【正文】 d Investment Entitlement Realizable Performance Using Existing Resources Baseline Existing Performance Measurements Reporting The Cockpit Chart Ch a rt 1 Ch a rt 8Ch a rt 2 Ch a rt 9 Ch a rt 7Ch a rt 3 Ch a rt 4 Ch a rt 5 Ch a rt 6BE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A MBE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A MBE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A MW e e k sBE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A M$BE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A M%BE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A M%BE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A MMon t h sBE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A MBE00 . 10 . 20 . 30 . 40 . 50 . 60 . 70 . 80 . 91J J A S O N D J F M A MCustomer Satisfaction ? Claims ($) Returns ? Customer Survey Results Market Share ? % of Addressable Market ? US Non US Cycle Time (CT) ? Quotations ? Samples Revenue Volume Operating Margin ? HK, Gaoming Penang ? Measured in $ and in Quantity (dozens) ? Operating ine as percentage CT FPY Order Entry Sales Discounting Factory Loading ? % of Capacity ? Dozens (actual) Sales Expenses ? Vs Budget ? Vs Revenue OnTime Delivery ? Samples ? Production Barrier Removal Typical Barriers ? Dye process ? Defect density ? Strength of materials ? Pricing ? Color matching inspection ? Merchandising ? Material handling ? Inspection versus prevention ? Large lot sizes ? Bottlenecks ? Poor scheduling ? Poor process design/ implementation ? Rework ? Communication ? Low first pass yield ? Push vs. pull ? Measurements and controls ? Performance incentives ? Business is viewed as disjointed functions ? Denial ? Negotiating price ? Paradigms that resist change ? TopDown Management Subject Matter Business Process Culture Why Remove Barriers? ? Improve cycle time ? Improve first pass yield ? Improve cost ? Improve other operational indices ? Reduce frustration Business Process Barriers Barriers are Interrelated ? Culture constrains business process performance that in turn constrains subject matter performance. ? Not removing barriers will create substitute processes. ? Barriers and substitute processes often overlap and are sometimes mutually reinforcing. ? Rewarding employees for the use or implementation of substitute processes tends to lockin the existing culture barrier or paradigm. Culture Barriers Substitute Processes Subject Matter Barriers Barrier Identification and Characterization Subject Matter Barriers: ?Unique industry or business content: ? Sewing machine thread tension ? Work station’s boot sequence ? Cell phone wiring schematic ?Unique functional expertise content: ? Manufacturing specification ? Garment pattern making ? Accounting cost system ? Marketing data sheet Typically, Subject Matter Barriers can be removed by individual contributors if they are not constrained by business process and culture barriers. Barrier Identification and Characterization Business Process Barriers: ?Prevent activities from fitting into a set of seamless processes that meet entitlement ?Lot size ?Bottlenecks in the process flow ?Poor scheduling ?Poor process design Typically, Business Process Barriers can be removed by middle management if upper management and an outside leader/driver remove the constraining culture barriers. Barrier Identification and Characterization Culture Barriers: ? Some examples ? Lack of TCT Mindset ? View Business as disjointed functions ? Poor Resource allocation ? Organization structure (or misuse of anization) ? Lack of accountability ? Lack of leadership ? Lack of root cause problem solving Typically, Business Culture Barriers must be removed by upper management working with an outside leader/driver Substitute Process Substitute Processes: ? Alternate processes and “workarounds” that employees implement in order to reduce or eliminate the impact of barriers. They are a natural growth from the failure to remove subject matter, business process and culture barriers. Substitute processes usually require additional resources by: ? Attacking the symptoms of nonresponsiveness ? Making “Justincase” investments (example..EXTRA INVENTORY) ? Coverup investments and work arounds Substitute Processes Inventory examples Inventory is put in place in an attempt to make up for what could go wrong in the process. A customer orders more than expected or different mix A vendor has process problems Forecasting is poor Resources not available equipment goes down or people are absent Scenario Inventory Addition Finished goods inventory Raw material inventory All forms of inventory Workinprocess inventory Barrier Characterization Using Cause Effect Diagrams Cause and Effect Diagrams “Fishbones” ? TCT uses cause and effect diagrams (Fishbones) to generate cause, effect, and substitute process diagrams. ? Use the following procedure: 1. Define the effect this is attached to the “spine”. 2. Show the major causes as “bones” below the spine. 3. Show the corresponding substitute processes as “bones” above the spine. (There will be occasions when two or more barriers will have the same substitute process.) 4. Show the cultu