasurementsdata.Identificationofbarriers,substituteprocessesandnonvalueaddedactivitieswithineachprocess.MaintenanceandexecutionofacontinuouslyupdatedbarrierremovalplantoachieveorsurpassentitlementinCTandFPY.企业内部顾问培训的演示文稿
RoleandResponsibilityofCFTLeadersEnsurethatTCTprocessisfollowedandthatresultsareachievedquicklySetcleargoalsandholdtheteamaccountableLeadteamincarryingoutitsobjectivesEnsurethatteammeetingsareactionoriented(3W’s)KeepteamfocusedwithoutdominatingmeetingsTransferrequiredCFTskillstonewmembers企业内部顾问培训的演示文稿
RoleofTeamMembersResponsibleforcontributingtotheteam’ssuccessby:Representingcompany(empowereddecisionmaker)Communication;inputfromandtotheirfunctionalorganizationAttendingandactivelyparticipatinginallmeetings,orprovidinganempoweredsubstitutetoactandmakedecisionsforthemWorkingwiththeteamtoidentifybarriersandtheirrootcauses,rankingandremovingthemDevelopingActionPlansanddrivingthoseActionPlanstocompletionUsingmeasurementstotrackprogressandassurespecificbusinessprocessorprocessesprogresstowardandreachentitledperformance企业内部顾问培训的演示文稿
RoleofTheScribePreparesanddistributesthemeetingagenda2-3daysinadvanceofthemeeting.Thisensuresparticipantscometothemeetingprepared.Note:MembersshouldsubmitdocumentationtobediscussedinthenextmeetingtotheScribeforattachmenttothemeetingagenda.PreparesanddistributesthemeetingminutesandW3swithinoneworkingdayfollowingthemeetingdate.TheMinutesaretoincludeAttendance,Summaryofthetopicsdiscussed,Significantdecisionsmade,Nextmeetingdate,timeandvenue,OldW3swithstatusandNewW3sRequestsfeedbackonminutesfromteamtoensurethattheyreflecttheconsensusoftheteamMaintainstheoldandnewW3slistingsothatW3’s(what,who,andwhen)arealwayscurrentHighlightsW3completionsandshortfallstoteamforfurtheractionMaintainsaccurateandupdatedCFT/BRTChartersPublicizesteamssuccessesServesasteamtimekeeperifnoneassigned企业内部顾问培训的演示文稿
NO.WhatWhoWhenStatus1234W3’sTeamLeader:TeamObjective:Scribe:Start:End:企业内部顾问培训的演示文稿
RoleofTheMeasurementSpecialistTheCFTMeasurementSpecialistisresponsibleforleadingandadvisingtheteamonmeasurements.Functionsperformedare:WorkswithBITmeasurementownertocoordinatemeasurementactivitiesfortheCFTteamWorkswithteammemberstocollectmeasurementdatatodefineBaseline&EntitlementWorkswithteammemberstoassistintheminanalyzingmeasurementdataMonitorsimprovementofactualcycletimes,firstpassyield,AIP/WIP,delivery,cost,productivity,etc.DevelopsreportingformatswithhelpfromtheteamEnsuresthatallmeasurementstatusispublishedregularlyintheformofanapprovedCFTCockpitChart企业内部顾问培训的演示文稿
TheTCTProcess-TheMethodologySequence…16STEPS1. Identifythekeybusinessprocess2. Establishthescopeoftheprocess3. IdentifyandbringtogetherthekeyplayersfortheCFT4. Validatethescopeanddeterminetheprocessboundaries5. Maptheprocess,includingCTandFPYdataforeachstep6. Establishbaseline(“asis”)performanceinCTandFPY7. Determinevalue-addedandnon-value-addedprocessstepsandactivities8. Removenon-value-addedstepsandcreatea“should-be”map
(Entitlementprocess)9. Determinemeaningfulmeasurements10. Designthemeasurementsystem-drivedesiredbehavior11. EstablishinitialentitlementgoalsinCTsandFPYs,othermeasurements12. Identifythebarrierstoprocessimprovement13. Developcause-and-effectdiagramtofindtherootcausebarriers14. Rank-orderrootcausebarrierstodeterminethebestcourseofaction15. Assignandschedulebarrierremovalactions(BRTs)16. Trackprogressthroughthemeasurementsystem企业内部顾问培训的演示文稿
THE16STEPPROCESSCANBEBROKENDOWNINTO4GROUPSOFACTIVITIESIDENTIFYthekeyprocesses,processownersandkeyplayersDeterminethescopeandMAPtheprocessesSetupaMEASUREMENTsystem,determinebaselineandentitlementIdentifyandremoveBARRIERStoimprovedprocessperformanceandmanageimprovementwithdrumbeatfeedbackprocess企业内部顾问培训的演示文稿
ProcessMapping企业内部顾问培训的演示文稿
BusinessProcessManagementEverythingwedoininourcompanyfitswithinabusinessprocessandHasaProcessFlowthatcanbedevelopedHasHistorythatcanbeanalyzedHasaFirstPassYieldHasaPerformanceBaseline/EntitlementHasactivitiesthatareNon-Deterministic(unpredictable)CanbeMeasuredbycost,firstpassyieldandcycletime企业内部顾问培训的演示文稿
BusinessProcessMapsInordertostarttheTCTProcess(Step5ofthe“16Steps”)itisnecessarytoconstructProcessMap(s)ofthecriticalbusinessprocessesProcessMapsareagraphicalpictureoftheflow(intime)ofaprocessoractivityProcessMapsprovideanoverviewoftheprocessanddescribethepaththeprocessfollowsfrombeginningtocompletion(starttostopasdefinedinthecharter)ShowhowtheprocessesworkacrossfunctionalandgeographiclinesProcessmapsaredrawnatvariouslevelsofdetailtoassistintheevaluationofeachprocessstep企业内部顾问培训的演示文稿
Mapping…..ScopeoftheProcessWemustfirstdefinethescopeandthepurposeoftheprocess.
Whatistheprocesstryingtoaccomplish?
Thescopeofanyprocessconsistsofthreeparts:StartPoint-Identifytheeventthatbeginstheprocess(suchasreceiptofanorder)StopPoint-Identifytheeventoritemthatconcludestheprocess(suchasshipmentofacustomer’sorder)ProcessBoundary-determineswhichtransactionsandactivitiesaretobeaddressedintheProcessMap.(Forexample,areweaddressingallproductsthataremadebyacompany,orjustoneproductline?)企业内部顾问培训的演示文稿
Maps…Cross-FunctionalDiagramsListthefunctions/organizationsdowntheleftsideofthesheetofpaperShowtheprocessasaprogressionfromlefttorightastheprocessismappedacrossthepageThesymbolswhichrepresenteachstepareplacedinthesameroworrowsasthefunctionsinvolvedintheprocess.TGI’sbasicsymbolsetforcross-functionalflowdiagramsinahigh-levelprocessareshownbelow.ProcessstepPrepareForecastApprove?DecisionRepeator
reworkstep(s)GoBacktoStep2Inventory(nonfirst-in/first
out)orbacklogNondeterministic
processstepStockroomDesignNewCodeStartscontrol企业内部顾问培训的演示文稿
BusinessProcessManagementInadditiontotheabove,elongateasymbol,toptobottom,toshowparticipationinthesameprocessstepbymorethanonefunctionand/ororganization.Iftheparticipatingfunctionsarenotlistedadjacenttooneanother,showparticipationwithsolidverticallinesandnonparticpationwithbrokenverticallines.Arrowsalwaysgolefttoright!Showreiterationlikethis:Showdecisionslikethis:Approved?RepeatpreviousprocessfromXtoYYesNoApproved?YesNoorColor2OrangeRedBlue企业内部顾问培训的演示文稿
Cross-FunctionalMappingProcessDefinescope.Listfunctionsinvolveddownlefthandsideofpaper.Identifysequenceofactivities.Correlateactivitieswithfunctions.Mapactivitiesfromlefttorightcorrespondingtotheadvanceoftime.企业内部顾问培训的演示文稿
ChangzhouProcessMap(Page1)CT1B/L:18ENT.14FulfillmentFPYB:55.4%, E:85%FPY3B=97%E=100%1.75Unit:DayFulfillmentCT企业内部顾问培训的演示文稿
ChangzhouProcessMap(Page2)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企业内部顾问培训的演示文稿企业内部顾问培训的演示文稿
Measurements企业内部顾问培训的演示文稿
MeasurementsMeasurementsarenecessaryto“keepscore”e.g.howcanwedetermineifwearemakingimprovementsunlesswehavewelldefinedandmeaningfulmeasurementsMeasurementsmustbesimple,easytounderstandandanaccuratemeasureoftheprocessMeasurementsshouldnotbe“corruptible”TimeandFirstPassYieldarethebestmeasurements企业内部顾问培训的演示文稿
StaticandDynamicCycleTimesCycleTimeshavespecificstartandstoptimes.CycleTimeisabasicmeasureofprocesseffectivenessandagoodindicatorofthedisciplineandorderwithinaprocess.OnemustdifferentiatebetweenStaticandDynamiccycletime:StaticCycleTime(sCT)isasummaryofpastactions(history).Itisalaggingindicatorandisusuallyappliedtoprocessesthatchangeslowly.
DynamicCycleTime(dCT)isthepresent“pulserate”ofaprocessand,thus,aleading(predictive)indicator.企业内部顾问培训的演示文稿
StaticCycleTimeMeasurementStaticcycletimeisthehistoricalmeasureofcycletimebasedonanalysisofindividualoutputsofaprocess.Staticcycletimeisalaggingindicatorbecauseitreports resultsaftercompletion.企业内部顾问培训的演示文稿
CollectData,UseCollectedDatato
IdentifyWheretoLookFrequencyofOccurrenceWhatishappeninghere?Usehigh/lowdiagnosticanalysisandespeciallyhere?企业内部顾问培训的演示文稿
StaticCycleTimePopulationofOneAfabricmanufacturingprocesswhichstartsonJune12andconcludesonJuly19hasastaticcycletimeof37days.StartJune12StopJuly19StaticCycleTime=37Days企业内部顾问培训的演示文稿
StaticCycleTime
(Forpopulationsofmorethanone)Onecanaveragethecycletimesofworkactionscompleted.Forexample:30shirtscompletedduringaspecifictimeperiodhadthefollowingdistribution:4completedin2days 3completedin7days8completedin3days 2completedin8days7completedin4days 6completedin9dayssCT=Staticcycletime=(4X2)+(8X3)+(7X4)+(3X7)+(2X8)+(6X9) 30 sCT=5.03daysforthatspecifictimeperiod企业内部顾问培训的演示文稿
DynamicCycleTime(normal)DynamiccycletimeisthecurrentprocessingtimeforarelativelyhighvolumeofactivitieswhereInProcessinventoryexistsatboththebeginningandendoftheperiod.DynamicCycleTime=ActionsinProcess(AIP) AverageProcessingSpeedNOTE:Theperiodoftimemaybeoneday,oneweek,onemonth-theshorterthetimeperiodthemoreinstantaneousthecycletimemeasurement企业内部顾问培训的演示文稿
DynamicCycleTimeIsaleadingindicatordCT=AIP’s/ProcessSpeedAIP’sandprocessspeedcanvarythroughmeasurementperiodNeedparameterestimates企业内部顾问培训的演示文稿
DynamicCycleTimeExample
(Alldataisforaonemonthtimeperiod)Beginninggarmentinventory 4600Endinggarmentinventory 3600Garmentsouttostock 31500Anaveragegarmentrequires3.9daystoprogressthroughthewaitingqueuesandprocessesandtoexitfromtheline.AverageWorkinProcessProcessSpeed=Beg.Inv.+End.Inv.)/2OUTSCT===(4600+3600)410031500Month231500==.13(30days/month)3.9days企业内部顾问培训的演示文稿
Non-ManufacturingCycleTimeExampleYouareoperatingapurchasingorganizationwiththefollowingcharacteristics: Work-in-processinventorybeginningofmonth = 1,800orders Work-in-processinventoryendofmonth = 2,200orders Theaveragedailyplacementrateis = 125perdayWhatisthecycletimeoftheoperationinworkdays?企业内部顾问培训的演示文稿
DynamicandStaticCycleTimeComparison
StaticCycleTime
DynamicCycleTime1. Laggingindicator 1.Leadingindicator2.Formulainvolvesonlycycle2.FormulainvolvesAIPs timesofcompletedactionsandprocessingspeeds, notjustcompletions3.Goodforlowtransaction3.Goodforhighprocesssteps transactionprocesssteps--developnewproducts----bigamountproduction--=CompletedCT1+…+CTn=AverageAIPsn AverageProcessingSpd企业内部顾问培训的演示文稿
ProcessTotalCycleTimeSubProcess#1(MarkerMaking)SubProcess#2(Cutting)SubProcess#3(Sewing)SubProcess#4(Washing)SubProcess#5(Press/Pack)CT1+CT2+CT3+CT4+CT5=TotalCycleTimeProcessesareoftencomprisedofseveralSubProcesses….企业内部顾问培训的演示文稿
FirstPassYieldFirstpassyield(FPY)ismeasureoftheQualityofaProcess.
No.AIPsCompletedToSpec,withoutrework,firstpassFPY = X100 TotalNumberAIPsProcessedFirstPassYieldislessthanorequaltoprocessyield
(actual)becauseProcessYieldtypicallyincludesrework.ThedenominatorincludesanyAIPwhichleavestheprocessbeingmeasured.Thisincludessuccessfulcompletions,cancellations,scrap,etc.FPYDefinedas….Thepercentageofactivitiescompletingaprocessthefirsttime,correctly,withoutrework.企业内部顾问培训的演示文稿
FirstPassYieldMeasurements
ExamplesEngineeringPercentdrawingstomanufacturingwhichdonotchangePercentprojectsthatgothroughmanufacturingwithnounscheduledengineeringhelp
ManufacturingPercentincomingpartsneitherreworkednorreturnedPercentassemblykitscompletewhendeliveredPercentgarmentscompletewithoutreworkPercentsubassembliesintofinalassemblywithnoreworkTestPercenteachtestpassingfirsttimewithnowaits/norework
PurchasingPercentpurchaserequestsokaytoorderwithnochangePercentincominggoodsabletobereceivedimmediately企业内部顾问培训的演示文稿
GenericFirstPassYieldModelSCOPEQueueWorkOK?ReworkOK?YesNoProcessYieldThisboundaryisdeterminedbywhatdataisavailableFirstPassYieldCancelScrapProcessBoundary企业内部顾问培训的演示文稿
GenericFirstPassYieldModelSCOPEQueueWorkOK?ReworkOK?ProcessYieldThisboundaryisdeterminedbywhatdataisavailableFirstPassYieldCancelScrapProcessBoundaryYes90%No10%No20%Yes80%WhataretheFPYandProcessYieldhere?企业内部顾问培训的演示文稿
YieldCalculations totalouts-rework-holdFPY% =
totalouts+scrap+cancellations totaloutsProcessYield% =
totalouts+scrap+cancellationsPergiventimeperiodX100X100企业内部顾问培训的演示文稿HowtocalculateFPY?企业内部顾问培训的演示文稿
BaselineandEntitlementBaseline:Anhistoricalor“asis”levelofperformance,verifiedbymeasurement(historicaldata-3monthsminimum)AppliedtoanymeasureSometimesgood,sometimesnotuptoexpectationsEntitlement: Animprovedlevelofperformanceresultingfromameasurable,documentedcycletimereductionprogramGenerallyequaltoorbetterthanindustrystandardsAnobjectiveratherthananarbitraryperformancelevelRequiresnonewresourcestoreachEntitlement企业内部顾问培训的演示文稿
Baseline,TheoreticalandEntitlementPerfectWorldLotsizeof1NoQueueNoset-upsNodowntimeDedicatedResourcesHistoricalbest(expeditedorhandcarriedlot)Comparisontocompetition’sbestComparisontobestofsimilarprocessinotherindustriesHistoricallybasedmeasurementoftheeverydayperformancelevelofabusinessprocessthathasbeenmapped.FactorappliedtotheoreticaltoestimateentitlementGenerally2to3xforaproductionorlinearprocessGenerally2to10xforanon-productionornon-linearprocessMultiplierprovidestransitionfromunobtainableperfectworldtoaccountforrealworldinefficienciesMultiplier3Theoretical24EntitlementBaseline1CycleTime企业内部顾问培训的演示文稿
TypicalPerformanceDistributionsFrequencyofOccurrenceShorterLongerTheoreticalStrategicBestOftenRequiresIncreasedInvestmentEntitlementRealizablePerformanceUsingExistingResourcesBaselineExistingPerformance企业内部顾问培训的演示文稿
MeasurementsReportingTheCockpitChartCustomerSatisfactionClaims($)&ReturnsCustomerSurveyResultsMarketShare%ofAddressableMarketUS&NonUSCycleTime(CT)QuotationsSamplesRevenueVolume&OperatingMarginHK,Gaoming&PenangMeasuredin$andinQuantity(dozens)OperatingincomeaspercentageCT&FPYOrderEntrySalesDiscountingFactoryLoading%ofCapacityDozens(actual)SalesExpensesVsBudgetVsRevenueOn-TimeDeliverySamplesProduction企业内部顾问培训的演示文稿
BarrierRemoval企业内部顾问培训的演示文稿
TypicalBarriersDyeprocessDefectdensityStrengthofmaterialsPricingColormatching&inspectionMerchandisingMaterialhandling
InspectionversuspreventionLargelotsizesBottlenecksPoorschedulingPoorprocessdesign/implementationReworkCommunicationLowfirstpassyieldPushvs.pullMeasurementsandcontrolsPerformanceincentivesBusinessisviewedasdisjointedfunctionsDenialNegotiatingpriceParadigmsthatresistchangeTop-DownManagementSubjectMatter BusinessProcess Culture企业内部顾问培训的演示文稿
WhyRemoveBarriers?ImprovecycletimeImprovefirstpassyieldImprovecostImproveotheroperationalindicesReducefrustration企业内部顾问培训的演示文稿
Business
Process
BarriersBarriersareInterrelatedCultureconstrainsbusinessprocessperformancethatinturnconstrainssubjectmatterperformance.Notremovingbarrierswillcreatesubstituteprocesses.Barriersandsubstituteprocessesoftenoverlapandaresometimesmutuallyreinforcing.Rewardingemployeesfortheuseorimplementationofsubstituteprocessestendsto
lock-intheexistingculturebarrierorparadigm.CultureBarriersSubstituteProcessesSubjectMatterBarriers企业内部顾问培训的演示文稿
BarrierIdentificationandCharacterizationSubjectMatterBarriers:Uniqueindustryorbusinesscontent:SewingmachinethreadtensionWorkstation’sbootsequenceCellphonewiringschematicUniquefunctionalexpertisecontent:ManufacturingspecificationGarmentpatternmakingAccountingcostsystemMarketingdatasheetTypically,SubjectMatterBarrierscanberemovedbyindividualcontributorsiftheyarenotconstrainedbybusinessprocessandculturebarriers.企业内部顾问培训的演示文稿
BarrierIdentificationandCharacterizationBusinessProcessBarriers:PreventactivitiesfromfittingintoasetofseamlessprocessesthatmeetentitlementLotsizeBottlenecksintheprocessflowPoorschedulingPoorprocessdesignTypically,BusinessProcessBarrierscanberemovedbymiddlemanagementifuppermanagementandanoutsideleader/driverremovetheconstrainingculturebarriers.企业内部顾问培训的演示文稿
BarrierIdentificationandCharacterizationCultureBarriers:SomeexamplesLackofTCTMindsetViewBusinessasdisjointedfunctionsPoorResourceallocationOrganizationstructure(ormisuseoforganization)LackofaccountabilityLackofleadershipLackofrootcauseproblemsolvingTypically,BusinessCultureBarriersmustberemovedbyuppermanagementworkingwithanoutsideleader/driver企业内部顾问培训的演示文稿
SubstituteProcessSubstituteProcesses:Alternateprocessesand“work-arounds”thatemployeesimplementinordertoreduceoreliminatetheimpactofbarriers.Theyareanaturalgrowthfromthefailuretoremovesubjectmatter,businessprocessandculturebarriers.Substituteprocessesusuallyrequireadditionalresourcesby:Attackingthesymptomsofnon-responsivenessMaking“Just-in-case”investments(example..EXTRAINVENTORY)Cover-upinvestmentsandworkarounds企业内部顾问培训的演示文稿
SubstituteProcesses-InventoryexamplesInventoryisputinplaceinanattempttomakeupforwhatcouldgowrongintheprocess.AcustomerordersmorethanexpectedordifferentmixAvendorhasprocessproblemsForecastingispoorResourcesnotavailable-equipmentgoesdownorpeopleareabsentScenarioInventoryAdditionFinishedgoodsinventoryRawmaterialinventoryAllformsofinventoryWork-in-processinventory企业内部顾问培训的演示文稿
BarrierCharacterizationUsing
Cause&EffectDiagrams企业内部顾问培训的演示文稿
CauseandEffectDiagrams“Fishbones”TCTusescauseandeffectdiagrams(Fishbones)togeneratecause,effect,andsubstituteprocessdiagrams.Usethefollowingprocedure:1. Definetheeffect-thisisattachedtothe“spine”.2. Showthemajorcausesas“bones”belowthespine.3. Showthecorrespondingsubstituteprocessesas“bones”abovethespine.(Therewillbeoccasionswhentwoormorebarrierswillhavethesamesubstituteprocess.)4. Showthecultureconstraintsasopposingdoublearrow(ifapplicable).Thecauseshelpcharacterizetheeffect,somearesymptomsandsomearebarriers.Worksymptomsbackwardsuntilyoureachtherootcauseorprimarycauseforthebarrier.企业内部顾问培训的演示文稿
FishboneTheFishboneDiagramcanbeusedfortwodifferentpurposes.First,toarriveatrootcausebarriersandtheirrelatedsubstituteprocessesbyrepeatingthequestion,“Why?”.Second,toorganizebrainstormedlistsofcauses(usuallybusinessprocessandculture),substituteprocesses,andcultureconstraintsforahighrankingbarrieryouwishtoremove.企业内部顾问培训的演示文稿
TheCauseandSubstituteProcessDiagramSubstituteProcessSubstituteProcessSubstituteProcessPossibleCausePossibleCausePossibleCauseStatetheEffectEffect-AneventthatoccursasaresultofacauseContributingfactortocauseReasoncont
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 培训总监工作计划
- 班级旧物回收活动的安排计划
- 护理管理成功的案例
- 幼儿园节目编排培训
- 2024年CPBA考试前沿试题及答案
- 山西省吕梁市临县第一中学2025年高考冲刺化学模拟试题含解析
- 2024年镁、钛相关常用有色金属加工材项目项目投资申请报告代可行性研究报告
- 视觉传播设计艺术鉴赏试题及答案
- 传输专业培训
- 2024年小自考视觉传播设计实践技能考题及答案
- JJF(京) 134-2024 便携式傅里叶变换红外气体分析仪校准规范
- 高二上学期考后成绩分析总结主题班会课件
- 乡村振兴议论文开题报告
- 2024年新人教版一年级数学下册《第5单元第1课时 认识人民币(1)》教学课件
- 部编人教版道德与法治八年级上册:(1-4)单元全套练习题4套(含解析)
- 危险废物库房建设项目竣工环保验收监测调查报告
- 批评与自我批评表
- 《公共政策学(第二版)》 课件 杨宏山 第1-6章 导论、政策系统-政策执行
- 【课件】安全教育 防溺水《不做孤泳者安全伴你我》课件
- 期中模拟练习 (试题)-2023-2024学年五年级下册数学北京版
- 教研员培训课件
评论
0/150
提交评论