麥x錫-weekassessmentsummary-資料下載頁
2025-05-23 14:20本頁面
【導(dǎo)讀】maybeunlawful..,ProductAleadtime=32daysto<4days. Subassemblyfrom83%to95%. ComponentForm,Foldfrom85%to95%to98%+. Targetstatedesign. Reportout. variability?Demandappears. Warning!Supplierinventory–。DCsetting"high"safety. Startschedulecan
【正文】 a yOX4 h rsSterilizerOXL a b e l ingOXOXT? C re a t e s e q u e n c e l i s t (b y m i x / s h i p d a t e )~1hr~1hrE x t ru s i o nE x t ru s i o n2 d a y sSu b As s ySu b As s y2 d a y sSa f e t yW e e k l yPl a s m aTARGET STATE MATERIAL AND INFORMATION FLOWS Note: Assumes 2 shifts, hours/shift。 volume = 3,000 units/day Warning! Picture, not separate objects! 18 TARGET STATE GOALS Source: Joint McKinsey/client discussion ? Replenishmentbased production on actual sales ? Approximately days total lead time from Subassembly through Product A final assembly, not including extrusion or sterilization ? Continuous, one piece flow from ponent through packaging ? 99% quality yield (longer term) ? Crosstrained employees at all levels ? No buffer stock ? Quality builtin station ? Virtually no wasted space 19 CONTENTS ? Current state assessment ? Target state design ? Opportunity and future operating metrics 20 13860213455143996357785806188252Sub assy. Prod. B assy. Final assy. Final assy. 2 Pack aging LABOR PRODUCTIVITY IMPROVEMENT Product B example Minutes/piece* * Includes labor and machine (., curing) times ** Does not assume any reduction of current cure times Total Sub assy. Prod. B assy. Final assy. Final assy. 2 Pack aging Total Improvement potential from NVA analysis Potential Current state Future state = hours = hours Due to rebalancing of operation cycle times Up to 25% total 21 FIRST PASS YIELD IMPROVEMENTS Percent 8385959598Improvement drivers ? Standardize work ? Problem solving around machine performance ? Interplant process improvement team ? Compress munication time through lead time reduction ? Define actual defect ? Reduced handling steps through continuous flow ? Compress munication time ? Problem solving ? Define defects ? Inconsistent handling standards ? Standardize work ? Define failure/defects ? Root cause failure analysis and problem solving Subassembly Final assembly Form, Fold Process Financial value (estimated) $ Thousands Source: Shop floor analysis。 interview with client staff Current Target 240 1,440 1,880 8590 22 9 . 43 . 21 . 82 . 01 . 29 . 17 . 22 0 0 . 00 . 50 . 10 . 11 8 3 . 0REDUCED WIP LEVELS* Units Thousands * Current maximum levels used for analysis – observed from SAP ~60% level ** Subassembly WIP represents only type A, total WIP 275,000 units Subassy. Product A assy. Com ponent load Coat Pack aging Total Subassy. Product A assy. Com ponent load Coat Pack aging Total Current state – Variant 1 Future state 23 9 8 . 85 3 . 03 0 . 01 7 . 41 0 0 . 75 7 . 69 . 67 7 5 . 32 . 02 . 62 8 . 85 7 6 . 0REDUCED LEAD TIME Variant 1 Hours * Lead time based upon current maximum levels ** Process time savings/improvements not included Subassy. Product A assy. Com ponent load Coat Pack aging Total Subassy. Product A assy. Com ponent load Coat Pack aging Total Current state Future state = 32 days* Current status 19 days Known range = 4 days 24 1 5 . 62 7 . 69 . 68 7 . 24 6 . 82 6 . 49 . 67 . 2TARGET STATE POTENTIAL * Does not include high value ponent inventory ** Additional $ million in corporate interest charges Source: client internal estimates。 team analysis Direct labor and fringe Overhead Yield Direct materials Significant opportunity to leverage existing staff with stable, simplified operation Reach internal targets Total = $ million = $23 million = $ million $ million Operating costs Other 70% overall reduction = $30 million** 25% productivity ? After ~1 year implementation ? Attain $ million$ million in annualized runrate ? Significant inventory reduction $ Millions Inventory* F/G WIP Make
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