tctmethodologyoverview(ppt47)-经营管理(编辑修改稿)

tctmethodologyoverview(ppt47)-经营管理(编辑修改稿)内容摘要：

ntinually Review the Plan continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 32 Examples: • Too Many Initiatives • Disconnected Processes • Improper Measures Example Tools: • Cycle Time Measures • Feedback Distribution • Barrier Removal • Substitute Process Elimination • Starts Control What are objectives? Can objectives be driven by time? What has to change? What are the measure ments? Impact actions Continually Review the Plan PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 33 Analysis CEO Workshop Archi tecture Deploy ment Driving with Time Realizing Results Continuous Improve ment Managing and Prioritizing the Flow of Work continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 34 1. What are the two year profits derived from Case I and Case II? 2. What additional benefits would you expect from Case II? 3. What would typically have to be done to achieve Case II? Case II Action 1 Action 2 Action 3 Resource Results A+B+C/Month A+B+C/Month A+B+C/Month $300K/Month $200K/Month $100K/Month Time = 1 Year Case I Action 3 Action 2 Action 1 Results Resource A/Month B/Month C/Month $300K/Month $200K/Month $100K/Month Managing and Prioritizing the Flow of Work PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 35 TASK 1. 2. 3. 4. 5. 6. . . N. PRIORITY 6 1 2 5 3 4 Task List TASK 6. 4. 1. PRIORITY 4 6 Backlog Loading Rules 2. 5. 3. Active Completed New Items Managing and Prioritizing the Flow of Work PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 36 Measuring the Progress Analysis CEO Workshop Archi tecture Deploy ment Driving with Time Realizing Results Continuous Improve ment continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 37 Measuring the Progress  Top level measurements may be different from today’s measurements  Align the measurements to improving petitiveness  Drive improvement of critical processes  Separate them into “drivers” and “results”  Measurements must be hierarchical and nonconflicting PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 38 Measuring the Progress E B N J M M J S N J w/o DPC employees (000) ANNUALIZED SALES ($M) NUMBER EMPLOYEES (000) O D F A J A O D $ $ annualized OP PROFIT % OF SALES A/R % OF SALES B E N J M M J S N J Results B E B 0 10 20 30 40 50 N J M M J S N J M/M % D/D 30 60 90 120 AIPS M/M and D/D FPY PRODUCTIVITY INDEX* D/D CYCLE TIME M/M CYCLE TIME B E N D J F M A M J J A S O N D J w/o DPC Drivers B E 0 30 60 90 120 150 N J M M J S N J 0 CYCLE TIME AIP Weeks INVENTORY % OF SALES E N J M M J S N J % B 100 85 90 95 ONTIME DELIVERY B E N J M M J S N J % B 100 150 200 250 300 350 400 N J M M J S N J Days E E PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 39 Measuring the Progress Measurements must be hierarchical and nonconflicting em ploy ees (000) ANNUALIZED SALES ($M ) E B N J M M J S N J w/o DPC NUM BER EM PLOYEES (000) O D F A J A O D $ $ annualiz ed INVENTORY % OF SALES E N J M M J S N J OP PROFIT % OF SALES A/R % OF SALES B E N J M M J S N J % ONTIM E DELIVERY 100 B E 85 90 95 N J M M J S N J % Results B E B 0 10 20 30 40 50 N J M M J S N J M /M % D/D B E 0 30 60 90 120 150 N J M M J S N J 0 30 60 90 120 CYCLE TIM E AIP Week s AIPS M /M and D/D FPY PRODUCTIVITY INDEX* D/D CYCLE TIM E M /M CYCLE TIM E E B 100 150 200 250 300 350 400 N J M M J S N J Day s B E N D J F M A M J J A S O N D J w/o DPC Drivers B TYPIC AL CL IENT D ESI GN/ D EVELOPM ENT EFF ECT I VENESS De s ig n /De v e lo p m e n t F PY (D) De s ig n /De v e lo p m e n t Cy c le T i。