【正文】 to: ? Reduced AIP?sSM lower clutter and confusion and are simpler to manage (AIP?sSM 1, 2 and 3 separately). ? Starting later reduces resources (assets) tied up at any one time. [(A+B+C)/Month] (12 Months) for Case I and [(A+B+C)/Month] (4 Months) for Case II. AIPSM Reduction Example Results 縮減 AIP可得到的結(jié)果 節(jié)約資源 ? 縮減 AIP， 可降低行動(dòng)混亂程度，容易管理（將 AIP1， 2， 3分開(kāi) ) ?節(jié)約以后任何一段時(shí)間內(nèi)占用的資源 (資產(chǎn) ) 案例 I 所需資源 :[(A+B+C)/月 ] (12個(gè)月 ) 案例 II 所需資源 :[A+B+C)/月 ] (4個(gè)月 ) Accelerated results due to: ? Shorter timetomoney for AIP?s 1 and 2 ? Increased Cycles of Learning? (AIP?sSM 2 and 3) ? Starting later and reduced window of change allows improved AIP?sSM/spec/technology selection, and reduced rework and scrap (AIP?sSM 2 and 3). ? 2/3 reduction in forecast window improves AIP?sSM/ specs/mix/technology selection (AIP?sSM 1, 2, and 3). AIPSM Reduction Example Results 壓縮 AIP所取得的結(jié)果 加速獲得結(jié)果 ? AIP1和 2縮減了獲得投資結(jié)果的時(shí)間 ? 提高了周期學(xué)習(xí)時(shí)間(AIP2和 3) ? 較遲開(kāi)始可減少行動(dòng)調(diào)整 ,增加行動(dòng) /規(guī)格 /技術(shù)選擇的空間 ,降低返工和廢品率 (行動(dòng) 2和 3) ? 在預(yù)測(cè)上壓縮 2/3, 提高了規(guī)格/混合投資 /技術(shù)需要方面的靈活性 ( 行動(dòng) 1,2,和 3) 2. What would typically have to be done to achieve Case II? ?Identify processes in question ? Need hierarchical integration of AIP?sSM ? Understand baseline/entitlement CT/AIPSM/PS/Process/ Resource Allocation a vision of entitlement ? Need methodology for prioritizing/scheduling AIP?sSM, including AIPSM start criteria ? Need methodology to: – Select process and resource allocation – Identify and remove barriers – Maintain or increase PS while reducing AIPSM ? Need AIPSM profile management criteria by subprocess AIPSM Reduction Example Results 壓縮 AIP所取得的結(jié)果 2. 要實(shí)現(xiàn)案例 II , 還要做什么呢 ? ? 通過(guò)提問(wèn)確定流程 ? 需要對(duì)進(jìn)程中行動(dòng)進(jìn)行層次劃分整合 ? 明確基準(zhǔn)線 /目標(biāo)線 /周期時(shí)間 /進(jìn)程中行動(dòng) /處理速度 /流程 /資源配置 目標(biāo)遠(yuǎn)景 ? 優(yōu)先次序 /AIP行程安排 , 包括 AIP啟動(dòng)標(biāo)準(zhǔn)都需方法學(xué)管理 ? 以下行動(dòng)也需方法學(xué) 選擇流程和資源配置 識(shí)別并排除障礙 保持并加快處理速度并縮減進(jìn)程中行動(dòng) Active AIP Reduction (Project Pruning) Methodology 縮減進(jìn)行中的 AIP(項(xiàng)目修剪 )方法學(xué) TGI has developed a simple but powerful algorithm for project ranking and priority setting which assures that: ? Biggest/quickest payback projects are worked on first. ? The number of active AIPs are reduced to match available ? Resources with required (desired) cycle time ? Customer mitments and strategic projects are properly considered ? Provides a simple measure of quantitative judgment ? Provides a “resource loading” algorithm that improves cycle time and drives better business results TGI發(fā)展了一套簡(jiǎn)便又有成效的運(yùn)算法則來(lái)進(jìn)行項(xiàng)目的分級(jí)和排序 , 以確定 : 先作最大 /最快的投資回報(bào)項(xiàng)目 縮減正在進(jìn)行的 AIP數(shù)量以配合現(xiàn)有資源 根據(jù)所需的 (希望 )的周期時(shí)間配置資源 適當(dāng)考慮客戶的承諾和戰(zhàn)略性項(xiàng)目 ? 提供簡(jiǎn)單的評(píng)估指標(biāo)進(jìn)行定量判斷 ? 提供“資源裝載”的運(yùn)算法則以提高周期時(shí)間 , 以獲得更好的商業(yè)成效 Active AIP Reduction Procedure 壓縮進(jìn)行中的 AIP工作流程 1. Capture the current project list 2. Identify and staff maintenance/sustaining tasks 3. For each project obtain information (estimates) for project value, effort to plete and time to pletion 4. Review and consider HengAn?s statement of Vision and Mission 5. Identify and terminate unneeded or mismatched AIPs 6. Calculate FOM and rank order the projects accordingly. 7. Establish a prioritized list taking into account FOM, customer mitment, and corporate strategy 8. Process managers define resource pool and optimally load programs. 9. Stop and draw the line (active vs. backlog list) 1. 獲得目前的項(xiàng)目清單 2. 識(shí)別并安排項(xiàng)目保留 /持續(xù)發(fā)展所需人員 3. 從每一個(gè)項(xiàng)目獲取有關(guān)項(xiàng)目?jī)r(jià)值 ,完成所需投入資源 ,完成時(shí)間方面的信息 (估計(jì) ) 4. 回顧并思考恒安公司的遠(yuǎn)景和目標(biāo) 5. 確定并停止不必要或違背遠(yuǎn)景的 AIP 6. 計(jì)算質(zhì)量因數(shù)并對(duì)項(xiàng)目進(jìn)行相應(yīng)排序 7. 建立一個(gè)優(yōu)先順序表納入質(zhì)量因數(shù)的說(shuō)明 , 客戶承諾 , 和公司的戰(zhàn)略中 8. 流程負(fù)責(zé)人定義所需資源和最佳配置計(jì)劃 9. 停止并開(kāi)始劃分進(jìn)行中 /備忘事宜 Starts Control Benefits 啟動(dòng)控制 益處 (1) Increased profits due to earlier introduction (2) Increase ROI, RONA (3) Increased Cycles of Learning? (4) Increased flexibility to adjust to market changes (5) Increased productivity (6) Reduced cashtiedup at any one time (7) Reduced invisible inventory (1) 前面所提到的增加收益 (2) 提高投資回報(bào)率 , 凈資產(chǎn)回報(bào)率 (3) 改進(jìn)周期學(xué)習(xí)時(shí)間 (4) 提高對(duì)市場(chǎng)變動(dòng)進(jìn)行相應(yīng)調(diào)整的適應(yīng)性 (5)提高生產(chǎn)效率 (6) 減少在任何一段時(shí)間內(nèi)的占用資金 (7) 減少不可見(jiàn)工作積壓 Starts Control Procedure 啟動(dòng)控制的工作流程 1. Use latest, uptodate backlog list 2. Enforce all start criteria upon pletion of an AIP Is this the latest possible time to start? Is everything ready to start and finish? Is capacity available? Could the resources that became available be used to optimally load existing AIPs wherever practical? 3. Allocate free resources to highest project in line that matches skill sets available 4. Move selected AIP from backlog queue to active list 5. Manage the Backlog List 1. 使用最新的 , 每日更新的備忘清單 2. 在保證完成現(xiàn)有 AIP的基礎(chǔ)上 , 加強(qiáng)所有