一个高效的管理工具AIP

PROPRIETARY 2001 Thomas Group, Inc., All Rights Reserved,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,AIP,Management,进程,中行动管理,今日学习目标,了解进程中行动的影响,认识到进程中行动可以进行管理,提供一套流程对进程中,的,行动进行管理，并将其转化为成果,学习如何分析现有的进程中行动（基础状况）和期望的进程中行动（目标状况），并制定行动计划，将进程中行动从基础状况发展到目标状况,用,实际操作来证明进程中行动管理的作用,Todays Objectives,Understand the impact of Actions-In-Process (,AIP,s,),Realize that they are manageable,Provide a process that will manage,AIP,s,and convert them into,Deliverables,Learn how to analyze your current AIP workload (baseline)your desired AIP workload (entitlement) and develop an action plan to move from baseline to entitlement,Use a practical exercise to illustrate the power of AIP management,AIP Management,进程,中行动管理,进程中行动是在流程中部分完成的工作，它有,明确的最终成果（完成后应该是什么样子？）,明确的完成时间（什么时候完成）,有负责人和明确所需的资源（谁）,流程的速度由确定:,任务要求：最终成果的复杂性,流程设计：步骤和次序，所需资源,工作量：积压工作和进行中的工作,总的流程速度取决于速度最慢的流程（瓶颈问题）,瓶颈问题经常会转移,An,AIP,is a partially completed task, existing in a process, that has:,A defined deliverable - (What does it look like when completed?),A defined due date - (When),An owner and an identified resource requirement - (Who),The,speed of any process is determined,by:,Requirements of the tasks (complexity of deliverables),Design of the process (number and sequence of steps, resources),Amount of work to be performed (Backlog and work in process),The,total process line speed is only as fast as the slowest process,(bottleneck),Bottlenecks often move around,AIP,Basic Concepts,AIP,基本概念,What is AIP Management?,什么是进程中行动管理？,AIP Management,is about the control of work flow in the non-manufacturing environment,Any process, even one operating at entitlement, can be overburdened if the amount of work entering the process is not controlled,Overburdened processes become “non-repetitive” processes, which leads to chaos,进程中行动管理是在非生产 环境下工作的管理,任何流程，即使只需一步就可达到目标状况，假如工作数量进入流量不被控制可能会负载。,负载流程由于没有重复的改进从而导致混乱,。,What are Actions-in-Process (AIPs)?,什么是进程中行动？,For example,AIP,s could refer to:,The new program being created for sales incentives.,The orders-in-process in an order entry process.,The new products being developed for the marketplace.,例如，进程中行动可能指的是：,为刺激销售而创建新的活动,在订单输入流程中正在处理中的定单,市场的原因从而开发新的产品,进程中行动管理的益处：,将实际行动和战略挂钩,关键行动能够更快完成,提高整个组织内部的沟通,能帮你节省15-25%时间,增加产量（全部的数量，最高的价格及生产效率）,总,流程速度只相当于最慢的流程（瓶颈）的速度，是可变因素,AIP Management Benefits:,Link actions to strategy,Complete critical actions sooner,Improve communication throughout organization,Allow you to re-channel 15% to 25% of your time,Increase Output (Overall quantity, Highest value, Productivity),The total process line speed is only as fast as the slowest process (bottleneck) which may be a variable factor,AIP,Basic Concepts,进程中行动的基本概念,大齿轮尽力带动小齿轮,大齿轮范例,老板,大项目,大客户,AIP,ORIGINS,进程中行动来源,BIG GEARS DRIVE LITTLE GEARS HARD,Examples of Big Gears:,The Boss,Big Projects,Big Customers,AIPs,Propagate Geometrically,进程,中行动（,AIP),层次分布图,AIP,R/G,AIP,R/G,AIP,R/G,R/G,R/G,R/G,R/G,R/G,R,R,R,R,R,R,Completion,完成,AIP,G,CEO,AIP G,R = Receiver,接收者,G = Generator,提出者,AIPs,Propagate Geometrically,进程中行动层次分布图,你是否感觉自己就在底端？,Do You Feel Like you are in the Bottom Box?,YES,“,AIP Overload” causes paralysis in any process resulting in missed schedules, long cycle times, and low First Pass Yields.,“,进程中行动超负荷”引起流程的瘫痪，导致无法按期完成工作，周期时间长，第一次通过率低,是,Do you need AIP Control?,进程中行动需要控制吗？,Why Control AIPs,为什么需要进程中行动控制？,AIPs,need to be aligned strategically for a company to focus on its business and customer objectives,AIPs,need to be aligned tactically in order for a company to focus its resources to meet its business strategies,AIPs,need to be controlled functionally in order to meet cost/profit/cash requirements to improve financial performance,If,AIPs,are not controlled, the cycle time of all processes will tend to increase,If cycle times increase, more resources are needed to complete actions in a timely manner,Therefore, lack of,AIP,control ends up costing a business more money,公司需要将进程中的行动进行战 略性的统一, 将目标集中于公司业务和客户,公司需要将进程中的行动进行战术上的统一, 将资源集中在满足商务战略上,各部门需要进行进程中行动管理, 以满足成本/利润/现金的要求, 提高财务表现,如果不进行进程中行动控制, 所有流程的周期时间会趋于增加,如果周期时间延长, 按时完成行动需要增加资源,因此, 缺乏进程中行动的管理, 会导致公司花费更多的钱,CT =,Where:AIP =Actions-In-(the) Process, i.e., the number of active AIPs,PS =Processing Speed, i.e., the average number of AIPs completed during a given time interval,AIP=,正在处理的行动, 即: 进行中行动的数量,PS=,工作处理速度,即:在给定的时间段内完成的,AIP,平均数量,PS,1,(,AIPs),a,And:,A Simple Formula with a Powerful Message,一个简单的公式带出强有力的信息,Completions,Time Period,AIPs,进程中行动,周期时间=,已完成任务,所用时间,用过滤器来优化管理,我能做吗,能否增值,是否符合战略目标,能否帮助客户,如果不做 后果如何,集中精力,事情太多，时间太少,Manage priorities by using filters,Can I do It?,Does it add value?,Does it meet our strategic goals ?,Does it help my customer?,If I dont do it - what are the consequences?,Stay focused!,So many things to do - so little time!,Manage Activities (AIP Management),工作管理（进程中行动管理）,How Many Symptoms of Excessive,AIPs,Do You Have?,在过多的进程中行动中你有多少的症状,返工,解决问题耗时太长,太多紧急、应急事务,解决问题的能力变弱,错过交付日期,不可预测的流程；第一次通过率下降,降低,周期时间延长,不信任/迁咎于他人,检查/以防万一,频繁改变优先次序,Rework.,Problem resolution takes too long.,Lots of fire fighting and expediting.,Problem solving capability becomes poor.,Missed delivery dates.,Unpredictable processes. First-Pass Yield decreases.,FPY,Cycle time increases.,Mistrust/Blaming of people.,Checking/Just-in-Case.,Frequent priority changing.,Practical Tool for Personal,AIP,Management,（,个人,进程中行动管理的实用工具）,这一简单,的程序就能行之有效！,This Simple Process Works!,备忘行动列表,BACKLOG LIST,1.,2.,3.,4.,5.,OTHER,进程中,行动,过滤,器,AIP,FILTER,新的,进程中行动,NEW,AIPs,现行行动,列表,ACTIVE LIST,1.,2.,3.,4.,完成,列表,COMPLETED LIST,X,X,X,X,X,行动启动原则,Loading,Rules,先做一定要做的,(,Must dos first),FOM,=,生命,周期内的受益,Life Cycle Benefit,完,成的成本,Cost to Complete,完成,的时间,Time to Complete,进程中行动接受者的三个反应：,拒绝,进程中行动，因为,最终结果不明确,与战略战术不符,可替代流程,不增值,重新确定,进程中行动,简化复杂的进程中行动,商定完成日期,重新确定最终成果，以减少非增值行动或可替代流程,重新确定内容以符合企业战略战术需要,接受,进程中行动,放在备忘列表中,合理化排序,现有进程中行动完结后，提取储存的进程中行动,从备忘提取最优先的进程中行动,There are three possible outcomes for an,AIP,receiver:,Reject,AIP because:,Deliverable not defined,Poor fit, strategically/tactically,Substitute process,Does not add value,Redefine,AIP,Simplify complex,AIPs,Negotiate due dates,Redefine deliverables to reduce NVA or Substitute Process,Redefine content to get a fit with Strategy and Tactics,Accept,AIP,Put in backlog list,Rationalize priorities,Pull,AIPs,from backlog when active,AIP,is completed,Pull highest priority from backlog,Possible Actions for AIPs,进程中行动管理中可采取的行动,TASK,REJECT,正在进行项目的,AIP,管理- 剔除,AIP,项目,Ongoing AIP Management,Candidates for AIP Kill,Receiver is empowered to question value-added or strategic fit.,AIPs,that fail receivers filter must be reviewed with,AIP,generator.,Receiver and generator may both obtain,Cycles of Learning,about,AIP,value and fit.,接收者被授权对附加价值和战略适用性提出质疑,如果该项进程中的行动接收者无法通过, 该项,AIP,提出者和接收者要一起探讨,该项,AIP,的接收者和提出者对进程中行动的价值和适用性都得到了周期学习,接收者如何对正在进行的,AIP,进行管理-保持备忘存储,Receiver Ongoing AIP Management,Backlog Maintenance,Only identify top three priorities.,Must communicate to generator if cannot meet requested date.,Periodically review and purge old,AIPs,(with generator agreement),.,只确定优先处理的前3项,如果不能在所需时间内完成, 必须同提出者沟通,周期性的回顾并修剪过期的,AIP (,应与提出者达成一致,),接收者的进行中,AIP,管理,启动原则,Receiver Ongoing AIP Management,Loading Rules,1.,To exercise starts control load by highest value using items below as guides:,Impact - higher return,Request date - near term first,Risk - lower before higher,2. Break large,AIPs,into smaller measurable pieces.,3. Verify deliverables.,4. Only load if sufficient resources are available to complete,AIP,within request date.,5. Start at the latest possible time while still meeting request date.,This is a critical decision point whenever a promised or contractual obligation exists between the firm and a client.,1. 通过以下最高价值使用原则, 练习启动控制:,- 效果 - 较高的回报,- 所需日期- 先作限期最近的,- 风险- 先作风险小的,2. 将大型的,AIP,化为较小的可测评的几块,3. 验证哪些是可完成的任务,4. 只有当保证按时完成,AIP,的足够的资源到位后, 才启动,5. 在满足所需时间的情况下尽可能推迟启动, 无论何时公司与客户存在承诺或协议, 这都是一个很重要的决策点,记录进程中行动，并进行优先排序,1.了解完成进程中行动所需时间,2. 了解每周重复性的进程中行动（如会议）,3. 了解哪些进程中行动必须现在处理（开始行动）哪些必须等待（备忘）,4. 了解哪些进程中行动可以分派给他人,5. 分析现在的进程中行动工作量（基础状况）,6. 确定理想的进程中行动工作量（目标状况）,7. 实施行动计划，从达到理想的目标式工作量,Document and prioritize your,AIPs,1.,Identify the time requirements to complete,AIPs,2.,Identify repetitive weekly,AIPs,(meetings),3.,Identify which,AIPs,you must do now (active)and which can wait (backlog),4.,Identify which,AIPs,you can delegate,5.,Analyze your current AIP workload (baseline),6.,Develop a desired AIP workload (entitlement),7.,Implement an action plan to remove barriers to achieving your entitled workload,AIP Analysis & Management Process,进程中行动的分析和管理流程,AIP Generation Process,进程中行动的产生流程,No,Yes,是,Yes,有,Yes,是,No,无,Starts Control,开始控制,形成/识别新的进程中行动，有预期成果，有完成的衡量指标，完成的时间期限,Create oridentify,new,AIP,with,deliverables,completioncriteria, and due date,接受人进程中行动管理流程,Receiver,AIP,Management,Process,进程中行动有无实质性目标,Does,AIP,have physical,deliverable?,清除,Kill,进程中行动是否符合战略和附加价值的要求？,Does,AIP,meet strategic,and,value-addedcriteria?,给接受人的说明,InstructionstoReceiver,BacklogManagement,储存管理,Prioritize forvalue-added,按照附加价值排序,High,高,Medium,中,Low,低,Other,其它,Assign,Appropriateand capableReceiver?,是否分派合适、精干的接受人,No,否,SCOPE,范 围,Cycles of Learning,学习周期,No,否,根据以下特性从最高价值的项目开始，进行,“,启动控制,”,影响 高回报,要求日期 最近的日期优先,风险 低风险优先,将大的进程中行动分成小的可衡量的进程中行动,明确,最终结果,在,规定时间内，只有当资源充足时才开始此进程中行动,在,规定时间内越晚开始越好,To exercise “Starts Control”, start projects with highest value using attributes below as guide:,Impact - higher return,Request date - near term first,Risk - lower before higher,Break large,AIPs,into smaller measurable pieces,Verify deliverables.,Only start an,AIP,if sufficient resources are available to complete the,AIP,within the requested date.,Start at the latest possible time while still meeting request date.,Receiver,AIP,Management Starts Control Rules,接受者的进程中行动管理-“启动控制”原则,启动,控制,Starts Control,Active List,现在,处理的行动名单,Backlog ListPrioritizedFor Top 3Only,储存,清单排序/仅留三项,Completed List,完成,的名单,1.,2.,3.,4.,5.,Loading,Rules,实施,规则,Potential,Kill,可能,予以清除,新,的进程中行动/,最终成果,New,AIP,s/,Deliverable,Strategic,and Value,Added,Filter,按照战略和附加价值标准的过滤,Potential Kill,可能,予以清除,Does,AIP,Have Physical,Deliverable?,进程中行动,有无实质成果,回,到产生者,Back to,Generator,Loading Rules:,Break large,AIPs,into smaller measurable pieces,Verify deliverables,Only load if sufficient resources are available to complete,AIP,within request date,Receiver Ongoing,AIP,Management Process,接受,者持续进程中行动管理,启动规则,将大的进程中行动细化为小的可衡量的单位,确认最终结果,只在有充足资源按期完成的情况下才予以实施,Filter Test for New,AIP,s,新,的进程中行动的过滤,Strategic Fit?,Does the Deliverable support a strategy or tactic necessary to take advantage of the opportunities identified by the basic mission,Does the Deliverable support the organizations defined strategy,AND Value-Added,Does the Deliverable increase the results of the organization?,Does the Deliverable add process improvement by:,Improving the responsiveness to internal or external customers while employing minimum resources?,Accelerating results while employing minimum resources?,是否,符合战略要求,最终,结果是否支持充分发掘使命性机遇所需的战略或战术？,最终结,果是否支持组织既定战略,是否,符合附加价值的需求,最终,结果是否提高组织的成效,最终,结果是否提高流程改进的质量？,在雇用最少的人力资源的前提下，提高对内外部客户的反应速度？,能否,在雇用最少的人力资源情况下，加快结果的实现？,Figure of Merit (FOM),质量,因数,Prioritizing Backlog: some form of qualifying activity must be performed so that more important or more financially impactful activities are done first,A,FOM,may have any one or more of the following attributes:,Oldest,Regulatory,Revenue Generating,Personal Passion,Fixes existing faults or bugs,Critical to Survival,Competitive (me too),Risk of not doing,Important formula,FOM =,储存,工作的优先排序：必须按照某种标准进行选择，确保重要事项、或财务影响最大的事项最先解决。,质量,因数应包括以下一到多项特征：,时间,最久,法规,规定,产生,收益,个人感情,能够,解决现有的故障或问题,对生存比较重要,竞争（,模仿）,如果,不做会有风险,一,个重要公式,周期内的利益,FOM =,完成的成本,完成的时间,Life Cycle Benefit,Cost to Complete,Time to Complete,Name: Joe Resultant,For Week Ending: Friday 2001-mm-dd,Document Your,AIPs,记录你的进程中行动,Document NPD,AIPs,记录,NPD,进程中行动,侧重,短、中、长期进程中行动的综合,将,进程中行动管理流程渗透到基层,向,整个组织沟通战略性进程中行动的优先排序,对,所有进程中行动按照符合战略和附加价值标准进行筛选,实施,产生过程，减少,“,推,”,的特征,在,接受方的实施，增加,“,拉,”,的特征,进行启动控制，运用启动规则,Focus on the High-Level mix of,AIP,s,balance short term, medium term and long term.,Drive ongoing,AIP,Management process down throughout the organization.,Communicate strategic,AIP,priorities throughout entire organization.,Use the strategic fit and value-added filter for all,AIP,s,.,Implement generator process and minimize its “push” characteristics.,Implement at the receiver and enforce its “pull” nature.,Practice starts control using the loading rules.,AIP control starts at the top!,进程中行动,的控制从高层开始！,AIP,Management - Internalization Process,进程中行动,管理 - 内部化流程,记,住：身教强于言教,纪律,纪律 纪律,Remember - People guide themselves by,your actions,more than by your words,DISCIPLINEDISCIPLINE DISCIPLINE,定期进行,业务,改进团队和,进程中,行动控制的回顾,回顾,结果,评估完成结果的完成周期时间（自上次会议结束到现在）,确定,组织启动新项目的能力,评估,储存项目，重新进行排序，并根据启动控制的实施规则，启动下一次高优先级的进程中行动,根据,需要排除障碍,Establish a periodic BIT and Management,AIP,control reviews:,Review the results.,Measure the cycle time of deliverables which were completed since the last meeting.,Determine the organizations capacity to start another deliverable.,Review the backlog, reprioritize the backlog, and based upon starts control loading rules, start the next highest prioritized,AIP,.,Remove barriers as required,AIP,Management Internalization Process (continued),进程中行动,内部化流程 （续）,AIP Management Will Work for You,进程中行动管理的作用,化乱为治,项目和战略结合,提高产出,总产量提高,价值更高,效率更高,关键行动完成更快,节省,15%,到25% 时间,Convert chaos to order,Link actions to strategy,Increase output,Overall quantity,Highest value,Productivity,Complete critical actions sooner,Re-channel 15% to 25% of your time,提高内部沟通,AIP Reduction Work Session,AIP,缩减工作时间,周期时间=1年,CT = 1 Year,行动/排队,Active/Queue,库存/备忘,Inventory/Backlog,行动3,AIP,#3,行动2,AIP,#2,行动1,AIP,#1,Results,Resource,$300,K/Month,A/Month,$200,K/Month,B/Month,$100,K/Month,C/Month,案例,I,Case I,行动1,AIP,#1,行动2,AIP,#2,行动3,AIP,#3,Resource,Results,$300,K/Month,A+B+C/Month,$200,K/Month,A+B+C/Month,$100,K/Month,A+B+C/Month,案例2,Case II,AIP Reduction,Work Session,AIP,缩减工作时间,What are the two year profits derived from Case I and II?,What additional benefits would you expect for Case II?,What would typically have to be done to achieve Case II?,在案例,I,和案例,II,中两年的收益是什么。,从案例,II,中还能得到什么额外的收益吗？,要实现案例,II，,还要做什么？,AIP,SM,Reduction Example Results,缩减,AIP,所得到的结果,1.,What are the two year profits derived from Case I and Case II?,在案例,I,和案例,II,中两年的收益是什么。,Case IAIP #1-3,6003,600,AIP #2-2,4002,400,AIP #3-,1,200,1,200,TOTAL-7,2007,200,Case IIAIP #1-1,2001,2003,6006,000,AIP #2-8002,4003,200,AIP #3-,1,200,1,200,TOTAL-1,2002,0007,20010,400,1,st,4 Months,Next,4 Months,Next,4 Months,Next,Year,Total,Profits,Profits ($K),Increased customer satisfaction, better pricing, market penetration and profits due to:,Starting later allows increased flexibility to change,AIPs,SM,/ Specs/mix /technology (,AIPs,SM,2 and 3) - (,AIPs,SM,4 and 5?).,2/3 reduction in forecast window improves,AIPs,SM,/specs/mix/ technology selection (,AIPs,SM,1, 2, and 3).,Process predictability,AIP,SM,Reduction Example Results,压缩AIP行动所得到的结果,提高客户的满意度，定价更高、市场渗透更快，收益增加,较晚启动可以更加灵活调整项目在规格/混合投资/技术需要方面要求. （行动2和3）-如果还有(行动4和5),在预测上压缩了2/3的时间风险，提高了规格/混合投资/技术需要方面的选择空间（行动1，2，3）,流程的可预测性,Reduced resources due to:,Reduced,AIPs,SM,lower clutter and confusion and are simpler to manage (,AIPs,SM,1, 2 and 3 separately).,Starting later reduces resources (assets) tied up at any one time.(A+B+C)/Month (12 Months) for Case I and(A+B+C)/Month (4 Months) for Case II.,AIP,SM,Reduction Example Results,缩减,AIP,可得到的结果,节约资源,缩减,AIP，,可降低行动混乱程度，容易管理（将,AIP1，2，3,分开),节约以后任何一段时间内占用的资源(资产),案例,I,所需资源:(,A+B+C)/,月 (12个月),案例,II,所需资源:,A+B+C)/,月 (4个月),Accelerated results due to:,Shorter time-to-money for AIPs 1 and 2,Increased,Cycles of Learning,(,AIPs,SM,2 and 3),Starting later and reduced window of change allows improved,AIPs,SM,/spec/technology selection, and reduced rework and scrap (,AIPs,SM,2 and 3).,2/3 reduction in forecast window improves,AIPs,SM,/ specs/mix/technology selection (,AIPs,SM,1, 2, and 3).,AIP,SM,Reduction Example Results,压缩,AIP,所取得的结果,加速获得结果,AIP1,和2缩减了获得投资结果的时间,提高了周期学习时间(,AIP2,和3),较迟开始可减少行动调整,增加行动/规格/技术选择的空间,降低返工和废品率(行动2和3),在预测上压缩2/3, 提高了规格/混合投资/技术需要方面的灵活性( 行动1,2,和3),2.,What would typically have to be done to achieve Case II?,Identify processes in question,Need hierarchical integration of,AIPs,SM,Understand baseline/entitlement CT/,AIP,SM,/PS/Process/ Resource Allocation - a vision of entitlement,Need methodology for prioritizing/scheduling,AIPs,SM, including,AIP,SM,start criteria,Need methodology to:,Select process and resource allocation,Identify and remove barriers,Maintain or increase PS while reducing,AIP,SM,Need,AIP,SM,pro criteria by subprocess,AIP,SM,Reduction Example Results,压缩,AIP,所取得的结果,2. 要实现案例,II ,还要做什么呢?,通过提问确定流程,需要对进程中行动进行层次划分整合,明确基准线/目标线/周期时间/进程中行动/处理速度/流程/资源配置- 目标远景,优先次序/,AIP,行程安排, 包括,AIP,启动标准都需方法学管理,以下行动也需方法学,- 选择流程和资源配置,- 识别并排除障碍,- 保持并加快处理速度并缩减进程中行动,Active AIP Reduction (Project Pruning) Methodology,缩减进行中的,AIP(,项目修剪)方法学,TGI has developed a simple but powerful algorithm for project ranking and priority setting which assures that:,Biggest/quickest pay-back projects are worked on first.,The number of active AIPs are reduced to match available,Resources with required (desired) cycle time,Customer commitments and strategic projects are properly considered,Provides a simple measure of quantitative judgment,Provides a “resource loading” algorithm that improves cycle time and drives better business results,TGI,发展了一套简便又有成效的运算法则来进行项目的分级和排序, 以确定:,- 先作最大/最快的投资回报项目,- 缩减正在进行的,AIP,数量以配合现有资源,- 根据所需的(希望)的周期时间配置资源,- 适当考虑客户的承诺和战略性项目,提供简单的评估指标进行定量判断,提供“资源装载”的运算法则以提高周期时间, 以获得更好的商业成效,Active AIP Reduction Procedure,压缩进行中的,AIP,工作流程,1.,Capture the current project list,2. Identify and staff maintenance/sustaining tasks,3. For each project obtain information (estimates) for project value, effort to complete and time to completion,4. Review and consider HengAns statement of Vision and Mission,5. Identify and terminate unneeded or mismatched AIPs,6. Calculate FOM and rank order the projects accordingly.,7. Establish a prioritized list taking into account FOM, customer commitment, and corporate strategy,8. Process managers define resource pool and optimally load programs.,9. Stop and draw the line (active vs. backlog list),1. 获得目前的项目清单,2. 识别并安排项目保留/持续发展所需人员,3. 从每一个项目获取有关项目价值,完成所需投入资源,完成时间方面的信息(估计),4. 回顾并思考恒安公司的远景和目标,5. 确定并停止不必要或违背远景的,AIP,6.,计算质量因数并对项目进行相应排序,7. 建立一个优先顺序表纳入质量因数的说明, 客户承诺, 和公司的战略中,8. 流程负责人定义所需资源和最佳配置计划,9. 停止并开始划分进行中/备忘事宜,Starts Control,-,Benefits,启动控制 - 益处,(1),Increased profits due to earlier introduction,(2)Increase ROI, RONA,(3)Increased,Cycles of Learning,(4)Increased flexibility to adjust to market changes,(5)Increased productivity,(6)Reduced cash-tied-up at any one time,(7)Reduced invisible inventory,(1,) 前面所提到的增加收益,(2) 提高投资回报率, 净资产回报率,(3) 改进周期学习时间,(4) 提高对市场变动进行相应调整的适应性,(5)提高生产效率,(6) 减少在任何一段时间内的占用资金,(7) 减少不可见工作积压,Starts Control Procedure,启动控制的工作流程,1.,Use latest, up-to-date backlog list,2. Enforce all start criteria upon completion of an AIP,- Is this the latest possible time to start?,- Is everything ready to start and finish?,- Is capacity available?,- Could the resources that became available be used to,optimally,load existing AIPs wherever practical?,3. Allocate free resources to highe