麦x锡-howtoguidefor1weekleandiagnostic(编辑修改稿)

麦x锡-howtoguidefor1weekleandiagnostic(编辑修改稿)内容摘要：

ational metrics • Quantify financial opportunity • 12 days • Vision of future state • Financial impact • Identify potential barriers to change • Identify change initiatives • Create proposed work plan • 1 day • Proposed work plan • Synthesize findings and municate to senior management • 12 days • Review with senior management Prepare Assess current state Develop future state Draft change approach Communicate Diagnostic CLE_ZXG779_Apr0302_1WkDiagnostic_v1 11 OVERVIEW – CURRENT STATE PHASE • Verify baseline metrics and gain solid understanding of current operations within the plant Purpose Approach End products • Get acquainted with the facility –Hold kickoff meeting with plant management and understand business context • Define work streams –Select model area and collect baseline information such as cost structures。 target specific data collection • Assess capability –Map current material and information flows。 rate current „physical‟ and „anizational‟ capabilities • Current state physical and anizational analysis • Set of current operating metrics CLE_ZXG779_Apr0302_1WkDiagnostic_v1 12 •To meet the plant‟s management and others with whom you will work to review the purpose and method of the diagnostic Purpose •Members of target pany‟s management team who have been involved in preliminary discussions • Plant or area manager and appropriate staff members • Those who are likely to be key resources (., from finance or operations) • Core team Remended participants • Introductions by all participants • Describe why we are conducting the diagnostic –Explain vision for production system –Background of lean concepts, if necessary • Review the approximate time line the team will follow • Determine who will be key resources from the client • Decide how the focus area will be selected Agenda • ~60 minutes Duration HOLD KICKOFF MEETING Example of kickoff document included in Appendix CLE_ZXG779_Apr0302_1WkDiagnostic_v1 13 Shareholder/ corporate expectations Improvement requirements Customer needs • Increase ROS from % to 15% by 20xx • 15% return on investment for new factory • Demonstrate improvement capability • Stable product quality • Lead times consistently 2 weeks • Customer plaints % • Raise productivity by ~20% • Reduce working capital • Reduce variability of manufacturing lead times • Develop longterm capabilities • Grow the business • Interview site management • Interview corporate representative (., head of BU) • Interview sales and marketing representative Sources of information COMPLETE BUSINESS NEEDS ASSESSMENT DISGUISED CLIENT EXAMPLE CLE_ZXG779_Apr0302_1WkDiagnostic_v1 14 Process steps Sales volume Operating condition Unique conditions Major changes expected • Does the product line/process flow have the key process steps which are representative for the whole plant? • Does this product line/process flow have a reasonable percentage of the plant‟s volume? • Is the line/flow in good condition for the time available to conduct the diagnostic and is the scope defined accordingly? • Are there any conditions that are unique to this product line? (., this line is projected for no growth while all other areas are at 10% over the next years) • Are changes such as major redesign, moving production to a new facility expected to happen? KEY CONSIDERATIONS FOR SELECTING MODEL AREA/PRODUCTS A model area serves as a microcosm which should be representative of the rest of the plant People/key resources • Would the key stakeholders be excited, open, and willing to participate in such an initiative? CLE_ZXG779_Apr0302_1WkDiagnostic_v1 15 27 36 53 47 48 623 300 32 7 17 10 15 7 2 10 12 DEVELOP COST STRUCTURE $ Millions * FebJuly 20xx Source: Hayes Lemmerz。 McKinsey analysis Direct material Direct labor Scrap cost Indirect labor Sala ried employees Indirect supplies Utilities Depreciation Miscellaneous Sales and admin Engineering IT Goodwill amortzation Corporate SGamp。 A Total Leases and property tax Addressed in diagnostic Plant overhead costs Variable costs Business unit SGamp。 A DISGUISED CLIENT EXAMPLE Diagnostic addresses 34% of total cost or 66% of conversion cost CLE_ZXG779_Apr0302_1WkDiagnostic_v1 16 MAP CURRENT MATERIAL AND INFORMATION FLOWS Demand = 49,000 units/day Supplier Forecast Company A Forecast Customer Stamp production schedule Press production schedule Assembly production schedule Paint production schedule production meeting Seems to be classic MRP scheduling Press 1x/wk 1x/wk Stamp 4 people/shift C/T secs C/O hrs C/O freq (4 presslines) 7 lines Assembly Paint and finishing 10 days 450 Pcs 6 people/shift C/T secs (5 processes) C/O hrs C/O freq: TBD 7 people/shift C/T secs C/O hrs C/O freq 5 processes 10 people/shift C/T secs hr curing C/O hrs C/O freq: Total time in system Total value added time days ~60mins 1x/wk 1x/wk 4 days days 8 lines days mins 10 days mins 30 mins 60 mins 4 days Value Added time 1% DISGUISED CLIENT EXAMPLE Main purpose is to understand the current production system and help to identify areas of high waste CLE_ZXG779_Apr0302_1WkDiagnostic_v1 17 COMPLETE DETAILED ANALYSES Quality Cost Delivery People /systems Possible analyses • Scrap • Quality systems • DL productivity improvement • Indirect labor productiv。