运营转型五步法重点分析.ppt

* SIN-ZZV223v6i * SIN-ZZV223v6i * Fundamentally, they all reflect the same underlying concept of improvement implementation SHA- LCD001AW (GB) * SHA-LCD003August Wu(GB) * 本页之后再插入设备维护目视卡、设备点检制、5S等内容图片 * * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * * * * * * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA-LCD003SC(GB) SHA-LCD003SC(GB) * * * * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * Animated slide The solid lines demonstrate the main drivers of the design and the dotted lines the influencing drivers: 1. OS is designed to address business and customer issues but it is influenced by the starting point, i.e. the future state OS is a compromise from the ideal state that is achievable in 12-18 months, but still delivers the customer and business needs 2. The MI should support the new OS, but also influenced by the current state MI (i.e. using the existing tools as much as possible) 3. The mindsetcapabilities are defined to underpin the new way of working, but based on where they are today (i.e. We don’t define mindsetbehavior to look like Toyota) MI and mindsetbehavior also are in-line with the cross-linked initiatives SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * The left hand side is the Operations practice framework for the definition of MCs. This page should be completed by the line management of the target plant/unit. The description of the Future State, especially for Mindsets capabilities should be concrete explicit and specific. As mentioned before, we are not trying to design the best of the best MCs, but the one that underpins the new OS and MI SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * General comments: The 3 elements of the production system (OS, MI and mindsetcapabilities) need