平衡记分卡经典PHILIP英文课件.ppt
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1、Table of ContentsIntroduction to Thomas Group,Inc.Total Cycle Time at Esquel GroupTCT BasicsCross Functional TeamsProcess MappingMeasurementsBarrier RemovalBarrier Characterization Using Cause&Effect Diagrams Cycles of Learning and Effective Meeting Management We are a unique international managemen
2、t services company that helps clients improve their competitiveness and financial performance Founded in 1978;annual compound growth 30%Over 200 senior management executives with broad skills&experience Average operations management experience per Resultant is 22 years Proprietary Total Cycle Time M
3、ethodology to implement change Global Headquarters Locations:Dallas,Detroit,Frankfurt,Singapore and Hong Kong Over 300 successful cycle time reduction programsTo Make Businesses CompetitiveBy UsingTo DriveTotal Cycle TimeImproved Responsiveness andAccelerated Results usingMinimum Resources Outside o
4、bjective change agentcommitted to improved results Define business processes critical to Esquels competitiveness Establish aggressive performance targets at which Esquel is entitled to operate.dramatic improvements over baseline Apply Thomas Groups Total Cycle Time methodology to help Esquel reach e
5、ntitled performance.within eighteen monthsTotal Cycle Time(TCT)BasicsResponding quickly to customers needs for present and future products&services.Results acceleration,particularly in fast delivery,lower costs and improved quality.Resource effectiveness,particularly in people costs and cash tied-up
6、.RRRFaster&Better Results than the Competition-But using fewer Resources than the CompetitionAll businesses organizations(whether manufacturing,services,development,software,etc.)are composed of a series of different business processes.These business process steps must be:Documented and analyzed to
7、ensure that each has value Can be executed in the minimum time Have the highest possible accuracy or First Pass Yield.The time it takes in all business processes fromidentification of an unmet market need until that need is satisfied.Cycle Time is:The time it takes to get something done Manufacture
8、a product Develop a product Deliver a service Install a factory Reduce costs Improve qualityThe time it takes to change the way a company does things.Most difficult to changeTotal Cycle Time is:The combined effect of the cycle times of all business processes from the time a need exists until it is s
9、atisfied.A successful TCT Program successfully reduces the cycle times of all identified business processes and integrates these processes into a seamless total business process with a minimum Total Cycle Time A team representing the various functional areas of one or more companies The Mission of t
10、he CFT team is to achieve agreed upon,specific objective(s)The objectives are ultimately aimed at:Driving continuous improvement in key business processesRadically improving the organizations global competitivenessInternalizing the TCT processes to ensure continuation of the process improvementProbl
11、ems and solutions do not completely reside within one departmentAll functional elements involved in a process need to contributeMembers should bring knowledge,objectivity and new view points to problem solving The CFT is the process owner of the key processes identified for improvement.This process
12、improvement is measured by Cycle Time(CT)and First Pass Yield(FPY)results.The CFT is responsible for:The identification of the key processes The periodic collection,analysis,display and reporting of the CT,FPY and other measurements data.Identification of barriers,substitute processes and non value
13、added activities within each process.Maintenance and execution of a continuously updated barrier removal plan to achieve or surpass entitlement in CT and FPY.Ensure that TCT process is followed and that results are achieved quickly Set clear goals and hold the team accountable Lead team in carrying
14、out its objectives Ensure that team meetings are action oriented(3Ws)Keep team focused without dominating meetings Transfer required CFT skills to new members Responsible for contributing to the teams success by:Representing company(empowered decision maker)Communication;input from and to their func
15、tional organizationAttending and actively participating in all meetings,or providing an empowered substitute to act and make decisions for themWorking with the team to identify barriers and their root causes,ranking and removing themDeveloping Action Plans and driving those Action Plans to completio
16、nUsing measurements to track progress and assure specific business process or processes progress toward and reach entitled performance Prepares and distributes the meeting agenda 2-3 days in advance of the meeting.This ensures participants come to the meeting prepared.Note:Members should submit docu
17、mentation to be discussed in the next meeting to the Scribe for attachment to the meeting agenda.Prepares and distributes the meeting minutes and W3s within one working day following the meeting date.The Minutes are to include Attendance,Summary of the topics discussed,Significant decisions made,Nex
18、t meeting date,time and venue,Old W3s with status and New W3s Requests feedback on minutes from team to ensure that they reflect the consensus of the team Maintains the old and new W3s listing so that W3s(what,who,and when)are always current Highlights W3 completions and short falls to team for furt
19、her action Maintains accurate and updated CFT/BRT Charters Publicizes teams successes Serves as team timekeeper if none assignedTeam Leader:Team Objective:Scribe:Start:End:The CFT Measurement Specialist is responsible for leading and advising the team on measurements.Functions performed are:Works wi
20、th BIT measurement owner to coordinate measurement activities for the CFT team Works with team members to collect measurement data to define Baseline&Entitlement Works with team members to assist in them in analyzing measurement data Monitors improvement of actual cycle times,first pass yield,AIP/WI
21、P,delivery,cost,productivity,etc.Develops reporting formats with help from the team Ensures that all measurement status is published regularly in the form of an approved CFT Cockpit Chart1.Identify the key business process 2.Establish the scope of the process3.Identify and bring together the key pla
22、yers for the CFT4.Validate the scope and determine the process boundaries5.Map the process,including CT and FPY data for each step6.Establish baseline(“as is”)performance in CT and FPY7.Determine value-added and non-value-added process steps and activities8.Remove non-value-added steps and create a“
23、should-be”map(Entitlement process)9.Determine meaningful measurements10.Design the measurement system-drive desired behavior11.Establish initial entitlement goals in CTs and FPYs,other measurements12.Identify the barriers to process improvement13.Develop cause-and-effect diagram to find the root cau
24、se barriers14.Rank-order root cause barriers to determine the best course of action15.Assign and schedule barrier removal actions(BRTs)16.Track progress through the measurement systemIDENTIFY the key processes,process owners and key players Determine the scope and MAP the processesSet up a MEASUREME
25、NT system,determine baseline and entitlementIdentify and remove BARRIERS to improved process performance and manage improvement with drumbeat feedback process Everything we do in in our company fits within a business process and Has a Process Flow that can be developed Has History that can be analyz
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