Priority deployment and Process thinking(英文版)(ppt 47頁).ppt

1、2.1 Describing priorities 2.2 Priority deployment 2.3 Process thinking 2.4 MEDIC Review Form (MFR),1.0 Introduction,2.0 Priorities to Projects,3.0 MEDIC,4.0 Manage- ment Role,2.1DescribingPriorities,Meaning of priority,important and challenging / difficult and/or risky and/or to be controlled carefu

2、lly,Meaning of priority,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) critical success factor examples: time to market delivery reliablity cycle time market share customer res

3、ponsiveness,Balanced Scorecard - B.U. Lamps,Check Points,Scorecard,Strategic Success Factor,Performance Measure,Target 99,Target 01,Target 03,Financial,Economic Profit Realised,Euro ( mln ),243,309,418,Sales,Euro ( mln ),2522,2678,2950,Ifo,%age of sales,14.50%,16.50%,19.00%,Working capital,Turnover

4、speed,5.9,7,7.7,Productivity,Sales/wagebill,3.65,3.93,4.37,Cashflow,Euro ( mln ),346,439,576,Customers,Market share,%age,22.80%,23.40%,25.40%,Delivery performance,ICSL,93%,95%,97%,Customer complaints,Max time to closure - days,21,14,10,Sales of new products,%age of total sales,tbd,tbd,tbd,Brand inde

5、x,Absolute value - nominal,110,110,110,Survey results,Score,7.5,8,8.5,Processes,BEST Marketing,Survey tool score,3,6,8,BEST Purchasing,Survey tool score,3,6,8,BEST Manufacturing,Survey tool score,4,7,9,Cycletime reduction,%age from last check point,30,30,30,Learning,Organisation capability,PBE achie

6、vement,tbd,tbd,tbd,Leadership assesment,Approved action plan,Complete,Complete,Complete,BEST training,%age of target group complete,90%,95%,95%,QIC participation,%age of population,25%,40%,50%,Strategy Review 1999 - 2003,Priority description,what do we need to communicate clearly to our people? obje

7、ctive indicators and target guidelines constraints,OBJECTIVE,TARGET,CONSTRAINTS,Priority description,GUIDELINES,Reduction of material cost,-20 % in two years,Quality level of products at least as today Do not change suppliers Do not increase raw materials stock,Set up a supplier evaluation system ba

8、sed on total costs Supplier partnership Reduce number of suppliers,Priority example,GUIDELINES,2.2Deploying Priorities,Philips Lighting,Company Confidential,Philips5 1/6/99,Page 10,?,PRIORITIES,PROJECTS,MEDIC,MEDIC,MEDIC,The first phases of MEDIC can be used to breakdown higher level priorities,inte

9、rview customers, process people, owners process map - macro establish key performance indicators fishbone/ishikawa diagram cause and effect matrix (QFD) measurement plan pareto define sub-process,Map, Measure, Evaluate otherwise you can achieve your plan and go out of business Were in business to ma

10、ke money. All other metrics are focused on enablers and/or measures of our success - Cause and Effect. Customer satisfaction is an enabler to being successful!,MEDIC Fact Report Process,Consists of two levels: A and B “A” Level consists of 4 categories M: Objectives and Performance Trends E: Priorit

11、ization and Root Causes D: Solutions, Activities and Countermeasures C: Control aspects; Process Capability B” Level consists of the details with regard to: E: the Pareto and Root Cause Analysis I: the detailed Implementation project plan,Identify the key metric which supports the objective Carefull

12、y analyze the chosen metric. Can it be “beaten?” Pay special attention to the denominator of the metric,1. Measure: Objectives and Performance Trends,Objectives,Criteria for Metric Identification,1. Measurable (quantifiable) 2. Unbeatable 3. Drive desired behaviors,1. Measure: Objectives and Perform

13、ance Trends,Can you beat the following metrics? Payroll Errors/Supervisor Grievances/Supervisor Defects/Shift Defects/Machine Line Interrupts/Day Typing Errors/Secretary,1.Measure: Objectives and Performance Trends,Testing Metrics,Create a run chart showing the historical trend in performance (13 mo

14、nths or other logical time period) Identify an annual target and a benchmark Identify the gaps in performance to each,1.Measure: Objectives and Performance Trends,Performance Trends,4.8,5.3,5.8,0,1000,2000,3000,4000,5000,6000,7000,8000,T4 Line,DELTA = 3,282,DPMO,Insert date and project week number,U

15、se line chart to show previous 13 month (or logical period) performance Use Up or Down arrow and label desired movement direction (I.e. “Up Good” or “Down Good” Show target Show benchmark (indicate TBD if not available) Identify DELTA to target, based on average of actual data Identify GAP to benchm

16、ark, based on average of actual data,Use a table to show the actual data,“M” Page - Points to Note,Footnotes Provide a brief explanation of how target was developed (e.g., historical analysis, benchmarking) Characterize benchmark: Internal or external Date developed,Use a chart for the secondary met

17、ric tracking, if needed,Insert organization and contact name and extension,Identify the performance metric which supports the objective,Develop a Pareto chart which covers at least 80% of the gap, using the same metric as in the “M” page. Prioritize based on: Frequency Cost impact Ease of solving Or

18、 any other metric that assists in prioritizing the effort,2.Evaluate/Explore: Prioritization avoid the single solution trap It is not uncommon to find that one countermeasure will solve (or help counter) multiple root causes A fully developed root cause analysis provides a road-map for future contin

19、uous improvement efforts Root Cause = Error Condition,2.Evaluate/Explore: Prioritization so you know youre in trouble when youre told “I need a MEDIC process on this right away!” An in-progress MEDIC fact report will have information still being developed, i.e., blank spaces A completed MEDIC fact r

20、eport has few words, but lots of data (historical, current, and projected process capability),Classroom activity,Practice the review of an MFR form,1. Review the MFR example and identify weaknesses,10 minutes (Plenary session),Instructions,Objective,Time,OBJECTIVES AND PERFORMANCE TRENDS,PRIORITIZAT

21、ION & ROOT CAUSES,ASSESSMENT OF PROCESS CAPABILITIES,Problem Description: Manufacturing Scrap Objective:Reduce rework Performance Metric: PPMs,0,100,200,300,400,500,600,700,800,J,F,M,A,M,J,J,A,S,O,N,D,J,Actual,Target,Benchmark,TARGET = 400,DPMO*10,J,F,M,A,M,J,J,A,S,N,D,J,F,M,A,M,J,J,Actual Outlook,5

22、60,540,520,450,Actual,Target,Benchmark,Outlook,TARGET = 385,BENCHMARK = 200,ACTIVITIES,WHAT,Review processes to determine if connecting parts can be pre-labeled Feedback defects to operators at daily quality meeting Install temporary inspection station,WHAT,WHO,WHEN,IMPACT,Redesign nip tool Install pressure sensor with limits,JS,FR,4/1,2/1,10%,0,20,40,60,80,100,0,10%,20%,30%,40%,50%,1,2,3,4,5,Prioritization %,Category,Individual,60,30,10,8,6,2,5,O,N,D,COUNT