Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Agenda
Objectives
Introduction to Measures
Principles of Measures
Performance Measures Development and Management
Process
Key Learnings
Objectives
Understand needs and purposes of Measures
Learn principles and guidelines of Performance Measures
Introduce Cascading Measures Process
Understand how to manage Measures at all levels within
the Factory
Learn how to visualise Measures and Challenging targets
Workgroup exercise
Group into a circle of 5-7 people
Ground rules
Pass the balls between you
In the SAME order
As quickly as possible
Exercise feedback
What did you do to achieve such good Measure?
What did I do?
Key Message
Improvement is difficult without Targets, Measures, Reviews and Actions
and most importantly 100% Engagement
Agenda
Objectives
Introduction to Measures
Principles of Measures
Performance Measures Development and Management
Process
Key Learnings
Demand from client 30 finished products per day: 10 green, 10 red and 10 yellow. See product
specifications.
3 shifts / 6 days / week, 1 day = 5 minutes
Cost of materials = 10 cents/ piece. Material not used at the end of the run are consider scrap.
Labour cost = 1 $ per day per person
Sales price of 1 finished product = 1 $
Actions:
1.
2.
Develop a score card and action plan. Use the templates provided.
(First shift starts strictly in 5 minutes)
Run production and deliver the product
Lets practice
Your Feedback Run 1
How did it go?
Something to change/improve for the next run
Sustainable
solutions
eliminating root
causes
Problem
Problem
Solving
Solving
Business Priorities
Functional Objectives
Performance
Performance
Measures
Measures
Cascade measures
and objectives to
all levels
Note: ** To be introduced in GA Phase
2 in Manufacturing
MFG - Performance Measures
Standard
Standard
Routines**
Routines**
Operation
Operation
Reviews
Reviews
Performance
Performance Measures
Measures
Factory
Alignment,
Relevance,
Ownership
Area /
Department
Shop floor /
Teams
Results
10
Practices
be seen?
What Measures do you
Drives
them?
Drives
Drives
Behaviour
Behaviour
Measures
Measures
MFG - Performance Measures
11
Performance
Performance
Success
Success
12
13
Agenda
Objectives
Introduction to Measures
Principles of Measures
Performance Measures Development and Management
Process
Key Learnings
14
15
Properly cascaded
at all levels
Balance between
Results and Practices
Balanced Categories
Appropriate No. of
Measure at each level
Balance between
Leading and Lagging
Relevant
Meaningful
Actionable
16
First principle:
Balance between Results and Practices
Results Measures
Results are an output and the final
outcome of a sequence of activities,
events or operations
The measurement is mainly quantitative
Workgroup Brainstorming:
List 10 key Results
List 10 key Practices
Results
Practice Measures
Temperature
Monitoring
BBS Feedback
Wearing Safety
Gloves
Cleaning of Sealing
Jaws
Practices
MFG - Performance Measures
17
Second principle:
Balance between Leading and Lagging
Lagging Measures offer little room to impact processes that might
result in poor performance
Leading Measures drive performance by detecting issues before
they occur/impact Measures significantly
Lagging Measures
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
Line Performance
First Time Quality
Cost of Production
Absenteeism
LTIFR
Breakdown Analyzed
Temperature
Start Up Checklist
Recognition
BBS Coaching Feedback
Leading Measures
Measures can be leading for one level and lagging for another
MFG - Performance Measures
18
Lagging
Factory
Area
Line / Team
Practices
Leading
19
Third principle:
Balance between categories - QSCP
QUALITY
SERVICE
COST
PEOPLE
MFG - Performance Measures
20
GA Phase 2
P
Q
C
D
S
M
QUALITY
SERVICE
COST
PEOPLE
21
RODUCTIVITY
UALITY
OST
ELIVERY
HE
ORALE
Fourth principle:
Properly translated at all levels
Cascading Measures
guidelines
High Level Measures
Factory
Area
appropriate people
considered at each level
Line/
Team
22
Meaningful
Should ensure clear understanding at each level to
monitor and improve performance
Actionable
Owner should be able to influence the Measures on
a short, medium and long term horizon
23
Fifth principle:
Appropriate number of Measures at each level
Frequency
Hourly
Shiftly
Daily
Weekly
Monthly
Area
Factory Review Board
Subset of
measures to
track factory
objectives
(approx 12)
Factory
Complete set of
measures to
track factory
objectives
(approx. 25)
Area
Heart Beat
Board
Line / Team
Real
Real time
time
measures
measures
showing
showing
health
health of
of the
the
process
process
Higher number
of measures
(approx. 12),
Approx. 3-6
measures,
relevant to
represent
24h Measure
Operations Review More Strategic
Note: Approximate number of measures illustrated are used as a guide for the factories
MFG - Performance Measures
24
Quarterly/
Yearly
Operational
Master Plan
Milestone
Milestone &&
key
key activity
activity
review
review with
with
business
business
Without
Without measures
measures you
you
can
can not
not become
become aa world
world
class
class operation
operation
Frequency
Hourly
Shiftly
Daily
Area
Factory
Area
Line/
Team
25
Weekly
Monthly
Agenda
Objectives
Introduction to Measures
Principles of Measures
Performance Measures Development and Management
Process
Key Learnings
26
2
Map measures of
OMP priorities
and Maintain
Items
Visualise the
measures from
Operational Master
Plan/ Maintain Items
Define if they are
quarterly/monthly/
weekly/ daily
Identify main
contiributors
Understand and
identify main
contributors related
to OMP/ Maintain
Items measures by
using analysis tools
Associate main
contributors to the
right frequency and
different
organizational levels
Translate and
transform
contributors into
measures
Translate and
transform contributors
into measures
applying the 5
principles at the same
level
5
Cascade and
visualise
measures
Factory
Factory Management
Management
Middle
Management
Middle Management
Line/TeamShopfloor
Line/TeamShopfloor
WHO
WHO
(1)
Manufacturing, cascading will happen in step 3 were you only have the whole factory to cascade
27
Implement
measures in
Operation
Reviews
Use of Visual
Management
principles
Utilise identified
measures in
Operation Review
Perform the
measures and target
review regularly
28
29
Measures/Target revision
should be performed
when:
- High Level Measures (link
to Key Priorities and
Maintain Items) are
sustainably achieved
Measures/Targets have to
be revised by:
-Setting new targets (if can
be stretched) or
- Identifying new measures
by looking into the next
contributor (weekly)
Maintain item
Factory
Management
Area
Line/
Team
30
Maintain item
31
Priority 2
Measure
1
Measure
2
Quarterly
Quarterly
Review
Review
Monthly
Monthly
Review
Review
Weekly
Weekly
Review
Review
Measure
1.1
Measure
1.1.1
Daily
Daily
Review
Review
Measure
1.1.2
Measure
1.1.2.1
Measure
2.1
Measure
1.2
Measure
2.1.1
Priority 3
Measure
3
Measure
2.2
Measure
2.1.2
Measure
2.1.2.1
Maintain Items
Measure
3.1
Measure
3.1.1
Measure
3.1.2.1
Measure
4.1
Measure
3.1.2
Measure
4.1.1
Measure
3.1.2.2
32
Measure
4
Measure
4.1.1.1
Cascaded measures
using data & Pareto
Shift
Cascaded measures
and translated
Cascaded measures to
different levels
Balanced categories
33
JAN
FEB
MAR
APR
FTQ
90%
92%
98%
99%
MSA
95%
97%
98%
98%
LTIFR
0.21
0.54
0.02
Line
Performance
67%
75%
80%
82%
34
What is our
measuring scale?
Can we easily see
the trends?
Colour Management:
Black - For writing
Green HIT Target
Red - MISSED Target
MFG - Performance Measures
Who is responsible to
update? (1 owner per chart)
35
36
General
Visual Communication
KPI Tracking
37
Agenda
Objectives
Introduction to Measures
Principles of Measures
Performance Measures Development and Management
Process
Key Learnings
38
Balance between
Results and Practices
Balanced Categories
Appropriate No. of
Measure at each level
Balance between
Leading and Lagging
Relevant
Meaningful
Actionable
39
Key Learnings
40
THANK YOU
41