企业内部顾问培训演示文稿英文

1、企业内部顾问培训演示文稿英文 We are a unique international management services company that helps clients improve their competitiveness and financial performance Founded in 1978; annual compound growth 30% Over 200 senior management executives with broad skills & experience Average operations management experienc

2、e 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 time reduction programsTo Make Businesses CompetitiveBy UsingTo DriveTotal Cycle TimeImproved Responsi

3、veness andAccelerated Results usingMinimum Resources Outside objective change agentcommitted to improved results Define business processes critical to Esquels competitiveness Establish aggressive performance targets at which Esquel is entitled to operate.dramatic improvements over baseline Apply Tho

4、mas Groups Total Cycle Time methodology to help Esquel reach entitled performance. within eighteen monthsTotal Cycle Time (TCT) BasicsResponding quickly to customers needs for present and future products & services.Results acceleration, particularly in fast delivery, lower costs and improved quality

5、.Resource effectiveness, particularly in people costs and cash tied-up.RRRFaster & Better Results than the Competition - But using fewer Resources than the CompetitionAll businesses organizations (whether manufacturing, services, development, software, etc.) are composed of a series of different bus

6、iness 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 fromidentification of an unmet market need until that ne

7、ed 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 changeTotal Cycle Time is: The combined effect o

8、f the cycle times of all business processes from the time a need exists until it is satisfied.A successful 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 Time A tea

9、m 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 global competitiv

10、eness3.Internalizing the TCT processes to ensure continuation of the process improvementProblems and solutions do not completely reside within one departmentAll functional elements involved in a process need to contributeMembers should bring knowledge, objectivity and new view points to problem solv

11、ing 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 CFT is responsible for: The identification of the key processes The periodic collection, analysis, display and reporting o

12、f 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 updated barrier removal plan to achieve or surpass entitlement in CT and FPY. Ensure that TCT process is followe

13、d and that results are achieved quickly Set clear goals and hold the team accountable Lead team in carrying out its objectives Ensure that team meetings are action oriented (3Ws) Keep team focused without dominating meetings Transfer required CFT skills to new members Responsible for contributing to

14、 the teams success by:Representing company (empowered decision maker)Communication; 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 a

15、nd their root causes, ranking and removing themDeveloping Action Plans and driving those Action Plans to completionUsing measurements to track progress and assure specific business process or processes progress toward and reach entitled performance Prepares and distributes the meeting agenda 2-3 day

16、s in advance of the meeting. This ensures 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

17、 the meeting date. The Minutes are to include 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

18、 new W3s listing so that W3s (what, who, and when) are 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 Status1234Team Leader:Team

19、Objective:Scribe:Start:End:The 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 data to define Ba

20、seline & 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 published r

21、egularly in the form of an approved CFT Cockpit Chart1.Identify the key business process 2.Establish the scope of the process3.Identify and bring together the key players for the CFT4.Validate the scope and determine the process boundaries5.Map the process, including CT and FPY data for each step6.E

22、stablish 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 process)9.Determine meaningful measurements10.Design the measurement system - drive desired behavior11.E

23、stablish 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 root cause barriers to determine the best course of action15.Assign and schedule barrier removal actio

24、ns (BRTs)16.Track progress through the measurement system1.IDENTIFY the 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

25、 improvement with drumbeat feedback process 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-Deterministic (unpredi

26、ctable) Can be Measured by cost, first pass yield and cycle time 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 (in time) of a process or activityProcess Maps p

27、rovide 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 detail to assist in the evaluation of each p

28、rocess stepWe 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 begins the process (such as receipt of an order) 2)Stop Point - Identify the event or item that

29、 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 that are made by a company, or just one product line?) List the functions/organizations

30、 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 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 d

31、iagrams in a high-level process are shown below.Process stepPrepare ForecastApprove?DecisionRepeat or rework step(s)Go Back toStep 2Inventory (non first-in/first out) or backlogNondeterministic process stepStockroomDesign NewCodeStarts controlIn addition to the above, elongate a symbol, top to botto

32、m, to show participation in the same process step by more than one function and/or organization. If the participating 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 re

33、iteration like this:Show decisions like this:Approved?Repeat previousprocess from X to YYesNoApproved?YesNoorColor 2OrangeRedBlueCross-Functional Mapping Process Define scope. List functions involved down left hand side of paper. Identify sequence of activities. Correlate activities with functions.

34、Map activities from left to right corresponding to the advance of time.E E L S a le sQ CC u s to m e rS a m p leR o o mS u p p lie rsP P CI/PW a s h in gS e w in gC u ttin gM a rk e rR o o mW a re h o u s eI/EIs s u e P P OIn s p e c tio nS a m p leM a k in gP ro d u c e &D e live rP ro d u c tio nP

35、 la n n in gIs s u e S /CIs s u e T /LT ria lR u nM a rk e r& P /PR e w o rkR e je c tR e w o rkR e je c tIs s u eP /OT ria lR u nT ria lR u nT ria lR u nA p p ro veA p p ro veN oN oY e s123S to ra g eY e sCT1B/L: 18ENT. 14Fulfillment FPY B: 55.4%, E: 85%FPY3B= 97%E=100%1.75Unit: DayFulfillment CTE

36、E L S a le sQ CC u sto m e rS a m p leR o o mS u p p lie rsP P CI/PW a sh in gS e w in gC u ttin gM a rke rR o o mW a re h o u seI/EE xte rn a lA u d itin gS e w& Q CC u t& Q CW a sh in gIn sp e ctio nR e w o rkIro n in g& P a ckin g12R e w o rkIn te rn a lA u d itin gS h ip toC u sto m e rR e .D o

37、cu m e n tsW a sh ?A p p ro veA p p ro veN oN oY e sN oY e s3Y e sFPY4FPY5FPY6FPY7FPY8B=87%E=96%B=92%E=95%B=80%E=95%B= 94%E=100%B=95%E=98%Unit: DayB/LENT.5.2566.581.53CT2CT3CT4Design = 3 to 4 monthsBrooksBrothersFabricMillSampleRoomSubMaterialsTransitGarmentFactoryEsquelSalesManufacturePresentations

38、amplesSampleApprovalsFabricproductionGarmentProduction 30 Days EGM 30 Days WY7DaysTrialWeavePV showTech Pack30Days120 Days30 days Plain weave45 days dobbyTransit8 DaysOrderThreads&Interlining4 DaysEsquelMerchandise.supportEsquelAccessoriesDvlpment90-120 days71 days49 daysTotal CT = 255 to 285 DaysBr

39、ooks Brothers & Esquel Enterprises Process Map (Level 1) - Normal OrderFabric (t/w)& PriceApprovals7 DaysApprovalsThread &InterliningTransit8 Days3 DaysClarifyTech Pack8 DaysProcessingtime5 Days45 daysProcessingtime4 DaysTransit3 Days3 DaysProduction = 5 to 6 monthsBaseline CTsTransitWYAT = 5 DaysEG

40、M = 15 Days 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 an

41、d First Pass Yield are the best measurements 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 between Static and Dynamic cycle time: Static Cycle Time (sCT)

42、 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 is the historical measure of cycle time based on

43、analysis of individual outputs of a process.Static cycle time is a lagging indicator because it reports results after completion.Frequency of OccurrenceWhat is happening here?Use high/low diagnostic analysisand especiallyhere?Population of OneA fabric manufacturing process which starts on June 12 an

44、d concludes on July 19 has a static cycle time of 37 days.StartJune 12StopJuly 19Static Cycle Time = 37 Days 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 completed in 2 days3 completed in 7

45、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 is the current processing time for a relatively high volume of activities where In Pr

46、ocess 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 more instantaneous the cycle time measurementIs a leading indicatord

47、CT = 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 inventory4600Ending garment inventory3600Garments out to stock31500An average garment requires 3.9 days to

48、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 daysYou are operating a purchasing organization with the following characteristics:Work-in-proce

49、ss inventory beginning of month=1,800 ordersWork-in-process inventory end of month=2,200 ordersThe average daily placement rate is=125 per dayWhat is the cycle time of the operation in work days? Static Cycle Time Dynamic Cycle Time1. Lagging indicator 1. Leading indicator2. Formula involves only cy

50、cle 2. Formula involves AIPs times of completed actions and processing 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 SpdSub Process

51、 #1 (Marker Making)Sub 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 yield (FPY) is measure of the Quality of a Process. No. AIPs Completed To

52、Spec, without 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, cance

53、llations, scrap, etc.FPY Defined as. The percentage of activities completing a process the first time, correctly, without rework.Engineering Percent drawings to manufacturing which do not changePercent projects that go through manufacturing with no unscheduled engineering helpManufacturingPercent in

54、coming parts neither reworked nor returnedPercent assembly kits complete when deliveredPercent garments complete without reworkPercent subassemblies into final assembly with no reworkTest Percent each test passing first time with no waits/no reworkPurchasing Percent purchase requests okay to order w

55、ith no change Percent incoming goods able to be received immediatelySCOPEQueueWorkOK?ReworkOK?YesNoProcess YieldThis boundary is determined by what data is availableFirst Pass YieldCancelScrapProcess BoundarySCOPEQueueWorkOK?ReworkOK?Process YieldThis boundary is determined by what data is available

56、First Pass YieldCancelScrapProcess BoundaryYes 90%No 10%No 20%Yes 80%What are the FPY and Process Yield here? total outs - rework - holdFPY %=total outs + scrap + cancellationstotal outsProcess Yield %=total outs + scrap + cancellationsPer given time periodX 100X 100How to calculate FPY?Marker 100%i

57、nspectionPanel QualitySampling method10,000pcsIn-line Inspectionsampling method9,896pcs9,742pcsRework:0 pcsRework:154 pcsRework:104 pcsFinal InspectionSampling methodRework:1,656 pcsFinal AuditSampling methodGarment washinspectionRework:821 pcsRework:1,654pcs8,086pcs6,432pcs5,610pcsFPY1: 100%FPY2: 9

58、8.96%FPY3: 98.44%FPY4: 83%FPY5: 79.54%FPY6: 87.32%9,742pcsFPY= 56.10%FPY=FPY1*FPY2*FPY3*FPY4*FPY5*FPY6Wrong calculation: FPY=(FPY1+FPY2+FPY3+FPY4+FPY5+FPY6)/6Total order quantity: 10,000pcsBaseline: An historical or “as is level of performance, verified by measurement (historical data - 3 months min

59、imum)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 arbitrary performance levelRequ

60、ires no new resources to reach Entitlement Perfect WorldnLot size of 1 No Queue No set-upsnNo down time Dedicated Resources Historical best (expedited or hand carried lot) Comparison to competitions best Comparison to best of similar process in other industriesHistorically basedmeasurement of the ev