【正文】 rocess Perform Process Improvement using Process Driver Measurements Customer Orientated Work Force Efficient Service Delivery Process Improve Fulfillment Process to Deliver Quality Product Cycle Time First Pass Yield Productivity Cycle Time First Pass Yield Productivity Cycle Time First Pass Yield Productivity Increase Shareholder Value ROI EBIT PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 18 Populations of more than one 30 widgets pleted during a specific time period had the following distribution: 2 pleted in 2 days 3 pleted in 7 days 6 pleted in 3 days 4 pleted in 8 days 5 pleted in 4 days 2 pleted in 9 days 7 pleted in 5 days 1 pleted in 10 days Static Cycle = (2X2)+(6X3)+(5X4)+(7X5)+(3X7)+(4X8)+(2X9)+(1X10) Time 30 = days for that specific time period Static Cycle Time PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 27 Or you could do both: get rid of some of the balls and increase the output rate The black ball exits in two/fifths of a second. OneFifth Second Actuator Understanding Dynamic Cycle Time PROPRIETARY 169。s Processed First Pass Yield (FPY) Percent of AIP39。 1988 Thomas Group, Inc. All Rights Reserved. 52 The FPY Dilemma FPY = 98% 25Steps = 60% How can I feel so good and look so bad? PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 62 0 Early Late Window of Acceptable OTD Calendar Days (Plan = Actual) 21 14 7 7 14 21 28 180 OTD (one measurement period) = Outs on time Total Outs ? n n ? OnTime Delivery (OTD) PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 48 Contributors to Low First Pass Yield ? FPY failure can result from variability due to design of the product ?Unstable ponent performance or supply ?Design/Process mismatch ?Over specification PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 35 Modeled Cycle Time ? Use modeled cycle time to measure processes where: ?Activity is so low that dynamic cycle time is meaningless, typically 13 pletions per measurement interval ?Cycle time is so long that static cycle time exhibits a significant historical bias or data is too infrequent to be useful PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 23 Imagine the tube contains five Ping Pong balls. One ball es out for each shutter opening The black ball will exit in five seconds OneSecond Actuator Understanding Dynamic Cycle Time PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 14 Why Cycle Time? Ideal driver attributes ? Easily understood and measured ? Difficult to manipulate ? Links to desired result ? Cuts through anizational boundaries ? Balances improvements expected PROPRIETARY 169。Driving to Entitlement Using Measurements and Cycles of Learning PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 15 2. ―Preparing‖ Time ?Setting up a machine ?Initializing a CAD data base ?Researching the literature ?Thinking ―Where was I?‖ 4. ―Redoing‖ Time ?Changes to specifications ?Order changes ?Reworking defective parts ?Product warranty work 1. ―Waiting‖ Time ?Waiting for parts ?Waiting for a truck ?Waiting for priority ?Waiting in a queue 3. ―Doing‖ Time ? Making parts ? Assembling products ? Testing a hypothesis ? CAD of engineering sketches Cycle Time Has Four Components PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 24 How do you make the black ball e out faster? Understanding Dynamic Cycle Time PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 36 Applicability of Cycle Time Metrics Process Type Low Activity High Activity Static cycle time ? ? Dynamic cycle time ? Modeled cycle time ? PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 49 First Pass Yield Importance ? Measures improved resource effectiveness (plements rollup cycle time) ? Provides problem solving feedback ? Reduces subprocess cycle time PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 63 Summary ? Remember — a good measure: ?Improves as the underlying process improves ?Worsens as the underlying process worsens ?Is viscerally meaningful to the client ?Is applied consistently for similar situations within a client ?Drives correct behavior ?Delivers a justifiable benefit/expense ratio ?Benefits client’s customers and makes client more petitive 。 1988 Thomas Group, Inc. All Rights Reserved. 51 So What’s the Answer? ―K I S S‖ Keep it simple and