【正文】 o n 433s6 . 5 7 d2 p e o p leO p . 7M a n c / t = 3 0 sA v a ila b le = 8 4 0 m in1 p e r s o nO p . 6M a n c / t = 8 sM /c c / t= 1 8 sA v a ila b le = 8 4 0 m in2 p e o p leO p . 4M a n c / t = 5 sO p . 5M a n c / t= 1 8 sA v a ila b le = 8 4 0 m in3 p e o p leO p . 1M a n c / t = 5 sM /c c / t= 1 0 sO p . 2M a n c / t= 1 3 sO p 3M a n c / t= 1 4 sA v a ila b le = 8 4 0 m in2 p e o p le p /t7 2 k e ttle s o n 1 p a lle tM a n c / t = 3 0 sA v a ila b le = 8 4 0 m inM a n c / t = 8 sM /c c / t= 9 sA v a ila b le = 8 4 0 m in1 6 % d /tD e d ic a te d e q u ip m e n tM a n c / t = 1 0 0 200sM /c c / t= 9 sA v a ila b le = 8 4 0 m inD e d ic a te d e q u ip .E s t. 1 2 .5 p e o p le ( in c te s t)E le c t r i c B o xM o u ldM a n c / t = 1 7 sM /c c / t= 4 0 s ( 2 p c )A v a ila b le = 1 2 6 5 m inC o lo u r c /o = 1 5 m inT o o l c /o = 5 0 m inM a n c / t = 1 7 sM /c c / t= 5 0 s 2 p cA v a ila b le = 1 2 6 5 m inC o lo u r c /o = 1 5 m inT o o l c /o = 5 0 m inM a n c / t = 1 7 sM /c c / t= 2 0 sA v a ila b le = 1 2 6 5C o l c /o = 1 5 m inT o o l c /o = 5 0 m inM a n c / t = 3 0 sM /c c / t= 3 0 m inA v a ila b le = 8 4 0 m inc /o ti m e = 0 m inM a n c / t = 1 5 sM /c c / t= 2 0 s ( 2 p c )A v a ila b le = 8 4 0 m in2 to o lsM a n c / t = 1 5 s M /c c / t = 2 0 s ( 5 p c ) A v a ila b le = 8 4 0 m inc /o ti m e = 6 0 m inF ly p r e s s :1 7 s ( m a n ) , 5 s ( m a c )1 x w e e kG o o d s In1 3 0 0 0D e s p a t c h7 2 k e ttle s o n 1 p a lle tM a n c / t = 3 0 sA v a ila b le = 8 4 0 m inA s s e mb l y D e p a rt m e n tM o u l d D e p a rt m e n tEl e ct ri ca lD e p a rt m e n t1 1 6 s + 1 8 3 0 s3006 . 3 4 d . 5 9 5 d . 0 3 2 dCURRENT STATE DIAGRAM Example Purpose TOOL 4 Where do I find more information? PDNet ????? – type the document title in here 24 Mutually Exclusive Collectively Exhaustive First line of support Second line of support Problem Statement Worksheet Basic question to be resolved Consistent Consistent Relevant LOGIC TREE When key levers have been identified, logic trees can be used to structure the data TOOL 5 25 “Why?” “What?” or “How?” Issue tree Hypothesisdriven tree Issue (question) Argument 1 Argument 2 Argument 3 Hypothesis (potential answer) LOGIC TREES Logic trees are also a means of structuring issues or arguments TOOL 6 26 Customer Demand Customer Satisfaction Manufacturing Process IDENTIFYING THE KEY LEVERS Input process and output indicators are valuable sources of information ?Sales ?Segmentation ?Order Variation ?Quality ?Cost ?Delivery Mindsets behaviour Management systems and Organisation structure Production System ?Waste ?Variation ?Flexibility Input Output Process TOOL 7 27 Company X Company X Lean Operations 5 0 0 0 1 5 5 30 34 37 49 102 36 70 36 24 66 59 0 20 40 60 80 100 120 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Sales 163。 1000 * Distributor market only Source: EFACS 2023 2023 0% 1% 1% 4% 5% 7% 8% 15% 9% 9% 6% 4% 10% 9% Growth at 163。8k per month 163。60k big order Sales team lost Growth* expectation again in next quarter JH % of total sales M e ts e c M e ts tr u t L e a n O p e r a tio n s9M o n th ly d e m a n d343424 401308369447 447 454361432 421252494422 411 396 44960101846891104 118 799092 72459893 98 92 80356657527797 114 95106118 17481153115 109 150 1320100200300400500600700800Ja n F e b M a r A p r M a y Ju n Ju l A ug S e p O ct N o v D e c Ja n F e b M a r A p r M a yS our ce : E F A C S2023 2023163。 1 0 0 0Pro du c t APro du c t BPro du c t C438592542427537648679629558642667378744629 618 637662Av era ge y ea rly gro w t h of 19 %IHM e ts e c M e ts tr u t L e a n O p e r a tio n s100202304000060000800001000001202301 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31D a ily d e m a n d s h o w s p e a k s a t e n d o f m o n thS our ce : E F A C S , d elive r ies163。, 2 0 0 1 ABCF eb r u ar y M ar chA ve r ag e de m an dPe ak s at en d of m on t hPe ak s at en d of w ee k18%14%21% 23% 25%1%M o n Tu e W e d Th u Fr i S a tD u e D a teIHA ve r ag e ca paci t y1. OVERALL SALES 2. MONTHLY DEMAND 3. WEEKLY/DAILY DEMAND Source: McKinsey Production Systems Design Centre ?Effects of seasonality ?Expected growth ?Stability of demand ?End of month peaks ?Self induced peaks ?Unexpected troughs ?Weekly peaks ?Delivery variability ?Demand management CUSTOMER DEMAND (1/2) Indicator Example Shows Input indicators highlight what the manufacturing process must cope with TOOL 8 28 M e ts e c M e ts tr u t L e a n O p e r a tio n s1163。10 00163。10 00 0C u s to m e r s e g m e n ta tio nS our ce : E F A C SO r de r Fre q ue n c yM on t hly D ailyAverage order value (163。)D e t a il b y c us t om e rJ ac k P e nn ing tonC ust o m er( bubbl e si ze = s ales)P ipe lin e C e n treC a b le M a n a g e m e n t C e n treB SS G ro u pP a tto n E n tre p rize P T E163。10 0W ee k lyM o n th l y sa l es(163。 10 00 )N u mb er o f cu sto mer sSu mmar y b