【正文】 structure ? Map current material and information flows ? Complete detailed analyses ? Assess physical and anizational capability ? 12 days ? Current state physical and anizational analysis ? Operational metrics ? Develop future state material and information flows ? Create guidelines for future anizational structure ? Develop targets for operational metrics ? Quantify financial opportunity ? 12 days ? Vision of future state ? Financial impact ? Identify potential barriers to change ? Identify change initiatives ? Create proposed work plan ? 1 day ? Proposed work plan ? Synthesize findings and municate to senior management ? 12 days ? Review with senior management Prepare Assess current state Develop future state Draft change approach Communicate Diagnostic CLE_ZXG779_Apr0302_1WkDiagnostic_v1 5 DETERMINE APPROACH AND OBJECTIVES The basic approach is to identify manufacturing improvement potential along several dimensions through . . . . . . assessing both physical and anizational dimensions for building capability Quality Cost Delivery Future Cur rent Organizational capability High Low Physical process capability Low High Future Current Main objectives are to: ? Determine financial opportunity ? Draft action plan to capture the opportunity CLE_ZXG779_Apr0302_1WkDiagnostic_v1 6 LAUNCH DATA REQUEST Steps Purpose Consideration Develop data request form ? Explain data requirements and format for data summary to potential client ? Recognize potential data limitations Write cover letter for data request ? Provide detailed instructions, definition s, etc. for data request ? Clearly spell out data definitions to minimize mistakes in data collection Kick off the process with target pany managers ? Introduce yourself and clarify the details of the request (timing, content, process) ? Recognize and ap preciate resource limitations of client Identify key contacts ? Have at least one person in finance and one in operations that you can contact directly ? Recognize the primary contact might not have first hand access to all the data Follow up Get benchmarking data* ? Ensure data has been collected prior to the actual diagnostic kickoff ? Begin forming a cooperative relationship with client ? Benchmark client to industry ? Lead time for Ramp。CLE_ZXG779_Apr0302_1WkDiagnostic_v1 “Howto Guide” for 1Week Lean Diagnostic McKINSEY amp。 Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey amp。 rate current ?physical? and ?anizational? capabilities ? Current state physical and anizational analysis ? Set of current operating metrics CLE_ZXG779_Apr0302_1WkDiagnostic_v1 12 ?To meet the plant?s management and others with whom you will work to review the purpose and method of the diagnostic Purpose ?Members of target pany?s management team who have been involved in preliminary discussions ? Plant or area manager and appropriate staff members ? Those who are likely to be key resources (., from finance or operations) ? Core team Remended participants ? Introductions by all participants ? Describe why we are conducting the diagnostic –Explain vision for production system –Background of lean concepts, if necessary ? Review the approximate time line the team will follow ? Determine who will be key resources from the client ? Decide how the focus area will be selected Agenda ? ~60 minutes Duration HOLD KICKOFF MEETING Example of kickoff document included in Appendix CLE_ZXG779_Apr0302_1WkDiagnostic_v1 13 Shareholder/ corporate expectations Improvement requirements Customer needs ? Increase ROS from % to 15% by 20xx ? 15% return on investment for new factory ? Demonstrate improvement capability ? Stable product quality ? Lead times consistently 2 weeks ? Customer plaints % ? Raise productivity by ~20% ? Reduce working capital ? Reduce variability of manufacturing lead times ? Develop longterm capabilities ? Grow the business ? Interview site management ? Interview corporate representative (., head of BU) ? Interview sales and marketing representative Sources of information COMPLETE BUSINESS NEEDS ASSESSMENT DISGUISED CLIENT EXAMPLE CLE_ZXG779_Apr0302_1WkDiagnostic_v1 14 Process steps Sales volume Operating condition Unique conditions Major changes expected ? Does the product line/process flow have the key process steps which are representative for the whole plant? ? Does this product line/process flow have a reasonable percentage of the plant?s volume? ? Is the line/flow in good condition for the time available to conduct the diagnostic and is the scope defined accordingly? ? Are there any conditions that are unique to this product line? (., this line is projected for no growth while all other areas are at 10% over the next years) ? Are changes such as major redesign, moving production to a new facility expected to happen? KEY CONSIDERATIONS FOR SELECTING MODEL AREA/PRODUCTS A model area serves as a microcosm which should be representative of the rest of the plant People/key resources ? Would the key stakeholders be excited, open, and willing to participate in such an initiative? CLE_ZXG779_Apr0302_1WkDiagnostic_v1 15 27 36 53 47 48 623 300 32 7 17 10 15 7 2 10 12 DEVELOP COST STRUCTURE $ Millions * FebJuly 20xx Source: Hayes Lem