【正文】 am ? OEE improvement program ? Kaizen program ? Scheduling program ? Visual performance improvement ? Organizational/capability building 21 LAUNCH A QUALITY IMPROVEMENT INITIATIVE TO MAKE A STEPCHANGE IMPROVEMENT IN CUSTOMER REJECT RATE* ? Select team of most highly skilled employees from different functions ? Temporarily backfill positions of team members ? Establish target reject rate level ? Collect all available data for customer rejects ? Establish new collection processes where data is not available ? Analyze data and select 23 most critical specific customer quality issues ? Assign team members and area personnel to subteams for priority issues ? Perform detailed rootcause problem solving (5 whys, fishbones, DOE?s, etc.) around key issues ? Generate potential solutions ? Implement solutions ? Measure to see if issues are resolved… if yes, return to step 3。checkup39。 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。 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 XX XX weeks 14 MODEL AREA APPROACH ? Develop practical systems to countermeasure waste creation ? Build momentum for lean thinking ? Define current work practices and procedures ? Define material, information, and people flows ? Quantify baseline operational metrics ? Identify all forms of waste and understand how system drives waste Check/act Plan Do Lean diagnostic Make changes and test Refine 2 weeks 5 weeks 1 week ? Change layout to ensure sustainability and capturability ? Evaluate effectiveness of changes made ? Learn by doing and build internal experience Tools used ? 5S ? Production board ? Poka yoke ? Kaizen ? Standard work ? Kanban ? Test effectiveness of systems and countermeasure where applicable ? Evaluate metrics and determine areas for further improvement ? Create continuous improvement culture mentality Tools used ? Performance Management ? Improvement events Tools used ? Spaghetti diagram ? Value stream map ? Waste . sheets ? 5 why analysis Develop tools, techniques, and measurements Progress Reviews Implementation overview (week 5) Present Results (End of week 8) Finalize Plan (week 2) Source: McKinsey Manufacturing practice Multiple areas 16 weeks? 15 PSDC ENGAGEMENT APPROACH ? Ensure understanding ? Select model line ? Create infrastructure ? Clientspecific Source: PSDC . model ? Clearly define business unit: operations strategic linkage ? Clear operational priorities, ., quality, capacity ? Specific current: target state picture ? Detailed tactical implementation plan ? Reduce major capacity losses ? Stabilize equipment reliability ? Process consistency and instation quality ? Standardized labor activity and processes ? Define core production system ? Performance metrics and dialog ? Controlled inventory ? Redesign flow patterns to minimize – Travel – Wait time – Inventory ? Production pace or takt time ? Reduce lot sizes ? Demanddriven pull production schedule ? Direct downstream customer linkages ? Audit process ? Create sustaining support plan 16 weeks ? weeks Prepare Current state assessment – target state design Stabilize Maintain Pull Flow Sustaining support 16 SUGGESTED PLAN FOR STABILIZATION PHASE Activity Sauce and salad dressing areas Kick off ? Dedicate resources ? Lean awareness training ? Determine metrics, plans