卓越运营介绍课件

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1、OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G1-22 September 2023 v3.0Introduction to Operational ExcellenceWorkshop Instructor&Facilitator:Frank Adler,Ph.D.Operational Excellence ConsultingOperational Excellence ConsultingStrategyDeployment ProcessExcellencePerformanceManagementHig

2、h Performance Work TeamsOperationalExcellenceOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G2-22 September 2023 v3.0“Excellence in Execution”is the#1 CEO PriorityOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G3-22 September 2023 v3.0Section 1:What is Operational Excel

3、lence?Section 2:Our Operational Excellence ApproachSection 3:Strategy DeploymentSection 4:Performance ManagementSection 5:Process ExcellenceSection 6:High Performance Work TeamsSection 7:SummaryIntroduction to Operational Excellence Table of ContentOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S

4、 U L T I N G4-22 September 2023 v3.0Section 1:What is Operational Excellence?Section 2:Our Operational Excellence ApproachSection 3:Strategy DeploymentSection 4:Performance ManagementSection 5:Process ExcellenceSection 6:High Performance Work TeamsSection 7:SummaryIntroduction to Operational Excelle

5、nce Table of ContentOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G5-22 September 2023 v3.0Operational Excellence A DefinitionA Business Strategy:In The Discipline of Market Leaders,Michael Treacy and Fred Wiersema describe three distinct value propositions or disciplines:Operational

6、 Excellence,Product Leadership,and Customer Intimacy.Market leaders choose to excel in delivering extraordinary levels of one of these three value propositions,while maintaining reasonable standards in the other disciplines.Organizations pursuing an Operational Excellence strategy,strive to deliver

7、a combination of quality,price,and ease of purchase and service that no other organization in their market or industry can match.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G6-22 September 2023 v3.0Operational Excellence A DefinitionA Philosophy:Operational Excellence is a philosop

8、hy of leadership,teamwork and problem solving resulting in continuous improvement throughout the organization by focusing on the needs of the customer,empowering employees,and optimizing existing activities in the process.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G7-22 September

9、2023 v3.0Operational Excellence A DefinitionA Value Stream Management Approach:Operational Excellence is when each and every employee can see the flow of value to the customer,and fix that flow before it breaks down.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G8-22 September 2023 v

10、3.0Operational Excellence A DefinitionAn Integrated Management System:Operational Excellence is an integrated management system developed that drives business productivity by applying proven practices and procedures in three“foundation blocks”Asset Productivity,Capital Effectiveness,and Operations R

11、isk Management.The Operational Excellence management system gives a company the benefits of lower costs,increased efficiencies,fewer injuries,maximum sustainable returns on operating assets,and an enhanced competitive position.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G9-22 Septe

12、mber 2023 v3.0Operational Excellence A DefinitionA Framework:Baldrige Criteria for Performance ExcellenceLeadership:How upper management leads the organization,and how the organization leads within the community.Strategic Planning:How the organization establishes and plans to implement strategic dir

13、ections.Customer and Market Focus:How the organization builds and maintains strong,lasting relationships with customers.Measurement,Analysis,and Knowledge Management:How the organization uses data to support key processes and manage performance.Human Resource Focus:How the organization empowers and

14、involves its workforce.Process Management:How the organization designs,manages and improves key processes.Business/Organizational Performance Results:How the organization performs in terms of customer satisfaction,finances,human resources,supplier and partner performance,operations,governance and so

15、cial responsibility,and how the organization compares to its competitors.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G10-22 September 2023 v3.0Operational Excellence A DefinitionA Model:The Shingo ModelThe Shingo model is based on the Lean management approach and model taught by Dr

16、.Shigeo Shingo,as well as the thinking shared from Toyota and other companies that have achieved new levels of operational excellence.The Shingo model is comprised of two elements:the house and the diamond.The house details the principles of operational excellence and the power of balancing effort a

17、cross all the dimensions.The diamond represents the transformation process for embedding the principles of operational excellence into the organizational culture.The Shingo model is a robust model that characterizes the connections between Six Sigma,TQM,TPS,JIT,and Lean.OOPERATIONALPERATIONAL E EXCE

18、LLENCEXCELLENCEC O N S U L T I N G11-22 September 2023 v3.0Operational Excellence What will be your Definition?Every organization needs to decide for itself which management system,model,or framework describes best their definition of Operational Excellence.OOPERATIONALPERATIONAL E EXCELLENCEXCELLEN

19、CEC O N S U L T I N G12-22 September 2023 v3.0Section 1:What is Operational Excellence?Section 2:Our Operational Excellence ApproachSection 3:Strategy DeploymentSection 4:Performance ManagementSection 5:Process ExcellenceSection 6:High Performance Work TeamsSection 7:SummaryIntroduction to Operation

20、al Excellence Table of ContentOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G13-22 September 2023 v3.0Operational Excellence OUR ApproachAny Operational Excellence initiative,to be successful,needs to be a strategic initiative and focus on the following four cornerstones or building

21、blocks:Strategy Deployment,Performance Management,Process Excellence,and High Performance Work Teams.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G14-22 September 2023 v3.0Section 1:What is Operational Excellence?Section 2:Our Operational Excellence ApproachSection 3:Strategy Deploy

22、mentSection 4:Performance ManagementSection 5:Process ExcellenceSection 6:High Performance Work TeamsSection 7:SummaryIntroduction to Operational Excellence Table of ContentOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G15-22 September 2023 v3.0Operational Excellence Strategy Deploym

23、entOnly 5%of the workforce understands their company strategy.Only 25%of managers have incentives linked to strategy.60%of organizations dont link budgets to strategy.86%of executive teams spend less than one hour per month discussing strategy.Source:Balanced Scorecard CollaborativeStrategy is an ex

24、pression of what an organization intents to do to get from a current state to a future state.Strategy is often expressed in terms of a vision statement,initiatives,objectives and goals.It is usually developed at the top levels of the organization,but executed by lower levels within the organization.

25、OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G16-22 September 2023 v3.0Operational Excellence Strategy DeploymentAccording to the Balanced Scorecard Collaborative,there are four barriers to strategic implementation:1.Vision Barrier No one in the organization understands the strategi

26、es of the organization.2.People Barrier Most people have objectives that are not linked to the strategy of the organization.3.Resource Barrier Time,energy,and money are not allocated to those things that are critical to the organization.For example,budgets are not linked to strategy,resulting in was

27、ted resources.4.Management Barrier Management spends too little time on strategy and too much time on short-term tactical decision-making.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G17-22 September 2023 v3.0Operational Excellence Strategy DeploymentPhase VI Strategy Implementation

28、&ReviewPhase IV Strategic Breakthrough ObjectivesPhase III Strategic Vision ElementsPhase II Current State Analysis(CSA)Phase I Organize the ProcessPhase V Strategic Initiatives&TacticsOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G18-22 September 2023 v3.09/22/2023 _ Operational Exc

29、ellence Strategy DeploymentThe Hoshin X-Matrix is a tool that visualizes an organizations strategic objectives,strategic initiatives,key performance indicators,key projects&action items,andhuman resources requirementsin one simple matrix.The Hoshin X-Matrix enables an organization to easily review t

30、he alignment of its strategic objectives,strategic initiatives,key performance indicators,key action items and human resources.The Hoshin X-Matrix,if used properly,improves the likelihood of a successful execution of the strategic plan.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G1

31、9-22 September 2023 v3.0Operational Excellence Strategy DeploymentOrganizations Strategic Objectives&GoalsOrganizations Key Performance Indicator(Balanced Scorecard)Organizations Strategic Initiatives&TacticsOrganizations Tactical Projects&Action ItemsOrganizations Human Resource AllocationOOPERATIO

32、NALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G20-22 September 2023 v3.0Operational Excellence Strategy Deployment“I sure wish Id done a better job of communicating with GM people.Id do that differently a second time around and make sure they understand and shared my vision for the company.Th

33、en they would know why I wastearing the place up,taking out whole divisions,changing our whole production structure.I never got this across.”Roger Smith,CEO of General Motors(1981-1990)OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G21-22 September 2023 v3.0Operational Excellence Reso

34、urcesAckoff,R.L.A Concept of Corporate Planning(New York,New York:Wiley,1970)Colletti,Joseph F.A Field Guide to Focused Planning:Hoshin Kanri-American Style(The Woodledge Group,1995)Cowley,Michael and Domb,Ellen Beyond Strategic Vision:Effective Corporate Action with Hoshin Planning(Burlington,Massa

35、chusetts:Butterworth-Heinemann,1997)Treacy,Michael and Wiersema,Fred-The Discipline of Market Leaders:Choose Your Customers,Narrow Your Focus,Dominate Your Market(New York,New York:HarperCollins Publishers,1995)OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G22-22 September 2023 v3.0S

36、ection 1:What is Operational Excellence?Section 2:Our Operational Excellence ApproachSection 3:Strategy DeploymentSection 4:Performance ManagementSection 5:Process ExcellenceSection 6:High Performance Work TeamsSection 7:SummaryIntroduction to Operational Excellence Table of ContentOOPERATIONALPERAT

37、IONAL E EXCELLENCEXCELLENCEC O N S U L T I N G23-22 September 2023 v3.0Operational Excellence Performance Management“Balanced Scorecards tell you the knowledge,skills and systems that your employees will need(learning and growth)to innovate and build the right strategic capabilities and efficiencies

38、(internal processes)that deliver specific value to the market(customer)which will eventually lead to higher shareholder value(financial).”“Having Trouble with Your Strategy?Then Map It.”by Robert S.Kaplan and David P.Norton-Harvard Business ReviewOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U

39、 L T I N G24-22 September 2023 v3.0Operational Excellence Performance ManagementVision&StrategyOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G25-22 September 2023 v3.0Operational Excellence Performance ManagementPhase I-Strategic FoundationStep 1:Strategic AlignmentStep 2:Key Strateg

40、ic Focus Areas&InitiativesStep 3:Strategic Grid&ModelPhase II-Three Critical ComponentsStep 4:Key Performance IndicatorsStep 5:Goals&TargetsStep 6:Initiatives&ProgramsPhase III Deployment ProcessStep 7:IntegrateStep 8:CascadeStep 9:ManageBalanced Scorecard Deployment ProcessOOPERATIONALPERATIONAL E

41、EXCELLENCEXCELLENCEC O N S U L T I N G26-22 September 2023 v3.0Operational Excellence Performance ManagementBasic Flow of a Strategic Focus Area within the Financial Dimension We will flow our strategic objectives down each balanced scorecard dimension within a grid of boxes,making sure everything i

42、s linked.This grid will serve as the foundation for constructing the Balanced Scorecard.Strategic Focus Area:Increase Shareholder ValueFinancialsRevenueGrowthOperatingImprovementsNew Sources of RevenueIncrease Customer ProfitabilityLower OperatingCostsHigh Utilization of AssetsOOPERATIONALPERATIONAL

43、 E EXCELLENCEXCELLENCEC O N S U L T I N G27-22 September 2023 v3.0Operational Excellence Performance ManagementStrategic Objectives defined for all Four Balanced Scorecard Dimensions Once you have completed the strategic grid,go back and make sure everything fits with your overall strategy.A set of

44、strategic grids should provide the strategic model for running the business,outlining the specifics of the strategy.All stakeholders should be able to look at your grids and follow the flow of your strategy.Strategic Focus Area:Increase Shareholder ValueFinancialsRevenue GrowthCustomersAcquire More

45、CustomersBecome the Price LeaderInternal Business ProcessesImprove Operational EfficiencyCost Reduction ProgramKnowledgeBased SystemReduceNon-Core ActivitiesLearning&GrowthTraining Lean Six Sigma ProgramDatabase Network on Operational PerformanceRe-Align Organization with Core CompetenciesOOPERATION

46、ALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G28-22 September 2023 v3.0Operational Excellence Performance Management125741211893610OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G29-22 September 2023 v3.0Operational Excellence ResourcesChang,Richard Y.,and Morgan,Mark W.Perform

47、ance Scorecards:Measuring the Right Things in the Real World(New York,New York:John Wiley Sons Inc.,2000)Kaplan,R.S.and Norton,D.P.The Balanced Scorecard(Cambridge,Massachusetts:Harvard Business School Press,1996)Kaplan,R.S.and Norton,D.P.Putting the Balanced Scorecard to Work(Harvard Business Revie

48、w,September/October 1993)Kaplan,R.S.and Norton,D.P.Balanced Scorecard:Translating Strategy into Action(Cambridge,Massachusetts:Harvard Business School Press,1996)OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G30-22 September 2023 v3.0Section 1:What is Operational Excellence?Section 2

49、:Our Operational Excellence ApproachSection 3:Strategy DeploymentSection 4:Performance ManagementSection 5:Process ExcellenceSection 6:High Performance Work TeamsSection 7:SummaryIntroduction to Operational Excellence Table of ContentOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G31-

50、22 September 2023 v3.0Operational Excellence Process ExcellenceSustainable Process and Business ImprovementsD M AICProject ManagementD M AICProject ManagementLeanis about identifying and eliminating waste in a process or value stream.Six Sigmais about understanding and eliminating variation in a pro

51、cess or value stream.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G32-22 September 2023 v3.0Operational Excellence Process ExcellenceWaste elimination is one of the most effective ways to increase the profitability of any business.Processes either add value or waste to the productio

52、n of a good or service.The seven wastes originated in Japan,where waste is known as“muda.Lean methods and tools,including Value Value Stream Stream MappingMapping,5S 5S Visual Visual WorkplaceWorkplace,Standard Standard WorkWork,and Total Total Productive Productive MaintenanceMaintenance,focus on t

53、he elimination of one or several of the seven wastes.TransportationMotionExtra ProcessingStepsOverproductionWaitingThe 7 WastesInventoryDefectsOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G33-22 September 2023 v3.0Operational Excellence Process ExcellenceLean Manufacturing links all

54、 processes from the final Customer back to raw material in a smooth flow without detours that generates the shortest Lead Time,highest Quality,and lowest Cost.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G34-22 September 2023 v3.0Operational Excellence Process ExcellenceDefine Value

55、-Specify value from the Customer perspective.Map Value Stream-Identify the value stream for each product or service and challenge all of the non-value adding steps(wastes)currently necessary to create and deliver this product or service.Add nothing than value.Create Flow-Make the product or service

56、creation and delivery process flow through the remaining value-added steps.Establish Pull Introduce pull between all process steps where continuous flow is possible.Pursuit Perfection Manage toward perfection so that the number of steps and the amount of time and information needed to create and del

57、iver this product or service.OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G35-22 September 2023 v3.0Operational Excellence Process ExcellencePhase III:Improve Verify Critical Inputs Optimize Critical InputsPhase II:Analyze Complete FMEA Perform Multi-vari Analysis Identity Potential

58、 Critical Inputs Develop Plan for Next Phase Phase IV:Control Implement Control Plan Verify Long Term Capability Continuously Improve ProcessPhase 0:Define Scope and BoundaryDefine DefectsTeam Charter and ChampionEstimated$ImpactLeadership approvalPhase I:Measure Map Process and Identify Inputs and

59、Outputs Cause and Effects Matrix Establish Measurement System Capability Establish Process Capability BaselineOptimized Process30+Inputs8-104-83-6Found Critical XsControlling Critical Xs10-15All Xs1st“Hit List”Screened ListOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G36-22 Septembe

60、r 2023 v3.0Operational Excellence Process ExcellenceClarify Big Picture using Strategic PlanEstablish Plant/Area productivity baselinePrioritize projects based on value,resources reqd,timingSelect key projects with leadership buy-inCheck Accountability:business and personalSelect the Right ProjectsS

61、elect and Train the Right PeopleEnsure the Right Leadership and OwnershipDevelop a training planDedicate time for training and applicationEnsure the right support resources are availableDevelop and Implement Improvement PlansMeasure ProcessAnalyze ProcessImprove ProcessControl ProcessManage for Exce

62、llence in OperationsStay focusedFrequently review progress and remove barriersCheck real business impactContinuously communicate progressLink to performance management and R&RSustain the GainsImplement effective control plansConduct regular training focused on the processReview the system effectiven

63、ess quarterlyContinually identify and launch new projectsProcess OutputProcess Output:Making the NumbersProcess InputProcess Input:Strategic and Annual Business Goals and TargetsOOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G37-22 September 2023 v3.0Operational Excellence ResourcesBr

64、eyfogle,Forrest W.III Implementing Six Sigma:Smarter Solutions Using Statistical Methods(New York,New York:John Wiley&Sons Inc.,1999)Breyfogle,Forrest W.III,Cupello,James M.and Meadows,Becki Managing Six Sigma:A Practical Guide to Understanding,Assessing,and Implementing the Strategy that Yields Bot

65、tom-Line Success(New York,New York:John Wiley&Sons,Inc.,2001)George,Mark O.-The Lean Six Sigma Guide to Doing More with Less(Hoboken,New Jersey:John Wiley&Sons,Inc.,2010)Ohno,Taiichi-Toyota Production System(New York,New York:Productivity Press,1988)Rother,Mike and Shook,John-Learning to See-Value-S

66、tream Mapping to create Value and eliminate Muda(Cambridge,Massachusetts:Lean Enterprise Institute,2009)Womack,James P.and Jones,Daniel T.-Lean Thinking(Free Press,2003)OOPERATIONALPERATIONAL E EXCELLENCEXCELLENCEC O N S U L T I N G38-22 September 2023 v3.0Section 1:What is Operational Excellence?Section 2:Our Operational Excellence ApproachSection 3:Strategy DeploymentSection 4:Performance ManagementSection 5:Process ExcellenceSection 6:High Performance Work TeamsSection 7:SummaryIntroduction t