企业内部顾问培训的演示文稿

企业内部顾问培训的演示文稿2024/3/28企业内部顾问培训的演示文稿

TableofContentsIntroductiontoThomasGroup,Inc.TotalCycleTimeatEsquelGroupTCTBasicsCrossFunctionalTeamsProcessMappingMeasurementsBarrierRemovalBarrierCharacterizationUsingCause&EffectDiagramsCyclesofLearningandEffectiveMeetingManagement企业内部顾问培训的演示文稿

WhatistheThomasGroup?WeareauniqueinternationalmanagementservicescompanythathelpsclientsimprovetheircompetitivenessandfinancialperformanceFoundedin1978;annualcompoundgrowth>30%Over200seniormanagementexecutiveswithbroadskills&experienceAverageoperationsmanagementexperienceperResultantis22yearsProprietaryTotalCycleTimeMethodologytoimplementchangeGlobalHeadquartersLocations:Dallas,Detroit,Frankfurt,SingaporeandHongKongOver300successfulcycletimereductionprograms企业内部顾问培训的演示文稿

TGIMissionToMakeBusinessesCompetitiveByUsingToDriveTotalCycleTime®ImprovedResponsivenessandAcceleratedResultsusingMinimumResources3R’s企业内部顾问培训的演示文稿

WhatWasThomasGroup’sRoleAtEsquel?Outsideobjectivechangeagent…committedtoimprovedresultsDefinebusinessprocessescriticaltoEsquel’scompetitivenessEstablishaggressiveperformancetargetsatwhichEsquelisentitledtooperate….dramaticimprovementsoverbaselineApplyThomasGroup’sTotalCycleTimemethodologytohelpEsquelreachentitledperformance….withineighteenmonths企业内部顾问培训的演示文稿

TotalCycleTime(TCT)Basics企业内部顾问培训的演示文稿

CorporateCompetitivenessis

Drivenbythe3R’sRespondingquicklytocustomersneedsforpresentandfutureproducts&services.Resultsacceleration,particularlyinfastdelivery,lowercostsandimprovedquality.Resourceeffectiveness,particularlyinpeoplecostsandcashtied-up.RRRFaster&BetterResultsthantheCompetition-ButusingfewerResourcesthantheCompetition企业内部顾问培训的演示文稿

BusinessasaseriesofProcessesAllbusinessesorganizations(whethermanufacturing,services,development,software,etc.)arecomposedofaseriesofdifferentbusinessprocesses.Thesebusinessprocessstepsmustbe:DocumentedandanalyzedtoensurethateachhasvalueCanbeexecutedintheminimumtimeHavethehighestpossibleaccuracyorFirstPassYield.企业内部顾问培训的演示文稿

Thetimeittakesinallbusinessprocessesfromidentificationofanunmetmarketneeduntilthatneedissatisfied.CycleTimeis:

ThetimeittakestogetsomethingdoneManufactureaproductDevelopaproductDeliveraserviceInstallafactoryReducecostsImprovequalityThetimeittakestochangethewayacompanydoesthings.

MostdifficulttochangeTotalCycleTimeis:

Thecombinedeffectofthecycletimesofallbusinessprocessesfromthetimeaneedexistsuntilitissatisfied.TotalCycleTime(TCT)drivesImprovement企业内部顾问培训的演示文稿

TotalCycleTime(TCT)drivesImprovement.AsuccessfulTCTProgramsuccessfullyreducesthecycletimesofallidentifiedbusinessprocessesandintegratestheseprocessesintoaseamlesstotalbusinessprocesswithaminimumTotalCycle

Time企业内部顾问培训的演示文稿

CrossFunctionalTeam(CFT)企业内部顾问培训的演示文稿

WhatisaCross-FunctionalTeam?AteamrepresentingthevariousfunctionalareasofoneormorecompaniesTheMissionoftheCFTteamistoachieveagreedupon,specificobjective(s)Theobjectivesareultimatelyaimedat:DrivingcontinuousimprovementinkeybusinessprocessesRadicallyimprovingtheorganizations’globalcompetitivenessInternalizingtheTCTprocessestoensurecontinuationoftheprocessimprovement企业内部顾问培训的演示文稿

WhyareCross-FunctionalTeamsNeeded?ProblemsandsolutionsdonotcompletelyresidewithinonedepartmentAllfunctionalelementsinvolvedinaprocessneedtocontributeMembersshouldbringknowledge,objectivityandnewviewpointstoproblemsolving企业内部顾问培训的演示文稿

TheRoleoftheCFTTheCFTistheprocessownerofthekeyprocessesidentifiedforimprovement.ThisprocessimprovementismeasuredbyCycleTime(CT)andFirstPassYield(FPY)results.TheCFTisresponsiblefor:TheidentificationofthekeyprocessesTheperiodiccollection,analysis,displayandreportingoftheCT,FPYandothermeasurementsdata.Identificationofbarriers,substituteprocessesandnonvalueaddedactivitieswithineachprocess.MaintenanceandexecutionofacontinuouslyupdatedbarrierremovalplantoachieveorsurpassentitlementinCTandFPY.企业内部顾问培训的演示文稿

RoleandResponsibilityofCFTLeadersEnsurethatTCTprocessisfollowedandthatresultsareachievedquicklySetcleargoalsandholdtheteamaccountableLeadteamincarryingoutitsobjectivesEnsurethatteammeetingsareactionoriented(3W’s)KeepteamfocusedwithoutdominatingmeetingsTransferrequiredCFTskillstonewmembers企业内部顾问培训的演示文稿

RoleofTeamMembersResponsibleforcontributingtotheteam’ssuccessby:Representingcompany(empowereddecisionmaker)Communication;inputfromandtotheirfunctionalorganizationAttendingandactivelyparticipatinginallmeetings,orprovidinganempoweredsubstitutetoactandmakedecisionsforthemWorkingwiththeteamtoidentifybarriersandtheirrootcauses,rankingandremovingthemDevelopingActionPlansanddrivingthoseActionPlanstocompletionUsingmeasurementstotrackprogressandassurespecificbusinessprocessorprocessesprogresstowardandreachentitledperformance企业内部顾问培训的演示文稿

RoleofTheScribePreparesanddistributesthemeetingagenda2-3daysinadvanceofthemeeting.Thisensuresparticipantscometothemeetingprepared.Note:MembersshouldsubmitdocumentationtobediscussedinthenextmeetingtotheScribeforattachmenttothemeetingagenda.PreparesanddistributesthemeetingminutesandW3swithinoneworkingdayfollowingthemeetingdate.TheMinutesaretoincludeAttendance,Summaryofthetopicsdiscussed,Significantdecisionsmade,Nextmeetingdate,timeandvenue,OldW3swithstatusandNewW3sRequestsfeedbackonminutesfromteamtoensurethattheyreflecttheconsensusoftheteamMaintainstheoldandnewW3slistingsothatW3’s(what,who,andwhen)arealwayscurrentHighlightsW3completionsandshortfallstoteamforfurtheractionMaintainsaccurateandupdatedCFT/BRTChartersPublicizesteamssuccessesServesasteamtimekeeperifnoneassigned企业内部顾问培训的演示文稿

NO.WhatWhoWhenStatus1234W3’sTeamLeader:TeamObjective:Scribe:Start:End:企业内部顾问培训的演示文稿

RoleofTheMeasurementSpecialistTheCFTMeasurementSpecialistisresponsibleforleadingandadvisingtheteamonmeasurements.Functionsperformedare:WorkswithBITmeasurementownertocoordinatemeasurementactivitiesfortheCFTteamWorkswithteammemberstocollectmeasurementdatatodefineBaseline&EntitlementWorkswithteammemberstoassistintheminanalyzingmeasurementdataMonitorsimprovementofactualcycletimes,firstpassyield,AIP/WIP,delivery,cost,productivity,etc.DevelopsreportingformatswithhelpfromtheteamEnsuresthatallmeasurementstatusispublishedregularlyintheformofanapprovedCFTCockpitChart企业内部顾问培训的演示文稿

TheTCTProcess-TheMethodologySequence…16STEPS1. Identifythekeybusinessprocess2. Establishthescopeoftheprocess3. IdentifyandbringtogetherthekeyplayersfortheCFT4. Validatethescopeanddeterminetheprocessboundaries5. Maptheprocess,includingCTandFPYdataforeachstep6. Establishbaseline(“asis”)performanceinCTandFPY7. Determinevalue-addedandnon-value-addedprocessstepsandactivities8. Removenon-value-addedstepsandcreatea“should-be”map

(Entitlementprocess)9. Determinemeaningfulmeasurements10. Designthemeasurementsystem-drivedesiredbehavior11. EstablishinitialentitlementgoalsinCTsandFPYs,othermeasurements12. Identifythebarrierstoprocessimprovement13. Developcause-and-effectdiagramtofindtherootcausebarriers14. Rank-orderrootcausebarrierstodeterminethebestcourseofaction15. Assignandschedulebarrierremovalactions(BRTs)16. Trackprogressthroughthemeasurementsystem企业内部顾问培训的演示文稿

THE16STEPPROCESSCANBEBROKENDOWNINTO4GROUPSOFACTIVITIESIDENTIFYthekeyprocesses,processownersandkeyplayersDeterminethescopeandMAPtheprocessesSetupaMEASUREMENTsystem,determinebaselineandentitlementIdentifyandremoveBARRIERStoimprovedprocessperformanceandmanageimprovementwithdrumbeatfeedbackprocess企业内部顾问培训的演示文稿

ProcessMapping企业内部顾问培训的演示文稿

BusinessProcessManagementEverythingwedoininourcompanyfitswithinabusinessprocessandHasaProcessFlowthatcanbedevelopedHasHistorythatcanbeanalyzedHasaFirstPassYieldHasaPerformanceBaseline/EntitlementHasactivitiesthatareNon-Deterministic(unpredictable)CanbeMeasuredbycost,firstpassyieldandcycletime企业内部顾问培训的演示文稿

BusinessProcessMapsInordertostarttheTCTProcess(Step5ofthe“16Steps”)itisnecessarytoconstructProcessMap(s)ofthecriticalbusinessprocessesProcessMapsareagraphicalpictureoftheflow(intime)ofaprocessoractivityProcessMapsprovideanoverviewoftheprocessanddescribethepaththeprocessfollowsfrombeginningtocompletion(starttostopasdefinedinthecharter)ShowhowtheprocessesworkacrossfunctionalandgeographiclinesProcessmapsaredrawnatvariouslevelsofdetailtoassistintheevaluationofeachprocessstep企业内部顾问培训的演示文稿

Mapping…..ScopeoftheProcessWemustfirstdefinethescopeandthepurposeoftheprocess.

Whatistheprocesstryingtoaccomplish?

Thescopeofanyprocessconsistsofthreeparts:StartPoint-Identifytheeventthatbeginstheprocess(suchasreceiptofanorder)StopPoint-Identifytheeventoritemthatconcludestheprocess(suchasshipmentofacustomer’sorder)ProcessBoundary-determineswhichtransactionsandactivitiesaretobeaddressedintheProcessMap.(Forexample,areweaddressingallproductsthataremadebyacompany,orjustoneproductline?)企业内部顾问培训的演示文稿

Maps…Cross-FunctionalDiagramsListthefunctions/organizationsdowntheleftsideofthesheetofpaperShowtheprocessasaprogressionfromlefttorightastheprocessismappedacrossthepageThesymbolswhichrepresenteachstepareplacedinthesameroworrowsasthefunctionsinvolvedintheprocess.TGI’sbasicsymbolsetforcross-functionalflowdiagramsinahigh-levelprocessareshownbelow.ProcessstepPrepareForecastApprove?DecisionRepeator

reworkstep(s)GoBacktoStep2Inventory(nonfirst-in/first

out)orbacklogNondeterministic

processstepStockroomDesignNewCodeStartscontrol企业内部顾问培训的演示文稿

BusinessProcessManagementInadditiontotheabove,elongateasymbol,toptobottom,toshowparticipationinthesameprocessstepbymorethanonefunctionand/ororganization.Iftheparticipatingfunctionsarenotlistedadjacenttooneanother,showparticipationwithsolidverticallinesandnonparticpationwithbrokenverticallines.Arrowsalwaysgolefttoright!Showreiterationlikethis:Showdecisionslikethis:Approved?RepeatpreviousprocessfromXtoYYesNoApproved?YesNoorColor2OrangeRedBlue企业内部顾问培训的演示文稿

Cross-FunctionalMappingProcessDefinescope.Listfunctionsinvolveddownlefthandsideofpaper.Identifysequenceofactivities.Correlateactivitieswithfunctions.Mapactivitiesfromlefttorightcorrespondingtotheadvanceoftime.企业内部顾问培训的演示文稿

ChangzhouProcessMap(Page1)CT1B/L:18ENT.14FulfillmentFPYB:55.4%, E:85%FPY3B=97%E=100%1.75Unit:DayFulfillmentCT企业内部顾问培训的演示文稿

ChangzhouProcessMap(Page2)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企业内部顾问培训的演示文稿企业内部顾问培训的演示文稿

Measurements企业内部顾问培训的演示文稿

MeasurementsMeasurementsarenecessaryto“keepscore”e.g.howcanwedetermineifwearemakingimprovementsunlesswehavewelldefinedandmeaningfulmeasurementsMeasurementsmustbesimple,easytounderstandandanaccuratemeasureoftheprocessMeasurementsshouldnotbe“corruptible”TimeandFirstPassYieldarethebestmeasurements企业内部顾问培训的演示文稿

StaticandDynamicCycleTimesCycleTimeshavespecificstartandstoptimes.CycleTimeisabasicmeasureofprocesseffectivenessandagoodindicatorofthedisciplineandorderwithinaprocess.OnemustdifferentiatebetweenStaticandDynamiccycletime:StaticCycleTime(sCT)isasummaryofpastactions(history).Itisalaggingindicatorandisusuallyappliedtoprocessesthatchangeslowly.

DynamicCycleTime(dCT)isthepresent“pulserate”ofaprocessand,thus,aleading(predictive)indicator.企业内部顾问培训的演示文稿

StaticCycleTimeMeasurementStaticcycletimeisthehistoricalmeasureofcycletimebasedonanalysisofindividualoutputsofaprocess.Staticcycletimeisalaggingindicatorbecauseitreports resultsaftercompletion.企业内部顾问培训的演示文稿

CollectData,UseCollectedDatato

IdentifyWheretoLookFrequencyofOccurrenceWhatishappeninghere?Usehigh/lowdiagnosticanalysisandespeciallyhere?企业内部顾问培训的演示文稿

StaticCycleTimePopulationofOneAfabricmanufacturingprocesswhichstartsonJune12andconcludesonJuly19hasastaticcycletimeof37days.StartJune12StopJuly19StaticCycleTime=37Days企业内部顾问培训的演示文稿

StaticCycleTime

(Forpopulationsofmorethanone)Onecanaveragethecycletimesofworkactionscompleted.Forexample:30shirtscompletedduringaspecifictimeperiodhadthefollowingdistribution:4completedin2days 3completedin7days8completedin3days 2completedin8days7completedin4days 6completedin9dayssCT=Staticcycletime=(4X2)+(8X3)+(7X4)+(3X7)+(2X8)+(6X9) 30 sCT=5.03daysforthatspecifictimeperiod企业内部顾问培训的演示文稿

DynamicCycleTime(normal)DynamiccycletimeisthecurrentprocessingtimeforarelativelyhighvolumeofactivitieswhereInProcessinventoryexistsatboththebeginningandendoftheperiod.DynamicCycleTime=ActionsinProcess(AIP) AverageProcessingSpeedNOTE:Theperiodoftimemaybeoneday,oneweek,onemonth-theshorterthetimeperiodthemoreinstantaneousthecycletimemeasurement企业内部顾问培训的演示文稿

DynamicCycleTimeIsaleadingindicatordCT=AIP’s/ProcessSpeedAIP’sandprocessspeedcanvarythroughmeasurementperiodNeedparameterestimates企业内部顾问培训的演示文稿

DynamicCycleTimeExample

(Alldataisforaonemonthtimeperiod)Beginninggarmentinventory 4600Endinggarmentinventory 3600Garmentsouttostock 31500Anaveragegarmentrequires3.9daystoprogressthroughthewaitingqueuesandprocessesandtoexitfromtheline.AverageWorkinProcessProcessSpeed=Beg.Inv.+End.Inv.)/2OUTSCT===(4600+3600)410031500Month231500==.13(30days/month)3.9days企业内部顾问培训的演示文稿

Non-ManufacturingCycleTimeExampleYouareoperatingapurchasingorganizationwiththefollowingcharacteristics: Work-in-processinventorybeginningofmonth = 1,800orders Work-in-processinventoryendofmonth = 2,200orders Theaveragedailyplacementrateis = 125perdayWhatisthecycletimeoftheoperationinworkdays?企业内部顾问培训的演示文稿

DynamicandStaticCycleTimeComparison

StaticCycleTime

DynamicCycleTime1. Laggingindicator 1.Leadingindicator2.Formulainvolvesonlycycle2.FormulainvolvesAIPs timesofcompletedactionsandprocessingspeeds, notjustcompletions3.Goodforlowtransaction3.Goodforhighprocesssteps transactionprocesssteps--developnewproducts----bigamountproduction--=CompletedCT1+…+CTn=AverageAIPsn AverageProcessingSpd企业内部顾问培训的演示文稿

ProcessTotalCycleTimeSubProcess#1(MarkerMaking)SubProcess#2(Cutting)SubProcess#3(Sewing)SubProcess#4(Washing)SubProcess#5(Press/Pack)CT1+CT2+CT3+CT4+CT5=TotalCycleTimeProcessesareoftencomprisedofseveralSubProcesses….企业内部顾问培训的演示文稿

FirstPassYieldFirstpassyield(FPY)ismeasureoftheQualityofaProcess.

No.AIPsCompletedToSpec,withoutrework,firstpassFPY = X100 TotalNumberAIPsProcessedFirstPassYieldislessthanorequaltoprocessyield

(actual)becauseProcessYieldtypicallyincludesrework.ThedenominatorincludesanyAIPwhichleavestheprocessbeingmeasured.Thisincludessuccessfulcompletions,cancellations,scrap,etc.FPYDefinedas….Thepercentageofactivitiescompletingaprocessthefirsttime,correctly,withoutrework.企业内部顾问培训的演示文稿

FirstPassYieldMeasurements

ExamplesEngineeringPercentdrawingstomanufacturingwhichdonotchangePercentprojectsthatgothroughmanufacturingwithnounscheduledengineeringhelp

ManufacturingPercentincomingpartsneitherreworkednorreturnedPercentassemblykitscompletewhendeliveredPercentgarmentscompletewithoutreworkPercentsubassembliesintofinalassemblywithnoreworkTestPercenteachtestpassingfirsttimewithnowaits/norework

PurchasingPercentpurchaserequestsokaytoorderwithnochangePercentincominggoodsabletobereceivedimmediately企业内部顾问培训的演示文稿

GenericFirstPassYieldModelSCOPEQueueWorkOK?ReworkOK?YesNoProcessYieldThisboundaryisdeterminedbywhatdataisavailableFirstPassYieldCancelScrapProcessBoundary企业内部顾问培训的演示文稿

GenericFirstPassYieldModelSCOPEQueueWorkOK?ReworkOK?ProcessYieldThisboundaryisdeterminedbywhatdataisavailableFirstPassYieldCancelScrapProcessBoundaryYes90%No10%No20%Yes80%WhataretheFPYandProcessYieldhere?企业内部顾问培训的演示文稿

YieldCalculations totalouts-rework-holdFPY% =

totalouts+scrap+cancellations totaloutsProcessYield% =

totalouts+scrap+cancellationsPergiventimeperiodX100X100企业内部顾问培训的演示文稿HowtocalculateFPY?企业内部顾问培训的演示文稿

BaselineandEntitlementBaseline:Anhistoricalor“asis”levelofperformance,verifiedbymeasurement(historicaldata-3monthsminimum)AppliedtoanymeasureSometimesgood,sometimesnotuptoexpectationsEntitlement: Animprovedlevelofperformanceresultingfromameasurable,documentedcycletimereductionprogramGenerallyequaltoorbetterthanindustrystandardsAnobjectiveratherthananarbitraryperformancelevelRequiresnonewresourcestoreachEntitlement企业内部顾问培训的演示文稿

Baseline,TheoreticalandEntitlementPerfectWorldLotsizeof1NoQueueNoset-upsNodowntimeDedicatedResourcesHistoricalbest(expeditedorhandcarriedlot)Comparisontocompetition’sbestComparisontobestofsimilarprocessinotherindustriesHistoricallybasedmeasurementoftheeverydayperformancelevelofabusinessprocessthathasbeenmapped.FactorappliedtotheoreticaltoestimateentitlementGenerally2to3xforaproductionorlinearprocessGenerally2to10xforanon-productionornon-linearprocessMultiplierprovidestransitionfromunobtainableperfectworldtoaccountforrealworldinefficienciesMultiplier3Theoretical24EntitlementBaseline1CycleTime企业内部顾问培训的演示文稿

TypicalPerformanceDistributionsFrequencyofOccurrenceShorterLongerTheoreticalStrategicBestOftenRequiresIncreasedInvestmentEntitlementRealizablePerformanceUsingExistingResourcesBaselineExistingPerformance企业内部顾问培训的演示文稿

MeasurementsReportingTheCockpitChartCustomerSatisfactionClaims($)&ReturnsCustomerSurveyResultsMarketShare%ofAddressableMarketUS&NonUSCycleTime(CT)QuotationsSamplesRevenueVolume&OperatingMarginHK,Gaoming&PenangMeasuredin$andinQuantity(dozens)OperatingincomeaspercentageCT&FPYOrderEntrySalesDiscountingFactoryLoading%ofCapacityDozens(actual)SalesExpensesVsBudgetVsRevenueOn-TimeDeliverySamplesProduction企业内部顾问培训的演示文稿

BarrierRemoval企业内部顾问培训的演示文稿

TypicalBarriersDyeprocessDefectdensityStrengthofmaterialsPricingColormatching&inspectionMerchandisingMaterialhandling

InspectionversuspreventionLargelotsizesBottlenecksPoorschedulingPoorprocessdesign/implementationReworkCommunicationLowfirstpassyieldPushvs.pullMeasurementsandcontrolsPerformanceincentivesBusinessisviewedasdisjointedfunctionsDenialNegotiatingpriceParadigmsthatresistchangeTop-DownManagementSubjectMatter BusinessProcess Culture企业内部顾问培训的演示文稿

WhyRemoveBarriers?ImprovecycletimeImprovefirstpassyieldImprovecostImproveotheroperationalindicesReducefrustration企业内部顾问培训的演示文稿

Business

Process

BarriersBarriersareInterrelatedCultureconstrainsbusinessprocessperformancethatinturnconstrainssubjectmatterperformance.Notremovingbarrierswillcreatesubstituteprocesses.Barriersandsubstituteprocessesoftenoverlapandaresometimesmutuallyreinforcing.Rewardingemployeesfortheuseorimplementationofsubstituteprocessestendsto

lock-intheexistingculturebarrierorparadigm.CultureBarriersSubstituteProcessesSubjectMatterBarriers企业内部顾问培训的演示文稿

BarrierIdentificationandCharacterizationSubjectMatterBarriers:Uniqueindustryorbusinesscontent:SewingmachinethreadtensionWorkstation’sbootsequenceCellphonewiringschematicUniquefunctionalexpertisecontent:ManufacturingspecificationGarmentpatternmakingAccountingcostsystemMarketingdatasheetTypically,SubjectMatterBarrierscanberemovedbyindividualcontributorsiftheyarenotconstrainedbybusinessprocessandculturebarriers.企业内部顾问培训的演示文稿

BarrierIdentificationandCharacterizationBusinessProcessBarriers:PreventactivitiesfromfittingintoasetofseamlessprocessesthatmeetentitlementLotsizeBottlenecksintheprocessflowPoorschedulingPoorprocessdesignTypically,BusinessProcessBarrierscanberemovedbymiddlemanagementifuppermanagementandanoutsideleader/driverremovetheconstrainingculturebarriers.企业内部顾问培训的演示文稿

BarrierIdentificationandCharacterizationCultureBarriers:SomeexamplesLackofTCTMindsetViewBusinessasdisjointedfunctionsPoorResourceallocationOrganizationstructure(ormisuseoforganization)LackofaccountabilityLackofleadershipLackofrootcauseproblemsolvingTypically,BusinessCultureBarriersmustberemovedbyuppermanagementworkingwithanoutsideleader/driver企业内部顾问培训的演示文稿

SubstituteProcessSubstituteProcesses:Alternateprocessesand“work-arounds”thatemployeesimplementinordertoreduceoreliminatetheimpactofbarriers.Theyareanaturalgrowthfromthefailuretoremovesubjectmatter,businessprocessandculturebarriers.Substituteprocessesusuallyrequireadditionalresourcesby:Attackingthesymptomsofnon-responsivenessMaking“Just-in-case”investments(example..EXTRAINVENTORY)Cover-upinvestmentsandworkarounds企业内部顾问培训的演示文稿

SubstituteProcesses-InventoryexamplesInventoryisputinplaceinanattempttomakeupforwhatcouldgowrongintheprocess.AcustomerordersmorethanexpectedordifferentmixAvendorhasprocessproblemsForecastingispoorResourcesnotavailable-equipmentgoesdownorpeopleareabsentScenarioInventoryAdditionFinishedgoodsinventoryRawmaterialinventoryAllformsofinventoryWork-in-processinventory企业内部顾问培训的演示文稿

BarrierCharacterizationUsing

Cause&EffectDiagrams企业内部顾问培训的演示文稿

CauseandEffectDiagrams“Fishbones”TCTusescauseandeffectdiagrams(Fishbones)togeneratecause,effect,andsubstituteprocessdiagrams.Usethefollowingprocedure:1. Definetheeffect-thisisattachedtothe“spine”.2. Showthemajorcausesas“bones”belowthespine.3. Showthecorrespondingsubstituteprocessesas“bones”abovethespine.(Therewillbeoccasionswhentwoormorebarrierswillhavethesamesubstituteprocess.)4. Showthecultureconstraintsasopposingdoublearrow(ifapplicable).Thecauseshelpcharacterizetheeffect,somearesymptomsandsomearebarriers.Worksymptomsbackwardsuntilyoureachtherootcauseorprimarycauseforthebarrier.企业内部顾问培训的演示文稿

FishboneTheFishboneDiagramcanbeusedfortwodifferentpurposes.First,toarriveatrootcausebarriersandtheirrelatedsubstituteprocessesbyrepeatingthequestion,“Why?”.Second,toorganizebrainstormedlistsofcauses(usuallybusinessprocessandculture),substituteprocesses,andcultureconstraintsforahighrankingbarrieryouwishtoremove.企业内部顾问培训的演示文稿

TheCauseandSubstituteProcessDiagramSubstituteProcessSubstituteProcessSubstituteProcessPossibleCausePossibleCausePossibleCauseStatetheEffectEffect-AneventthatoccursasaresultofacauseContributingfactortocauseReasoncont