平衡记分卡经典文档
- 1. Internal Resultant Training (July 30 - August 10, 2001) Hong KongPROPRIETARY © 1998 Thomas Group, Inc. All Rights Reserved.
- 2. Table of ContentsIntroduction to Thomas Group, Inc. Total Cycle Time at Esquel Group TCT Basics Cross Functional Teams Process Mapping Measurements Barrier Removal Barrier Characterization Using Cause & Effect Diagrams Cycles of Learning and Effective Meeting Management
- 3. What 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% Over 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 time reduction programs
- 4. TGI MissionTo Make Businesses Competitive By Using To DriveTotal Cycle Time®Improved Responsiveness and Accelerated Results using Minimum Resources3 R’s
- 5. What Was Thomas Group’s Role At Esquel? Outside objective change agent…committed to improved results Define business processes critical to Esquel’s competitiveness Establish aggressive performance targets at which Esquel is entitled to operate….dramatic improvements over baseline Apply Thomas Group’s Total Cycle Time methodology to help Esquel reach entitled performance…. within eighteen months
- 6. Total Cycle Time (TCT) Basics
- 7. Corporate Competitiveness is Driven by the 3 R’sResponding quickly to customers needs for present and future products & services. Results acceleration, particularly in fast delivery, lower costs and improved quality. Resource effectiveness, particularly in people costs and cash tied-up.RRRFaster & Better Results than the Competition - But using fewer Resources than the Competition
- 8. Business as a series of ProcessesAll businesses organizations (whether manufacturing, services, development, software, 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.
- 9. 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 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 processes from the time a need exists until it is satisfied. Total Cycle Time (TCT) drives Improvement
- 10. Total Cycle Time (TCT) drives Improvement. 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
- 11. Cross Functional Team (CFT)
- 12. What is a Cross-Functional 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: Driving continuous improvement in key business processes Radically improving the organizations’ global competitiveness Internalizing the TCT processes to ensure continuation of the process improvement
- 13. Why are Cross-Functional Teams Needed?Problems and solutions do not completely reside within one department All functional elements involved in a process need to contribute Members should bring knowledge, objectivity and new view points to problem solving
- 14. The 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 CFT 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 updated barrier removal plan to achieve or surpass entitlement in CT and FPY.
- 15. Role 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 its objectives Ensure that team meetings are action oriented (3W’s) Keep team focused without dominating meetings Transfer required CFT skills to new members
- 16. Role of Team MembersResponsible for contributing to the team’s success by: Representing company (empowered decision maker) Communication; input from and to their functional organization Attending and actively participating in all meetings, or providing an empowered substitute to act and make decisions for them Working with the team to identify barriers and their root causes, ranking and removing them Developing Action Plans and driving those Action Plans to completion Using measurements to track progress and assure specific business process or processes progress toward and reach entitled performance
- 17. Role of The Scribe Prepares and distributes the meeting agenda 2-3 days 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 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 new W3s listing so that W3’s (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 assigned
- 18. NO. What Who When Status1234W3’sTeam Leader: Team Objective:Scribe:Start: End:
- 19. Role 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 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 published regularly in the form of an approved CFT Cockpit Chart
- 20. The TCT Process - The Methodology Sequence … 16 STEPS1. Identify the key business process 2. Establish the scope of the process 3. Identify and bring together the key players for the CFT 4. Validate the scope and determine the process boundaries 5. Map the process, including CT and FPY data for each step 6. Establish baseline (“as is”) performance in CT and FPY 7. Determine value-added and non-value-added process steps and activities 8. Remove non-value-added steps and create a “should-be” map (Entitlement process) 9. Determine meaningful measurements 10. Design the measurement system - drive desired behavior 11. Establish initial entitlement goals in CTs and FPYs, other measurements 12. Identify the barriers to process improvement 13. Develop cause-and-effect diagram to find the root cause barriers 14. Rank-order root cause barriers to determine the best course of action 15. Assign and schedule barrier removal actions (BRTs) 16. Track progress through the measurement system
- 21. THE 16 STEP PROCESS CAN BE BROKEN DOWN INTO 4 GROUPS OF ACTIVITIESIDENTIFY the key processes, process owners and key players Determine the scope and MAP the processes Set up a MEASUREMENT system, determine baseline and entitlement Identify and remove BARRIERS to improved process performance and manage improvement with drumbeat feedback process
- 22. Process Mapping
- 23. Business 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-Deterministic (unpredictable) Can be Measured by cost, first pass yield and cycle time
- 24. Business 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 processes Process Maps are a graphical picture of the flow (in time) of a process or activity Process 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 lines Process maps are drawn at various levels of detail to assist in the evaluation of each process step
- 25. Mapping…..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:Start Point - Identify the event that begins the process (such as receipt of an order) Stop Point - Identify the event or item that concludes the process (such as shipment of a customer’s order) 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?)
- 26. Maps…Cross-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 represent each step are placed in the same row or rows as the functions involved in the process. TGI’s 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/first out) or backlogNondeterministic process stepStockroomDesign NewCodeStarts control
- 27. Business 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 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 reiteration like this:Show decisions like this:Approved?Repeat previousprocess from X to YYesNoApproved?YesNoorColor 2OrangeRedBlue
- 28. Cross-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.
- 29. Changzhou Process Map (Page 1) CT1B/L: 18ENT. 14Fulfillment FPY B: 55.4%, E: 85%FPY3B= 97% E=100%1.75Unit: DayFulfillment CT
- 30. Changzhou Process Map (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.5.2566.581.53CT2CT3CT4
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- 32. Measurements
- 33. Measurements 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 First Pass Yield are the best measurements
- 34. Static 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 between 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.
- 35. Static 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.
- 36. Collect Data, Use Collected Data to Identify Where to LookFrequency of OccurrenceWhat is happening here? Use high/low diagnostic analysisand especially here?
- 37. Static Cycle TimePopulation of OneA fabric manufacturing process which starts on June 12 and concludes on July 19 has a static cycle time of 37 days.Start June 12Stop July 19Static Cycle Time = 37 Days
- 38. Static Cycle Time (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 completed in 2 days 3 completed in 7 days 8 completed in 3 days 2 completed in 8 days 7 completed in 4 days 6 completed in 9 days sCT= Static cycle time = (4X2)+(8X3)+(7X4)+(3X7)+(2X8)+(6X9) 30 sCT = 5.03 days for that specific time period
- 39. Dynamic Cycle Time (normal)Dynamic cycle time is the current 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 Speed NOTE: The period of time may be one day, one week, one month - the shorter the time period the more instantaneous the cycle time measurement
- 40. Dynamic Cycle TimeIs a leading indicator dCT = AIP’s / Process Speed AIP’s and process speed can vary through measurement period Need parameter estimates
- 41. Dynamic Cycle Time Example (All data is for a one month time period) Beginning garment inventory 4600 Ending garment inventory 3600 Garments out to stock 31500An average garment requires 3.9 days to progress through the waiting queues and processes and to exit from the line. Average Work in Process Process Speed=Beg. Inv. + End. Inv.)/2 OUTSCT===(4600 + 3600) 4100 31500Month231500==.13 (30 days/month)3.9 days
- 42. Non-Manufacturing Cycle Time ExampleYou are operating a purchasing organization with the following characteristics: Work-in-process inventory beginning of month = 1,800 orders Work-in-process inventory end of month = 2,200 orders The average daily placement rate is = 125 per day What is the cycle time of the operation in work days?
- 43. Dynamic and Static Cycle Time Comparison Static Cycle Time Dynamic Cycle Time 1. Lagging indicator 1. Leading indicator 2. Formula involves only cycle 2. Formula involves AIPs times of completed actions 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
- 44. Process Total Cycle TimeSub Process #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….
- 45. First Pass YieldFirst 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 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.FPY Defined as…. The percentage of activities completing a process the first time, correctly, without rework.
- 46. First Pass Yield Measurements ExamplesEngineering Percent drawings to manufacturing which do not change Percent projects that go through manufacturing with no unscheduled engineering help ManufacturingPercent incoming parts neither reworked nor returned Percent assembly kits complete when delivered Percent garments complete without rework Percent subassemblies into final assembly with no reworkTest Percent each test passing first time with no waits/no rework Purchasing Percent purchase requests okay to order with no change Percent incoming goods able to be received immediately
- 47. Generic First Pass Yield ModelSCOPEQueueWorkOK?ReworkOK?YesNoProcess YieldThis boundary is determined by what data is availableFirst Pass YieldCancelScrapProcess Boundary
- 48. Generic 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?
- 49. Yield Calculations total outs - rework - hold FPY % = total outs + scrap + cancellations total outs Process Yield % = total outs + scrap + cancellations Per given time periodX 100X 100
- 50. How to calculate FPY?
- 51. Baseline and EntitlementBaseline: An historical or “as is” level of performance, verified by measurement (historical data - 3 months minimum) Applied to any measure Sometimes good, sometimes not up to expectations Entitlement: An improved level of performance resulting from a measurable, documented cycle time reduction program Generally equal to or better than industry standards An objective rather than an arbitrary performance level Requires no new resources to reach Entitlement
- 52. Baseline, Theoretical and EntitlementPerfect World Lot size of 1 No Queue No set-ups No down time Dedicated ResourcesHistorical best (expedited or hand carried lot) Comparison to competition’s best Comparison to best of similar process in other industriesHistorically based measurement of the everyday performance level of a business process that has been mapped.Factor applied to theoretical to estimate entitlement Generally 2 to 3x for a production or linear process Generally 2 to 10x for a non-production or non-linear process Multiplier provides transition from unobtainable perfect world to account for real world inefficienciesMultiplier3Theoretical24EntitlementBaseline1Cycle Time
- 53. Typical Performance DistributionsFrequency of OccurrenceShorterLongerTheoreticalStrategic Best Often Requires Increased InvestmentEntitlement Realizable Performance Using Existing ResourcesBaseline Existing Performance
- 54. Measurements Reporting The Cockpit ChartCustomer SatisfactionClaims ($) & Returns Customer Survey ResultsMarket Share% of Addressable Market US & Non USCycle Time (CT)Quotations SamplesRevenue Volume & Operating MarginHK, Gaoming & Penang Measured in $ and in Quantity (dozens) Operating income as percentageCT & FPY Order EntrySales DiscountingFactory Loading% of Capacity Dozens (actual)Sales ExpensesVs Budget Vs RevenueOn-Time DeliverySamples Production
- 55. Barrier Removal
- 56. Typical BarriersDye process Defect density Strength of materials Pricing Color matching & inspection Merchandising Material handling Inspection versus prevention Large lot sizes Bottlenecks Poor scheduling Poor process design/ implementation Rework Communication Low first pass yield Push vs. pullMeasurements and controls Performance incentives Business is viewed as disjointed functions Denial Negotiating price Paradigms that resist change Top-Down Management Subject Matter Business Process Culture
- 57. Why Remove Barriers? Improve cycle time Improve first pass yield Improve cost Improve other operational indices Reduce frustration
- 58. Business Process BarriersBarriers are InterrelatedCulture constrains business process performance that in turn constrains subject matter performance. Not removing barriers will create substitute processes. Barriers and substitute processes often 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 BarriersSubstitute ProcessesSubject Matter Barriers
- 59. Barrier Identification and CharacterizationSubject Matter Barriers: Unique industry or business content: Sewing machine thread tension Work station’s boot sequence Cell phone wiring schematic Unique functional expertise content: Manufacturing specification Garment pattern making Accounting cost system Marketing data sheetTypically, Subject Matter Barriers can be removed by individual contributors if they are not constrained by business process and culture barriers.
- 60. Barrier Identification and CharacterizationBusiness Process Barriers: Prevent activities from fitting into a set of seamless processes that meet entitlement Lot size Bottlenecks in the process flow Poor scheduling Poor process designTypically, Business Process Barriers can be removed by middle management if upper management and an outside leader/driver remove the constraining culture barriers.
- 61. Barrier Identification and CharacterizationCulture 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 leadership Lack of root cause problem solvingTypically, Business Culture Barriers must be removed by upper management working with an outside leader/driver
- 62. Substitute ProcessSubstitute 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. Substitute processes usually require additional resources by: Attacking the symptoms of non-responsiveness Making “Just-in-case” investments (example..EXTRA INVENTORY) Cover-up investments and work arounds
- 63. Substitute Processes - Inventory examplesInventory is 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 absentScenarioInventory AdditionFinished goods inventoryRaw material inventoryAll forms of inventoryWork-in-process inventory
- 64. Barrier Characterization Using Cause & Effect Diagrams
- 65. Cause and Effect Diagrams “Fishbones” TCT uses cause and effect diagrams (Fishbones) to generate cause, effect, and substitute process diagrams. Use the following procedure: 1. Define the effect - this is attached to the “spine”. 2. Show the major causes as “bones” below the spine. 3. Show the corresponding substitute processes as “bones” above the spine. (There will be occasions when two or more barriers will have the same substitute process.) 4. Show the culture constraints as opposing double arrow (if applicable). The causes help characterize the effect, some are symptoms and some are barriers. Work symptoms backwards until you reach the root cause or primary cause for the barrier.
- 66. FishboneThe Fishbone Diagram can be used for two different purposes. First, to arrive at root cause barriers and their related substitute processes by repeating the question, “Why?”. Second, to organize brainstormed lists of causes (usually business process and culture), substitute processes, and culture constraints for a high ranking barrier you wish to remove.
- 67. The Cause and Substitute Process DiagramSubstitute ProcessSubstitute ProcessSubstitute ProcessPossible CausePossible CausePossible CauseState the EffectEffect - An event that occurs as a result of a causeContributing factor to causeReason contributing factor occurs
- 68. Which Barriers Do We Attack First?After identifying all relevant barriers: Make first-pass estimate of impact on cycle time of each. Identify who must make removal effort: Individual or Subject Matter Group (for example: IT) Barrier Removal Team (BRT) Some level of management Make first-pass estimate of difficulty of removal of each. Identify any expert help that may be needed. Rank-order of attack; target “low-hanging fruit” first. Limit to 2-3 the number of barriers the team targets at one time.
- 69. *Barrier I.D. & Removal Process For Identifying & Addressing Root CausesBrainstorm and rank “barriers”Identify low difficulty, high impact “barriers”Select top ranking barriersDevelop fishbone/ID root causesAsk “why” until all root causes identifiedAsk “why” until all root causes identifiedAll root causes ID?Rework fishboneDevelop W3 action plans for root causesMonitor and report progressShould this be escalated to BIT?BIT ActionComplete barrier removal and eliminate substitute processesYNYN
- 70. Barrier Removal Process Steps Perform process mapping Perform distributional analysis of data Begin the removal process to expose other barriers Use Generic Barrier List to spur ideas Use TGI fishbone and repeated “whys” until Root Cause Barrier appears Use substitute process identification as indicator to barrier identification Transfer Cycles of Learning Top to middle management Peer group management Leader/driver to middle management
- 71. Barrier Ranking WorksheetDifficulty: 1 = Easy, 10 = DifficultImpact: 1 = Low, 10 = High
- 72. Barrier Removal Priorities Worksheet
- 73. The Barrier Removal Team (BRT) Barrier removal is most often and most effectively implemented by the creation of a specific, cross functional, Barrier Removal Team (BRT) The BRT will: Be empowered to remove the specific assigned barrier Follow the TCT process to remove the assigned barrier as directed by the CFT. Upon completion, and upon approval by the CFT, the BRT be disbanded
- 74. Cycles of Learning & Effective Meeting Management
- 75. The number of opportunities during a given calendar year to try, test, modify, learn and feedback from performing each critical business process.P1P = ProcessF = Feedback (“Feedforward”)One CycleofLearningOpportunity®ThreeCycles ofLearningOpportunities®TimeF1P0P0P2F1F2P1P3F3Cycles of Learning Work Days Per Year Per Year Cycle Time of Process in Work Days=Cycles of Learning Definition
- 76. NO. What Who When Status1234W3’sTeam Leader: Team Objective:Scribe:Start: End:
- 77. Recap of TCT Basics1. Business Process Perspective 2. Process Maps 3. Measurement Drivers - CT - FPY - Other Productivity Measures 4. Set Aggressive Goals - Baseline - Entitlement 5. Identify and remove non-Value Added process steps6. Remove Barriers & Substitute Processes - Fishbones - CFT/BRT Teams 7. Link Driver Improvements to Results (Cockpit Chart) 8. Apply Cycles of Learning to improve processes - Teams (CFT and BRT) - Rollout organizations 9. Control & Manage AIPs - Starts Control - W3s 10. Effective Meeting Management
