【正文】 Example Work Plans MMP Document April, 20xx CONFIDENTIAL This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client anization without prior written approval from McKinsey amp。 Company. This material was used by McKinsey amp。 Company during an oral presentation。 it is not a plete record of the discussion. 1 CONTENTS ? Production system design ? Quality improvement program ? OEE improvement program ? Kaizen program ? Scheduling program ? Visual performance improvement ? Organizational/capability building 2 STEPS IN STARTING A PRODUCTION SYSTEM DESIGN Timing 12 months 23 weeks 2 months 12 months Who Production manager Production manager, outside resource Production manager, quality and maintenance managers Production manager, area managers, scheduler Step Find resource with experience designing lean production and scheduling systems Create initial system design Stabilize key areas that block implementation of new system (., machine downtime) Implement and launch new system Source: McKinsey analysis 3 SUGGESTED CLIENT 15 APPROACH Potential scope 2 weeks Current state assessment – target state design ? Business need validation ? Product and process profiling ? Problem identification ? Current state analysis ? Target state vision ? Quantification of opportunity ? Proposed tactical implementation plan ? Focus on major capacity losses ? Stabilization of equipment ? Process consistency and instation quality ? Standardized labor activity and processes ? Definition of core production system ? Performance metrics and dialog ? Controlled inventory ? Changeover time reduction activities ? Controlled flow patterns to minimize losses due to – Down time – Speed loss – Quality loss ? Consistency of production pace and output ? Demanddriven pull production schedule ? Direct feedback with upstream/ downstream customer linkages ? Improved munication with support departments (maintenance, scheduling, etc.) ? Auditing process ? Plan for sustaining support ? Ongoing 39。checkup39。 support Maintain Stabilize Flow Pull Next area Phase 1: confirm opportunity Phase 2: capture opportunity for model line Phase 3: Team of lean experts rolls out to next area 16 weeks 4 SUGGESTED PLAN FOR STABILIZATION PHASE Activity Sauce and salad dressing areas Kick off ? Dedicate resources ? Lean awareness training ? Determine metrics, plans amp。 review process ? Communicate to business OEE improvement ? Pilot implementation (., ultrakan) – C/O workshop online – Downtime problem solving – Startup loss elimination – Visual control ? Roll out to other areas ? 5S and basic maintenance Configuration changes ? Identify formula location changes ? Minor equipment moves ? Investigate warehouse space saving, optimal totes, production pace Performance management ? Start data collection ? Implement scheduling board ? Implement hourly boards and reviews ? Monitor policy deployment Time (weeks) 0 2 4 6 8 10 12 14 16 Major workstream Ongoing support PRELIMINARY 5 FUTURE LEAN DEVELOPMENT AT CLIENT 22 Characteristics ? Creating internal awareness, basic capability, and the right anizational support structure, . – Training on lean/basics to all levels of the pany – Dedicating resources to the group with focus on developing their capability – Basic process stability ? Developing true distinctive system capability in your industry ? Defining and capturing the business value through application, . – Shorter lead times due to better production control – Business growth through minimal capital investment using increased efficiencies ? Using as a source of strategic advantage, . – Recapturing lost market share – Expansion to new market segments/new customer base – Redefining relationship with customers through use of bestinclass inventory/replenishment systems – Nonanic growth – further acquisitions with market premium? Stage 1 Awareness and stability Stage 2 Complete system capability Stage 3 Redefining your business model Client 22 today Future focus Develop Model Plant 6 SUMMARY OF OVERALL RECOMMENDED APPROACH ? Creation of model site and plete production system – Serves as a training environment for building additional advanced capability and demonstrates the future state potential ? Location 1 as a model plant makes sense – Stable production processes and open management team – Deep acceptance and application of basics allow for further development of as a system improvement tool ? Build in executive workshop to align management teams ? Dedicated time to rollout planning ? Continue existing efforts in basics Approach Content ? Focus pilot and highpriority resources on advanced elements and consolidate the plete production system ? Senior management team connection with system to business strategy ? Clear rollout plan developed and resourced 7 SHOP FLOOR EFFICIENCY APPROACH 7 weeks 1 week Current state assessment – target state design ? Business need validation ? Product and process profiling ? Problem identification ? Current state analysis ? Target state vision ? Quantification of opportunity ? Proposed tactical implementation plan ? Team formation and basic training ? Focus on major capacity losses ? Stabilization of equipment ? Process