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1、 Motorola University & MASET, LLC.Total cycle time Total cycle time reductionreduction Motorola University & MASET, LLC.A business achieve total customer A business achieve total customer satissfaction when its workforcesatissfaction when its workforce Is trained and empowered to concurrently apply
2、Is trained and empowered to concurrently apply Is trained and empowered to concurrently apply total cycle time reduction tools and qulity total cycle time reduction tools and qulity total cycle time reduction tools and qulity improvement tools within crossfunctional teamsimprovement tools within cro
3、ssfunctional teamsimprovement tools within crossfunctional teams Embraces a continuous improvement process Embraces a continuous improvement process Embraces a continuous improvement process which supports measurements and rewards which supports measurements and rewards which supports measurements a
4、nd rewards consistent with change objectives that adjust to consistent with change objectives that adjust to consistent with change objectives that adjust to customer needscustomer needscustomer needs Motorola University & MASET, LLC.Total cycle timeTotal cycle timeTotal ycle time is the actual time
5、 that passes from Total ycle time is the actual time that passes from Total ycle time is the actual time that passes from the time a customer expresses a need until the the time a customer expresses a need until the the time a customer expresses a need until the customers need is satisfied.customers
6、 need is satisfied.customers need is satisfied.CustomerCustomerr requestequestProduct/serviceProduct/serviceForForc customerustomer Motorola University & MASET, LLC.Total cycle time reductionTotal cycle time reduction- - a a competitive toolcompetitive tool Responsiveness to market and customer Resp
7、onsiveness to market and customer needsneeds Reduced costReduced cost Improved profitsImproved profits Improved total customer satisfactionImproved total customer satisfaction Increases asset utilizationIncreases asset utilization Motorola University & MASET, LLC.Business evolves over timeBusiness e
8、volves over time At first a good process is establishedAt first a good process is established Buesiness needs gradually change the process.Buesiness needs gradually change the process. The changes are not always for the bettter.The changes are not always for the bettter. Everyone ties to do their be
9、st but the process Everyone ties to do their best but the process evolves to the current state.evolves to the current state. Probably few people have looked at the Probably few people have looked at the complete process from start to plete process from start to finish. Motorola University & MASET, L
10、LC.If we are to improveIf we are to improve we must completely understandwe must completely understand what we dowhat we do a andnd h how we do itow we do itt then we will discoverhen we will discover how to do it better.how to do it better. Motorola University & MASET, LLC.As IsThe present level of
11、 performance at which a business process or function is operatingShould BeA level of performance that a business can achieve using current resourcesCould BeA level of performance that cant be achieved through the strategic addition of new resourcesIssues Problems,disconnects,and/or opportunities for
12、 improvement (missing,unnecessary,or poorly performing steps).Total cycle time terms Motorola University & MASET, LLC.Greast performance improvementGreast performance improvementachieved with present resourcesachieved with present resourcesCould beCould beShould beShould beAs isAs istimetime9-12 9-1
13、2 monthsmonthsWith addition resourcesWith addition resourcesWith present resourceWith present resourceBusiness performance Motorola University & MASET, LLC.Flow chartSequential flow of a simple processRelationship mapDiagrams how the pieces of a system interrelate within an organizationCrossfunction
14、al process mapDiagrams the specific steps taken to accomplish a task,organized by which function is responsible for the stepIncludes time required to perform each stepMapping is used to diagnose cycle time problems Motorola University & MASET, LLC.Process flow chartProcess flow chartWalk inDoorWait
15、inLineFill OutFormGive FormtoCounterReceiveFormGive FormtoGarageWait untilReadyDrive CarintoGarageStartDrive CarOn LiftRaiseLiftHaveContainers?SelectContainerDrainOilLowerLiftCallWarehouseDeliverContainersYesNoHaveCorrectOil?Put in OilGive Formto CounterDrive Carto ParkingLotCallWarehouseDeliverOilY
16、esCollectMoneyCorrectChange?YesPick upCarDriveAwayExitMake ChangeNo Motorola University & MASET, LLC.Relationship mapping for any businessRelationship mapping for any businessProductProductDesigns/Designs/ServicesServicesFinanceFinanceMkt/Mkt/SalesSalesNew ProductNew Product/Service/ServiceSuppliers
17、SuppliersMfg./Order Mfg./Order FulfillmentFulfillmentDistributionDistributionMarketMarketPlacePlacePersonnelPersonnelCapitalCapitalRevenuesRevenuesBudgetsBudgetsPromotionsPromotionsLeadsLeadsProduct/Service IdeasProduct/Service IdeasOrdersOrdersRaw Materials/Raw Materials/ResourcesResourcesHuman Res
18、ourcesHuman ResourcesProductProductTechnologyTechnology Motorola University & MASET, LLC.Assumptions:basic research complete.model & accessories Assumptions:basic research complete.model & accessories decided. Approximate $ to spend.car available at dealer.decided. Approximate $ to spend.car availab
19、le at dealer.Drive and arrive Drive and arrive at dealerat dealercustomercustomersalespersonsalespersonSales managerSales managerBusiness managerBusiness managerCycle timeCycle timeResearch on Research on new carnew carBrowseBrowseCarsCars Dicuss Dicuss car car optionsoptionsDicuss Dicuss priceprice
20、2 2H 48HH 48H1 1H 3HH 3HSales person Sales person approaches approaches customercustomerPull Pull information information on caron car As is map purchasing a car Motorola University & MASET, LLC.是是是是Go to Go to manager manager for a for a provalprovalMake an offerMake an offer2020M 2HM 2HDiscusDiscu
21、ss offers offerDiscuss Discuss counter counter offerofferReach Reach agreementagreementReview Review offerofferPresent Present counter counter offeroffervanishvanishBAnonoAccept?Accept?yesAs is map purchasing a car(cont.)customercustomersalespersonsalespersonSales managerSales managerBusiness manage
22、rBusiness managerCycle timeCycle time Motorola University & MASET, LLC.ATake customer to business manageryesno15M 1HAccept?BOffer acceptedGo to bussiness manageerGoback to salesCheck out new carDrive off lot5M 30MMeet customerFill out formsFill out formsGo back to salesTotal cycle timeTotal cycle ti
23、me = 3H40M - 54H 30MAs is map purchasing a car(cont. )customercustomersalespersonsalespersonSales managerSales managerBusiness managerBusiness managerCycle timeCycle time Motorola University & MASET, LLC.Get name of Get name of dealer.sales dealer.sales person & person & price from price from intern
24、etinternet20M 1HReseach Reseach car info.car info. On internet On internet10M 20MTotal cycle time Total cycle time = 45M 2h 20mRecive pro Recive pro customercustomerGo to Go to dealerdealerContrat Contrat sales sales personpersonClose Close dealdealRecall cust.Recall cust.Pro systemPro systemLeave L
25、eave lotlotComplCompleteetePaper Paper workworkCheck Check out out new new carcar15M 1HcustomercustomersalespersonsalespersonSales managerSales managerBusiness managerBusiness managerCycle timeCycle timeShould be purchasing a car Motorola University & MASET, LLC.Major process cganges takes Major pro
26、cess cganges takes about 12 monthabout 12 month39-52 weeks4 weeksPart-time3-5 days3-5 weeksPart-time3-5 days3-5 weeksPart-time7-10 months Motorola University & MASET, LLC.Cross-functional process Cross-functional process mappingmapping1 1 12 2 23 3 34 4 45 5 51 1 12 2 24 4 45 5 5“As is” cycle time“
27、“should be” should be” cycle timecycle timeRemoved wasteRemoved waste Motorola University & MASET, LLC.Reduce cycle timeEliminate wasterWaste is everything other than the absolute minimum resources of material,machines and workforces required to add calue to the productAll non-value added activity i
28、s considered wasteIncrease effectiveness of current activities.Simplify the processReduce costFind he causes of errors and eliminateRedefine the process currently being used.Why cross-functional process mapping Motorola University & MASET, LLC.Choose the process to be mapedChoose the process to be m
29、aped One of your critical processOne of your critical process A process that crosses the organizationA process that crosses the organization A process that is in troubleA process that is in trouble One of the key processesOne of the key processes A process to serve as a “Test Bed”A process to serve
30、as a “Test Bed” Motorola University & MASET, LLC.Choose the champion & steering committeeChoose the champion & steering committeeiiGuide and monitor the activityGuide and monitor the activityiiRemove roadblocksRemove roadblocksiiKeep senior management informed of Keep senior management informed of s
31、tatus of CTRstatus of CTRiiCommunicate to all employees the Communicate to all employees the effectiveness and status of the CTReffectiveness and status of the CTRiiEncourage the teamEncourage the teamiiInsure frequent meetings are heldInsure frequent meetings are heldiiMntorMntor the action item ow
32、ners the action item owners Motorola University & MASET, LLC.Select a cross-functional mapping teamSelect a cross-functional mapping team “ “doers” who are involved in every step of doers” who are involved in every step of the process(the process(85 - 90%85 - 90% of the team)of the team) Representat
33、ives of all management levlesRepresentatives of all management levles Representatives of all locations involved Representatives of all locations involved in the processesin the processes Choose from the best employees(keepers)Choose from the best employees(keepers) Team size from 8 to 75Team size fr
34、om 8 to 75 Motorola University & MASET, LLC.Empower,secure the team & limit capital Empower,secure the team & limit capital investmentinvestment Senior management allows the team to Senior management allows the team to implement their aolutionsimplement their aolutions Regular management reviewsRegu
35、lar management reviews All team members position with the All team members position with the company are assured if their function is company are assured if their function is eliminatedeliminated No additional capitalNo additional capital No additional peopleNo additional people Motorola University
36、& MASET, LLC.Choose two outside facilitatorsChoose two outside facilitators Two facilitataos requiredTwo facilitataos required Use trained facilitatorsUse trained facilitators Someone impartialSomeone impartial Not involoved in the processNot involoved in the process Motorola University & MASET, LLC
37、.Conduct the “as is” sessionConduct the “as is” session Usually 3 to 5 continuous daysUsually 3 to 5 continuous days Major outputMajor output Define issuesDefine issues60%60% Build the teamBuild the team 20%20% Understand the complete processUnderstand the complete process15%15% Develop the mapDevel
38、op the map 5%5% Motorola University & MASET, LLC.Review with othersReview with others Show the map to many people in the organizationShow the map to many people in the organization Cover all the issues with as many associates as Cover all the issues with as many associates as possiblepossible Solici
39、t additional issues from othersSolicit additional issues from others Build enthusiasm to fix/improve the processBuild enthusiasm to fix/improve the process Collect ideas for the should beCollect ideas for the should be Obtain buy-in of the change processObtain buy-in of the change process Motorola U
40、niversity & MASET, LLC. Usually 3 to 5 continuous daysUsually 3 to 5 continuous days Major outputMajor output Develop a set of action itemDevelop a set of action item 40%40% Transfer ownership of the process toTransfer ownership of the process to those who do the workthose who do the work 30%30% Dev
41、elop a picture of the should beDevelop a picture of the should be15%15% Establishment of change agents atEstablishment of change agents at yur company yur company 15%15% Develop the should be map(vision)Develop the should be map(vision) Motorola University & MASET, LLC.Incorporate projec management
42、trainingIncorporate projec management training Develop project objective statementDevelop project objective statement Identify deliverablesIdentify deliverables Develop flexibility matrix & work Develop flexibility matrix & work breakdown structurebreakdown structure Establish schedule and gantt cha
43、rtEstablish schedule and gantt chart Creat risk management planCreat risk management plan Monitor project to scheduleMonitor project to schedule Motorola University & MASET, LLC. any change from as ia to th e should be require an action itemA team member becomes the action item ownerAction items are
44、 spread around so each team member has at least oneTypically 30 to 60 action itemsThe sum of the action items is the action planFull time team leader manager the implementationPrepare action plan Motorola University & MASET, LLC. Each action item ownerEach action item owner Leads the sub teamLeads t
45、he sub team Choose the team membersChoose the team members Establishes the action plan with his Establishes the action plan with his teamteam Managers all stages of the teams Managers all stages of the teams activity through implementationactivity through implementationTeam member lead the action it
46、emTeam member lead the action item Motorola University & MASET, LLC. Associates outside of the team are Associates outside of the team are recruited to participaterecruited to participate Typically 100-250 additionla people got Typically 100-250 additionla people got involvedinvolved Builds exciteme
47、nt to see it happenBuilds excitement to see it happenOthers in the organization are asked Others in the organization are asked to assistto assist Motorola University & MASET, LLC. Most critical aspect Run by the team leader Mininum of monthly meetings Encourage as many others to participate Implemen
48、t action items Institutionalize the “should be”processImplement action plan Motorola University & MASET, LLC. each action item to be measurable Establish measurement points Begin measuring Show actual versus should be goal If progress does not occur determine why and fixMeasure results Motorola Univ
49、ersity & MASET, LLC. Re-map every 18-30 months Spread awareness through training Senjor management continued interest and attention Reward and recongnition should tie to CTRContinuous improvement Motorola University & MASET, LLC.industryindustrystepsstepsValueValueAddedAddedSteps Steps PercentPercen
50、tStepsStepsValueValueaddedaddedValueValueAddedAddedTime Time glass (tableware)glass (tableware)food (ingredient process)food (ingredient process)textile (yarn mfg. & weaving)textile (yarn mfg. & weaving)metal (wheel cylinder)metal (wheel cylinder)electronics(cable assy.)electronics(cable assy.)Consu
51、mer products (disp. Razor)Consumer products (disp. Razor)Mfg. support (order entry)Mfg. support (order entry) 72 72 37 37105105184184239239105105 98 98 6 6 4 411111414191910101515 8% 8%11%11%10%10% 8% 8% 8% 8%10%10%15%15%1%1%1%1%1%1%1%1%1%1%1%1%1%1%Value-added activity list seven industries Motorola
52、 University & MASET, LLC.For manufacturing：65-70% reductionFor administratice and service functions: 80-95% reductionTypical experience in total cycle time reduction Motorola University & MASET, LLC.Cycle time reductionCycle time reductionhas many benefitshas many benefitsMMotorola Pagersotorola Pag
53、ers40 40 daysdaysLess than 1 hourLess than 1 hour Motorola University & MASET, LLC.1987 closing 3s s 9 daysApril 1990 closing 5s s 4 daysJune 1992 closing 6s s 2 daysHit a brick wallPresent objective close on demandMotorola financial closingCycle timeTotal procurement cycle timeTotal delinquencies t
54、o customer request06121824303642485460Jan.Feb.Mar.Apr.MayJun.Jul.Aug.Sep.Oct.Nov.Dec.0102030405060708090100Delinquent 96 Shipped96 ShipTotal manufacturing cycle time02468101214161820Jan.Feb.Mar.Apr.MayJun.Jul.Aug.Sep.Oct.Nov.Dec.Total customer cycle time05101520253035404550Jan.Feb.Mar.Apr.MayJun.Jul
55、.Aug.Sep.Oct.Nov.Dec.actualgoal0102030405060708090 100Jan.Feb.Mar.Apr.MayJun.Jul.Aug.Sep.Oct.Nov.Dec.daysDecilinquent ordersdaysdaysactualgoalactualgoalactualgoal Motorola University & MASET, LLC.Culture change must be Culture change must be driven from the topdriven from the top Topdown commitment
56、and involvementTopdown commitment and involvement Set the example,be active in the audit processSet the example,be active in the audit process Measurement system to track progressMeasurement system to track progress At both macro and micro levelAt both macro and micro level Common wellunderstood set
57、 of metricsCommon wellunderstood set of metrics Tough goal setting(Reach out!)Tough goal setting(Reach out!) Provide the required educationProvide the required education Spread the success storySpread the success story Recognize and reward those who contributedRecognize and reward those who contribu
58、ted Motorola University & MASET, LLC.Motorolas lessons learnedMotorolas lessons learned Introduce quality improvement and total Introduce quality improvement and total cycle time reduction efforts concurrently and cycle time reduction efforts concurrently and not as separate “programs”not as separat
59、e “programs” Tie corportate initiaives to total customer Tie corportate initiaives to total customer satisfactionsatisfaction Link all toolsno separate “cannonballs ” . Link all toolsno separate “cannonballs ” . take a systems approach.take a systems approach. Tell the workforce “why”Tell the workforce “why” Motorola University & MASET, LLC.Q & AQ & A
