【正文】 6Nov96Dec96Jan97Feb97Mar97Apr97May97Jun97( E ffo r t e a r n e d S te p s co m p le te d / E ffo r t ch a r g e d )0102030405060708090100Jul96Aug96Sep96Oct96Nov96Dec96Jan97Feb97Mar97Apr97May97Jun97% ( K e y De live r a b le s co m p le te d / K e y De l d u e )0102030405060708090100Aug96Sep96Oct96Nov96Dec96Jan97Feb97Mar97Apr97May97Jun970 .05 .01 0 .01 5 .02 0 .02 5 .03 0 .03 5 .04 0 .04 5 .05 0 .0A IP 39。 1988 Thomas Group, Inc. All Rights Reserved. 42 Barrier Removal Process Steps ? Map the processes ? Analyze data ? Begin removal process to expose other barriers ? Use generic barrier list to spur ideas ? Use fishbone to find root cause ? Use substitute processes to discover other barriers continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 46 Sustaining Change ? Must have a process to: ?Detect potential performance degradation ?Take corrective action ?Create ongoing interaction to: ?Find what’s working and what’s not working ?Identify the top barriers ?Create and distribute best practices continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 44 Balancing Between Running and Improving the Organization (Feedback and Control) ? Business Improvement Team (BIT) action item review ? Results Manager (RM)/CEO and COO oneonone ? Business Improvement Team (BIT) meetings ? Driver measurements review Process CrossFunctional Teams/Barrier Removal Teams (CFT/BRT) meetings ? RM/Resultant oneonone meetings with BIT members Weekly continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 40 Analysis CEO Workshop Archi tecture Deploy ment Driving with Time Realizing Results Continuous Improve ment Using a Structured Process for Removing Barriers continued... PROPRIETARY 169。s P r j/yr0102030405060708090100Aug96Sep96Oct96Nov96Dec96Jan97Feb97Mar97Apr97May97Jun97A ctu a ls F P Y II A ctu a ls F P Y III A ctu a ls F P Y IV(500)5001, 50 02, 50 03, 50 04, 50 05, 50 06, 50 07, 50 01s tQt r96 / 972ndQt r96 / 973rdQt r96 / 974t hQt r96 / 97Ne t B en ef it (Targ et ) Ne t B en ef it (A c t ua l)TY PICAL CL IENT D ESI GN/ D EVELOPM ENT EFF ECT I VENESS De s ig n/ De v e lo pm e nt FPY ( D) De s ig n/ De v e lo pm e nt Cy c le T im e (D) Suc c e s s I nd e x (R)O nT im e De li v e ry (R) Proje c t Be ne fit v s . Fo re c a s t Proje c t M ix amp。 1988 Thomas Group, Inc. All Rights Reserved. 38 Measuring the Progress E B N J M M J S N J w/o DPC employees (000) ANNUALIZED SALES ($M) NUMBER EMPLOYEES (000) O D F A J A O D $ $ annualized OP PROFIT % OF SALES A/R % OF SALES B E N J M M J S N J Results B E B 0 10 20 30 40 50 N J M M J S N J M/M % D/D 30 60 90 120 AIPS M/M and D/D FPY PRODUCTIVITY INDEX* D/D CYCLE TIME M/M CYCLE TIME B E N D J F M A M J J A S O N D J w/o DPC Drivers B E 0 30 60 90 120 150 N J M M J S N J 0 CYCLE TIME AIP Weeks INVENTORY % OF SALES E N J M M J S N J % B 100 85 90 95 ONTIME DELIVERY B E N J M M J S N J % B 100 150 200 250 300 350 400 N J M M J S N J Days E E PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 34 1. What are the two year profits derived from Case I and Case II? 2. What additional benefits would you expect from Case II? 3. What would typically have to be done to achieve Case II? Case II Action 1 Action 2 Action 3 Resource Results A+B+C/Month A+B+C/Month A+B+C/Month $300K/Month $200K/Month $100K/Month Time = 1 Year Case I Action 3 Action 2 Action 1 Results Resource A/Month B/Month C/Month $300K/Month $200K/Month $100K/Month Managing and Prioritizing the Flow of Work PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 30 Command Communication Core Team (CCT) VP, GM or Plant Mgrs. CEO and/or Presi