【正文】 capabilities through the Business Case process. Developing proposals and various agreements, generating signed contracts. Informing potential and current customers of success, product offerings and pany capabilities, through media and public forums, generating sales inquiries or requests for quote. Level 2 NETWORKING SALES MARKETING 59 Sales Contact Trade Shows/ Conferences Target List Deal Closure Followup Needs Identification Proposal Development Presentation Deal Negotiation Sub Process Identification Core Process: Business Development NETWORKING SALES Level 2 MARKETING Level 3 TARGET SELECTION FORUM SELECTION ..2 MEDIA SELECTION EVENT INVOLVEMENT 60 Public forums where we host or participate. Method which we are going to use to reach out to customers. Group or individual settings with customers to convey our message. SubProcess Definitions continued Who do we want to reach? Level 3 TARGET SELECTION FORUM SELECTION MEDIA SELECTION EVENT INVOLVEMENT Level 2 SubProcess: Marketing 61 Participate, exhibit or speak at trade shows and conferences. Develop listing of potential customers within target market. Sub Process Definitions Initiate contact Level 3 SALES CONTACT CONFERENCES TARGET LIST Level 2 SubProcess: Networking 62 Participate, exhibit or speak at trade shows and conferences Develop listing of potential customers within target market. Attain agreement on services to be performed and level of pensation. Sign the business agreement. Ongoing munication to ensure clarity and satisfaction. SubProcess Definitions Initiate customer contacts Level 3 NEEDS IDENTIFICATION PROPOSAL DEVELOPMENT PRESENTATION DEAL NEGOTIATION DEAL CLOSURE FOLLOWUP Level 2 SubProcess: Sales 63 Mapping Process Flow Value Stream ? Trace the work flow including raw materials from ining to leaving for next process step ? Document all activities, and functional areas ? Document span, and cycle time ? Record the number of services produced per month ? Note the number of shifts and the number of personnel on each shift ? Note all storage locations and the average time in storage ? Document amount of defects at each process step ? Document the batch sizes and the queue and wait time at each process step and location 64 Mapping Information Flow Value Stream ? Document the information flow from the beginning of the process, from order entry to delivery ? Track the work information associated with the process steps ? Track the order associated with the product through the system ? Map the scheduling system and document tracking of the information and materials as they move through the system ? Document how the system municates with the customers and suppliers ? Identify activities in three categories。 Value added, required or necessary waste and pure waste 65 Mapping Technical Value Stream ? Map the design process from concept to launch ? Map the procedures for making changes to designs or products ? Map how specifications are updated and flowed to work environment and other departments internally and externally ? Document the numbers of review and approval signatures as well as the associated cycle time ? Document the amount of wait and queue time at each and every locations ? Document how changes are municated with the customer(s) and supplier(s) 66 Value Analysis Mapping ? Often during the design or analysis of a process we find many steps which are not valueadded ? Definition of valueadded or necessary steps – ValueAdded ? Customer recognizes the value ? Physically changes the product in a desired manner ? Processes that are done right the first time – Nonvalueadded, but necessary ? Required by law, regulation, or contract ? Processes done due to HSE or ethical considerations ? We will now discuss a method best used for simplification and cycle time improvement of a process 67 Additional Questions ? NonValue Added – Which activities do not add value? – Which activities can be eliminated? – Which activities can be bined? – Which activities can be replaced by simpler ones? ? Long queues and pauses – Where does the process map appear to be a long chain of tasks? – Which key event(s) can start before the previous event has finished? – Which activities can start sooner than currently indicated? ? Balance of critical resources – Which activities appear to cluster around key functions/people? – Where are the activity handoffs between participants? – Which activities are the constraints. 68 Additional Questions ? “ White Spaces”: Wasted space / cycle time – Where does the process appear to have more than 25% white space? – Where is any participant level less than 33% for a process step? ? Loops: Rework or poor timing? – Where are there any activities that are redone? – What percent of the floorspace is dedicated to rework? ? Done more than once? – Where do similar tasks appear to be redone by other functions? – Which activities do not add value? ? Focus on transports, inspections, queues and storage – Which activities can be eliminated? – How can distances be reduced? 69 1. Validate the process map with a “walk through” by the entire team (establish baseline) 2. Identify valueadded and necessary steps 3. Identify other streamlining activities to improve process flow 4. Determine entitlement and develop “canbe/shouldbe” map (consider benchmarking “bestinclass