进程中行动管理AI.ppt

AIP Management进程中行动管理,今日学习目标了解进程中行动的影响认识到进程中行动可以进行管理提供一套流程对进程中的行动进行管理，并将其转化为成果学习如何分析现有的进程中行动（基础状况）和期望的进程中行动（目标状况），并制定行动计划，将进程中行动从基础状况发展到目标状况用实际操作来证明进程中行动管理的作用,Todays ObjectivesUnderstand the impact of Actions-In-Process(AIPs)Realize that they are manageableProvide a process that will manage AIPs and convert them into DeliverablesLearn how to analyze your current AIP workload(baseline)your desired AIP workload(entitlement)and develop an action plan to move from baseline to entitlementUse a practical exercise to illustrate the power of AIP management,AIP Management进程中行动管理,进程中行动是在流程中部分完成的工作，它有明确的最终成果（完成后应该是什么样子？）明确的完成时间（什么时候完成）有负责人和明确所需的资源（谁）流程的速度由确定:任务要求：最终成果的复杂性流程设计：步骤和次序，所需资源工作量：积压工作和进行中的工作总的流程速度取决于速度最慢的流程（瓶颈问题）瓶颈问题经常会转移,An AIP is a partially completed task,existing in a process,that has:A defined deliverable-(What does it look like when completed?)A defined due date-(When)An owner and an identified resource requirement-(Who)The speed of any process is determined by:Requirements of the tasks(complexity of deliverables)Design of the process(number and sequence of steps,resources)Amount of work to be performed(Backlog and work in process)The total process line speed is only as fast as the slowest process(bottleneck)Bottlenecks often move around,AIP Basic Concepts AIP基本概念,What is AIP Management?什么是进程中行动管理？,AIP Management is about the control of work flow in the non-manufacturing environmentAny process,even one operating at entitlement,can be overburdened if the amount of work entering the process is not controlledOverburdened processes become“non-repetitive”processes,which leads to chaos,进程中行动管理是在非生产 环境下工作的管理任何流程，即使只需一步就可达到目标状况，假如工作数量进入流量不被控制可能会负载。负载流程由于没有重复的改进从而导致混乱。,What are Actions-in-Process(AIPs)?什么是进程中行动？,For example,AIPs could refer to:The new program being created for sales incentives.The orders-in-process in an order entry process.The new products being developed for the marketplace.,例如，进程中行动可能指的是：为刺激销售而创建新的活动在订单输入流程中正在处理中的定单市场的原因从而开发新的产品,进程中行动管理的益处：将实际行动和战略挂钩关键行动能够更快完成提高整个组织内部的沟通能帮你节省15-25%时间增加产量（全部的数量，最高的价格及生产效率）总流程速度只相当于最慢的流程（瓶颈）的速度，是可变因素,AIP Management Benefits:Link actions to strategy Complete critical actions soonerImprove communication throughout organizationAllow you to re-channel 15%to 25%of your timeIncrease Output(Overall quantity,Highest value,Productivity)The total process line speed is only as fast as the slowest process(bottleneck)which may be a variable factor,AIP Basic Concepts 进程中行动的基本概念,大齿轮尽力带动小齿轮 大齿轮范例 老板 大项目 大客户,AIP ORIGINS 进程中行动来源,BIG GEARS DRIVE LITTLE GEARS HARD Examples of Big Gears:The Boss Big Projects Big Customers,AIPs Propagate Geometrically 进程中行动（AIP)层次分布图,AIP R/G,AIP R/G,AIP R/G,R/G,R/G,R/G,R/G,R/G,R,R,R,R,R,R,Completion完成,AIP G,CEOAIP G,R=Receiver 接收者G=Generator 提出者,AIPs Propagate Geometrically 进程中行动层次分布图,你是否感觉自己就在底端？,Do You Feel Like you are in the Bottom Box?,YES,“AIP Overload”causes paralysis in any process resulting in missed schedules,long cycle times,and low First Pass Yields.“进程中行动超负荷”引起流程的瘫痪，导致无法按期完成工作，周期时间长，第一次通过率低,是,Do you need AIP Control?进程中行动需要控制吗？,Why Control AIPs为什么需要进程中行动控制？,AIPs need to be aligned strategically for a company to focus on its business and customer objectivesAIPs need to be aligned tactically in order for a company to focus its resources to meet its business strategiesAIPs need to be controlled functionally in order to meet cost/profit/cash requirements to improve financial performanceIf AIPs are not controlled,the cycle time of all processes will tend to increaseIf cycle times increase,more resources are needed to complete actions in a timely mannerTherefore,lack of AIP control ends up costing a business more money,公司需要将进程中的行动进行战 略性的统一,将目标集中于公司业务和客户 公司需要将进程中的行动进行战术上的统一,将资源集中在满足商务战略上 各部门需要进行进程中行动管理,以满足成本/利润/现金的要求,提高财务表现 如果不进行进程中行动控制,所有流程的周期时间会趋于增加 如果周期时间延长,按时完成行动需要增加资源 因此,缺乏进程中行动的管理,会导致公司花费更多的钱,CT=,Where:AIP=Actions-In-(the)Process,i.e.,the number of active AIPs PS=Processing Speed,i.e.,the average number of AIPs completed during a given time interval AIP=正在处理的行动,即:进行中行动的数量PS=工作处理速度,即:在给定的时间段内完成的AIP平均数量,PS,1,(AIPs),a,And:,A Simple Formula with a Powerful Message一个简单的公式带出强有力的信息,CompletionsTime Period,AIPs,进程中行动,周期时间=,已完成任务所用时间,用过滤器来优化管理我能做吗能否增值是否符合战略目标能否帮助客户如果不做 后果如何集中精力事情太多，时间太少,Manage priorities by using filtersCan I do It?Does it add value?Does it meet our strategic goals?Does it help my customer?If I dont do it-what are the consequences?Stay focused!So many things to do-so little time!,Manage Activities(AIP Management)工作管理（进程中行动管理）,How Many Symptoms of Excessive AIPs Do You Have?在过多的进程中行动中你有多少的症状,返工解决问题耗时太长太多紧急、应急事务解决问题的能力变弱错过交付日期不可预测的流程；第一次通过率下降降低周期时间延长不信任/迁咎于他人检查/以防万一频繁改变优先次序,Rework.Problem resolution takes too long.Lots of fire fighting and expediting.Problem solving capability becomes poor.Missed delivery dates.Unpredictable processes.First-Pass Yield decreases.FPYCycle time increases.Mistrust/Blaming of people.Checking/Just-in-Case.Frequent priority changing.,Practical Tool for Personal AIP Management（个人进程中行动管理的实用工具）,这一简单的程序就能行之有效！This Simple Process Works!,备忘行动列表BACKLOG LIST1.2.3.4.5.OTHER,进程中行动过滤器AIP FILTER,新的进程中行动NEW AIPs,现行行动列表ACTIVE LIST1.2.3.4.,完成列表COMPLETED LIST,X,X,X,X,X,行动启动原则LoadingRules,先做一定要做的(Must dos first)FOM=,生命周期内的受益 Life Cycle Benefit 完成的成本 Cost to Complete 完成的时间 Time to Complete,进程中行动接受者的三个反应：拒绝进程中行动，因为最终结果不明确与战略战术不符可替代流程不增值重新确定进程中行动简化复杂的进程中行动商定完成日期重新确定最终成果，以减少非增值行动或可替代流程重新确定内容以符合企业战略战术需要接受进程中行动放在备忘列表中合理化排序现有进程中行动完结后，提取储存的进程中行动从备忘提取最优先的进程中行动,There are three possible outcomes for an AIP receiver:Reject AIP because:Deliverable not definedPoor fit,strategically/tacticallySubstitute processDoes not add valueRedefine AIPSimplify complex AIPsNegotiate due dates Redefine deliverables to reduce NVA or Substitute ProcessRedefine content to get a fit with Strategy and TacticsAccept AIP Put in backlog listRationalize prioritiesPull AIPs from backlog when active AIP is completedPull highest priority from backlog,Possible Actions for AIPs 进程中行动管理中可采取的行动,正在进行项目的AIP管理-剔除AIP项目Ongoing AIP ManagementCandidates for AIP Kill,Receiver is empowered to question value-added or strategic fit.AIPs that fail receivers filter must be reviewed with AIP generator.Receiver and generator may both obtain Cycles of Learning about AIP value and fit.,接收者被授权对附加价值和战略适用性提出质疑如果该项进程中的行动接收者无法通过,该项AIP提出者和接收者要一起探讨 该项AIP的接收者和提出者对进程中行动的价值和适用性都得到了周期学习,接收者如何对正在进行的AIP进行管理-保持备忘存储Receiver Ongoing AIP ManagementBacklog Maintenance,Only identify top three priorities.Must communicate to generator if cannot meet requested date.Periodically review and purge old AIPs(with generator agreement).,只确定优先处理的前3项 如果不能在所需时间内完成,必须同提出者沟通 周期性的回顾并修剪过期的AIP(应与提出者达成一致),接收者的进行中AIP管理 启动原则Receiver Ongoing AIP ManagementLoading Rules,1.To exercise starts control load by highest value using items below as guides:Impact-higher returnRequest date-near term firstRisk-lower before higher2.Break large AIPs into smaller measurable pieces.3.Verify deliverables.4.Only load if sufficient resources are available to complete AIP within request date.5.Start at the latest possible time while still meeting request date.This is a critical decision point whenever a promised or contractual obligation exists between the firm and a client.,1.通过以下最高价值使用原则,练习启动控制:-效果-较高的回报-所需日期-先作限期最近的-风险-先作风险小的2.将大型的AIP化为较小的可测评的几块3.验证哪些是可完成的任务4.只有当保证按时完成AIP的足够的资源到位后,才启动5.在满足所需时间的情况下尽可能推迟启动,无论何时公司与客户存在承诺或协议,这都是一个很重要的决策点,记录进程中行动，并进行优先排序1.了解完成进程中行动所需时间2.了解每周重复性的进程中行动（如会议）3.了解哪些进程中行动必须现在处理（开始行动）哪些必须等待（备忘）4.了解哪些进程中行动可以分派给他人5.分析现在的进程中行动工作量（基础状况）6.确定理想的进程中行动工作量（目标状况）7.实施行动计划，从达到理想的目标式工作量,Document and prioritize your AIPs1.Identify the time requirements to complete AIPs2.Identify repetitive weekly AIPs(meetings)3.Identify which AIPs you must do now(active)and which can wait(backlog)4.Identify which AIPs you can delegate5.Analyze your current AIP workload(baseline)6.Develop a desired AIP workload(entitlement)7.Implement an action plan to remove barriers to achieving your entitled workload,AIP Analysis&Management Process进程中行动的分析和管理流程,AIP Generation Process进程中行动的产生流程,No,Yes 是,Yes有,Yes是,No无,Starts Control开始控制,形成/识别新的进程中行动，有预期成果，有完成的衡量指标，完成的时间期限Create oridentifynew AIPwithdeliverables,completioncriteria,and due date,接受人进程中行动管理流程Receiver AIP ManagementProcess,进程中行动有无实质性目标Does AIPhave physicaldeliverable?,清除Kill,进程中行动是否符合战略和附加价值的要求？Does AIP meet strategic andvalue-addedcriteria?,给接受人的说明InstructionstoReceiver,BacklogManagement储存管理Prioritize forvalue-added按照附加价值排序High 高Medium 中Low 低Other其它,AssignAppropriateand capableReceiver?是否分派合适、精干的接受人,No 否,SCOPE 范 围,Cycles of Learning学习周期,No否,根据以下特性从最高价值的项目开始，进行“启动控制”影响 高回报要求日期 最近的日期优先风险 低风险优先将大的进程中行动分成小的可衡量的进程中行动明确最终结果在规定时间内，只有当资源充足时才开始此进程中行动在规定时间内越晚开始越好,To exercise“Starts Control”,start projects with highest value using attributes below as guide:Impact-higher returnRequest date-near term firstRisk-lower before higherBreak large AIPs into smaller measurable piecesVerify deliverables.Only start an AIP if sufficient resources are available to complete the AIP within the requested date.Start at the latest possible time while still meeting request date.,Receiver AIP Management Starts Control Rules接受者的进程中行动管理-“启动控制”原则,启动控制Starts Control,Active List现在处理的行动名单,Backlog ListPrioritizedFor Top 3Only储存清单排序/仅留三项,Completed List完成的名单1.2.3.4.5.,LoadingRules实施规则,PotentialKill可能予以清除,新的进程中行动/最终成果New AIPs/Deliverable,Strategicand ValueAdded Filter按照战略和附加价值标准的过滤,Potential Kill可能予以清除,Does AIPHave PhysicalDeliverable?进程中行动有无实质成果,回到产生者Back toGenerator,Loading Rules:Break large AIPs into smaller measurable pieces Verify deliverablesOnly load if sufficient resources are available to complete AIP within request date,Receiver Ongoing AIP Management Process接受者持续进程中行动管理,启动规则将大的进程中行动细化为小的可衡量的单位确认最终结果只在有充足资源按期完成的情况下才予以实施,Filter Test for New AIPs新的进程中行动的过滤,Strategic Fit?Does the Deliverable support a strategy or tactic necessary to take advantage of the opportunities identified by the basic missionDoes the Deliverable support the organizations defined strategyAND Value-AddedDoes the Deliverable increase the results of the organization?Does the Deliverable add process improvement by:Improving the responsiveness to internal or external customers while employing minimum resources?Accelerating results while employing minimum resources?,是否符合战略要求最终结果是否支持充分发掘使命性机遇所需的战略或战术？最终结果是否支持组织既定战略是否符合附加价值的需求最终结果是否提高组织的成效最终结果是否提高流程改进的质量？在雇用最少的人力资源的前提下，提高对内外部客户的反应速度？能否在雇用最少的人力资源情况下，加快结果的实现？,Figure of Merit(FOM)质量因数,Prioritizing Backlog:some form of qualifying activity must be performed so that more important or more financially impactful activities are done firstA FOM may have any one or more of the following attributes:OldestRegulatoryRevenue GeneratingPersonal PassionFixes existing faults or bugsCritical to SurvivalCompetitive(me too)Risk of not doingImportant formula FOM=,储存工作的优先排序：必须按照某种标准进行选择，确保重要事项、或财务影响最大的事项最先解决。质量因数应包括以下一到多项特征：时间最久法规规定产生收益个人感情能够解决现有的故障或问题对生存比较重要竞争（模仿）如果不做会有风险一个重要公式 周期内的利益 FOM=完成的成本 完成的时间,Life Cycle BenefitCost to CompleteTime to Complete,Document Your AIPs记录你的进程中行动,Document NPD AIPs记录NPD进程中行动,侧重短、中、长期进程中行动的综合将进程中行动管理流程渗透到基层向整个组织沟通战略性进程中行动的优先排序对所有进程中行动按照符合战略和附加价值标准进行筛选实施产生过程，减少“推”的特征在接受方的实施，增加“拉”的特征进行启动控制，运用启动规则,Focus on the High-Level mix of AIPs balance short term,medium term and long term.Drive ongoing AIP Management process down throughout the organization.Communicate strategic AIP priorities throughout entire organization.Use the strategic fit and value-added filter for all AIPs.Implement generator process and minimize its“push”characteristics.Implement at the receiver and enforce its“pull”nature.Practice starts control using the loading rules.,AIP control starts at the top!进程中行动的控制从高层开始！,AIP Management-Internalization Process进程中行动管理-内部化流程,记住：身教强于言教纪律 纪律 纪律Remember-People guide themselves by your actions more than by your words DISCIPLINEDISCIPLINE DISCIPLINE,定期进行业务改进团队和进程中行动控制的回顾 回顾结果评估完成结果的完成周期时间（自上次会议结束到现在）确定组织启动新项目的能力评估储存项目，重新进行排序，并根据启动控制的实施规则，启动下一次高优先级的进程中行动根据需要排除障碍,Establish a periodic BIT and Management AIP control reviews:Review the results.Measure the cycle time of deliverables which were completed since the last meeting.Determine the organizations capacity to start another deliverable.Review the backlog,reprioritize the backlog,and based upon starts control loading rules,start the next highest prioritized AIP.Remove barriers as required,AIP Management Internalization Process(continued)进程中行动内部化流程（续）,AIP Management Will Work for You进程中行动管理的作用,化乱为治项目和战略结合提高产出总产量提高价值更高效率更高 关键行动完成更快节省15%到25%时间,Convert chaos to orderLink actions to strategyIncrease outputOverall quantityHighest valueProductivityComplete critical actions soonerRe-channel 15%to 25%of your time,提高内部沟通,AIP Reduction Work SessionAIP缩减工作时间,AIP Reduction Work Session AIP缩减工作时间,What are the two year profits derived from Case I and II?What additional benefits would you expect for Case II?What would typically have to be done to achieve Case II?,在案例I和案例II中两年的收益是什么。从案例II中还能得到什么额外的收益吗？要实现案例II，还要做什么？,AIPSM Reduction Example Results缩减AIP所得到的结果,1.What are the two year profits derived from Case I and Case II?在案例I和案例II中两年的收益是什么。,Case IAIP#1-3,6003,600AIP#2-2,4002,400AIP#3-1,2001,200TOTAL-7,2007,200,Case IIAIP#1-1,2001,2003,6006,000AIP#2-8002,4003,200AIP#3-1,2001,200TOTAL-1,2002,0007,20010,400,1st4 Months,Next4 Months,Next4 Months,NextYear,TotalProfits,Profits($K),Increased customer satisfaction,better pricing,market penetration and profits due to:Starting later allows increased flexibility to change AIPsSM/Specs/mix/technology(AIPsSM 2 and 3)-(AIPsSM 4 and 5?).2/3 reduction in forecast window improves AIPsSM/specs/mix/technology selection(AIPsSM 1,2,and 3).Process predictability,AIPSM Reduction Example Results压缩AIP行动所得到的结果,提高客户的满意度，定价更高、市场渗透更快，收益增加 较晚启动可以更加灵活调整项目在规格/混合投资/技术需要方面要求.（行动2和3）-如果还有(行动4和5)在预测上压缩了2/3的时间风险，提高了规格/混合投资/技术需要方面的选择空间（行动1，2，3）流程的可预测性,Reduced resources due to:Reduced AIPsSM lower clutter and confusion and are simpler to manage(AIPsSM 1,2 and 3 separately).Starting later reduces resources(assets)tied up at any one time.(A+B+C)/Month(12 Months)for Case I and(A+B+C)/Month(4 Months)for Case II.,AIPSM Reduction Example Results缩减AIP可得到的结果,节约资源 缩减AIP，可降低行动混乱程度，容易管理（将AIP1，2，3分开)节约以后任何一段时间内占用的资源(资产)案例 I 所需资源:(A+B+C)/月(12个月)案例II 所需资源:A+B+C)/月(4个月),Accelerated results due to:Shorter time-to-money for AIPs 1 and 2Increased Cycles of Learning(AIPsSM 2 and 3)Starting later and reduced window of change allows improved AIPsSM/spec/technology selection,and reduced rework and scrap(AIPsSM 2 and 3).2/3 reduction in forecast window improves AIPsSM/specs/mix/technology selection(AIPsSM 1,2,and 3).,AIPSM Reduction Example Results压缩AIP所取得的结果,加速获得结果 AIP1和2缩减了获得投资结果的时间 提高了周期学习时间(AIP2和3)较迟开始可减少行动调整,增加行动/规格/技术选择的空间,降低返工和废品率(行动2和3)在预测上压缩2/3,提高了规格/混合投资/技术需要方面的灵活性(行动1,2,和3),2.What would typically have to be done to achieve Case II?Identify processes in questionNeed hierarchical integration of AIPsSMUnderstand baseline/entitlement CT/AIPSM/PS/Process/Resource Allocation-a vision of entitlementNeed methodology for prioritizing/scheduling AIPsSM,including AIPSM start criteriaNeed methodology