麦x锡-exleworkplans(编辑修改稿)

麦x锡-exleworkplans(编辑修改稿)内容摘要：

12 SUGGESTED PILOT AREA IMPLEMENTATION APPROACH XX weeks Refine Current state assessment – target state design • Business need validation • Product and process profiling • Problem identification • Current state analysis • Target state vision • Confirm opportunity • Proposed tactical implementation plan • Focus on major capacity losses • Stabilization of equipment • Process consistency and instation quality • Standardized labor activity and processes • Definition of core production system • Performance metrics and dialog • Controlled inventory • Line amp。 cell type layout • Changeover time reduction activities • Controlled flow patterns to minimize losses due to – Down time – Speed loss – Quality loss • Consistency of production pace and output • Demanddriven pull production schedule • Direct feedback with upstream/ downstream customer linkages • Improved munication with support departments (maintenance, scheduling, etc.) • Auditing process • Plan for sustaining support • Ongoing 39。 checkup39。 support Maintain Stabilize Flow Pull Next area Phase 1: confirm opportunity Phase 2: capture opportunity for model line Phase 3: Team of lean experts rolls out to next area XX XX weeks 14 MODEL AREA APPROACH • Develop practical systems to countermeasure waste creation • Build momentum for lean thinking • Define current work practices and procedures • Define material, information, and people flows • Quantify baseline operational metrics • Identify all forms of waste and understand how system drives waste Check/act Plan Do Lean diagnostic Make changes and test Refine 2 weeks 5 weeks 1 week • Change layout to ensure sustainability and capturability • Evaluate effectiveness of changes made • Learn by doing and build internal experience Tools used • 5S • Production board • Poka yoke • Kaizen • Standard work • Kanban • Test effectiveness of systems and countermeasure where applicable • Evaluate metrics and determine areas for further improvement • Create continuous improvement culture mentality Tools used • Performance Management • Improvement events Tools used • Spaghetti diagram • Value stream map • Waste . sheets • 5 why analysis Develop tools, techniques, and measurements Progress Reviews Implementation overview (week 5) Present Results (End of week 8) Finalize Plan (week 2) Source: McKinsey Manufacturing practice Multiple areas 16 weeks? 15 PSDC ENGAGEMENT APPROACH • Ensure understanding • Select model line • Create infrastructure • Clientspecific Source: PSDC . model • Clearly define business unit: operations strategic linkage • Clear operational priorities, ., quality, capacity • Specific current: target state picture • Detailed tactical implementation plan • Reduce major capacity losses • Stabilize equipment reliability • Process consistency and instation quality • Standardized labor activity and processes • Define core production system • Performance metrics and dialog • Controlled inventory • Redesign flow patterns to minimize – Travel – Wait time – Inventory • Production pace or takt time • Reduce lot sizes • Demanddriven pull production schedule • Direct downstream customer linkages • Audit process • Create sustaining support plan 16 weeks ? weeks Prepare Current state assessment – target state design Stabilize Maintain Pull Flow Sustaining support 16 SUGGESTED PLAN FOR STABILIZATION PHASE Activity Sauce and salad dressing areas Kick off • Dedicate resources • Lean awareness training • Determine metrics, plans amp。 review process • Communicate to business OEE improvement • Pilot implementation (., ultrakan) – C/O workshop online – Downtime problem solving – Startup loss elimination – Visual control • Roll out to other areas • 5S and basic maintenance Configuration changes • Identify formula location changes • Minor equipment moves • Investigate warehouse space saving, optimal totes, production pace Performance management • Start data collection • Implement scheduling board • Implement hourly boards and reviews • Monitor policy deployment Time (weeks) 0 2 4 6 8 10 12 14 16 Major workstream Ongoing support PRELIMINARY 17 Current state assessment Target State design Stabilize Flow Pull Ongoing CI Objectives • Clearly define business unit: operations strategic linkage • Clear operational priorities – ., quality, capacity • Specific current: target state picture • Detailed Tactical Implementation Plan • Reduce major capacity losses • Stabilize equipment reliability • Process consistency and instation quantity • Standardized labor activity process • Core production system • Performance metrics and dialog • Controlled inventory • Redesign flow patterns to minimize – Travel – Wait time – Inventory • Production pace or takt time • Reduce lot sizes • Demanddriven pull production schedule • Direct downstream customer linkages • Ongoing Policy Deployment • Kaizen teams • Employee involvement • HR and training systems Time 3 4 Weeks 4 9 Months Ongoing PILOT AREA PHASES 18 PILOT PHASE APPROACH Pilot phase Key levers Core activities Example tools • Labor availability •Machine uptime •Material availability •Quality •Maintenance。