企业管理-thmoas企业内部顾问培训(ppt77)英文版-管理培训(编辑修改稿)

企业管理-thmoas企业内部顾问培训(ppt77)英文版-管理培训(编辑修改稿)内容摘要：

pping Process  Define scope.  List functions involved down left hand side of paper.  Identify sequence of activities.  Correlate activities with functions.  Map activities from left to right corresponding to the advance of time. Changzhou Process Map (Page 1) E E L S a lesQCCust o m e rS a m p leRoo mS u p p li e rsPPCI/PW a sh ingS e w ingCut tin gM a rkerRoo mW a reh o u seI/EIssu e P P OIn sp e ctio nS a m p leM a kingP rod u ce amp。 Deliv e rP rod u ctio nP lan n ingIssu e S /CIssu e T /LT ri a lRunM a rkeramp。 P /PRew o rkReje ctRew o rkReje ctIssu eP /OT ri a lRunT ri a lRunT ri a lRunA p p rov eA p p rov eNoNoY e s123S to rag eY e sCT1 B/L: 18 ENT. 14 Fulfillment FPY B: %, E: 85% FPY3 B= 97% E=100% 1 .75 Unit: Day Fulfillment CT Changzhou Process Map (Page 2) E E L S a lesQCCust o m e rS a m p leRoo mS u p p li e rsPPCI/PW a sh ingS e w ingCut tin gM a rkerRoo mW a reh o u seI/EE x te rna lA u d itingS e wamp。 Q CCutamp。 Q CW a sh ingIn sp e ctio nRew o rkIro n ingamp。 P a cking12Rew o rkIn te rna lA u d itingS h ip toCust o m e rRe.Docu m e n tsW a sh ?A p p rov e A p p rov eNoNoY e sNoY e s3Y e sFPY4 FPY5 FPY6 FPY7 FPY8 B=87% E=96% B=92% E=95% B=80% E=95% B= 94% E=100% B=95% E=98% Unit: Day B/L ENT. 6 8 3 CT2 CT3 CT4 D e s i g n = 3 t o 4 m o n t h sB r o o k sB r o th e r sF a b r i cMi l lSa m p l eR o o mSu bMa te r i a l sT r a n s i tG a r m e n tF a c to r yEs q u e lSa l e sMa n u f a ct u rePre s e n t a t i o ns a m p l e sSa m p l eAp p ro v a l sF a b ri cp ro d u ct i o nG a rm e n tPro d u ct i o n 3 0 D a y s EG M 3 0 D a y s W Y7 D a ysT ri a lW e a v ePV s h o wT e ch Pa ck3 0 D a ys1 2 0 D a ys3 0 d a y s Pl a i n w e a v e4 5 d a y s d o b b yT ra n s i t8 D a ysO rd e rT h re a d samp。 I n t e rl i n i n g4 D a y sE sq u e lM e r ch a n d i se .su p p o r tE sq u e lA cce sso r i e sD vl p m e n t9 0 1 2 0 d a ys7 1 d a ys4 9 d a ysTo ta l CT = 2 5 5 to 2 8 5 Da y sBr oo k s Brothe rs amp。 Es qu e l Ente rpris e s Proc e s s M a p ( Le v e l 1 ) Norma l O rde rF a b ri c (t / w )amp。 Pri ceAp p ro v a l s7 D a ysAp p ro v a l sT h re a d amp。 I n t e rl i n i n gT ra n s i t8 D a ys3 D a y sC l a ri f yT e ch Pa ck8 D a ysPro ce s s i n gt i m e5 D a ys4 5 d a ysPro ce s s i n gt i m e4 D a ysT ra n s i t3 D a ys3 D a ysP r o d u cti o n = 5 t o 6 m o n th sB a se l i n e CT sT ra n s i tW Y AT = 5 D a y sEG M = 1 5 D a y s Measurements Measurements  Measurements are necessary to “keep score” . how can we determine if we are making improvements unless we have well defined and meaningful measurements  Measurements must be simple, easy to understand and an accurate measure of the process  Measurements should not be “corruptible”  Time and First Pass Yield are the best measurements Static and Dynamic Cycle Times  Cycle Times have specific start and stop times.  Cycle Time is a basic measure of process effectiveness and a good indicator of the discipline and order within a process.  One must differentiate between Static and Dynamic cycle time:  Static Cycle Time (sCT) is a summary of past actions (history). It is a lagging indicator and is usually applied to processes that change slowly.  Dynamic Cycle Time (dCT) is the present “pulse rate” of a process and, thus, a leading (predictive) indicator. Static Cycle Time Measurement • Static cycle time is the historical measure of cycle time based on analysis of individual outputs of a process. • Static cycle time is a lagging indicator because it reports results after pletion. Collect Data, Use Collected Data to Identify Where to Look Frequency of Occurrence What is happening here? Use high/low diagnostic analysis and especially here? Static Cycle Time Population of One A fabric manufacturing process which starts on June 12 and concludes on July 19 has a static cycle time of 37 days. Start June 12 Stop July 19 Static Cycle Time = 37 Days Static Cycle Time (For populations of more than one)  One can average the cycle times of work actions pleted. For example: 30 shirts pleted during a specific time period had the following distribution: 4 pleted in 2 days 3 pleted in 7 days 8 pleted in 3 days 2 pleted in 8 days 7 pleted in 4 days 6 pleted in 9 days sCT= Static cycle time = (4X2)+(8X3)+(7X4)+(3X7)+(2X8)+(6X9) 30 sCT = days for that specific time period Dynamic Cycle Time (normal) Dynamic cycle time is the current processing time for a relatively high volume of activities where In Process inventory exists at both the beginning and end of the period. Dynamic Cycle Time = Actions in Process (AIP) Average Processing Speed NOTE: The period of time may be one day, one week, one month the shorter the time period the more instantaneous the cycle time measurement Dynamic Cycle Time • Is a leading indicator • dCT = AIP’s / Process Speed • AIP’s and process speed can vary through measurement period • Need parameter estimates Dynamic Cycle Time Example (All data is for a one month time period) Beginning garment inventory 4600 Ending garment inventory 3600 Garments out to stock 31500 An average garment requires days to progress through the waiting queues and processes and to exit from the lin。