康明斯运营系统cosyouandme0506ppt.ppt

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1、COS,You and MeJoe MengMay 6,20092AgendaCOS OverviewQ&A4$30B/300亿美元亿美元200 plants 工厂工厂70,000 people 人人More countries 更多国家更多国家More BUs 更多业务部门更多业务部门Complex 更庞大更庞大Even more successful 更加成功更加成功The Future 未来TODAY今天今天$13B/130亿美元亿美元100 plants 工厂工厂35,000 people人人7 BUs 业务部门业务部门Very Successful 非常成功非常成功Tomorrow明

2、天明天6The Foundation for Cummins Success康明斯成功的基础Vision Vision 远景远景远景远景Mission Mission 使命使命使命使命Values Values 价值观价值观价值观价值观Goal Tree Goal Tree 目标树目标树目标树目标树Objectives,Strategies and Initiatives Objectives,Strategies and Initiatives 目标、战略和措施目标、战略和措施目标、战略和措施目标、战略和措施Cummins Operating System Cummins Operating

3、 System 康明斯运营系统康明斯运营系统康明斯运营系统康明斯运营系统The The common common language language 统一的语统一的语统一的语统一的语言言言言8Cummins Business ModelDEVELOPPRODUCTS ANDPROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTURE AND ASSEMBLEPROVIDESERVICE ANDSUPPORTMARKET AND SELL PRODUCTSVISION,MISSION and VALUESCustomer and Busi

4、ness RequirementsBusiness Results and Customer SatisfactionBUSINESS SUPPORT PROCESSES LEADERSHIP3 Corpoate Objectives 5 Strategic PrinciplesIntegrated Goal Trees for Each BUBusiness Results and Customer SatisfactionCOS FUNCTIONSServiceMarketing&SalesTechnicalMfg.Supply ChainQualityITFinanceHRPurchas

5、ing1110 Practices Process Assessment LensPut the customer first,and provide real valueSynchronize flows(material,physical and information)Design quality in every step of the processInvolve people and promote teamworkEnsure equipment and tools are available and capableCreate functional excellenceEsta

6、blish the right environmentTreat preferred suppliers as partnersFollow common problem solving techniquesUse Six Sigma as the primary process improvement method12Cummins Business ModelDEVELOPPRODUCTS&PROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTUREANDASSEMBLEPROVIDESERVICE&SUPPORTMARKET AND

7、 SELL PRODUCTSVISION,MISSION and VALUESCustomer and Business RequirementsBusiness Results and Customer SatisfactionBUSINESS SUPPORT PROCESSESLEADERSHIP3 Corpoate Objectives 5 Strategic PrinciplesIntegrated Goal Trees for Each BUCOS FUNCTIONSServiceMarketing&SalesTechnicalMfg.Supply ChainQualityITFin

8、anceHRPurchasing13Achieve Finance TargetsOver the CycleLeverageComplementaryBusinessesBecome Excellent in Customer SupportPerformanceEthicGrowIn RelatedMarketsLow CostProducerStableEarnings andShareholderValueImprove Purchasing CollaborationCentralized Common Sourcing Teams ImplementationIndirect Pu

9、rchasing Progress&VisibilityBPO/KPIT ImplementationImplement Cummins Operating SystemCSE Practice 1Review Progress/Benefit of Major IT ProgramsImplement Leadership ExcellenceNew Plant Startup Process ImplementationFirst ChoiceofCustomersGreat PlacetoWorkStrategyStatements战略战略CommonCritical Initiativ

10、es关键措施关键措施Operating CommitteeProjects 运作项目运作项目Hybrid Vector Project Engines Without Aftertreatment InitiativesUse of Biofuels 2008 Cummins Goal Tree Final 2008年康明斯目标树年康明斯目标树Conduct COS Assessment of Practice#7 Refresh Diversity Business CaseCustomer Contact CenterNext Generation Distribution Project

11、Become a More Diverse OrganizationCapture Cross Business SynergiesBecome Leader in Climate Change/Energy EfficiencyPromote Innovative Applications of TechnologyEBU/CG Progress(PACCAR,Volvo,FL)Large V/GasChina JV Channel Management 2010 Fuel Economy VPI ProgressFacility Emissions ProgressCommit to Pr

12、oduct Efficiency Target Post 2010Implement Employee Communication Objectives目标目标OpComMeasures运作团队衡量运作团队衡量CorporateMeasures公司衡量标准公司衡量标准Profitably Grow at 15%Improve Recruiting/OnboardingProfitably Grow Components Group to$10BImplement Employee Space Planning ProcessAfrica StrategyBuild Growth Infrast

13、ructureImplement Lock Out Tag Out WorldwideImprove Contractor Safety Practices Improve Material HandlingImplement Leadership Safety Awareness&AccountabilityImplement Driver Safety ProgramFacility Employee SecurityBecome Best In Class in People SafetyROEKey Projects Scorecard FCFVPICSE Goals Scorecar

14、d Key Projects ScorecardVPIKey Projects Scorecard ROANAGlobal Sourcing Scorecard ROEKey Projects Scorecard ROESix Sigma ScorecardROANACOS Performance AssessmentKey Project ScorecardGlobal RepresentationKey Project ScorecardIncident RateSeverity RateLost Work DaysEmployee SAT Index14LEADERSHIP5 Strat

15、egic Principles SPP GOAL TREEVISION,MISSION and VALUES Cummins Business ModelDEVELOPPRODUCTS ANDPROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTUREANDASSEMBLEPROVIDESERVICE ANDSUPPORTMARKET AND SELL PRODUCTSCustomer and Business RequirementsBusiness Results and Customer SatisfactionBUSINESS S

16、UPPORT PROCESSES DEVELOPPRODUCTS ANDPROCESSESMANAGECUSTOMERORDERSMANAGE SUPPLYCHAINMANUFACTUREANDASSEMBLEPROVIDESERVICE ANDSUPPORTCOS FUNCTIONSServiceMarketing&SalesTechnicalMfg.Supply ChainQualityITFinanceHRPurchasingMARKET AND SELL PRODUCTSQUALITY PROCESSES Six SigmaPPAPCARAPQPInternal AuditISO/TS

17、 conformanceCOS Process AssessmentBaldrige AssessmentWarrantyPQCFIRGPROCESSES Spec Process Research Analysis Contract Process Marketing ProcessAdvertisementCommunication Pricing Forecasting Quoting Credit Management Letter of Credit ProcessCustomer Support Planning ProcessSPP15COS as a framework for

18、 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 消除浪费Reduce Variation 降低差异Improve Improve Customer&Customer&Business Business Results!Results!改善改善改善改善客户和业务成客户和业务成客户和业务成客户和业务成果果果果17COS Continuous Improvement Approach/COS持续改进方法Achieve Finance TargetsOver the Cycl

19、eLeverageComplementaryBusinessesBecome Excellent in Customer SupportPerformanceEthicGrowIn RelatedMarketsLow CostProducerStableEarnings andShareholderValueImprove Purchasing CollaborationBPO KPITGlobal SourcingDiversity ProcurementImplement Ariba WorldwideBU Sourcing Pilot-Machined ComponentsGrow Fa

20、ster in Emerging Markets and Smaller EnginesFoton 2.8China Aftermarket ImplementationFoton 3.76CCEC StrategyKamaz JV ImplementationLDDUS-China Political Risk MitigationSmall EnginesImplement Cummins Operating SystemFE ImplementationSix Sigma Certification Partnership FECommon Training and Communicat

21、ionFocus Practice 7Implement CORE GloballyDevelop Investment/Capital ToolsFirst ChoiceofCustomersGreat PlacetoWorkStrategyStatementsCommonCritical InitiativesOperating CommitteeProjectsHybrid Powertrain Systems IntegrationUltra-Low Emissions Combustion TechnologyBiodieselDevelop Key Projects Scoreca

22、rdEmployee SatisfactionMarket ShareROEFCFGlobal RecruitingTalent SharingRepair Event Cycle TimeCustomer CareCustomer/Market ProfitabilityThrough the Lens of the CustomerCustomer Focused Six SigmaIrisImplement Brand StrategyBecome a Diverse OrganizationReduce Enterprise RiskCapture Cross-Business Syn

23、ergiesROANAPromote Innovative Applications of TechnologyJV RiskCustoms ComplianceCBS Location Strategy ImplementationMaximize Customer“Cross=Selling”CAT StrategyHit 2010 Carbon ReductionImplement HHP Capacity PlanInventory Starpoint ProjectOrganization of GenSet Supply ChainObjectivesCSE Goals Score

24、cardERM Project ScorecardGlobal Sourcing ScorecardCOS Goals ScorecardCOS Performance AssessmentSix Sigma ScorecardGlobal RepresentationLeadership DiversityOpComMeasuresCorporateMeasuresKey Projects ScorecardKey Projects ScorecardKey Projects ScorecardStart with the Goal Tree-What are the processes t

25、hat are negatively impacting your ability to accomplish your initiatives?从目标树开始 有哪些流程阻碍完成你的目标？Put the customer first,and provide real valueSynchronize flows(material,physical and information)Design quality in every step of the processInvolve people and promote teamworkEnsure equipment and tools are

26、available and capableEstablish the right environmentCreate functional excellenceTreat preferred suppliers as partnersFollow common problem solving techniquesUse Six Sigma as the primary process improvement methodUse the COS assessment to identify gaps in the processes which are negatively impacting

27、initiative accomplishment 采用COS评估流程来识别影响完成目标的流程中的差距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实施控制计划和流程标准化Functional Excellence 职能卓越20The dual role of Functional Leadership 职能领导的双重角色Operational 运营 Day-to-da

28、y 日常的Reactive 应对的 Meeting needs 满足需求Keep the doors open 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22Checklists检查清单Purpo

29、se 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Use 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23Quality Function C

30、hecklist Example 质量职能检查清单 示例COS AssessmentsCOS评估ExamplesCOS Pocket Card for Handout27Assessments 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 lens of COSId

31、entifies 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,peopleA COS Assessment Example at CGT(Ingolstadt,Germany)康明斯发电机技术德国工厂的COS评估示例Andrew J Clif

32、fMBB(PGBU,Kent,UK)30The Opportunity/Challenge机遇和挑战机遇和挑战 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%400 units per year520 units per year600 units per year31Assessment Focus and Ob

33、jectives 评估重点和目的评估重点和目的1.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2.Assessment Objectives评估目标:1.Identify(cross-functional)capacity constraints at Ingolstadt.识别产能限制因素2.Recommend improvement initiatives(incl.any Capex requirements).推荐改进措

34、施3.Provide sequence for execution.明确实施顺序33Why?为什么采用这种方式为什么采用这种方式34Mapping the Value Stream 价值流图示价值流图示 3536Waste within the Value Stream 价值流中价值流中的浪费的浪费3738New Capex Reqmts.新的资本需求新的资本需求These worsen over time as demand increases as illustrated below:39Building Blocks for a COS Assessment为为COS评估建立关系图评估建

35、立关系图40Stakeholder Selection Matrix 利益相关者选择矩阵图利益相关者选择矩阵图/Assessment Schedule 评估评估进度进度 41Voice Collection 业务需求收集业务需求收集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42VOB Consolidation 业务需求整合业务需求整合Group red-levels and develop blue level summaries43Alignment to

36、COS与与COS保持一致保持一致Organise blue level summaries under COS 10 Practices 在COS 10个作法下进行总结4446Prioritized Improvement Projects 优先的改进项目优先的改进项目47“Plan-600”:Project Sequencing“计划计划-600”：项目排序：项目排序48Results of Implementations 执行结果执行结果Intro to Value Stream Mapping价值流程图简介50Understand and explain to others the be

37、nefits of value stream mapping.Begin to“see the flow”of a process“Read”a value stream mapBegin to identify improvement opportunitiesAt the end of the session,you should be able to:Learning Objectives51Value Stream 价值流Whenever there is a product for a customer,there is a value stream.The challenge li

38、es in seeing it.A Value Stream is all of the actions(value added and non-value added)currently required to get a product to the customer.52Typically,more than 90%of Total Lead Time is Non Value Added activities and Waste 一般来说，一般来说，交付期过程交付期过程中超过的中超过的90%90%的活动是不增值的的活动是不增值的TimeRawMaterialFinishedPartsT

39、ransportTransportInspectionWaitingSet-up=Value Added Time=Non-Value Added Time (WASTE)MachineMachineMachineRe-InstallRemove FromShip增值时间增值时间非增值时间非增值时间Value Added vs.Non Value Added53Traditional Process Improvement Results Focuses on improving the Value Added area传统的工艺改进着重于传统的工艺改进着重于改进增值方面改进增值方面TimeS

40、mall Amount ofTime EliminatedTimeTimeLarge Amount of Time EliminatedLean ResultsFocuses on eliminating the non-Value Added area精益着重于改进非增值方面精益着重于改进非增值方面Improvement Focus54Overproduction过量生产过量生产Inventory库存库存Transportation运输运输Overprocessing过多的工步过多的工步Motion(s)多余走动多余走动Waiting等待等待Rework/Rejects返工返工/废品废品Se

41、ven Wastes55Definition 定义定义：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

42、作程序建立标准工作程序Poka Yoke防错防错Do It Right The First Time一次就做对一次就做对Scrap/Rework 废品/返工Rework/Rejects返工返工/废品废品56Overproduction 过量生产Definition 定义定义：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 g

43、eared towards the downstream customer demand建立为下游客户需求的流动建立为下游客户需求的流动Create signal devices建立需求信息的传递建立需求信息的传递Produce according to Takt time按客户需求的节拍生产按客户需求的节拍生产Overproduction过量生产过量生产57Inventory 库存Definition 定义定义：It is not part of a single piece flow from raw material to finished product directly to the

44、 customer不是从原材料到给客户的成品的单件流的必经部分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 enough to satisfy the work requirement of the customer只生产客户需要的只生产客户需要的Standardize work locations&quantities标准化的储存和数量标准化的储存和数量Eliminate queues消除排队消除排队Inventory库存库存58To eliminate this type of wa

45、ste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合理地摆放文件和工具Motion 多余动作Definition 定义定义：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

46、步骤不给产品或服务增加附加值的人的操作，移动，或步骤Motion(s)多余走动多余走动59To 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在在100%满足客户要求的前提下，达满足客户要求的前提下，达到工艺过程的最小化到工艺过程的最小化Overprocess 过分处理Definition 定义定义：Doing more work than necessary没必要的复杂没必要的复杂Overp

47、rocessing过多的工步过多的工步60To 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尽可能地缩短运输距离Eliminate temporary locations消除临时存储地点消除临时存储地点Transportation 运输Definition 定义定义：Movement of materials or information between processes or storage within or outside of the c

48、ompany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运输运输61Waiting 等待Definition 定义定义：It happens when delays occur in the process它是在过程中有延迟而造成的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设备到位并具有能力Eliminate unplanned interr

49、uptions that occur消除非计划性的中断消除非计划性的中断Bottleneck control瓶颈控制瓶颈控制Waiting等待等待62列出工作中的浪费列出工作中的浪费分享结果分享结果7 Waste Exercise 识别7种浪费练习63Value 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价值流图是一种有效的分析工具,通过创造一张通过创造一张大图表大图表直观表示直观表示:All the s

50、teps in the process,working back from customer 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 mee