《康明斯运营系统cos you and me 20090506(ppt).ppt》由会员分享，可在线阅读，更多相关《康明斯运营系统cos you and me 20090506(ppt).ppt（81页珍藏版）》请在三一办公上搜索。
1、COS,You and Me,Joe MengMay 6,2009,Agenda,COS OverviewQ&A,Cummins Operating System:What is it?康明斯运营系统（COS）是什么？,$30B/300亿美元200 plants 工厂70,000 people 人More countries 更多国家More BUs 更多业务部门Complex 更庞大Even more successful 更加成功,The Future 未来,Tomorrow明天,What does a BIG company have to be capable of doing?一个大
2、的公司需要具备哪些能力？,Communicating across business boundaries 跨业务间的沟通Interchangeability 互换能力People 人员Equipment 设备Products 产品Processes 流程Systems 系统Measuring progress to common goals 按照统一目标进行衡量Acting like one company 像同一个公司一样行动,The Foundation for Cummins Success康明斯成功的基础,The common language 统一的语言,COS Basics CO
3、S基本原则,The company is made up of hundreds of processes 公司包括成百上千个流程BUs use processes to deliver customer and business results 业务部门使用流程来实现客户和业务目标Processes are owned and continuously improved by functions 各职能使用并持续改进流程Continuous improvement is focused on Goal Tree requirements 持续改进重点放在目标树的要求上,Cummins Bus
4、iness Model,VISION,MISSION and VALUES,康明斯业务模型,远景、使命和价值观,10个作法/实践,1.客户至上，真抓实干,2.确保物料、工具操作与信息同步,3.全程质量管理,4.发扬团队协作精神，鼓励员工积极参与,5.确保设备和工具触手可及、功能完善,7.创造最佳工作环境,6.优化职能,8.与首选供应商结成伙伴关系精诚合作,9.遵循通用的问题解决技术,10.以六西格玛工具统领工作流程改进,10 Practices Process Assessment Lens,10 Practices Process Assessment Lens,Put the custom
5、er first,and provide real value,Synchronize flows(material,physical and information),Design quality in every step of the process,Involve people and promote teamwork,Ensure equipment and tools are available and capable,Create functional excellence,Establish the right environment,Treat preferred suppl
6、iers as partners,Follow common problem solving techniques,Use Six Sigma as the primary process improvement method,Cummins Business Model,Achieve Finance TargetsOver the Cycle,LeverageComplementaryBusinesses,Become Excellent in Customer Support,PerformanceEthic,GrowIn RelatedMarkets,Low CostProducer,
7、StableEarnings andShareholderValue,Improve Purchasing Collaboration,Centralized Common Sourcing Teams ImplementationIndirect Purchasing Progress&VisibilityBPO/KPIT Implementation,Implement Cummins Operating System,CSE Practice 1Review Progress/Benefit of Major IT ProgramsImplement Leadership Excelle
8、nceNew Plant Startup Process Implementation,First ChoiceofCustomers,Great PlacetoWork,StrategyStatements战略,CommonCritical Initiatives关键措施,Operating CommitteeProjects 运作项目,Hybrid Vector Project Engines Without Aftertreatment InitiativesUse of Biofuels,2008 Cummins Goal Tree Final 2008年康明斯目标树,Conduct
9、COS Assessment of Practice#7 Refresh Diversity Business Case,Customer Contact CenterNext Generation Distribution Project,Become a More Diverse Organization,Capture Cross Business Synergies,Become Leader in Climate Change/Energy Efficiency,Promote Innovative Applications of Technology,EBU/CG Progress
10、(PACCAR,Volvo,FL)Large V/GasChina JV Channel Management,2010 Fuel Economy VPI ProgressFacility Emissions ProgressCommit to Product Efficiency Target Post 2010Implement Employee Communication,Objectives目标,OpComMeasures运作团队衡量,CorporateMeasures公司衡量标准,Profitably Grow at 15%,Improve Recruiting/Onboarding
11、Profitably Grow Components Group to$10BImplement Employee Space Planning ProcessAfrica StrategyBuild Growth Infrastructure,Implement Lock Out Tag Out WorldwideImprove Contractor Safety Practices Improve Material HandlingImplement Leadership Safety Awareness&AccountabilityImplement Driver Safety Prog
12、ramFacility Employee Security,Become Best In Class in People Safety,ROEKey Projects Scorecard FCFVPI,CSE Goals Scorecard,Key Projects ScorecardVPI,Key Projects Scorecard,ROANAGlobal Sourcing Scorecard,ROEKey Projects Scorecard,ROESix Sigma ScorecardROANACOS Performance AssessmentKey Project Scorecar
13、d,Global RepresentationKey Project Scorecard,Incident RateSeverity RateLost Work Days,Employee SAT Index,VISION,MISSION and VALUES,Cummins Business Model,QUALITY PROCESSES Six SigmaPPAPCARAPQPInternal AuditISO/TS conformanceCOS Process AssessmentBaldrige AssessmentWarrantyPQCFIRG,PROCESSES Spec Proc
14、ess Research Analysis Contract Process Marketing ProcessAdvertisementCommunication Pricing Forecasting Quoting Credit Management Letter of Credit ProcessCustomer Support Planning ProcessSPP,COS as a framework for continuous improvementCOS为持续改进提供了框架基础,The purpose of COS is to/COS的目的在于:Eliminate Waste
15、 消除浪费Reduce Variation 降低差异,Improve Customer&Business Results!改善客户和业务成果,RACI Diagram Example/RACI图示例-Manufacturing 制造,COS Continuous Improvement Approach/COS持续改进方法,Functions are responsible for Improving the processes and implementing the control plans,standardizing processes where possible各职能负责改进流程并
16、实施控制计划和流程标准化,Process Examples 流程示例,What we have 现有流程:Engineering Standard Work 工程标准工作书Six Sigma 六西格玛Value Package Introduction 价值包导入Global Travel Systems 全球出差系统Business Development Process(A Review)业务开发流程Strategic Planning Process 战略规划流程Enterprise Risk Management 企业风险管理,What we need 需要的流程:New Plant
17、Startup新工厂建立流程 Recruiting 招聘Retention/Orientation 员工保留/新员工入职AOP 预算What causes you headaches/gets in the way of Goal Tree success?哪些因素阻碍目标树取得成功？,Functional Excellence 职能卓越,The dual role of Functional Leadership 职能领导的双重角色,Operational 运营 Day-to-day 日常的Reactive 应对的 Meeting needs 满足需求Keep the doors open
18、维持生意The basic jobs 基础工作,Sustain and grow 保持和成长Processes 流程Define and design 定义和设计Improvement 改进Tools 工具Capable and available 有能力并可获取得Future needs 未来需求New technology 新技术People development 人员开发Skills 技能Training 培训Capability 能力,Functional Excellence Leader Role 职能卓越领导的角色,Own the companys critical proce
19、sses负责公司关键的流程Define and assess critical process定义和评估关键流程Develop tools 开发工具Ensure people are trained 保证人员得到培训Develop BU effectiveness measurements开发业务部门有效业绩衡量机制Continuously improve 持续改进Assess and improve people capability 评估并提高员工能力 Critical function checklists 关键职能检查清单Roster maintenance for the funct
20、ion部门员工信息维护Functional skills(Skill View)and IDP职能技能和员工发展规划Conduct Functional Development Reviews 职能开发评估,Checklists检查清单,Purpose 目标Establish a baseline of expectations for critical activities 建立主要活动的预期目标Used to assess for gaps差距内容评估Gaps are prioritized 对差距内容进行排序Priority gaps are improved 对优先差距内容进行改进Us
21、e a checklist to understand where improvements are required starts with goal tree 使用检查清单明确需要改进的地方 从目标树开始,Quality Function Checklist Example 质量职能检查清单 示例,Functions Mapped to Cummins Business Processes,康明斯业务流程各职能路线图,市场及产品销售,产品开发及流程,客户订单管理,供应链管理,制造与装配,提供服务和支持,业务支持流程,财务,IT,人力,集团,远景、使命/5个战略原则,客户和业务要求,业务成果
22、和客户满意度,领导层,3 个集团目标 5 个战略原则 各业务部综合目标树,COS AssessmentsCOS评估,ExamplesCOS Pocket Card for Handout,Assessments Process and Function评估 流程和职能,Reinforces the practice of COS/加强COS的实践Makes it personalwhat does COS mean to meMakes it practicalwhat does COS mean to my processThe process assessments 流程评估The len
23、s of COSIdentifies hidden gapsDrives focused improvementThe function assessments职能评估Reveals the dual responsibility of the functionReveals how the FE work supports business goalsDrives sustainable resultsprocesses,tools,people,COS Assessment Tracking ExampleCOS评估跟踪 示例,A COS Assessment Example at CGT
24、(Ingolstadt,Germany)康明斯发电机技术德国工厂的COS评估示例,Andrew J CliffMBB(PGBU,Kent,UK),The Opportunity/Challenge机遇和挑战,Demonstrated capacity at Ingolstadt is not enough to meet future forecast demand.显示的产能不足以满足未来需求预测 30%increase 2006-2007;15%increase 2007-2008.06-07年增长30%；07-08年增长15%,Assessment Focus and Objective
25、s 评估重点和目的,Our focus was on the process of:Delivering Alternators to Customers(Order Entry to Despatch)我们的重点：将发电机交付客户Assessment Objectives评估目标:Identify(cross-functional)capacity constraints at Ingolstadt.识别产能限制因素Recommend improvement initiatives(incl.any Capex requirements).推荐改进措施Provide sequence for
26、 execution.明确实施顺序,Building Blocks for a COS Assessment 为COS评估建立关系图,Why?为什么采用这种方式,Mapping the Value Stream 价值流图示,Waste within the Value Stream 价值流中的浪费,New Capex Reqmts.新的资本需求,These worsen over time as demand increases as illustrated below:,Building Blocks for a COS Assessment为COS评估建立关系图,Stakeholder S
27、election Matrix 利益相关者选择矩阵图/Assessment Schedule 评估进度,Voice Collection 业务需求收集,Leadership 领导层,Sales 销售,Order Entry订单输入,Engineering工程,Scheduling 进度,Materials 材料,Operations 运营,VOB Consolidation 业务需求整合,Group red-levels and develop blue level summaries,Alignment to COS与COS保持一致,Organise blue level summaries
28、 under COS 10 Practices 在COS 10个作法下进行总结,Prioritized Improvement Projects 优先的改进项目,“Plan-600”:Project Sequencing“计划-600”：项目排序,Results of Implementations 执行结果,Intro to Value Stream Mapping价值流程图简介,Understand and explain to others the benefits of value stream mapping.Begin to“see the flow”of a process“Re
29、ad”a value stream mapBegin to identify improvement opportunities,At the end of the session,you should be able to:,Learning Objectives,Value Stream 价值流,Whenever there is a product for a customer,there is a value stream.The challenge lies in seeing it.,A Value Stream is all of the actions(value added
30、and non-value added)currently required to get a product to the customer.,Typically,more than 90%of Total Lead Time is Non Value Added activities and Waste 一般来说，交付期过程中超过的90%的活动是不增值的,Time,Raw,Material,Finished,Parts,Transport,Transport,Inspection,=Value,Added Time,=Non-Value,Added Time,(WASTE),Machine
31、,Machine,Re-Install,Remove FromShip,增值时间,非增值时间,Value Added vs.Non Value Added,Traditional Process Improvement Results Focuses on improving the Value Added area传统的工艺改进着重于改进增值方面,Improvement Focus,Overproduction过量生产,Inventory库存,Transportation运输,Overprocessing过多的工步,Motion(s)多余走动,Waiting等待,Rework/Rejects
32、返工/废品,Seven Wastes,Definition 定义：The creation of items,information or services,which dont meet customer specification and require scrapping，repair or rework未能满足客户要求而造成的报废、修理或返工的物件，信息或服务,To eliminate this type of waste消除这种浪费的常见措施Establish standard work procedures and forms建立标准工作程序Poka Yoke防错Do It Rig
33、ht The First Time一次就做对,Scrap/Rework 废品/返工,Rework/Rejects返工/废品,Overproduction 过量生产,Definition 定义：The production is too much or too early relative to customer demand跟客户要求相比生产的太多或太早,To eliminate this type of waste消除这种浪费的常见措施Establish a work flow geared towards the downstream customer demand建立为下游客户需求的流动
34、Create signal devices建立需求信息的传递Produce according to Takt time按客户需求的节拍生产,Overproduction过量生产,Inventory 库存,Definition 定义：It is not part of a single piece flow from raw material to finished product directly to the customer不是从原材料到给客户的成品的单件流的必经部分,To eliminate this type of waste消除这种浪费的常见措施Produce only enoug
35、h to satisfy the work requirement of the customer只生产客户需要的Standardize work locations&quantities标准化的储存和数量Eliminate queues消除排队,Inventory库存,To eliminate this type of waste消除这种浪费的常见措施Arrange work areas and equipment into central areas细胞化地安排工作区域和设备Arrange files and tools for easy reach and use合理地摆放文件和工具,M
36、otion 多余动作,Definition 定义：Operations,movements or steps taken by people that dont add direct value to product or service不给产品或服务增加附加值的人的操作，移动，或步骤,Motion(s)多余走动,To eliminate this type of waste消除这种浪费的常见措施Process parts that consistently meet the minimum customer requirements 100%of the time在100%满足客户要求的前提
37、下，达到工艺过程的最小化,Overprocess 过分处理,Definition 定义：Doing more work than necessary没必要的复杂,Overprocessing过多的工步,To eliminate this type of waste消除这种浪费的常见措施Make the distance traveled as short as possible尽可能地缩短运输距离Eliminate temporary locations消除临时存储地点,Transportation 运输,Definition 定义：Movement of materials or infor
38、mation between processes or storage within or outside of the company公司内部或外部的不同工序或存储地之间的材料或信息的传递,Transportation运输,Waiting 等待,Definition 定义：It happens when delays occur in the process它是在过程中有延迟而造成的,To eliminate this type of waste消除这种浪费的常见措施Make sure equipment&Tools are available设备到位并具有能力Eliminate unpla
39、nned interruptions that occur消除非计划性的中断Bottleneck control瓶颈控制,Waiting等待,列出工作中的浪费分享结果,7 Waste Exercise 识别7种浪费练习,Value Stream Mapping is a powerful technique that allows us to create a“BIG PICTURE”visual representation of:价值流图是一种有效的分析工具,通过创造一张大图表直观表示:,All the steps in the process,working back from cust
40、omer demand to raw material从原材料到客户整个过程中的全部工步The flow of both material and information and the effect they have on each other物流和信息流相互之间的影响The distinction between value-added and non-value added activity(WASTE)识别增值和非增值的活动The effect all of the above have on meeting the customers requirements以上是否满足客户的要求
41、,Value Stream Mapping 价值流程图,MethodologyA simple hands-on(pencil and paper)tool Helps you see and understand the flow of material and information through a products value stream ConceptInteractive team process requiring us to“go see”,observe and really try to follow a products path from beginning to
42、endCapture interdependences of the material and information flows in one dynamic document,Value Stream Mapping 价值流程图,Value Stream Mapping 价值流程图,Customer/Supplier 客户/供应商,Dedicated Process过程,Data Box数据表,Inventory 储存,Shipments 发运,Push Arrow推动式,Material Pull拉动式,FIFO Lane先进先出,Safety Stock安全库存,External Sh
43、ipment外部发运,Production Control生产控制,Manual Info手工信息,Electronic Info电子信息,Production Kanban生产看板,Signal Kanban看板信号,Kanban Post 看板盒,Operator操作者,Timeline时间,VSM Symbols 价值流程图常用符号,Cycle Time(C/T):Elapsed time between one part coming off the end of the process to the next coming off.How often a part or produc
44、t is actually completed.Time it takes an operator to complete all elements.Changeover Time(C/O):Time required to switch from producing one product to another.Available Work Time(W/T):Per shift work time at that process less break time.,Time Terms(1/2),Uptime:Reliability running time of a machine or
45、process(percentage).Takt Time(T/T):How often one part/unit should be produced based on rate of sales(demand).,Time Terms(2/2),Takt 节拍时间,=,可用工作时间,客户需求数量,争取使每一工位每3分20秒生产一件合格品,Takt节拍时间,=,(60 X 工作小时/天)-休息&午餐&其它停顿时间,=,258 件,例子:,节拍时间,=,(60 x 17.0)-(15+15+30+20)x2),=,860 分钟,258 件,=,860 分钟 x 60 秒/分,200 秒/件,
46、ABC 装配线节拍时间,每天客户需求数量,258 件,TAKT Calculation 节拍计算,Takt Time=Available Work Time Per Shift(sec.)Available Work Time Per Shift=8 hour day x 60 min./hr.=480 min./shift 480 min./shift-30 minutes(two 15 minute breaks)=450 min./shift(7.5 hrs.)450 min.x 60 sec/min.=27,000 sec./shiftCustomer Demand=16,200pcs
47、./mo.(10,800 LH&5400 RH Brackets)Work Days Per Month=20 16,200/20=810 pcs.per day 810 pcs./day divided by 2 shifts=405 pcs./shiftTakt Time=27,000 sec./shift divided by 405 pcs./shift=67 sec.Note:The process should produce one unit every 67 seconds to meet customer demand(67 sec.=1.11 min.=1min.&7 se
48、c.).,Customer Demand,Takt Time Calculation,数据输入区,Takt 节拍时间线,负荷时间图,Operation Balance 操作平衡,1。Draw customer,supplier and production control icon 绘制客户、供应商和产品控制图标2。Enter customer requirements per month and per day 输入每月和每天的客户的要求3。Calculate daily production and container requirements 计算每天的生产（容器量）需求,VSM Ste
49、ps 价值流程图步骤,4。Draw outbound shipping icon and truck with delivery frequency 绘制外部向客户交付运输图标和卡车及交付频次5。Draw inbound shipping icon,truck and delivery frequency 绘制供应商交付运输图标和卡车及交付频次,VSM Steps 价值流程图步骤,6.Add process boxes in sequence,left to right 从左到右按循序增加工序表7.Add data boxes below 在工序表下增加数据表,VSM Steps 价值流程图步
50、骤,8。Add communication arrows and note methods and frequencies 增加信息传递箭头和注明方法和频次9。Obtain process attributes and add to data boxes.Observe all times directly 输入相关工序数据并观察10。Add operator symbols and numbers 增加操作符号和数量,VSM Steps 价值流程图步骤,11。Add inventory locations and levels in days of demand and graph at b
