02 - phát triển chỉ số Đo lường hiệu quả - bước 1_2

Nestl Continuous ExcellenceGA-ng b mc tiuPht trin ch s o lng hiu quBc 1-2

Performance Measures Development Training material*

Ni dungMc tiuGii thiuNguyn tc ca cc ch s o lngQuy trnh pht trin ch s o lng hiu quThng ip chnh


Mc tiu

Hiu c KPIs,PPI,API vi GI 20.010 mi - o lng hiu qu sn xut ti nh my.Ch r s khc nhau gia o lng kt qu v cc hot ng t c kt qu.Bit c lm th no xc nh v trc quan nhng ci tin v duy tr cc ch s o lng thng qua quy trnh pht trin cc ch s o lng hiu qu




Ti sao ch s o lng hiu qu l mt thc hnh trong ng b mc tiu?

Reflection moment Reflection moment


Thc hnh ch s o lng hiu qu trong ng b mc tiu gip mi ngi hiu c vai tr ng gp ca h trong mc tiu chung qua vic xc nh cc ch s o lng lin quan, kh thi, ngha v ng b ti tt c cc cp

Mc tiu ca ch s o lng hiu qu trong ng b mc tiu

Ch s o lng khc


nh nghaCh s hiu qu hot ng (API):Ch s hiu qu chnh (KPI) :Ch s hiu qu quy trnh (PPI):o lng S tun th ca 1 hot ng i vi 1 tiu chuno lng kt qu ca 1 nhm cc hot ngo lng kt qu ca nhiu nhm cc hot ngV d: FTQ, TRIFr, Chi ph chuyn i, V d: dng my nh, Downtime, Usage Variances, V d: thi gian chuyn i, V sinh, ci t cc thng s my,




Ch s o lng hiu qu phi theo 5 nguyn tc* Principles updated according to the GI 21.010


Nguyn tc u tin:Cn bng gia kt qu v hot ng ng ngay t u (FTR) # Ca cp cu (first Aids) # Ca c nguy c nguy him (near misses) % ngng my c k hoch (plan stoped) % ngng my ngoi k hoch (unplan stoped)

Quan st BBSTun th cc iu kin an tonS dng gng tay bo h V snh vi mt n bo h


Nguyn tc th 2: Cn bng gia Leading and Lagging ..Ch s o lng c th leading cp ny nhng lagging cp khc Ch s o lng Lagging phn nh s hiu qu trong qu kh, khng th iu chnh hay tc ng li ln nCh s o lng leading l ch s o lng hiu qu tng lai, c th iu chnh hay tc ng li ln nCh s o lng LaggingCh s o lng leading


Cn bng kt qu/hot ng v leading/ laggingCu trc cp i, nhmQun l cp trungQun l


Nguyn tc th 3:Cn bng gia cc hng mc - SRQCDEP


Nguyn tc th 4: Lin quan, ngha, kh thi .Qun lcp trungi, nhmQun l


Lin quan, ngha v kh thi* Cc ch s o lng khc v d nh l quy trnh kinh doanh, KPI chc nng c xc nh trong khung KPI tch hp hoc bt c hng dn no (V d GI 21.010 cho sn xut)Lin quan:Phi ng b vi cc u tin chnh v cc ch s o lng khc. ngha:Nn m mi cp phi hiu r gim st v ci thin hiu qu.Kh thi:Kh thi trong ngn hn(SHO), trung (DOR) v di hn (WOR).


Nguyn tc th 5: S lng cc ch s o lng ph hp ti mi cp Note: Approximate number of measures illustrated are used as a guideRoutine / Execution Improvement / Strategy




Phi c s tham gia ca nhng ngi lin quan ca cc b phn v phng ban khc nhau trong nh myBan gim c nh my phi tham gia quy trnh Pht trin ch s o lng hiu qu ti cc b phn m bo tt c u tham gia.

Cc nhm cc b phn khc nhau nn cng tham gia thc hnh, cng a ra nhiu thng tin phn b hiu qu n tt c cc phng ban trong nh my.


Pht trin ch s o lng hiu (KPI cascading) qu gm 5 bc:


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khcXc nh cc nhn t ng gpTrin khai cc ch s o lngTrc quan v truyn t cc ch s o lngSp xp cc KPI, OMP v cc ch s o lng khcXc nh cc ch s o lng ti cc cp


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khcCc KPI bt buc trong GI 21.010 v ch s o lng OMP yu cu c theo di trong nh my. *Tun sut thc t cho cc ch s o lng hin ti v tn xut tim nng cho cc ch s o lng mi (thng, qu, nm,)1.1 Sp xp cc KPI bt buc v ch s o lng OMP vi tn sut v hng mc

Measures assigned to the drivers in OMPMandatory KPIs from the function


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khcMeasures assigned to the drivers in OMPHng mcTn sutAn tonReliabilityCht lngChi phPhn phiMandatory KPIs from the functionMi trngCon ngi


QuThngV d: Hiu qu v Cht lng ngay t u cn c thay th bi Reliability v ng ngay t u theo khi nim trong GI 21.010Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khcSau khi sp xp tt c cc ch s o lng vi nhau, nhm nh my s xem xt tng ch s o lng mt m bo ng b vi GI 21.010Hng mcTn sutAn tonReliabilityCht lngChi phPhn phiMi trngCon ngi


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khc1.2 Sp xp cc ch s khc ti cp cao nht vi tn sut v hng mc

KPI trong GI 21.010

OMP measuresCh s o lng khcCc ch s o lng khc cn c xem xt:Cc ch s o lng khc c duyt trong MOR cp nh myCc ch s o lng c bit do yu cu t kinh doanh (v d: s loi sn phm mi ra mt ng ngy)


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khcMeasures assigned to the drivers in OMPOther measures*(Factory MOR measures, other measures from functions, etc.)Mandatory KPIs from the function* Sp xp cc ch s o lng khc vi tn xut v hng mc trong s hin tiHng mcTn sutAn tonReliabilityCht lngChi phPhn phiMi trngCon ngi


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khc v d minh ha

Sau qu trinh sp xp, ban gim c c th c c mt lng ln cc ch s o lngCui cng, cc ch s o lng ti cp ny s c phn b xung cp di


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khcCh s o lng m mc tiu thay i kt qu ca cp hin ti l ch s ci thinCh s o lng m mc tiu duy tr kt qu ca cp hin ti l ch s duy tr1.3 Xc nh ch s o lng no ci thin, ch s no duy trTt c cc ch s o lng trong biu s c phn b xung cp diQuThngHng mcTn sutAn tonReliabilityCht lngChi phPhn phiMi trngCon ngi


Bc 1: Sp xp cc KPI, OMP v cc ch s o lng khc V d minh haKhi xc nh ch s o lng l ci thin hay duy tr, phi xc nhn l ch s lng c phi ng gp mt phn trong OM*

* Mt s ngoi l ca ch s o lng khng phi mc tiu ci thin nhng li ng gp mt phn trong OMP could be reflected as part of the OMP


Bc 2: xc nh cc nhn t ng gpXc nh cc nhn t ng gpTrin khai cc ch s o lngTrc quan v truyn t cc ch s o lngSp xp cc KPI, OMP v cc ch s o lng khcXc nh cc ch s o lng ti cc cp


Bc 2: xc nh cc nhn t ng gp

Phn tch nhn t ng gp l g? L i din ca mi quan h gia cc cp khc nhau ca cc nhn t ng gp (tc ng hoc b tc ng) cho n khi c c cc hot ng.

Nhng im chnh xc nh nhn t ng gp:Xem xt cc yu t c xc nh nh trong GI 21.010,Xc nh ci g cn c hon thnh cp di n m bo kt qu k vng (cc nhn t ng gp)?Da vo cc s kin v d liu sn c (C th s dng nu c).Mi mt nhm c kin thc v kinh nghim c c cc hot ng.

Contributor analysis


Bc 2: xc nh cc nhn t ng gpV d: Reliability2.1 Xc nh cc nhn t ng gp tim nng bng vic s dng cc cng c khc nhau (Brainstorming, biu )RELIABILITY* Cc nhn t ng gp cho Reliability (gm nhng hot ng chnh) c sn trong GI 21.010i vi Reliability, xem xt cc nhn t ng gp lin quan trong GI 21.010 tham kho.Reliability :Ngng my c k hochNgng my ngoi k hochThp hn tc chunRework/wasteLy cc ch s o lng bc 1 phn tch cc nhn t ng gp.


Bc 2: xc nh cc nhn t ng gpV d: Reliability2.2 Xc nh cc nhn t ng gp chnh (S dng d liu, s kin, brainstorming, Pareto hay cc cng c xt u tin khc)

Chn la da vo d liu, s kin, kinh nghim,K thut thit lp u tin c th s dng h tr (nu c) V d ParetoTrong v d ny, sau khi phn tch d liu v brainstorming, ngng my c k hoch v khng c k hoch c xc nh l cc nhn t ng gp chnhRELIABILITY


2.3 Lp li bc 2.1 v 2.2 cho cc nhn t ng gp chnh, n khi bn c c cp cc hot ng

Bc 2: xc nh cc nhn t ng gpV d: ReliabilityPlanned stoppagesUnplanned stoppagesThp hn tc chunRework / wasteRELIABILITYNgng my c k hochNgng my khng c k hochCILChangeoverBo tr c k hocho to/hpCm/Gii laoNgng my vn hnhLi quy trnhMy/quy trinh chMinorStoppagesCILi sn phmS c k thut trn 10 phtS c k thut di 10 phtTun th ngng my c k hoch(v sinh)Tun th ngng my c k hoch(i sn phm)Loi b ngng myBo tr thit bTun th cc thng s ci tHot ng sn xut c chn t GI 21.010Nhng hot ng c xc nh bng brainstorming (nu c)Nhn t ng gp chnh trong sn xutHot ng k thut c chn t GI 21.010Tun th k hoch PM03Nhn t ng gp chnh trong k thut* Cc nhn t ng gp cho Reliability (gm nhng hot ng chnh) c sn trong GI 21.010


xc nh mt hot ng t Brainstorming l hot ng thc s, s dng Cy quyt nh


Hng dn

Chia thnh 4 iS dng cc kin thc hc t v d v Reliability, mi nhm s xy dng 1 phn tch nhn t ng gp cho cc hng mc c th c phn cng (SRQCDEP)Xy dng phn tch nhn t ng gp n khi c c cp cc hot ngChn 2 nhnh phn tch vng 260 pht cho mi hot ng

Bi tp 1


Phn hi

Trnh by phn tch nhn t ng gpNhng im chnh m bn hc c t bi tpTi sao phi xy dng bn phn tch nhn t ng gp hiu qu

Bi tp 1

*

Performance Measures*Performance Measures*Performance Measures*Performance MeasuresFacilitator notes:

Get interaction with the audience by asking this question.You will get an idea about the knowledge of the people in terms of performance measures as a Goal Alignment practice*Key messages:

Highlight performance measures concept and aim as part of Goal Alignment, which is to enable people to understand their contribution to the achievement of the improvement and to sustain some other results. It will be possible by the knowledge and application of the 5 principles of measures within Goal Alignment and following the performance measures development methodology

On the other hand, Performance Measures record and report should be done in a correct and consistently way in order to understand the current status and effectively manage the results. For performance measures in manufacturing, GI 21.010 needs to be consider as a reference.***Performance MeasuresFacilitator notes:

Explain the audience to pay attention in the following principles:

Balance between results and activitiesBalance between categories

Ask them what is different from one they currently know?

Key messages:

It is not about changing the categories. It is about enhancing the concept of practice which is considered as an activity. By introducing the APIs concept in manufacturing, the aim is to be aligned with measuring the adherence of an activity.

Regarding the categories of measures, the important thing is to understand what we aim in manufacturing, which is going for zero. It is not about adding additional categories, is about understanding how different dimensions have an important impact on the achievement of zero and considering this during the definition of the measures in all the levels of the factory.**Facilitate note:

Go through description of results and practice measures - Ask the participants could you tell me 10 results measures? - Write down the measures that the participants say - Do the same with the practice measures (can be difficult for participants to find 10)The results of this exercise is that result measures are far easier for people to think of. Practice measures are far harder initially to define. The key message is to be the best in class; we need to have a balance of results and practices.Key Messages:

Some measures are lagging measures and indicate the result of past performance. Lagging measures offer little room for a company to change the poor processes that might result in poor performance. Leading measures reflect current status and allow anticipation of the expected result.Leading measures provide an early warning system to help the business detect problems either before they occur or before their impact is significant. Whether a measure is leading or lagging depends on the level that you are reviewing the measure in.Leading and Lagging is different to Results and PracticesKey Messages:

On the Management is expected to find more Results and Lagging Measures because usually we have past performance reviews. (Looking to what already happened)

On the team levels you will find more practices to deliver the desired results, as well as Leading Measures driving the performance of how we do the activities.

It doesnt mean that you wont find Leading Measures in the high level of the organization.

If you talk about Result it doesnt mean that you can just associate it to a Lagging Measure. You can have a Result associate with a Leading Measure. Example: 5S. We measure the 5 S through a Yes/Not status, but to ensure the result we need leading measures (practices) like, filling a check list of specific activities, tools in place, etc. By completing these practices will drive the desired outcome (result) which is 5 S correctly implemented.**Facilitate note:

Go through the slide and ask if they can think about other example going through each categoryKey Messages:

High level Measures are coming from the OMP and from other sources as the business, the specific function, etc., and will be the baseline of cascading to the teams.The measures should be properly transformed and translated by ensuring relevant, meaningful and actionable measures at every level.*Facilitate note:

Ask the group what they are currently measured on.Challenge them as to whether they are RMA for them:Is it aligned to a KP?Is it understood how to improve performance?Are they able to take action on it?

*Facilitator note:

Remind participants that the number of measures is just approximate. Too few measures and too many do not allow the right focus on performance at the right time. Use this suggestion as a good guide.The colour of frequency from weekly to quarterly (green to purple) shows that the reviews are becoming more improvement based and less operational as the time interval extends.

**Performance Measures*Facilitator notes:

Ask two people from the audience about how have they performed their measures development exercise. Who was involved? How long did it take?

Key messages:

It is very important to involve the factory management team, but also something that will help to have a more realistic and strong exercise is to involve cross functional teams into the session(s) to be sure all the areas of the factory have been covered.Step 2- Operational ReviewsFacilitator notes:

Go through the slide content.Each step will be explained in detail in the next slides.*Facilitator notes:

Go through the slide and mention the input, process, output

*

Key messages:

As first step you will need to map the KPIs and other measures. To do this, the 13 mandatory KPIs from the GI 21.010 need to be taken into account. Also consider the measures assigned to the drivers in the OMP (might happen that some of the 13 mandatory KPIs are already part of the OMP).Do the mapping considering the categories together with the current or desired frequency of measurement.Be aware that in this stage some measures might be redundant.

*Facilitator notes:

Follow the animation to illustrate the mapping process together with the categories and frequency of measurement.

*Facilitator notes:

Explain the example following the animation

Key messages:

The first time of running the exercise after the GI-21.010 is introduced, some measures will be aligned with the GI concept. For example, Reliability will be used instead of Performance and FTR will be used instead of FTQ*

Facilitator Notes:

Follow the animation to show the definition of other measures

Key messages:

Other measures are also an important input for the measures development process.Identify what are other measures that you need to take into account and map them together with the category and frequency of measurement.*Facilitator notes:

Follow the animation to illustrate the mapping process together with the categories and frequency of measurement including other input as the Other measures

*Facilitator Notes:

It is an illustration on how the first mapping process could look like.

Key messages:

Might happen that during taking the high level measures, the team will collect a consider amount of measures.It is important to keep in mind that during the exercise the measures selected in Step 1 are the ones that will be further cascaded.If it happens, consider to take some measures that you dont think are relevant for this stage and park them to be taken in further steps.*Key messages:

It is important to be aware and understand the concept of Measures for Improve and Measures for Maintain.The Measures for Improve are the ones which objective is to change the current level of result in order to improve. These measures will be part of the OMP. The Measures for Maintain are the ones that the objective is to keep the current level of result.

Consider this as the output of Step 1. All measures at this stage will be further cascaded.*Facilitator notes:

An example of Step 1 output. The arrows on the post its indicates in the measures is Improvement Measure or Maintain Measure.

Key messages:

Verify that the measures for improvement are considered as part of the OMP. Remember that OMP drives the expected improvement to deliver the business priorities.

Some maintain measures can be reflected in the OMP if we have changing conditions, therefore requiring additional effort to achieve the same results*Facilitator note:

Go through the slide.

Key messages:

Contributors pre-defined by the function means if there is any instruction or standard in place that can be used as a reference to define the contributors. (e.g. for manufacturing the GI-21.010, etc)

*Facilitator Notes:

Before go through the slide, ask the audience what is for them a contributor analysis. You will get the perception about how much the people understand and really have performed a contributor analysis.

Key messages:

A contributor analysis represents the relationship between different contributors. Should be done until reaching activity level.

Some key points to be considered:

Consider pre defined components according to the functionAlways consider what should be done and what should be control to get the expected resultUse available data. Consider to use IPA if has been already performedReach activity levelInvolve cross funtional team and people with knowledge and experience*Key messages:

For reliability the relevant contributors are given in the GI 21.010.In this example the GI 21.010 was taken in order to map the contributors at the first level of analysis which are:

Planned stoppagesUnplanned stoppagesSpeed lossRework/waste*Facilitator notes:

The animation will show the main contributors for this example.

Key messages:

Step 2.2 consists in identify the contributors after potential contributors had been identified in Step 1.1In this example, data is available and Pareto is use as a tool to validate the main contributors.

Taken the data into consideration the main contributors for Reliability are Planned stoppages and Unplanned stoppages.*Facilitator notes:

Follow the animation. The slide will show the contributors and main activities. There is a color code for the ones identified using the GI 21.010 and the ones identified by brainstorm.The example illustrates the main contributors in production and in engineering (see the color code)Visualize the activities from production and engineering as output of step 2.3 (see color code)

Key messages:

Step 2.3 aims the identification of main contributors at each level of analysis until you reach activities level. What you can actively do to impact the result.

*Facilitator notes:

Go through the decision tree and explain it is a guidance to select the activities properly as not everything can be consider as a proactive activity.

Key messages:

What is important is to keep the ones that occur repetitively, rely on people execution and really have an impact on the contributors.***Facilitator notes:

It is time to practice with an exercise.Follow the guideline to start running the exercise.**Facilitator notes:

Show the slide to the teams for them to be aware about the sharing during the 20 min of feedback.

02 - phát triển chỉ số Đo lường hiệu quả - bước 1_2

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