MBI理论（全）9794

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,The IPD project consists of three phases,Energize,& Focus,Invent,Launch,Loosen the soil,Understand the As Is,Identify improvement potential,Design and pilot the To Be,- process,- organization,Coach 3 PDT teams,Expand To Be to all products,Huawei has four key objectives for phase 1 of IPD,Get a complete diagnostic of the current development process,Issues identified,If possible, compare to an IBM operation,Develop realistic targets for measuring the To Be process,What is achievable in phase 2,Transfer both IPD and reengineering skills to Huawei core team,Expand the understanding and support of IPD by the Huawei senior management team,xxx,An Executive Overview of IPD,S. TarchalskiMarch 1999,xx,Agenda,Overview of IPD at IBM,Forces for Change,IPD Framework,Organization,Process,Metrics,Common Building Blocks,I/T Infrastructure,Results,An Introduction to Market Management,在IBM实施IPD是因为一股支持不住的财经走向,TOTAL IBM,H/W SALES,收入 ($B),S/W SALES,毛利($B),TOTAL IBM,S/W,H/W,毛利率(%),TOTAL IBM,H/W,S/W,研发 费用 ($B),GROSS,H/W,% 硬件费用,% E/R,% E/GP,IBM研发花费远远超过业界最佳，不再支付得起,业界最佳,IBM,0%,5%,10%,15%,E/R %,业界最佳,IBM,0%,10%,30%,占总研发费用的百分比,20%,行业中等值,IBM的上市时间也远远落后于竞争对手,高复杂度,中等复杂度,低复杂度,高复杂度,中等复杂度,低复杂度,业界最佳,业界平均,1.25X 业界最佳,1.5X 业界最佳,2X 业界最佳,流程重整,产品重整,缩短上市时间/ 利润,有效的开发,提供客户价值和股东价值,客户解决方案,前沿,C/S 平台，子系统，技术,硬件开发重整目标,集成产品开发流程,(IPD),公用基础模块,产品平台,DFM（为可生产性而设计）,DFS（为可服务性而设计）,结构化流程,事件驱动的决策点,跨部门的团队,超过预期值,为减少$20亿的成本和50%的上市时间，IBM不得不在一个叫IPD构想的指导下，同时重整产品和流程,Hardware,Software,HW Elements,SW Elements,Subsystem 1,Subsystem N,Platforms,Applications,Technology,Subsystems,Platforms,Integrated Offerings,策略,结构,Market,最佳开发模式,异步层,+,-,-,+,方案的竞争位置,市场划分的吸引力,+,优化投资,组合分析,快速开发和导入的衡量标准,获利时间,12 Mo,Defn,GA,结构化流程,项目和管道管理,资源平衡,共享开发/通用零件,客户$APPEALS,$- 价格,A-可用性,P-包装,P-性能,E-易用性,A-保证,L-生命持有成本,S-社会接受程度,成功的产品,Cash Flow (-),Cash,Flow (+),Innovation Cycle Time,Time to Market,Time,Time to Profit,To,Tb,Tr,Ts,125%,100%,85%,Project,Loading,Functional,Excellence,Wedge,Over-,Commitment,Additional,Headcount,Required,Best-in-Class,One Divisions,Project Loading,% of Direct,Development,Loading,跨部门的团队,硬件开发软件开发财务,硬件市场销售软件市场销售生产,供应采购制造,划分,提供1 - N,硬件开发软件开发财务,硬件市场销售软件市场销售生产,供应采购制造,角色：开发提供的方案，执行合同,角色：管理区段组合，授权投资,IPMT - 集成产品管理团队,PDT - 产品开发团队,不同管理层次的跨部门团队对不同类型的决策负责,概念,计划,开发,公用基础模块,建立参考架构,管理产品族,确认设计重用的机会,生产较简单的派生产品,使用决定性的测试,GBM,PDT,组合管理,确认市场机会/产品竞争力（可选）,PDT合同,执行的承诺（两种方式）,即时的变化报告,项目管理系统的资源,流程度量,早期警告指示口,完美执行评审点,阶段性的时间和投资等,客户$APPEALS,确定用户采购标准,确认所有市场混合因素,设计渠道,IPMT,发布,项目管理,完全依赖的管理,关键路径分析/恢复替换,检定,生命周期,概念决策评审点,计划决策评审点,可获得性决策评审点,寿命终止决策评审点,开发流程是分阶段的、各阶段间用门槛分开的流程，集成了多个关键因素,PDTs are formed at the beginning of a project and are responsible for managing a project through the launch,Customer,Support,Marketing,Planning,Procurement,Development,Prototype,Build,Testing,Project Manager,Production,Engineering,PDTs are temporary team structures,they form at the inception of a project,they dissolve at the completion of successful a successful product launch,PDTs plan the entire project together during concept,PDTs manage the entire project together during execution,Team Leader,Team Member,Extended Team Member,Roles and responsibilities of the Project Manager,Roles and Responsibilities of the PDT Team Member,Serves as teams functional expert,Resolves issues,Represents functional area in design and project decisions,Shares responsibility for team results,Accountable for functions deliverables,Reports on status of schedule, budget and critical items,Maintains ties to functional area,Keeps Functional Manager informed,Applies functions strategies, tools and standards,Coordinates Extended Team activities,Manages functional areas project schedule and budget,Facilitates information exchange,Conducts design/project reviews in their functional area,EXTENDED,TEAM,TEAM LEADER,TEAM,MEMBERS,TEAM,MEMBER,EXTENDED,TEAM,FUNCTION,Roles and Responsibilities of the Extended Team Member,Roles and responsibilities of the Functional Manager,The Project Team is the conduit for information,SENIOR MANAGEMENT TEAM,PROJECT TEAM,PROJECT,AUTHORITY,INFORMATION,EXTENDED TEAM,Business Plan Outline Overview,Executive Summary,Market Analysis,Product Overview,Competitive Analysis,Production and Fulfillment Plan,Marketing Plan,Customer Service Support Plan,Project Schedule and Resource Plan,Risk Assessment and Risk Management,Financial Overview,Recommendation,1.0,2.0,3.0,4.0,5.0,6.0,7.0,8.0,9.0,10.0,11.0,注重与竞争有关的八大购买理由,Performance,Packaging,Ease of Use,Availability,Life Cycle,Social Acceptance,$ Price,$APPEALS,价格,可用性,包装,性能,易用,保证,生命周期成本,社会接受程度,Assurances,注重最终客户需求的开发,成功产品的交付,成功共享的交付,直接参与市场配额,客户需求,购买影响因素,质量方案,$APPEALS是市场和产品模型之间的关键联系,它把客户的要求贯穿到产品和服务中。,目的,定义客户期望的因素: 包装, 可用性,性能,价格,易用性,保证,生命周期成本,社会支持,*确定与竞争对手较量中什么是客户对IBM的认知,为每个因数定级标准,-,显然的领导者,在前两名主要竞争者占其一.,与前3-5名相同,在市场中普遍认为优秀的,大多数购买者能接受,对25%-35%的购买者不能接受,大多数购买者不接受,极不满意,完全不合格,*差距分析和行动计划,-创新和产品改进的目标,10 =绝对最好,9 =,8 =,7 =,6 =,5 =,4 =,3 =,2 =,1 =,PACKAGING,PERFORMANCE,EASE OF USE,SOCIAL,SANCTIONS,$ PRICE,ASSURANCES,AVAILABILITY,LIFE CYCLE,COSTS,Competitor X,Performance,Packaging,Ease of Use,Availability,Life Cycle,Social Acceptance,$ Price,Assurances,客户定义,竞争地比较,Competitively Compared,建立成功的计划,$APPEALS使用客户定义的属性和竞争等级作为差异化的基础.,管理决策,工作描述和指导,时间/成本/性能跟踪,目标,网络计划,汇报,主要/详细时间表,预算,资源分配,.,项目层,公司层,SPEC SOW WBS,Pert / CPM,市场现况,Strategies,技术现况,$,Time,工作授权,反馈,V,V,V,V,V,V,V,V,Payoff tables,V,V,V,V,V,V,V,V,$,Time,Teams,信息技.术Information,Technology,Gantt,计划,Planning,Execution and Control.,执行,用严格的项目管理流程管理项目投资.,负责人,衡量标准,描述,IPMT,PDT,投资效率,新产品率,废弃项目,上市时间,盈利时间.,公用基础模块,费用/收入,新产品收益占总收入百分比,撤消的产品和项目的开发费用.,从概念到通用可获得性,首次客户交付的周数.,从概念到税前盈利的周数.,批准的基础模块重用百分比.,用衡量标准来衡量各管理层的流程效率,硬件,软件,硬件元素,软件元素,子系统1,子系统N,平台,应用程序,技术,子系统,平台,集成体,策略,体系结构,市场销售,共享器件/共用零件,开发效率,减少上市时间,主要优势(前沿)产品,客户解决方案,各层间异步开发,产品重整构想基于公用基础模块和异步层,Shared Software,PC 服务器,AS/400,RS/6000,S/390,共享软件,. . . DB2 SOM SystemView . . .,直接存取存储设备和磁带,PowerPC,CMOS,S/390,Shared Hardware,. . . TCP/IP 消息排队 驱动包. . .,共享硬件,电源/机械,. 当认识到许多零件和技术可以被重用和共享时,通用平台委员会,%,通用,P/Ns,时间,AS/400,RS/6000,S/390,PC 服务器,增加跨平台,通用的,百分,比,开发委员会,设计点,时间,随着时间的增加，设计点减少,%,优选部件,时间,部门编码委员会,随着时间的增加，增加优选部件的使用,新 P/N,(CY,+,1),时间,%,P/Ns,数量 12,000 功能(features), 103,000 物料清单（BOM）, 540,000 现行 P/N(料号),5000 现有产品供应商,1,200 主要供应商,前 20 = 35% 总开销,许多遗留系统不通用,59车间管理(floor management),25 物料后勤,12 采购,供应商,1500 机器类型/型号,公用基础模块（CBB）的驱动力是产品、零件、供应商和支持系统的增加,1996 型号,部门 Z,3413 料号,部门 X,3788 料号,部门 Y,1032 料号,100 共享,53 共享,88 共享,部门间重用 2%,. 并且缺少部门间的重用和共享,关键要素:,给予开发者和供应商简明的早期指示,参考平台体系架构/描述图,集中目标,从支撑零件数据库中选择优选部件