企业内部顾问培训THMOAS英文版

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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 Using

2、 Cause&Effect Diagrams Cycles of Learning and Effective Meeting ManagementWhat is the Thomas GroupWhat 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%Ov

3、er 200 senior 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 ti

4、me reduction programsTGI MissionTGI MissionTo Make Businesses CompetitiveBy UsingTo DriveTotal Cycle TimeImproved Responsiveness andAccelerated Results usingMinimum Resources3 Rs3 RsWhat Was Thomas Groups RoleWhat Was Thomas Groups RoleAt Esquel?At Esquel?Outside objective change agentcommitted to i

5、mproved results Define business processes critical to Esquels 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

6、 monthsTotal Cycle Time(TCT)BasicsCorporate Competitiveness is Corporate Competitiveness is Driven by the 3 RsDriven 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

7、effectiveness,particularly in people costs and cash tied-up.RRRRRRFaster&Better Results than the Competition-But using fewer Resources than the CompetitionBusiness as a series of ProcessesBusiness as a series of ProcessesAll businesses organizations(whether manufacturing,services,development,softwar

8、e,etc.)are composed of a series of different business processes.These business process steps must be:Documented and 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 fromidenti

9、fication of an unmet market need until that need is satisfied.Cycle Time is:The time it takes to get something done 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 chan

10、geTotal Cycle Time is:The combined effect of the cycle times of all business processes from the time a need exists until it is satisfied.Total Cycle Time(TCT)drives Total Cycle Time(TCT)drives ImprovementImprovementTotal Cycle Time(TCT)drives Total Cycle Time(TCT)drives ImprovementImprovement.A succ

11、essful 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 Cycle TimeCross Functional Team(CFT)Cross Functional Team(CFT)What is a Cross-Functional Team?What is a Cross-Functi

12、onal 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:1.Driving continuous improvement in key business processes2.Radically improving the organizations glob

13、al competitiveness3.Internalizing the TCT processes to ensure continuation of the process improvementWhy are Cross-Functional Teams Needed?Why are Cross-Functional Teams Needed?Problems and solutions do not completely reside within one departmentAll functional elements involved in a process need to

14、contributeMembers should bring knowledge,objectivity and new view points to problem solvingThe Role of the CFTThe 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.The CF

15、T 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 a continuously

16、 updated barrier removal plan to achieve or surpass entitlement in CT and FPY.Role and Responsibility of CFT LeadersRole 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

17、 its objectives Ensure that team meetings are action oriented(3Ws)Keep team focused without dominating meetings Transfer required CFT skills to new members Role of Team MembersRole of Team MembersResponsible for contributing to the teams success by:Representing company(empowered decision maker)Commu

18、nication;input from and to their functional 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 dr

19、iving those Action Plans to completionUsing measurements to track progress and assure specific business process or processes progress toward and reach entitled performanceRole of The ScribeRole of The Scribe Prepares and distributes the meeting agenda 2-3 days in advance of the meeting.This ensures

20、participants come to the meeting prepared.Note:Members 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

21、Attendance,Summary of the topics discussed,Significant 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

22、always current Highlights W3 completions and short falls to team for further action Maintains accurate and updated CFT/BRT Charters Publicizes teams successes Serves as team timekeeper if none assignedNO.What Who When Status1234W3sW3sTeam Leader:Team Objective:Scribe:Start:End:Role of The Measuremen

23、t SpecialistRole of The Measurement SpecialistThe CFT Measurement Specialist 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

24、data to define Baseline&Entitlement Works with team members to assist 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 pub

25、lished regularly in the form of an approved CFT Cockpit ChartThe TCT Process-The Methodology The TCT Process-The Methodology Sequence 16 STEPSSequence 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 t

26、he scope and determine the process boundaries5.Map the process,including CT and FPY data for each step6.Establish 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 pr

27、ocess)9.Determine meaningful measurements10.Design the measurement system-drive desired behavior11.Establish 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 roo

28、t cause barriers to determine the best course of action15.Assign and schedule barrier removal actions(BRTs)16.Track progress through the measurement systemTHE 16 STEP PROCESS CAN BE BROKEN DOWN INTO THE 16 STEP PROCESS CAN BE BROKEN DOWN INTO 4 GROUPS OF ACTIVITIES4 GROUPS OF ACTIVITIES1.IDENTIFY th

29、e key processes,process owners and key players 2.Determine the scope and MAP the processes3.Set up a MEASUREMENT system,determine baseline and entitlement4.Identify and remove BARRIERS to improved process performance and manage improvement with drumbeat feedback processProcess MappingProcess Mapping

30、Business Process ManagementBusiness 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 Pass Yield Has a Performance Baseline/Entitlement Has activities that are Non-Determinist

31、ic(unpredictable)Can be Measured by cost,first pass yield and cycle timeBusiness Process MapsBusiness 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 critical business processesProcess Maps are a graphical picture of the flow(i

32、n 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 across functional and geographic linesProcess maps are drawn at various levels of

33、detail to assist in the evaluation of each process stepMapping.Scope of the ProcessMapping.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 consists of three parts:1)Start Point-Identify the event that

34、 begins the process(such as receipt of an order)2)Stop Point-Identify the event or item that concludes the process(such as shipment of a customers order)3)Process Boundary-determines which transactions and activities are to be addressed in the Process Map.(For example,are we addressing all products

35、that are made by a company,or just one product line?)MapsCross-Functional DiagramsMapsCross-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 across the page The symbols which re

36、present 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 toStep 2Inventory(non first-in/fi

37、rst out)or backlogNondeterministic process stepStockroomDesign NewCodeStarts controlBusiness Process ManagementBusiness 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.If the parti

38、cipating 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 YYesNoApproved?YesNoorCol

39、or 2OrangeRedBlueCross-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 Changzhou Process Map(P

40、age 1)(Page 1)CT1B/L:18ENT.14Fulfillment FPY B:55.4%,E:85%FPY3B=97%E=100%1.75Unit:DayFulfillment CTChangzhou Process Map Changzhou Process Map(Page 2)(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.5.2566.581.53CT2CT3CT4MeasurementsMeasurementsMeasuremen

41、tsMeasurements Measurements are necessary to“keep 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

42、 First Pass Yield are the best measurementsStatic and Dynamic Cycle TimesStatic 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 betwe

43、en Static and Dynamic cycle time:Static Cycle Time(sCT)is a summary 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 Measur

44、ementStatic Cycle Time MeasurementStatic cycle time is the historical measure of cycle 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 Collect Data,Use Collected Data to

45、Identify Where to LookIdentify Where to LookFrequency of OccurrenceWhat is happening here?Use high/low diagnostic analysisand especiallyhere?Static Cycle TimeStatic Cycle TimePopulation of OneA fabric manufacturing process which starts on June 12 and concludes on July 19 has a static cycle time of 3

46、7 days.StartJune 12StopJuly 19Static Cycle Time=37 DaysStatic Cycle Time(For populations of more than one)(For populations of more than one)One can average the cycle times of work actions completed.For example:30 shirts completed during a specific time period had the following distribution:4 complet

47、ed 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=5.03 days for that specific time periodDynamic Cycle Time(normal)Dynamic Cycle Time(normal)Dynamic cycle time is the cu

48、rrent 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 Processing SpeedNOTE:The period of time may be one day,one week,one month-the shorter the time period the

49、more instantaneous the cycle time measurementDynamic Cycle TimeDynamic Cycle TimeIs a leading indicatordCT=AIPs/Process SpeedAIPs and process speed can vary through measurement periodNeed parameter estimatesDynamic Cycle Time Example (All data is for a one month time period)Beginning garment invento

50、ry4600Ending 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 Speed=Beg.Inv.+End.Inv.)/2 OUTSCT=(4600+3600)410031500Month231500=.13(30 days/month)3.9 daysN

51、on-Manufacturing Cycle Time ExampleNon-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 end of month=2,200 ordersThe average daily placement rate is=125 pe

52、r dayWhat is the cycle time of the operation in work days?Dynamic and Static Cycle Time Dynamic and Static Cycle Time ComparisonComparison Static Cycle Time Dynamic Cycle Time1.Lagging indicator 1.Leading indicator2.Formula involves only cycle 2.Formula involves AIPs times of completed actions and p

53、rocessing 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 SpdProcess Total Cycle TimeProcess Total Cycle TimeSub Process#1(Marker Making)Sub

54、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 YieldFirst pass yield(FPY)is measure of the Quality of a Process.No.AIPs Completed To Spec,witho

55、ut 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 completions,cancellations,scrap,etc

56、.FPY Defined as.The percentage of activities completing a process the first time,correctly,without rework.First Pass Yield MeasurementsFirst Pass Yield MeasurementsExamplesExamplesEngineeringPercent drawings to manufacturing which do not changePercent projects that go through manufacturing with no u

57、nscheduled 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 reworkPur

58、chasingPercent purchase requests okay to order with no changePercent incoming goods able to be received immediatelyGeneric First Pass Yield ModelGeneric First Pass Yield ModelSCOPEQueueWorkOK?ReworkOK?YesNoProcess YieldThis boundary is determined by what data is availableFirst Pass YieldCancelScrapP

59、rocess BoundaryGeneric First Pass Yield ModelGeneric First Pass 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 CalculationsYield

60、Calculations total outs-rework-holdFPY%=total outs+scrap+cancellationstotal outsProcess Yield%=total outs+scrap+cancellationsPer given time periodX 100X 100How to calculate FPY?Baseline and EntitlementBaseline and EntitlementBaseline:An historical or“as is”level of performance,verified by measuremen

61、t(historical data-3 months minimum)Applied to any measureSometimes good,sometimes 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 arbi

62、trary performance levelRequires no new resources to reach EntitlementBaseline,Theoretical and EntitlementBaseline,Theoretical and EntitlementPerfect WorldnLot size of 1No QueueNo set-upsnNo down timeDedicated ResourcesHistorical best(expedited or hand carried lot)Comparison to competitions bestCompa

63、rison to best of similar process in other industriesHistorically basedmeasurement of the everyday performance level 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-product

64、ion or non-linear processMultiplier provides transition from unobtainable perfect world to account for real world inefficienciesMultiplier3Theoretical24EntitlementBaseline1CycleTimeTypical Performance DistributionsTypical Performance DistributionsFrequency of OccurrenceFrequency of OccurrenceShorter

65、LongerTheoreticalTheoreticalStrategic BestStrategic BestOften Requires Increased InvestmentOften Requires Increased InvestmentEntitlementEntitlementRealizable Performance Using Existing ResourcesRealizable Performance Using Existing ResourcesBaselineBaselineExisting PerformanceExisting PerformanceMe

66、asurements Reporting Measurements Reporting The Cockpit ChartThe Cockpit ChartCustomer SatisfactionClaims($)&ReturnsCustomer Survey ResultsMarket Share%of Addressable MarketUS&Non USCycle Time(CT)QuotationsSamplesRevenue Volume&Operating MarginHK,Gaoming&PenangMeasured in$and in Quantity(dozens)Operating income as percentageCT&FPY Order EntrySales DiscountingFactory Loading%of CapacityDozens(actual)Sales ExpensesVs BudgetVs RevenueOn-Time DeliverySamplesProductionBarrier RemovalBarrier RemovalTy