平衡记分卡经典文档

1、PROPRIETARY 1998 Thomas Group, Inc. All Rights Reserved. Table of Contents To Make Businesses Competitive By Using To Drive Total Cycle Time Improved Responsiveness and Accelerated Results using Minimum Resources Responding quickly to customers needs for present and future products & services. Resul

2、ts acceleration, particularly in fast delivery, lower costs and improved quality. Resource effectiveness, particularly in people costs and cash tied-up. R R R The time it takes in all business processes from identification of an unmet market need until that need is satisfied. Cycle Time is: The time

3、 it takes to get something done Manufacture a product Develop a product Deliver a service Install a factory Reduce costs Improve quality The time it takes to change the way a company does things. Most difficult to change Total Cycle Time is: The combined effect of the cycle times of all business pro

4、cesses from the time a need exists until it is satisfied. . Team Leader: Team Objective: Scribe: We 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: List the functions/organizations down the left s

5、ide 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 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 hig

6、h-level process are shown below. Process step Prepare Forecast Approve?Decision Repeat or rework step(s) Go Back to Step 2 In 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 participating fu

7、nctions 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 previous process from X to Y Yes No Approved? Yes No or

8、 Color 2 Orange Red Blue Cross-Functional Mapping Process EEL Sales QC Customer Sample Room Suppliers PPC I/P Washing Sewing Cutting Marker Room Warehouse I/E Issue PPO Inspection Sample Making Produce & Deliver Production Planning Issue S/CIssue T/L Trial Run Marker & P/P Rework Reject Rework Rejec

9、t Issue P/O Trial Run Trial Run Trial Run Approve Approve No No Yes 1 2 3 Storage Yes CT1 B/L: 18 ENT. 14 Fulfillment FPY B: 55.4%, E: 85% FPY3 B= 97% E=100 % 1 .75 Unit: Day Fulfillment CT EEL Sales QC Customer Sample Room Suppliers PPC I/P Washing Sewing Cutting Marker Room Warehouse I/E External

10、Auditing Sew & QC Cut & QC Washing Inspection Rework Ironing & Packing 1 2 Rework Internal Auditing Ship to Customer Re. Documents Wash? ApproveApprove No No Yes No Yes 3 Yes FPY4FPY5FPY6FPY7FPY8 B=87% E=96% B=92% E=95% B=80% E=95% B= 94% E=100% B=95% E=98% Unit: Day B/L ENT. 5.25 6 6.5 8 1.5 3 CT2C

11、T3 Frequency of Occurrence What is happening here? Use high/low diagnostic analysis and especially here? Population of One A fabric manufacturing process which starts on June 12 and concludes on July 19 has a static cycle time of 37 days. Is a leading indicator dCT = AIPs / Process Speed AIPs and pr

12、ocess speed can vary through measurement period Need parameter estimates Dynamic Cycle Time Example (All data is for a one month time period) Static Cycle Time Dynamic Cycle Time 1. Lagging indicator 1. Leading indicator 2. Formula involves only cycle 2. Formula involves AIPs times of completed acti

13、ons and processing speeds, not just completions 3. 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 Sub Process #1 (Marker Making) Sub Process #2 (Cutting) Sub

14、 Process #3 (Sewing) Sub Process #4 (Washing) Sub Process #5 (Press / Pack) CT1+ CT2+ CT3+ CT4 + CT5 = Total Cycle Time First pass yield (FPY) is measure of the Quality of a Process. No. AIPs Completed To Spec, without rework, first pass FPY= X 100 Total Number AIPs Processed First Pass Yield is les

15、s 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. Engineering Percent drawings to manufacturing which do not change Perc

16、ent projects that go through manufacturing with no unscheduled engineering help Manufacturing Percent incoming parts neither reworked nor returned Percent assembly kits complete when delivered Percent garments complete without rework Percent subassemblies into final assembly with no rework SCOPE Que

17、ue WorkOK? Rework OK? Yes No Process Yield This boundary is determined by what data is available First Pass Yield CancelScrap Process Boundary SCOPE Queue WorkOK? Rework OK? Process Yield This boundary is determined by what data is available First Pass Yield CancelScrap Process Boundary Yes 90% No 1

18、0% No 20% Yes 80% total outs - rework - hold FPY %= total outs + scrap + cancellations total outs Process Yield %= total outs + scrap + cancellations Per given time period X 100 X 100 How to calculate FPY? Perfect World nLot size of 1 No Queue No set-ups nNo down time Dedicated Resources Historical

19、best (expedited or hand carried lot) Comparison to competitions best Comparison to best of similar process in other industries Historically based measurement of the everyday performance level of a business process that has been mapped. Factor applied to theoretical to estimate entitlement Generally

20、2 to 3x for a production or linear process Generally 2 to 10 x for a non-production or non-linear process Multiplier provides transition from unobtainable perfect world to account for real world inefficiencies Multiplier 3 Theoretical 24 EntitlementBaseline 1 Cycle Time ShorterLonger Chart 1Chart 8

21、Chart 2Chart 9 Chart 7 Chart 3Chart 4Chart 5Chart 6 B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJ A S O N D J F M A M B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJ A S O N D J F M A M B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJ A S O N D J F M A M Weeks B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9

22、 1 JJ A S O N D J F M A M $ B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJ A S O N D JF M A M % B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJ A S O N D JF M A M % B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJ A S O N D JF M A M Months B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJ A S O N D JF M A

23、 M B E 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 JJASONDJFMAM Customer Satisfaction Claims ($) & Returns Customer Survey Results Market Share % of Addressable Market US & Non US Cycle Time (CT) Quotations Samples Revenue Volume & Operating Margin HK, Gaoming & Penang Measured in $ and in Quantity (doz

24、ens) Operating income as percentage CT & FPY Order Entry Sales Discounting Factory Loading % of Capacity Dozens (actual) Sales Expenses Vs Budget Vs Revenue On-Time Delivery lDye process lDefect density lStrength of materials lPricing lColor matching & inspection lMerchandising lMaterial handling lI

25、nspection versus prevention lLarge lot sizes lBottlenecks lPoor scheduling lPoor process design/ implementation lRework lCommunication lLow first pass yield lPush vs. pull lMeasurements and controls lPerformance incentives lBusiness is viewed as disjointed functions lDenial lNegotiating price lParad

26、igms that resist change lTop-Down Management Subject MatterBusiness ProcessCulture Business Process Barriers Culture constrains business process performance that in turn constrains subject matter performance. Not removing barriers will create substitute processes. Barriers and substitute processes o

27、ften overlap and are sometimes mutually reinforcing. Rewarding employees for the use or implementation of substitute processes tends to lock-in the existing culture barrier or paradigm. Culture Barriers Substitute Processes Subject Matter Barriers: Unique industry or business content: Sewing machine

28、 thread tension Work stations boot sequence Cell phone wiring schematic Unique functional expertise content: Manufacturing specification Garment pattern making Accounting cost system Marketing data sheet Business Process Barriers: Prevent activities from fitting into a set of seamless processes that

29、 meet entitlement Lot size Bottlenecks in the process flow Poor scheduling Poor process design Culture Barriers: Some examples Lack of TCT Mindset View Business as disjointed functions Poor Resource allocation Organization structure (or misuse of organization) Lack of accountability Lack of leadersh

30、ip Lack of root cause problem solving Substitute Processes: Alternate processes and “work-arounds” that employees implement in order to reduce or eliminate the impact of barriers. They are a natural growth from the failure to remove subject matter, business process and culture barriers. Inventory is

31、 put in place in an attempt to make up for what could go wrong in the process. A customer orders more than expected or different mix A vendor has process problems Forecasting is poor Resources not available - equipment goes down or people are absent ScenarioInventory Addition Finished goods inventor

32、y Raw material inventory All forms of inventory Substitute Process Substitute Process Substitute Process Possible Cause Possible Cause Possible Cause State the Effect Effect - An event that occurs as a result of a cause Contributing factor to cause 70 Barrier I.D. & Removal Process For Identifying &

33、 Addressing Root Causes Brainstorm and rank “barriers” Identify low difficulty, high impact “barriers” Select top ranking barriers Develop fishbone/ID root causes Ask “why” until all root causes identified Ask “why” until all root causes identified All root causes ID? Rework fishbone Develop W3 acti

34、on plans for root causes Monitor and report progress Should this be escalated to BIT? BIT Action Complete barrier removal and eliminate substitute processes Y N Y N Barrier Ranking Worksheet C FTD ate: Barri er D escri pti on W ho Rem oves Schedul ed D ate I m pactD i ffi cul tyRank A . B. C . D . E. F. G . H . I . J. K. L. M . Difficulty: 1 = Easy, 10 = Diffi