[email protected] Tel:(972)3-510-1768 -1- WWW.Coman.Org Value Creation
Value Creation Copyright 2008 Alex Coman
ARENA Value Delivery: Harmonic Strategic Planning
Arena Layers:Corporate, Business CoreDefine Hierarchy
Refinement Stages:Arena, Focus, Action
Create Strategy
ARENA
F
O
C
U
S
A
C
T
I
O
NArena actors:
Partners, Threats; Current, FutureTailored Patterns.
Corporate Layer:Portfolio BusinessesMaximize Value
Operations Layer:Process, Project and ProductAgile value drive
Business Layer:Positioning Products byMarket Strategy
Target CriteriaPrioritize attention
Manage Control spanDynamic Vectors:Vision, Resource, Deliver
Guru 2 Gorilla
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Value Creation Copyright 2008 Alex Coman
HorizontalValue Chain:
Integration:Vertical
Control Information
Relationships: Business
Monopoly/ Regulatory Agency
Entities:MarketFirm/Coalition
Drugs
Teva
Farmer
Dairy
Distributor
Retailer
Consumer
Low
High
FDASyntax
Vocabulary
Structure
Concise:Link Markets rather than FirmsBusiness implies information flow.Titles on significant arrows.Pertinent entities only.
Web
ARENA Canonical Form
UpBackPush
DownForward
Pull
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Value Creation Copyright 2008 Alex Coman
Distributors Distributors
Health-Care Corporate Arena
Drug ManufacturersDrug ManufacturersInnovativeInnovative Generic Generic
GSKGSK TevaTeva
FDA Ministry of Health GMP
CTSCTS LemonLemon
Health Management Org.Health Management Org.ClalitClalit
VitamedVitamed
MacabiMacabi
Physicians
PublicPublic
Prescription
List
PharmaciesPharmaciesMacabiMacabi
Prescription DrugsPrescription Drugs Over the CounterOver the Counter
ShorTabShorTab
Advertising
IMS
SuperPharmSuperPharmWeb
ProductSpecialists
Glaxo ILGlaxo IL
TevaTeva IvaxIvax
DiseaseManagement
DiseaseManagement
AmericanHospitalSupplies
AmericanHospitalSupplies
Telemedicine
ShahalShahal
eMed
EDI
Admin
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Value Creation Copyright 2008 Alex Coman
Virtual Firm: off-shoring
South Korea: Spinning
South Korea: Spinning
Five Tai sewingworkshops
Five Tai sewingworkshops
ShipperShipper
DistributorDistributor
Japanese plant inGuangdong China:
zippers
Japanese plant inGuangdong China:
zippers
CustomerCustomer
European fashion designer
Orders thousands of garments(Virtual Firm)
European fashion designer
Orders thousands of garments(Virtual Firm)
Agility: Value NetLi&Fung: 3,600 employees in 37 countries: Logistics
Agility: Value NetLi&Fung: 3,600 employees in 37 countries: Logistics
Li&FungLi&Fung
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Value Creation Copyright 2008 Alex Coman
Time-To-Market: TTM
Garment Manufacturers
FarEast
Labels
Victoria’sSecret
Customers
Retailers
Fabric
GAP
GAP
FarEast
CK
Macy’s
Benetton
Benetton
BenettonWalmart
Inditex’7923 Robot
cut & Die #3>40%
Zara467Stores
Zara ‘75
400 SmallShops>50% Delta
Delta
H&M900
suppliers
H&M
InnerSecret
Tefron
HiTex
St.Michael
M&S
Solog
25-35yearsAnti Gap
Older&Wealthier
College CrowdTrendy Urban
Late TeensCost Conscious
Girls 12+UpCheap cool
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Value Creation Copyright 2008 Alex ComanParetoParetoS
hare
of t
otal
rev
enue
Income Group
80%
100%
“B”30% of
population10% of
resources
“C”50% of population10% of resources
20%
90%
30% 50% 100%
“A”Significant
few:20% of
population80% of
resources
B
C
Classify – סווג
Differentiate - בדל
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Value Creation Copyright 2008 Alex Coman
ParetoC
um P
ercent
0
20%
40%
60%
80%
100%
11
4455
15%15%25%25%
50%50%
44
15%15%
25%25%
50%50%
55
Sha
re o
f to
tal r
even
ue
Income Group
20%
40%
60%
80%
100%
Distribution of US federal Income-tax revenue by income group
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Value Creation Copyright 2008 Alex ComanFocus: 25% / 25%
ValueExpected
High80%
Oyster4%
Pearl – 16%4%Effort=64%Value
Low
WhiteElephant64%E=
4%V
Quick Wins64%
Difficult 80%Easy
Ease to Implement
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Value Creation Copyright 2008 Alex Coman
FAST: from SWOT to SWAT
Visionחזון Visionחזון
CoreליבהCoreליבה
Strengthsעוצמות
FocusמיקודFocusמיקוד
ActionמימושActionמימוש
Arenaזירה
Arenaזירה
Opportunitiesהזדמנויות
Threatsאיומים
Easeקל
Value חשוב
Weaknessesחולשות
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Value Creation Copyright 2008 Alex Coman
Event-Factor-Review – EFREventFactors
OutcomeDescriptionValueStrengthsWeaknesses
Success
Failure
Pending
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Value Creation Copyright 2008 Alex ComanEvent-Factor-ReviewEventFactor
OutcomeDescriptionStrengthsWeaknesses
Success
Winning a tier 1
customer contract
Rapid multidisciplinary product development.Good engineering and
production.Good interdisciplinary
communications.
•Product not differentiated
enough.New markets
require “education”.
Leading a significant technical standards committee
Sales to market leaders.Technological innovation
and professionalism.Choice people working in a
creative atmosphere.High employee motivation.
Exceeding sales targets
Strong sales department.High sales growth rate.
The firm is losing money.
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Value Creation Copyright 2008 Alex ComanEvent-Factor-ReviewEventFactor
OutcomeDescriptionStrengthsWeaknesses
Failure
Failure to sell to the leading company in the market
Technological leadership.
Small player in giants’ playground.
Losing money over a period of 3 years
Product over-specification and over-design. No access to the end-user Insufficient R&D strategic gating.High burn rate.
Failure in M&A negotiations with a leading player in the industry
Excessive technological orientation.No awareness of mergers and acquisition (M&A) potential.
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Value Creation Copyright 2008 Alex Coman
Core-Competence-Tree - CCT Owner Value was createdOwner Value was created
High Sales Growth rateHigh Sales Growth rate Sales to Market LeadersSales to Market Leaders
Strong SalesDepartment
Strong SalesDepartment
Good EngineeringAnd Production
Good EngineeringAnd Production
Good Inter-functionalCommunications
Good Inter-functionalCommunications
Technological Innovationand Professionalism
Technological Innovationand Professionalism
Influence in StandardsCommittee
Influence in StandardsCommittee
Rapid multidisciplinary System viewDevelopment
Rapid multidisciplinary System viewDevelopment
High employeeMotivation
High employeeMotivation
Sales and Partnership withLeading Firms
Sales and Partnership withLeading Firms
TechnologicalLeadership
TechnologicalLeadership
Vision, Leadership and Managerial AbilityVision, Leadership and Managerial Ability
Choice People working in anatmosphere of excellence
Choice People working in anatmosphere of excellence
Core CompetenciesCore Competencies
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Value Creation Copyright 2008 Alex Coman
Root ProblemsRoot Problems
Current-Reality-Tree - CRTFirm’s Market Value is Insufficient
The Firm is Losing MoneyThe Firm is Losing MoneyNo ExitNo Exit
New marketsRequire “Education”
New marketsRequire “Education”
Product Not Differentiated Enough
Product Not Differentiated Enough
No access toThe end UserNo access toThe end User
Low ProfitabilityLow Profitability
Not enough StrategicGating in R&D
Not enough StrategicGating in R&D
Product Over-Specificationand Over-Design
Product Over-Specificationand Over-Design
No Awareness toM&A Objectives
No Awareness toM&A Objectives
Excessive TechnologyOrientation
Excessive TechnologyOrientation
High BurnRate
High BurnRate
Small PlayerIn Giants’ Arena
Small PlayerIn Giants’ Arena
Focus on singleNew TechnologyFocus on singleNew Technology
[email protected] Tel:(972)3-510-1768 -15- WWW.Coman.Org Value Creation
Value Creation Copyright 2008 Alex ComanCurrent-Reality-Tree
Current-Reality-Tree: CRTMajor Un-Desired Effect8-12 Un-Desired Effects (UDE): Brainstorm
CurrentConcreteUndesiredUnder our influence
SchemaArrows pointing from cause to effect.Effects at top, Causes at bottom.Root Problems ≈ 3
Feedback loops.
Current-Reality-Tree: CRTMajor Un-Desired Effect8-12 Un-Desired Effects (UDE): Brainstorm
CurrentConcreteUndesiredUnder our influence
SchemaArrows pointing from cause to effect.Effects at top, Causes at bottom.Root Problems ≈ 3
Feedback loops.
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Value Creation Copyright 2008 Alex Coman
LongDevelopment
Process
LongDevelopment
Process
Current-Reality-TreeHigh Product CostHigh Product Cost
Low ForecastReliability
Low ForecastReliability
Lack of DFXPlanning
Lack of DFXPlanning
High mixLow volume
High mixLow volume
ExpensiveInfrastructure
ExpensiveInfrastructure
MarketConditions
MarketConditions
CompetitionCompetition
Buyers’MarketBuyers’Market
BusinessMeasurement ($)
BusinessMeasurement ($)
InformationFlow in org.InformationFlow in org.
Lack ofSynchronization
Lack ofSynchronization
Informationsystems
Informationsystems
ForgivenessForgivenessLack of
Structuredprocesses
Lack ofStructuredprocesses
IncompletedevelopmentIncomplete
developmentLack of
knowledgeLack of
knowledge
Marketingpolicy
Marketingpolicy
Lack ofcommonality
Lack ofcommonality
No valueengineering
No valueengineering
OutdatedtechnologyOutdated
technology
Low ProductMaturity
Low ProductMaturity
Resourcemanagement
Resourcemanagement
Org. size &complexityOrg. size &complexity
CultureCulture
TTM Marketconditions
TTM Marketconditions
Sales Processmanagement
Sales Processmanagement
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Value Creation Copyright 2008 Alex Coman
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Value Creation Copyright 2008 Alex Coman
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Value Creation Copyright 2008 Alex Coman
VisionVision
CoreCore
Strengths
Weaknesses
FocusFocus ActionActionArenaArena
Opportunities
Threats Ease
Value
[email protected] Tel:(972)3-510-1768 -20- WWW.Coman.Org Value Creation
Value Creation Copyright 2008 Alex Coman
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Value Creation Copyright 2008 Alex ComanGoogle
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Value Creation Copyright 2008 Alex Coman
VisionVision
CoreCore
Strengths
Weaknesses
FocusFocus ActionActionArenaArena
Opportunities
Threats Ease
Value
“It is not enough to succeed; Others must fail”Gore Vidal
“It is not enough to succeed; Others must fail”Gore Vidal
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Value Creation Copyright 2008 Alex Coman
Ansoff Ansoff
Product LineOldNew
M
A
R
K
E
T
New
Market Development:Diversification: (3/4 failure)
Old
Market PenetrationProduct Development:
The FirmThe Firm
Old MarketOld MarketOld
FirmFirm
Old MarketOld MarketOld
The FirmThe Firm
OldMarket
OldMarket
OldNew
MarketNew
Market
Old
NewFirmFirm
NewMarketNew
Market
NewFirmFirm
OldMarket
OldMarket
OldFirmFirm
BreadthBreadthMarket DevelopmentMarket Development Product DevelopmentProduct Development
DepthDepth
VerticalVertical
DepthDepth DepthDepthBoutiqueBoutiquePenetrationPenetration DiversificationDiversification
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Value Creation Copyright 2008 Alex Coman
BritVic
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Value Creation Copyright 2008 Alex ComanReckitt Benckiser
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Value Creation Copyright 2008 Alex Coman
Game-Plan Key-Success-Factors
Game-Plan Key-Success-Factors
Core-CompetenciesCore-Competencies
Root-ProblemsRoot-Problems
GapAnalysis
GapAnalysis
Gap AnalysisGap Analysis
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Value Creation Copyright 2008 Alex Coman
ProcessProcessPerformanceControl ChartPerformanceControl Chart
ParetoPareto
P4A: Control Cycle
WIP
WIP
BM
TB
MT
No K
itN
o Kit
Cost
Accounting
Cost
Accounting
Action DeploymentWhoWhatWhen
Bottleneck
Problems: CRTProblems: CRT
P4AExploit: Strategic Gating
Utilize: GarbageSubordinate: DBR – Tactical Gating
Elevate: Offload
Job Size
Job Size
Setup
Setup
[email protected] Tel:(972)3-510-1768 -28- WWW.Coman.Org Value Creation
Value Creation Copyright 2008 Alex Coman.1Process:Aircraft TurnaroundCritical Path Model
ONBLOCKONBLOCK
Aircraft Unloading32 minutes
Aircraft Unloading32 minutes
Connecting Stairs/Jetty7 minutes
Connecting Stairs/Jetty7 minutes
Deplaning Passengers17 minutes
Deplaning Passengers17 minutes
Recharge Catering22 minutes
Recharge Catering22 minutes
Cleaning Aircraft33 minutes
Cleaning Aircraft33 minutes Fueling Aircraft
32 minutesFueling Aircraft
32 minutesCabin Security Check
8 minutesCabin Security Check
8 minutes
Boarding Passengers38 minutes
Boarding Passengers38 minutes
Aircraft Loading44 minutes
Aircraft Loading44 minutes
OFFBLOCKOFFBLOCK
B747
ONBLOCKONBLOCK
Connecting Stairs/Jetty7 minutes
Connecting Stairs/Jetty7 minutes
Deplaning Passengers17 minutes
Deplaning Passengers17 minutes
Cleaning Aircraft33 minutes
Cleaning Aircraft33 minutes
Cabin Security Check8 minutes
Cabin Security Check8 minutes
Boarding Passengers38 minutes
Boarding Passengers38 minutes
OFFBLOCKOFFBLOCK
83.5
78.9
80.6
85.1
91.8
86.2
85.3
67.9
82.5
71.7
70.0
83.6
84.0
79.4
0
10
20
30
40
50
60
70
80
90
100
May'05
Jun'05
Jul'05
Aug'05
Sep'05
Oct'05
Nov'05
Dec'05
Jan'06
Feb'06
Mar'06
Apr'06
May'06
Jun'06
Jul'06
Aug'06
Frontier Performance Industry Best Industry Average Industry Worst
On Time Arrival Performance
U.S. DEPARTMENT OF TRANSPORTATION PERFORMANCE RANKINGSFRONTIER OPERATIONAL PERFORMANCE vs. The Industry
Per
cent
age
of A
rriv
als
with
in 1
4 M
inut
es o
f Sch
edul
e
Rankings shown above compare “major” carriers with similar operations. These carriers include: Frontier Airlines, Northwest Airlines, American Airlines, AirTran Airways, Southwest Airlines, Delta Airlines, US Airways, Alaska Airlines, JetBlue Airways, United Airlines, Continental Airlines & ATA Airlines.
Over the last 15 months, Frontier has led all major
carriers in On Time Performance 8 times.
2. Performance2. Performance
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Value Creation Copyright 2008 Alex Coman3 .Pareto
Reactionary
TechnicalAir TrafficControl
OperationsWeather
PassengersOther
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Value Creation Copyright 2008 Alex Coman4 .Problems Ishikawa / Fishbone AnalysisReactionary Delay
ReactionaryDelay
ReactionaryDelay
AIRCRAFT ROTATIONlate arrival of aircraft from another flight or
previous sector
AIRCRAFT ROTATIONlate arrival of aircraft from another flight or
previous sector
LOAD CONNECTIONawaiting load from another
flight
LOAD CONNECTIONawaiting load from another
flight
THROUGH CHECK-IN
ERROR
passenger and baggage
THROUGH CHECK-IN
ERROR
passenger and baggage
CABIN CREW
ROTATION awaiting cabin crew from another flight
CABIN CREW
ROTATION awaiting cabin crew from another flight
CREW ROTATION
awaiting crew from another flight (flight deck
or entire crew)
CREW ROTATION
awaiting crew from another flight (flight deck
or entire crew)
OPERATIONS CONTROL
re-routing, diversion, consolidation, aircraft change
for reasons other than technical
OPERATIONS CONTROL
re-routing, diversion, consolidation, aircraft change
for reasons other than technical
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Value Creation Copyright 2008 Alex Coman5 .Action
Action Deployment
Gapמשימה
Processלוח זמנים
Resourceבאחריות מי
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Value Creation Copyright 2008 Alex ComanValue Measures
:מדדים6הגדר אתגר: עקומת למידה
.נטר: מעקב – תרשים בקרה, ותגמול - ניהול לפי יעדים6 Value driversFinancial:
Throughput = Sales – Direct Expenses; Operating Expenses: less people or more productivity
Competitive:Lead Time=Time(Finish–Start)=Work + Wait.Due-Date-Performance
Functional:Inventory: Raw materials+Work-In-Process+Finished GoodsQuality
Robust: Problems per MillionAgile: Customization
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Value Creation Copyright 2008 Alex Coman
Throughput
Throughput
Old Economy
Overhead
Direct Expenses
New Economy
Overhead“Non recurring”
Direct Expenses“Bill-Of-Materials”
Value, not quantity:Debt collection
AntennasBugs
Hand sets
Hourly rate:Overhead
Hours
I n s t r u m e n t S y n t h e s i s & A n a l y s i s L a b o r a t o r y
PRICE H Cost Model, p35Final Version
25 April 2003MAXIM Periscope Module
MAXIM Periscope Module Learning Curves
Learning Curve Next Unit Production Cost
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
1 7
13
19
25
31
37
43
49
55
Production Unit
MAXIM PRICE H
90% Learning Curve
85% Learning Curve
75% Learning Curve
[email protected] Tel:(972)3-510-1768 -36- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex ComanQuality -> Garbage -> 6 SigmaQuality -> Garbage -> 6 Sigma
Quality: PPMQuality: PPM
Throughput OperatingExpenses
LeadTime
Due-Date-Performance
Garbage: X10
RobustDesign
Total QualityManagement
SupplyChain
Inventory/WIP
[email protected] Tel:(972)3-510-1768 -37- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex Coman
CENSO
RED
1
)( 2
n
xxi<
Normal Distribution - Gaussian Curve
Sigma = = Deviation ( Square root of variance )
-7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7Axis graduated in Sigma
68.27%
95.45%99.73%
99.9937%99.999943%99.9999998%
result: 317300 ppm outside
45500 ppm
2700 ppm
63 ppm0.57 ppm
0.002 ppm
between + / - 1between + / - 2between + / - 3between + / - 4between + / - 5between + / - 6
=
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Control Cycle: P4A Copyright 2006 Dr.Alex ComanRobust DesignCost of [Lack of] Quality: X10
Law
250%:380%Spec
100%Code
70%Use
75%Test
47% None
240Exposed
1Complaint
24Damaged
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Control Cycle: P4A Copyright 2006 Dr.Alex ComanJust-In-Time / Lean & Mean / Pull
Bad Multi TaskingBad Multi Tasking
Throughput OperatingExpenses
LeadTime
Due-Date-Performance
WIP
CompleteKit
GatorGator Pull
Context SwitchingContext Switching
Quality
[email protected] Tel:(972)3-510-1768 -40- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex Coman
Push and Pull Tactical Gating: JITPush and Pull Tactical Gating: JIT
בבבב אא
GatorPull
PusherPush
1מחלקה1מחלקה
2מחלקה2מחלקה
3מחלקה3מחלקה
OO
WIP200משימותבתהליך
WIP600משימותבתהליך
OO
OO OO
OO OO
OO
OOOOOOOO
11מחלקה מחלקה 11מחלקה מחלקה
22מחלקה מחלקה 22מחלקה מחלקה
33מחלקה מחלקה 33מחלקה מחלקה
OOOO OOOO
OOOO OOOO
OOOO OOOO
OOOO
OOOOOOOOOOOOOOOO
OOOO
OOOOOOOO
OOOO
OOOO
OOOO
OOOO
OOOOOOOO
OOOO
OOOO
OOOOOOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
OOOO
משימות\חודש 200
[email protected] Tel:(972)3-510-1768 -41- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex Coman Tactical Gating Tactical Gating
Extreme
GarbageTime
PusherWIP = ∞
ControlFreakWIP = 1
Gater
0 ControlAnalysis Paralysis
Satisficer
[email protected] Tel:(972)3-510-1768 -42- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex ComanTheory-Of-Constraints
הגדר את המטרה1.
זהה את האילוץ2.CUTתרשים •אילוץ סרק\כשל מדיניות (תמחיר קלאסי)•
נצל ומצה את האילוץ3. מהזמן100%נצל: עבוד •עבוד על מה שתורם \ שעת צוואר בקבוק מצה:•
הכפף את שאר המערכת לאילוץ•Offloadהקל על האילוץ - •הימנע מאינרציה•
הגדר את המטרה1.
זהה את האילוץ2.CUTתרשים •אילוץ סרק\כשל מדיניות (תמחיר קלאסי)•
נצל ומצה את האילוץ3. מהזמן100%נצל: עבוד •עבוד על מה שתורם \ שעת צוואר בקבוק מצה:•
הכפף את שאר המערכת לאילוץ•Offloadהקל על האילוץ - •הימנע מאינרציה•
[email protected] Tel:(972)3-510-1768 -43- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex Coman
. זהה את אילוצי 2המערכת
. זהה את אילוצי 2המערכת אילוץ:
כל גורם חשוב הבולם בפועל את השגת המטרהאילוציםאילוצים
אילוץמשאבים
אילוץאילוץ שוקאילוץ שוקמשאבים
"צוואר-בקבוק"
לקוחות•חומרים•
ניהול ממוקד אילוצים
השבחת ערך הפירמה: הגדר את מטרת המערכת: 1.הווה ובעתיד
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Control Cycle: P4A Copyright 2006 Dr.Alex Coman
רהיטי דורוןכמה יחידות נמכור במהלך השבוע?
רהיטי דורוןכמה יחידות נמכור במהלך השבוע?
קצב יחידות 100עבודה
בשבוע
יחידות 50בשבוע
יחידות 75בשבוע
מכירותמכירות
ייצורייצור
התקנההתקנה
"צוואר בקבוק"
מלאיבתהליך
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Control Cycle: P4A Copyright 2006 Dr.Alex Coman
ארבעה סוגי אילוצים (המשך)
אילוציםאילוצים
אילוץמשאבים
אילוץמשאבים
אילוץ שוקאילוץ שוקאילוץסרקאילוץסרק
אילוץ כשלמדיניות
אילוץ כשלמדיניות
"צוואר-בקבוק"
גורפת•מיושנת•מדדים •
מקומיים
בי"ח: מנקה•פרקליטות: נייר •
לשכפולתנובה: אקדח •
שבועותמונית: רפאל•פלסטיק: שפכטל•
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Control Cycle: P4A Copyright 2006 Dr.Alex Coman3נצל ומצה את האילוץ .Exploit-
- Yieldמיצויעל מה עובד
יות:באפקטי תועלת,האילוץ יעבוד על מה שתורם.
תיעדוף: תרומה לשעת צוואר בקבוק
זמן 8%יועצי השקעות בנק: מגע עם לקוח
הי-טק: סניף יקנעם
– Utilizationניצולכמה עובד:
יעילות: האילוץ יעבוד מהזמן האפשרי100%
לחסל:Mudaפעל הזבל מאילוצי סרק•כשלי מדיניות.•
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Control Cycle: P4A Copyright 2006 Dr.Alex Coman Subordinate. הכפף את יתר המערכת לאילוץ4כל המחלקות האחרות צריכות ל"שרת" את האילוץ
המחלקות האחרות תומכות בתוכנית לניצול ומיצוי °האילוץ
שחרור העבודות בהתאם לתוכנית העבודה של האילוץ°
Group Technologyהתמקצעות:
WarehouseWarehouse
KitPreparation
KitPreparation
SupervisorSupervisor ProcessingProcessingLacqueringLacquering
ElectronicTesting
Lab
ElectronicTesting
Lab CustomerQuality
Inspection
CustomerQuality
InspectionQualityAssurance
QualityAssurance
ShippingShipping
WarehouseWarehouse
KitPreparation
KitPreparation
ProcessingProcessing
ProcessingProcessing
KitPreparation
KitPreparation
ProcessingProcessing
ProcessingProcessing
ElectronicTesting LabElectronic
Testing Lab
CustomerQuality
Inspection
CustomerQuality
Inspection
ShippingShipping
[email protected] Tel:(972)3-510-1768 -48- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex Coman5פרוץ את אילוץ המערכת5. פרוץ את אילוץ המערכת .
שינוי המערכת כדילהגדיל את התפוקותשינוי המערכת כדי
להגדיל את התפוקות
שינויים ללא:תוספת משאבים
Offload
שינויים ללא:תוספת משאבים
Offload
שינויים הדורשיםהוספת משאבים – Elevateרומם
Bin, tumbler, AluAluPeak
שינויים הדורשיםהוספת משאביםElevate – רומם
Bin, tumbler, AluAluPeak
2. אם "נשבר" האילוץ, חזור לשלב 6
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Control Cycle: P4A Copyright 2006 Dr.Alex ComanOffload
וישב משה לשפט את העם. שמות י"ח:ויעמוד העם על משה מן הבוקר עד
הערב...ויאמר חותן משה אליו. לא טוב הדבר אשר
אתה עושה. נבל תבל גם אתה גם העם אשר עמך כי כבד ממך הדבר לא תוכל
עשהו לבדך...ואתה תחזה מכל העם אנשי חיל יראי
אלהים אנשי אמת שונאי בצע... והיה כל הדבר הגדול יביאו אליך וכל הדבר הקטן
ישפטו הם והקל מעליך ונשאו אתך.ויבחר משה אנשי חיל מכל ישראל ויתן
אתם ראשים על העם.הדיברות עשרת
[email protected] Tel:(972)3-510-1768 -50- WWW.Coman.Org Value Creation
Value Creation Copyright 2008 Alex Coman
FAST: from SWOT to SWAT
Visionחזון Visionחזון
CoreליבהCoreליבה
Strengthsעוצמות
FocusמיקודFocusמיקוד
ActionמימושActionמימוש
Arenaזירה
Arenaזירה
Opportunitiesהזדמנויות
Threatsאיומים
Easeקל
Value חשוב
Weaknessesחולשות
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Control Cycle: P4A Copyright 2006 Dr.Alex Coman
The Project Beam
Risk Sim
ProtoGen
V&VActivity
Kit+GTactical
Strategic
Gating
Process: WBS
Activities/Work Packages: CPM
Assignment:Time(Resource,Feature)
Process: WBS
Activities/Work Packages: CPM
Assignment:Time(Resource,Feature)
ResourcesOrganization
ResourcesOrganization
VIP/BN/
Leaders
A river with no banks is a puddle
Ext.
FreezeFreezeStabilizeStabilize
GapDeliverable SOW
GapDeliverable SOW
ExistentialPlatformRiskKiller
Nice-to-haveValue
Re
spo
nsi
bili
tyA
lloca
tion
Ma
trix
Re
spo
nsi
bili
tyA
lloca
tion
Ma
trix
[email protected] Tel:(972)3-510-1768 -52- WWW.Coman.org Control Cycle: P4A
Control Cycle: P4A Copyright 2006 Dr.Alex ComanThe Project KiteFan Out Fan In