康佳物流整合項(xiàng)目咨詢?nèi)?00m-ctfpyctd training workshopkonka

TotalCycleTimeSM

TheDriverofCompetitivenessDefinitionTheCombinedEffectoftheCycleTimesofAllBusinessProcessesfromtheTimeaNeedExistsUntilItIsSatisfiedTotalCycleTimeSMMissionImprovedResponsivenessandAcceleratedResultsusingMinimumResourcesToMakeBusinessesCompetitiveByUsingTotalCycleTimeSMToDriveTIME

CommontoallGlobalCompetitorsDisappearsattheidenticalrateinallindustriesandcountriesIstheperformancedriverofallbusinessprocessimprovementUtilizingtimemoreeffectivelythancompetitioncanresultinmarket

differentiationandsuperiorbottom-lineresultsMostcompaniesknowwhattodo,theissueishowtodoitThecriticalhowto’sare:Simplificationcomesthrougheliminatingnon-value-addedstepsandreducingactionsinprocessShorteningallbusinessprocessesthroughsimplificationBarrieridentificationcategorizationandremovalCreatingandutilizingmoreCyclesofLearningtoaccelerateimprovementInstallingahierarchicalsetofmeasurementsandcontrolsFastcompanieswilloutperformslowcompanies

SpeedDrivenResultsShortResponsivenesstoCustomerMeans...ProcessValueManagement...improved

competitivenessShort

TotalCycle

TimeSMOrder

EntryPlanningD/Dmech.Pro-

ductionInvoiceD/Delectr.Long

TotalCycle

TimeSMORDEROrderEntryPlanningD/DInvoiceProductionProductProductOrderBaselineandEntitlementTimePerformanceTotalCycleTimeProcessImprovementsEntitlement(RealizablePerformanceUsingExistingResourcesorLess)Baseline(ExistingPerformance)Baseline

The“asis”,everydayperformancelevelofanybusinessorbusinessprocess.Thebasisformeasurementandcomparisonasbarriersintheprocessareremoved.ABaselinemaybeestablishedatanypointintime.Itusuallyiscompiledfromseveralmonthsofactualdata.Baselineisneither“bad”nor“good”–itisjusttoday’sactualperformancelevel.Entitlement

Theoptimumperformancelevelattainablebyabusinessusingitsexistingresources.TheexistingresourcesmayhavetoberefocusedandreallocatedtoachieveEntitlement.CycleTime-TypicalPerformanceDistributionsTheoreticalX 2to3xforhighlyrepetitiveprocessesX 2to10xfornon-repetitiveprocessesFrequencyofOccurrenceCycleTimeEntitlement(RealizablePerformanceUsingExistingResourcesorLess)Baseline(ExistingPerformance)StatisticalArgumentforEntitlementCycleTimeDistributionDaysFrequency050100150200250300350400012345678910117.5Baseline4.8EntitlementHowtoEstimateEntitlementThreeapproaches:Historicbest(basedon“rushorder”or“hotlot”),Benchmarking:bestinotherentity(evenadifferentindustry),Multiplesoftheoretical.Don’tbetooelaborateorcomplicated

Noapproachisthataccuratenorisprecisionrequired!時(shí)間是所有資源中最為寶貴的!時(shí)間無法倒流、無法恢復(fù)、無法操縱.時(shí)間無法買賣、創(chuàng)造，所以...時(shí)間是流程改善的絕好驅(qū)動因素!周期時(shí)間顯示了理想驅(qū)動因素的特征,例如:

容易理解和測量

難以操縱

與所需結(jié)果相聯(lián)系

跨于企業(yè)各部門的界線為什么衡量周期時(shí)間?周期時(shí)間

周期時(shí)間是:(1)流程有效性的基本指標(biāo)(2)流程中遵守操作規(guī)程、次序和活力的良好體現(xiàn)流程或疊加周期時(shí)間：各分流程周期時(shí)間的合計(jì).它是反映流程效率、資源利用和成本的指數(shù)項(xiàng)目周期時(shí)間:關(guān)鍵路徑（步驟）周期時(shí)間的總和。（分流程的重疊導(dǎo)致了它和“疊加”周期時(shí)間的不同)周期時(shí)間

(續(xù))步驟周期時(shí)間或項(xiàng)目周期時(shí)間流程或疊加周期時(shí)間SP1SP2SP3SP4SP5CT1CT2CT3CT4CT5CT1CT2CT3CT4CT5SP1SP2SP3SP4SP5關(guān)鍵路徑（周期）=累計(jì)疊加使用的目的和理由問題或疑慮顯示所有分流程的提高.“隱藏的”流程也許很關(guān)鍵.使用很迅捷與資源利用相結(jié)合與排期無關(guān).不顯示重疊或平行活動的提高.不提供反應(yīng)速度和客戶需求的指數(shù).與項(xiàng)目思路一致與歷史和手頭資料相聯(lián)系（靜態(tài)周期時(shí)間）衡量客戶反應(yīng)新項(xiàng)目或訂單所必須.不是分流程的指標(biāo)總和.每個(gè)項(xiàng)目都有所不同(甚至同一個(gè)項(xiàng)目也不同).很容易產(chǎn)生爭論&平行活動的開始時(shí)間不統(tǒng)一.與項(xiàng)目思路相聯(lián)系但和流程不相關(guān).不反映資源利用/成本.累計(jì)周期時(shí)間–疊加周期時(shí)間靜態(tài)周期時(shí)間6月12日開始7月19日結(jié)束的項(xiàng)目靜態(tài)周期時(shí)間為37天.開始6月12日結(jié)束7月19日靜態(tài)周期時(shí)間=37天(PopulationofOne)我們可以計(jì)算工作站的平均周期時(shí)間.例如:30個(gè)工件在如下時(shí)間內(nèi)完成: 2天完成2個(gè) 7天完成3個(gè) 3天完成6個(gè) 8天完成4個(gè) 4天完成5個(gè) 9天完成2個(gè) 5天完成7個(gè) 10天完成1個(gè)

靜態(tài)周期時(shí)間 =(2X2)+(6X3)+(5X4)+(7X5)+(3X7)+(4X8)+(2X9)+(1X10) 30 =平均5.3天靜態(tài)周期時(shí)間(數(shù)量超過一個(gè))單位平均=5.3天周期時(shí)間—天數(shù)10通常將延續(xù)846201086420也可以用頻率分布來表示靜態(tài)周期時(shí)間動態(tài)周期時(shí)間主要的指數(shù)動態(tài)周期時(shí)間=現(xiàn)行事物/處理速度現(xiàn)行事物和處理這些事物的速度在衡量的范圍內(nèi)發(fā)生變化動態(tài)周期時(shí)間參數(shù)預(yù)測AIPs:考察期內(nèi)特定時(shí)刻流程中行動的數(shù)量在考察期開始時(shí)和結(jié)束時(shí)的平均數(shù)量處理速度考察期內(nèi)完成的AIPs動態(tài)周期時(shí)間-dCTPurchaseRequisition某周開始時(shí)有9個(gè)訂單等待處理(BOH).同一周內(nèi)訂單完成數(shù)為6新訂單增加數(shù)為5，所以這一周結(jié)束時(shí)訂單存數(shù)為8個(gè)。(EOH).部門的產(chǎn)量=每周完成6個(gè)訂單新訂單(5)PurchaseRequisition某一周開始時(shí)某部門有9個(gè)訂單銷售訂單處理的周期時(shí)間是幾天？完成的訂單(6)PurchaseRequisition訂單銷售訂單處理步驟

(根據(jù)流程圖)輸入輸出

(交付件)有5個(gè)訂單進(jìn)入該流程6個(gè)完成的訂單輸出該流程考察流程的起點(diǎn)考察流程的終點(diǎn)衡量動態(tài)周期時(shí)間這一周開始時(shí)有9個(gè)銷售訂單在處理：BOH=9這一周結(jié)束時(shí)有8個(gè)銷售訂單在處理：EOH=BOH+IN–OUTEOH=9+5–6=8AIP=(BOH+EOH)/2=(9+8)/2=8.5dCT=AIP/OUT=(8.5/6)x7=10天動態(tài)周期時(shí)間-dCTAIPs(正在處理的事物)開始時(shí)的存數(shù)(BOH): 9結(jié)束時(shí)的存數(shù)(EOH): 8期間的平均存數(shù): 8.5輸出(期間內(nèi)完成的數(shù)目)處理并輸出了6個(gè)訂單動態(tài)周期時(shí)間=AIP(平均數(shù))處理速度(期間內(nèi)輸出的數(shù)目)=8.5/6=1.42周x7=10天結(jié)論:DynamicandStaticCycleTimeComparisonStaticCycleTimeLaggingIndicator(historical)FormulainvolvesonlycycletimesofcompletedactionsGoodforlowtransactionprocessstepsDatacanbeanalyzedtogiveafrequencydistributionCompletedCTI+...+CompletedCTN nDynamicCycleTimeLeadingIndicator(forwardlooking)FormulainvolvesAIPsandProcessingSpeeds,notjustcompletionsGoodforhightransactionprocessstepsUsedatVSCtodriveimprovement

==AverageAIPsAverageProcessingSpeedASimpleFormulaWithAPowerfulMessage

CycleTime=

Actions-in-ProcessProcessingSpeed

CT=

AIPPSPercentofAIPsthatcompleteaprocessthefirsttimethrough,accordingtospecification,duringameasurementperiod.

FirstPassYield(FPY)FPY%=

AIPscompletedfirsttimethroughaccordingtospecsx100 TotalAIPsProcessedGenericFirstPassYieldExampleWhataretheFPYandprocessyieldhere?ProcessYieldSCOPEProcessBoundaryWorkOK?ReworkOK?CancelScrapFirstPassYieldYes90%No

10%No

20%Yes80%90OUTSOKFirstTime100INS98OUTSTotalincl.ReworkActualYieldCalculationstotalouts-reworktotalouts+scrapFPY%=x100

totaloutstotalouts+scrapProcessYield%=x100PergiventimeperiodGenericFirstPassYieldExampleFirstPassYield(completedcorrectlytheFIRSTtime)=90%ProcessYield(TOTALoutsincludingrework)=98%Scrap(waste)=2%Roll-upofKeyProcessMeasuresInamulti-stepprocess,TotalCycleTime(roll-up)iscalculatedbyADDINGtheCycleTimesoftheindividualsub-processsteps.OverallFirstPassYieldfortheprocessiscalculatedbyMULTIPLTINGtheFirstPassYieldsoftheindividualsub-processsteps.Anorderfulfillmentprocesswith5sub-processstepsyieldedthefollowingdataduringthelastmeasuringperiod:

CalculatetherolledupTotalCycleTimeforlastmonth.WhatistheoverallprocessFPY?Roll-upofKeyProcessMeasures

GroupExercise(10min)

SP C/TMeasure CTValue FPY 1 Static 5days 80% 2 Dynamic 21days 95% 3 Dynamic 10days 77% 4 Static 6days 97% 5 Dynamic 17days 100% TotalCycleTime(roll-up):5+21+10+6+17= 59days

FirstPassYield(overall):(.8*.95*.77*.97*1.0)*100%= 56.8%

KeyProcessMeasures

GroupExerciseOn-TimeDelivery(OTD)Thepercentof“deliverables”(outs)fromallm