精益转型五步法幻灯片2.pptVIP

SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (GB) * SHA- LCD001AW (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 运营系统 Picture 管理系统 理念行为 量化潜力 诊断阶段 设计 计划实施 固化完善 准备 诊断 按工作流制定策略性实施计划；按工作流实施 回顾并改进变革，对各部门经理进行指导 组建小组，沟通，和收集数据 运营系统 管理系统 理念行为 运营系统 支持运营系统的管理系统 强化新的工作方法的理念行为 2 当前的MIFA 分析 客户需求 设备综合效率（OEE） 分析 能源效率分析 功能性支持 成本基数 精益 EPR 业绩和健康管理 CI 基础架构 支持性部门 组织设计 能力构筑流程 举行访谈以确定管理团队的理念行为差距 进行一线调查，确定基层员工们的理念行为差距 把当前业绩与极限水平进行对比 确定创造效益的重要里程碑 资料来源：麦肯锡 对卓越运营的三个方面进行诊断 目标 工具举例 关键成功因素 确定当前运营系统中的损耗构成 MIFA/流程绘制 库存分析 设备综合效率（OEE） 分析 排产和批生产 ‘实地考察’而不是仅仅依靠数据 让经理也参与到诊断工作中 了解相关事件 了解员工的困扰和日程安排，以及主要利益关系方之间的信任程度 访谈