麦x锡-slekick-offmeeting(编辑修改稿)

麦x锡-slekick-offmeeting(编辑修改稿)内容摘要：

ents, etc. E I 40 mins 20 mins 3. Strip out external elements 2. Identify internal vs. external elements and calculate individual time E I E I E I E I I E 10 3 5 7 5 3 10 3 10 4 Stage Prework During machine shutdown Time 1 hour 1. Measure total changeover time 10 mins I 10 mins LAN010608119718320507 19 OUTPUT OF DIAGNOSTIC (2 Weeks) End products Activities Business need validation • Understand overall business objectives and ensure linkage with operations strategy • Define true business problem • Develop highlevel solution to problem (., lean manufacturing, SKU rationalization, etc.) Product and process profiling • Demand segmentation • Understand product flow through processing steps • Map current material and information flow diagram • Identify major performance losses and sources Target state vision • Create future material and information flow diagram • Propose possible anizational changes required for transformation Quantification of opportunity • Measure key operating metrics • Project future operating metrics • Calculate total opportunity • Assess difficulty and time to capture opportunity Proposed tactical implementation plan • Finalize selection and scope of work area • Define resources, work streams, targets, time lines, responsibilities, review meetings, and structure LAN010608119718320507 20 KICK OFF MEETING 8 . 10 . • Introductions • Current business situation review – Needs – Opportunities • McKinsey39。 s approach to capturing opportunity – Ideal and target future states – Transformation model and approach – Typical end products for diagnostic • Sample work plan – Work plan and resources – Principles and expectations • Questions and discussion LAN010608119718320507 21 PROPOSED WORK PLAN Phase 1 Week 1 (6/11 6/15) Monday Tuesday Wednesday Thursday • McK Travel Day • Internal meeting/ preparation • 1/2 day of line observation • Begin validation of business need • Begin performance data collection • Begin demand pattern analysis • Process mapping – Components of lead time – Sources of variability • 8:00am 15 minute planning meeting • Start to map Mamp。 I flow • Identify major performance losses • 5:00 . 15 minutes summary meeting Friday McKinsey team • 2 fulltime team members • 1 halftime project manager and 1 parttime manager • 3 fulltime client team members Committed regular involvement 2550%* • Area managers。 planner/ scheduler。 quality manager Week 2 (6/18 6/22) • 8:00 . 15 minutes planning meeting • Map Mamp。 I flow • Problem RCA and confirmation • 1:003:00 . OEE estimation • 5:00 . 15 minutes summary meeting • 8:00 . 15 minutes planning meeting • Begin target state design – Information – Material • Calculate rough opportunity in model area – Scale throughout • 5:00 . 15 minutes summary meeting • 8:00 . 15 minutes planning meeting • Complete end state design • Design proposed scorecard metrics • Develop tactical implementation plan (draft) • 5:00 . 15 minutes summary meeting McKinsey team • 2 fulltime team members • 1 halftime project manager and parttime manager • 3 fulltime client team members Committed regular involvement 2550%* • Area managers。 planner/ scheduler。 quality manager • 8:00 . 15 minutes planning meeting • Prepare presentation material • 1:00 pm interim diagnostic report out to client PM Travel • Introductions – diagnostic discussion –review of products/ processes • Basic approach • Plant walk through • Planning session Monday Tuesday Wednesday Thursday Friday • 8:00am 15 min. planning meeting • Map Mamp。 I flow • Investigate root causes of main losses PM Travel • AM McK Travel • PM Week 1 review and basic work planning LAN010608119718320507 22 TEAM STRUCTURE Team Role Member Email Change team • Lead the identification and capture of benefits • Maria Huovilainen • Eric Kuewa • Mike Milligan • Paul Mueller • Andy Sheppard • Art Smalley • Melissa McCoy* • • • • • • • Improvement team • Offer insight and data to guide the change team • Jim Diggory • John Ficklin • Tony Montagno • Larry Murray • Dick Robinson • John Valet • John Walter • Dan Wills • Kimball Winston • • • • • • • • • Leadership support • Direct and support the change program • Steve Becker • Frank Listi • Ron Ritter • Mark Wetterau • Roger Zino • • • • m • * McKinsey Manufacturing Practice Manager based in Atlanta office. Participation planned on an as needed basis. LAN010608119718320507 23 CHECKLIST FOR GETTING STARTED Category Requirements • 2 or 3 fulltime change agents to work as part of the change team • Parttime improvement team (., scheduling, IT, engineering, maintenance, and quality) to support the team on asneeded basis Resources • Adequate munication with all vested parties (., management, unions, shop floor, support functions) Communication • Steering mittee for internal leadership and review purposes • Identification of any potential roadblocks exist • Agree on ongoing metrics roadmap • Strong level of mitment at all levels for a strategic pilot • Deciding right coordination mechanisms with rest of anization Preparation for full lean transformation (post diagnostic) • Review meeting scheduled (daily meetings and progress reviews) • Secure a team room for the length of the diagnostic (close to shop floor) • Access to phones, fax machine, copy machine, dial out lines for modem Logistics LAN010608119718320507 24 JOINT WORKING PRINCIPLES • Maintain plete confidentiality。