Strategic Improvement Cases

Company Confidential

Optimising Strategic Improvements

in High Tech Industry

Dr. Dayou YANG

(A simplification to public presentation of PhD dissertation)

http://urn.fi/urn:isbn:9789514293559

PhD dissertation link:




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Optimisation of Product Change Process and

Demand-Supply Chain in High Tech Environment

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• Research Problem Statement & Sub-questions

• Structure of the Thesis

• Research Conditions

• The Details of Action Research Cycles

• Answering Research Questions

• Discussion & Future Research

Presentation Contents

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Research Problem

- A real challenge from one of the largest telecommunications infrastructure suppliers

Month

Product

Amount Monthly Forecast & True Demand

5

Research Problem

- A real challenge from one of the largest telecommunications infrastructure suppliers

Research Problem Statement:

How should companies optimise the product change

process strategy in a situation where there are simultaneous

and variable pressures to be lean, agile and innovative.

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Research Sub-questions

1. What are the effects for the product change

process when costs are minimised?


process when order delivery period is minimised?


process when product change time is minimised?

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Chapter 1: Introduction

• Research background & motivation

• Objectives and scope

• Research process

• Action research

• Research context

• Practical realisation

Structure of the Thesis

Evaluate Diagnose

Plan Act

Action

Research

cycle

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Chapter 2: Literature review

• Manufacturing philosophies

• Developing demand-supply network

• Product change management

• Special characteristics of high-tech industries

• Theory synthesis



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• Manufacturing philosophies

• Developing demand-supply network

• Product change management

• Special characteristics of high-tech industries

• Theory synthesis

Minimise costs

Quick delivery Rapid change

(lean)

(innovativeness) (agile)

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Chapter 3: Results of the three action research cycles

• Research cycle 1

– minimising costs


- shortening order delivery time


- shortening product change time


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Chapter 1: Introduction Chapter 2: Literature review


Chapter 4: Discussion

• Answering research questions

• Managerial implications

• Scientific implications

• Reliability and validity

• Research contribution & discussion

• Future research


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Chapter 1: Introduction Chapter 2: Literature review


Chapter 4: Discussion

Chapter 5: Summary


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- The supply complexity is greatly affected by multiple product life-cycles

(Bengtsson et al., 2002)

Research Conditions

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- The research should provide new scientific contributions at the end



The Research via

“Product change

Management”

R&D product

changes

Customer demand

changes

Supply situation

changes

…

Business process

changes

…

Internal variants External variants

The Thesis

Demand Fulfillment

Process

Product Creation

ProcessProduct Change

Process

CONTEXT ANALYSIS:

EXECUTION PROCESSES:

RESEARCH OUTCOME:

Strategy changes

People affect

operation

Research Conditions

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Action Research Cycles

- Scientific contributions are from multiple research cycles as a journey

Evaluate Diagnose

Plan Act

Cycle 1

Min. inventory

Evaluate Diagnose

Plan Act

Cycle 2

Quick delivery

Evaluate Diagnose

Plan Act

Cycle 3

Rapid product

change

Final

Conclusions

2003 2004 2005 2006 2010

RESEARCH JOURNEY OVERVIEW:

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Action Research Cycles (The Cycle 1 as a Sample)

Minimise costs


(lean)


Research cycle 1


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Research cycle 1


Manual synchronisation Into MRP

Last “Proto” BOM Current BOM

Product Change Driver

Weekly Status & Adjust Lists Forecast & Demand

“Possible Scrap” Monitoring

Implementation

Another “Proto” RoundApproval?

R&D“Planning BOM”

Synchronising Pace = “Dynamic Cut-off Window” / Weekly

0 Series Result

Optimisation of Product Change in The Cycle 1

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Research cycle 1


Product change implementation result

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Answering Research Questions

Question 1:

What are the effects for the product change process when costs are minimised?

Positive impact:

• Accept inaccurate forecast

• Operate as weekly base

• Minimise costs even including the liability

Minimise costs

(lean)

Optimisation

Negative impact:

• Need IT (Information

Technology) to support as a

lesson learnt

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Question 2:

What are the effects for the product change process when order delivery period

is minimised?

Quick delivery

(agile)

Optimisation

Positive impact:

• Enlarge operational tolerance to “extreme”

• Synchronise even with R&D

Negative impact:

• Understand the liability

• Understand the forecast as a

reference

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Question 3:

What are the effects for the product change process when product change time

is minimised?

Rapid change

(innovativeness)

Optimisation

Positive impact:

• Make product change beyond the limits

(OK to a bigger scrapping cost)

• Promote radical innovation (to reduce the

liability in an unusual way)

Negative impact:

• Learn the difficulties of

revolutionary solution

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Minimise costs


(lean)


Optimisation

Optimisation with multi-strategies:

Not only the extremes but also the choices in the between !

Discussion

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Future Research

“Total Synchronisation” concept with IT solutions:

(A time based optimisation not only in product change period but also as anytime

and anywhere in the operation)

How to apply

the principles

to normal

operation?

How to solve

research

problem and

questions?

(Anytime, Anyw here, ……= Total Synchronisation)

Case 1

Case 2

Case 3


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中文简洁版本

杨大猷博士

博士论文的链接:


(基于博士论文公开答辩时所用的演讲材料)



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• 所研究问题的声明及详细分题

• 论文结构

• 研究条件

• 行动研究法的应用

• 研究问题的回答

• 深入讨论和将来的研究方向

博士论文公开答辩 —— 陈述提纲


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研究问题

- 最大的电信基础设施供应商之一在需求供应实践中，也是高科技行业里所普遍面临的一个真实挑战！

Month

Product

Amount Monthly Forecast & True Demand 产品数量按月所做的预测和真实需求的对比

月份 2 月 3 月 4 月 5 月 6 月 7 月 8 月 9 月 10 月 11 月 12 月 1 月 2 月

产品需求预测——2 个月前

产品需求预测——1 个月前

实际生产量


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研究问题的声明:

企业应如何优化而使产品变化流程可以贯彻公司的战略意图，

在整个需求供应的运营中同时或者分别地达到精益、敏捷和

差异化创新的期望。

研究问题

- 最大的电信基础设施供应商之一在需求供应实践中，也是高科技行业里所普遍面临的一个真实挑战！


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- 众多产品生命周期之间交替互动，而大大地增加了供应链运营的复杂性

(Bengtsson et al., 2002)

研究条件

新产品或者版本变化的”起飞”阶段大批量生产阶段减产退出阶段


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- 研究的最终目的是提供新的科学贡献



The Research via

“Product change

Management”

R&D product

changes

Customer demand

changes

Supply situation

changes

…

Business process

changes

…

Internal variants External variants

The Thesis

Demand Fulfillment

Process

Product Creation

ProcessProduct Change

Process

CONTEXT ANALYSIS:

EXECUTION PROCESSES:

RESEARCH OUTCOME:

Strategy changes

People affect

operation

研究条件

商务流程的变更

(研发)产品的变化

内部的变量外部的变量公司战略变更

市场需求的变化

供应状况的变化

人为的影响因素

通过产品变化管理的案例进行研究

产品开发的流程产品变化的流程产品需供的流程

公司生态系统的分析

公司运营流程的分析


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行动研究法的应用

- 多个研究周期以形成一个勇于攀登科学高峰的旅程

评估诊断

计划行动

第 1 期

精益实践第 2 期

敏捷实践第 3 期

创新实践

研究总结

2003 2004 2005 2006 2010

RESEARCH JOURNEY OVERVIEW: 研究历程的回顾

评估诊断

计划行动

评估诊断

计划行动


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行动研究法的应用 (以第 1 个周期为例子)

更专注于控制开支

(精益实践)

研究周期 1

– 精益实践

尽量快地供货

(敏捷实践)

突破产品更新的常规

(创新实践)


Manual synchronisation Into MRP

Last “Proto” BOM Current BOM

Product Change Driver

Weekly Status & Adjust Lists Forecast & Demand

“Possible Scrap” Monitoring

Implementation

Another “Proto” RoundApproval?

R&D“Planning BOM”

Synchronising Pace = “Dynamic Cut-off Window” / Weekly

0 Series Result

Optimisation of Product Change in The Cycle 1


研究周期 1

– 精益实践

产品新版本材料的”计划明细表”

MRP系统中进行手工调衡

产品变化的关键件版本切换前的动态”空窗”期

如何优化和控制产品版本变化？

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产品版本变化的最终结果


研究周期 1

– 精益实践

所涉及的产品类别

需用

的星

期数

工厂 2

工厂 1

工厂 2 的目标值 = 11个星期

工厂 1 的目标值 = 7个星期


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研究问题的回答

问题 1:

公司的精益战略会对产品变化的流程产生什么样的影响？

正面影响:

• 接受需求预测总犯错的情况

• 改进运营以星期为供需调衡的节奏

• 控制开支并包括呆滞欠料的部分

优化

侧重点

反面影响:

• 从教训中认识到需要信息技

术支持的迫切性


(精益实践)


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正面影响:

• 能实现公司运营最大的韧性(产能最大化)

• 有可能与公司研发部门很好地调衡配合

反面影响:

• 通过教训而深刻理解呆滞欠料

的本质

• 理解需求预测作为参考的重要

性


问题 2:

公司的敏捷战略会对产品变化的流程产生什么样的影响？

优化

侧重点

尽量快地供货

(敏捷实践)


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正面影响:

• 打破产品更新的常规 (甚至于接受较大的

材料浪费)

• 推动非常规创新的尝试

反面影响:

• 对于某些失败吸取教训，更理

解用成品作为运营缓冲的弊病


问题 2:

公司的非常规创新战略会对产品变化的流程产生什么样的影响？

优化

侧重点


(创新实践)


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多元化战略的优化运营:

不仅得考虑独立或极端化的情形，而且更要概括所有选项及互动，而成为一个整体的

动态涉及范围！

深入讨论


(精益实践)

尽量快地供货

(敏捷实践)


(创新实践)

优化

侧重点


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将来的研究

“全面地同步均衡运营” 的概念以及相关信息技术，作为一个整体解决方案的开发:

(由此去发展一种即时优化的理念，不局限于产品变化的时期，而是进一步拓展到公

司运营的任何时间和各个环节)

How to apply

the principles

to normal

operation?

How to solve

research

problem and

questions?

(Anytime, Anyw here, ……= Total Synchronisation)

Case 1

Case 2

Case 3


(任何时间和环节 ... = 全面地同步均衡运营)


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Documents

Strategic Improvement Cases