0ProductivityImprovement_2007E.pptVIP

Productivity Improvement Project Review SBG/SBU: HTT/GTSS Revision: E Last updated:11/08/2007 What Is the Problem and Our Target? Project Background Design department reorganization Group FPY=96.6% Drawing finished in CV team is less than FE team Project Scope Design work process within CV design group Headcount limited by existing organization (10 HC) and hiring plan Business Impact Identify project saving from Productivity Improvement Increase group productivity by 20%. Quality Performance FPY=97%. Business Impact in USD Expense for every designer is $20/hour, 20% design productivity improvement within 10 head counts’ group means $118,080 saving/year. Potential impact on reducing cycle time Thought Process MAP Other CTC for reference Appendix Innovation Skill Matrix Expert list Finished drawing number in different team CV vs PV vs FE team! Per HC Workload analysis by customer Proposed new CV Design Team Group Average Drawing number per week CV 2 PV 2 FE team! 4 There is a gap between CV FE group. It maybe an opportunity for us to improve our productivity. US Pickup, CAT, Offhighway (China PE) cover 73% D M A I C * HONEYWELL - CONFIDENTIAL File Number Honeywell Confidential Problem Statement Current group productivity is 69.3% which is not enough to meet increasing business needs Project Objective Increase group productivity by 20%, (from 69.3% to 90.0%, variation =8.5%) Design Quality (FPY= 97%) Team Chart Leader: Lucy Xia (Design Engineer) Member: Charles Li (Design Engineer) Eric Li (Design Engineer) Coach: Amy Zheng (Lean Expert Candidate) Sponsor: Peter Zhang (CV Design Manager) Project Milestone Define 05/25/2007 Measure 07/13/2007 Analyze 08/17/2007 Improve 09/21/2007 Control 10/26/2007 Our Project: Productivity Improvement of CV Design Group D M A I C D M A I C How do We define “Productivity” Productivity Definition Output H