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001 a strategy for productivity
- 1. 1 Business Process Improvement A strategy for productivity and competitiveness
- 3. Objectives 3
- 4. Objectives 4
- 7. 7 How the Business Makes Money Revenue – Expenses = Profit
- 8. 8 Business Process Improvement Business Analysts connect to a Value Proposition through Value Delivery = Processes
- 9. Alignment with core business processes 9
- 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
- 14. 14
- 15. 15
- 16. Lifeline of Crown Pavilions 16
- 18. 18
- 19. 19
- 20. 20
- 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
- 25. Well-defined and Well- managed Processes 25
- 28. It’s all about the business 28
- 29. It’s all about the business 29
- 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
- 34. Content 34
- 35. Content 35
- 36. Content 36
- 37. Content 37
- 38. 38 Context of Organizational Fit Description of Services Develop Acquire Install Administer Process* Retain Product Client Client and Service Claims Client Enabling Processes
- 39. 39
- 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
- 42. 42 Volume and Staffing 0 2 4 6 8 10 12 Staffing 0 500 1000 1500 2000 2500 3000 Volume Staff 10 10 10 10 7 7 7 7 6 Volume 2848 2529 2057 2729 2248 2102 1767 2467 2064 Q1 '05 Q2 '05 Q3 '05 Q4 '05 Q1 '06 Q2 '06 Q3 '06 Q4 '06 Q1 '07
- 43. 43 Metrics – Provider Loads Provider Loads - Service Timing 90.00% 92.00% 94.00% 96.00% 98.00% 100.00%1Q '05 3Q '05 1Q '06 3Q '06 1Q '07 Time Percent Actual Goal
- 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
- 52. 52 Sustainable Operational Excellence Culture It’s all about the people soft V hard stuff Top down and bottom up Quick wins
- 53. 53 Sustainable Operational Excellence—Culture Shift “Learning to see” – New thinking – New skills – New tools, sources of knowledge
- 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.
- 1-corner braces 2-post 3-hand rail 4-uper rail 4- 5-
- 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
- 1-variation 2-Waste