12. 12
Good Business
Processes…..
Enable you to make better
business decisions and
implement them faster
Help to improve and control
your operations
Improve your production
flow
13. Suppliers Inputs Process Customers Requirements
Step
1:
Outputs
Step
2:
Step
3:
Step
4:
See Below
Step
5:
SIPOC
21. 21
Production Maintenance Quality Engineering
Production
Control
Purchasing Sales Admin.
1
OEE/F
ocused
Improv
ement
2
Autono
mous
Mainte
nance
3
Planne
d
Mainte
nance
4
Trainin
g &
Skills
5
Initial
Phase
Manag
ement
6
Quality
Mainte
nance
7
Admini
strative
Work
8
Safety
&
Enviro
nment
22. Production
Maintenance
Quality
Engineering
Production Control
Purchasing
Sales
Admin.
22
Involvement of Each Department By Pillar
(Example)
23. Involvement of Each Department
By Pillar (Example)
1 OEE/ Focused Improvement
2 Autonomous Maintenance
3 Planned Maintenance
4 Training & Skills
5 Initial Phase Management
6 Quality Maintenance
7 Administrative Work
8 Safety & Environment
23
24. Activity Management : Example of Activity Board
24
Objectives:
0
TPM Progress Line-2The People
The action plan
The Results
OEE Casting
Updated on XX/XX by NB
Breakdowns/month
Process failures/month
The Schedule
The achievements
The Master Plan
Methodology
F.A.
The team The Chart
The Layout
Involvement Competencies
32. 32
Creating a Functional Review
Process
“Standardized” template –
unique story
Creates a baseline (efficiency
and effectiveness) and metrics
Each functional area presents
to Sr. Management
33. Creating a Functional
Review Process
Feedback memo with approvals
and direction
Inputs to Operational Plans and
Goals
33
38. 38
Context of Organizational Fit
Description of Services
Develop Acquire Install Administer Process* Retain
Product Client Client and Service Claims Client
Enabling Processes
41. Business Process
Improvement
2010 - a capacity review
of this team will begin –
metrics, skill set,
tracking of time &
volumes – to right size
team
41
51. 51
The Importance of Culture and
People
Emphasis on the people – great
people can execute a great
work
How we do work is personal
Workforce engagement
Strong change management
58. 58
Resources
www.bptrends.com
“Lean Enterprise Value,” Murman et. Al
“Business Process Change,” Paul
Harmon
“Business Process Management,
Profiting from Process,” Roger T.
Burlton
http://lean.mit.edu
Editor's Notes
SIPOC stands for suppliers, inputs, process, output, and customers. You obtain inputs from suppliers, add value through your process, and provide an output that meets or exceeds your customer's requirements.Supplier-Input-Process-Output-Customer: Method that helps you not to forget something when mapping processes.
Materials Available-No
Design Foundation
Order Item 01-Curtains
Order Item 02-Curtains
Order Item 03-Roof tile
Item 04-cushions
Item 06-Pillows
Task-shop floor
Task-shop floor
Task
Task
Task
Installation
Task
Task
SIPOC stands for suppliers, inputs, process, output, and customers. You obtain inputs from suppliers, add value through your process, and provide an output that meets or exceeds your customer's requirements.
Fit into enterprise value streams (also know as core business processes).
Every story is unique. Business rational for decisions. Staffing models don’t count—bottom up numbers. Time studies.
Discussion points for the example: Overall mgmt to producer ratio 1:6; Quality review to producer 1:7; Productivity gap = 9.7 FTE
Total hours available in most recent month = Total staff x Work days x 8 hrs/day
Total hours of overhead = (A+B+C+D+E+F) x Work days x 8 hrs/day
Total hours available for production = Total hours available – Total hours of overhead
Remaining labor for direct production (FTE) = Total staff – (A+B+C+D+E+F)
Standard work time (hours) = (Volume per month x Work time in minutes) / 60
Production Efficiency = Total standard work time / Total hours available for production
Non-productive time (productivity gap) = Total hours available for production – Total standard work time
Overall Efficiency = Total standard work time / Total hours available
