流程管理优化论.pptVIP

总结 系统总时间：6天10小时48分钟 可节约时间：2天21小时54分钟 可节约百分比：45% 16 24 移动 0.5 1.5 检查 0.4 1 推迟 48 120 库存 4 8.33 处理/过程时间 可能节约（小时） 现存小时（小时） 代号 时间构成 All begin with a customer need and end with a customer satisfied. Example: quality order Should have measures for sub-process to ensure deliver total systems outputs needed by a customer. Many losses will be more than one categories. Also they are interrelated. Coordination loss will lead to waiting loss. Cost justification is always a principle when we design a supply chain system. We ware a pair of glasses with SERVICE AND COST. One person describe a situation of loss and next person point out which category and why? DO RIGHT THINGS RIGHT. LEADERS FOCUS ON WHAT ARE RIGHT THINGS WHILE MANAGERS ARE FOCUSING ON DOING THIGHS RIGHT! Ideal state is to minimize cost and maximize customer happiness Ideal state is to minimize cost and maximize customer happiness ASKING FOR A PROCESS AND SEE WHETHER ADDING VALUE OR NOT. FOR INSTANCE, CUSTOMER COMPLAINT PROCESS. IF CUSTOMRE NEEDS IS ZERO THEN THAT IS NOT ADDING VALUE, RIGHT? SHOULD APPLY CONCEPT OF ZERO LOSS INTO THIS CHART SO THAT YOU WILL CLEARLY KNOW WHERE TO IMPROVE EVEN YOU COULD NOT REACH TODAY. REACH FOR THE MOON! 我们的客户对我们的工作质量有至关重要的贡献和影响。为什么这样说？因为正是我们的客户来确定我们的工作是否有高质量。因此，我们花时间来准确地评估谁是我们的客户，他们真正需要的是什么，这是非常重要的。 外部客户，是公司以外的组织或个人，他们直接得到我们的产品服务，或受其影响。外部客户不仅包括购买我们产品和服务的人，还包括政府人员以及生活在我们工作所在地的人们。外部，是时也可指在被考虑的工序之外的意思，但这往往会使分类更为复杂，而最终的优先排序并没改变。 内部客户，是公司内部的组织或个人，他们完成自己的工作能力受我们的工序的影响。我们经常用”下一工序客户“来形容公司内部之间的相互作用和相互依存关系。 还有另一种客户，见下图，即直接客户和间接客户。 FUNCTIN ANALYSIS ARE TO USE TOOLS OF ELIMINATION, COMBINATION, REAARRANGEMENT AND SIMPLIFICATION. IMPORTANCE RELATED TO QUALITY INDICATORS AND BIG LOSS ARE CRETERIA FOR US TO CHOOSE WHICH IS A HIGH PRIORITY PROCESS TO BE IMPROVED. MUST TEAR DOWN A PROCESS TO BE VERY SMALL SUB PROCESS SO THAT YOU COULD DO THE ABOVE ANALYSIS EFFECTIVELY. 流程优化论 The Way to Make Your Life