" The art of progress is to preserve order amid
change and to preserve change amid order. "
Alfred North Whitehead ( 1861 - 1947 ) |
Step Change in Capital Productivity
Prepared especially for: The Technical Staff at The Experimental Station of Dupont in Wilmington, Delaware. |
by:
Jim Cook
Cook-Hauptman Associates, Inc.
2 of 18 |
|
3 of 18 |
|
4 of 18 |
A Methodology for Achieving a Discontinuously Favorable Shift in Performance |
||
A 2x increase in a visible and meaningful business result (e. g., productivity) |
||
Step Change is achievable through a repeatable process which emphasizes: |
||
|
|
When |
c. 1800 |
1860 |
1928 |
1976 |
1987 |
Paradigm |
English |
American |
Taylor |
Numerical |
Computer |
Unifying |
Accurate Measurement of Parts |
Interchange- |
Time and Motion |
Data Driven |
Lights out, Remote |
Enabling Technology |
Precision Machine Tools |
Standards and Clearance |
Scientific Method |
Micro-processors |
Computers and |
Reconfiguration |
Products & Processes |
Parts & Processes |
Scientific Management |
Cell and Operator |
Workers Separated |
Performance |
Productivity |
Productivity |
Productivity |
Productivity |
Productivity |
After:Before |
4:1 |
3:1 |
3:1 |
3:1 |
3:1 |
6 of 18 |
Where |
Denning Robotics |
Computervision |
Verbex |
Rolls-Royce |
Focusing Problem |
Field |
Data Access |
Phoneme |
Jet Engine |
Unifying |
Repeatability |
Early Rejection |
Variational |
Time (not $) |
Enabling Technology |
Instrumentation |
Timing Tooling |
Linear Vector |
CAD/CAM |
Reconfiguration |
Integration of Mfg. and R&D |
Spatial Index |
Minis, not Mainframes |
Projects, not Functions |
Performance |
Mean Time Between Failures |
Time to Screen |
Incorrect Recognitions |
Time to Market |
After:Before |
10:1 |
3:1 |
3:1 |
3:1 |
7 of 18 |
When |
c. 1960 |
1987 |
1994 |
Focusing Problem |
Reduce |
Build new |
Spinning |
Unifying |
Clarity and Autonomy |
New Project |
Minimize |
Enabling Technology |
High Speed |
New Project |
Rapid Sampling |
Reconfiguration |
Integration of Engr. & Tech. |
Integration of Engr. & Tech. |
Work on Factory Floor |
After:Before |
3:1 |
2:1 |
3:1 |
8 of 18 |
|
9 of 18 |
We agreed Step Change will NOT occur: |
||
|
10 of 18 |
Sponsorship | A declaration of financial and moral support from a senior member or members of the management who are respected by the people that the paradigm shifting team is going to rely on (e.g., technical director, technical group manager, and manufacturing manager jointly support including a limited license to circumvent disabling procedures) |
Local Buy-In | A consensus of support among those affected daily which is achieved by an open, inclusive, trusting climate (e.g., evidenced by enthusiastic interest in the successful outcome) |
Local Champion | A person with the energy, legitimacy, personal skills and desire to be the hands-on team leader (e.g., the senior spinning research engineer). |
11 of 18 |
A Clear Purpose | A sharable, personally relevant, business critical, concise, measurable purpose which can harness sufficient energy to both overcome traditional turf issues and be powerfully coordinating (e.g., reduce breaks) |
A Unifying Strategy | A pervasively relevant, technically critical, concise, measurable strategy which can be used daily to help decide and coordinate implementation issues (e.g., minimize experimental cycle time) |
External Intervention | A source (usually a person or persons) of new technology, experience, and ideas which comes from outside the domain and provides the requisite variety of possibilities to suggest new solutions (e.g., an outside consultant with experience using on-line, real-time, signal processing and applying the unifying strategy). |
12 of 18 |
|
||
Off-line, Static |
® | On-line, Dynamic |
Multi-second Sampling |
® | Millisecond Sampling |
Low Dimensionality |
® | High Dimensionality |
Analog Processing |
® | Digital Processing |
Hardware Intensive |
® | Software Intensive |
13 of 18 |
|
||
Internal Technology |
® |
External (and Internal) Technology |
"Know Then Try" |
® | "Try Then Know" |
Ignore Manufacturing |
® | Include Manufacturing. |
14 of 18 |
Pick a bounded challenge |
||
Let the champion "self-select" |
||
Cultivate buy-in with all affected |
||
Middle managers must circumvent disabling procedures rapidly |
||
It takes longer, and returns are higher than expected. |
||
15 of 18 |
|
16 of 18 |
|
||
Capital Productivity |
= | Margin / Time |
= | ( Margin / Unit ) * Volume /
Time |
|
= | ( Value / Unit -
Cost / Unit ) * Volume / Time. |
|
Obviously, to have: |
|
|
Higher Value / Unit |
ð | New & Improved:
Functionality & Delivery |
Lower Cost / Unit |
ð | Cheaper & Less: Equipment,
Ingredients & Labor |
Higher Volume / Time |
ð | Larger Scale, Less Waste, &
Faster Processes. |
17 of 18 |
|
|||
Functionality: |
Fireproof impossibility |
ð |
Fireproof systems |
Delivery: |
Select downstream |
ð |
Select upstream |
Equipment: |
Industrial strength (only) |
ð |
Consumer grade when ok |
Ingredients: |
Heavy |
ð |
Hallow, lean |
Labor: |
Train to conform |
ð |
Inform to perform |
Scale: |
Maximize rigidly |
ð |
Balance flexibly |
Waste: |
Reduce |
ð |
Obviate or recycle |
Speed: |
Increase after design |
ð |
Design to kinetics |
18 of 18 |
Begin with a shift in point of view CONSEQUENTLY, IT IS HIGH RISK AND HIGH REWARD Good timing mitigates risk, and the timing is right NOW! |
https://cha4mot.com/works/sc_dp.html
as of January 20, 1998 Copyright © 1994 by James E. Cook |
||||