【正文】 procedure 10 mins I E 5. Reduce the external elements 20 mins 20 mins I E 4. Reduce the internal elements, adjustments, etc. E I 40 mins 20 mins 3. Strip out external elements 2. Identify internal vs. external elements and calculate individual time E I E I E I E I I E 10 3 5 7 5 3 10 3 10 4 Stage Prework During machine shutdown Time 1 hour 1. Measure total changeover time 10 mins I 10 mins LAN010608119718320507 19 OUTPUT OF DIAGNOSTIC (2 Weeks) End products Activities Business need validation ? Understand overall business objectives and ensure linkage with operations strategy ? Define true business problem ? Develop highlevel solution to problem (., lean manufacturing, SKU rationalization, etc.) Product and process profiling ? Demand segmentation ? Understand product flow through processing steps ? Map current material and information flow diagram ? Identify major performance losses and sources Target state vision ? Create future material and information flow diagram ? Propose possible anizational changes required for transformation Quantification of opportunity ? Measure key operating metrics ? Project future operating metrics ? Calculate total opportunity ? Assess difficulty and time to capture opportunity Proposed tactical implementation plan ? Finalize selection and scope of work area ? Define resources, work streams, targets, time lines, responsibilities, review meetings, and structure LAN010608119718320507 20 KICK OFF MEETING 8 . 10 . ? Introductions ? Current business situation review – Needs – Opportunities ? McKinsey39。s forecast in 20xx Overtime up 1015% YTD* Plant efficiency 82% YTD* (up from last year) Area A % YTD* (down 12% from last year) Area B also down 5% from last year Change over times can take 20 40 minutes in some cases Yield losses estimated up 35% from last year Low ratio of process lead time (less than 1 hour) to finished goods inventory (2 weeks) *Based upon discussions with GSF from April 20xx discussions LAN010608119718320507 8 KICK OFF MEETING 8 . 10 . ? Introductions ? Current business situation review – Needs – Opportunities ? McKinsey39。s approach to capturing opportunity – Ideal and target future states – Transformation model and approach – Typical end products for 2 week diagnostic ? Sample work plan – Work plan and resources – Principles and expectations ? Questions and discussion LAN010608119718320507 3 KICK OFF MEETING 8 . 10 . ? Introductions ? Current business situation – Needs – Opportunities ? McKinsey39。LAN010608119718320507 Sample Kickoff Meeting June 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。 it is not a plete record of the discussion. LAN010608119718320507 1 OVERVIEW ? Please note that this document contains 3 separate example kickoff packs –Example 1 …………………… P. 2 26 –Example 2 ……………………. P. 27 36 –Example 3 ……………………. P. 37 73 LAN010608119718320507 2 KICK OFF MEETING AGENDA 8 . 10 . ? Introductions ? Current business situation review – Needs – Opportunities ? McKinsey39。s 20xx YTD* (87% new formulas, 23% packaging) 200+ SKU39。checkup39。 planner/ scheduler。 quality manager ? 8:00 . 15 minutes planning meeting ? Prepare presentation material ? 1:00 pm interim diagnostic report out to client PM Travel ? Introductions – diagnostic discussion –review of products/ processes ? Basic approach ? Plant walk through ? Planning session Monday Tuesday Wednesday Thursday Friday ? 8:00am 15 min. planning meeting ? Map Mamp。 Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey amp。 assessment based on our interactions with the pany LAN010608119718320507 32 KEY ISSUES FOR CLIENT 12 DIAGNOSTIC Issues to address (primary focus) ? Optimization of overall supply chain – Material/information flow – Planning/scheduling (integration sales and production, push vs. pull) – Inventory management – Sawmill specialization ? Product mix optimization (product choices) – Margins per client (pocket price analysis) – Customer segments – Margins per product ? Forestry operations (wood cost and fibre quality) – Use of contractors – Level of processing done in forest – Lean manufacturing/CI – Inventory management ? Sawmill operations – Lean manufacturing/CI – Operation strategy (., specialization) ? Overall performance management Outside scope of diagnostic but relevant to Client 12 (probe) ? Optimization of asset portfolio (., chip supply asset swats with petition) ? Salesforce effectiveness/customer strategy (trend toward bigger clients and program management) ? Future use of fibre ? Procurement ? Paper mill operations ? War for talent FOR DISCUSSION LAN010608119718320507 33 DATA REQUEST FOR ITEMS THAT WOULD BE NICE TO HAVE IN ADVANCE * Identify if there are specific issues with the data that would be different today。 if so, may require longer time period for parison (., unique circumstances, spike in the year) Item Description ? For each month of year*: actual production vs. forecast vs. actual shipments, average (and range of) order size, and number of orders – Standard order quantity and standard run quantity – Monthly shipment (delivered) vs. monthly production for year – True customer demand by month (confirmed orders vs. above) – Logistic management (truck/rail usage/ownership/frequency) – Planning and scheduling process (., centralized vs. decentralized,