Sfm module iv
-
Upload
ashwini-das -
Category
Education
-
view
333 -
download
4
description
Transcript of Sfm module iv
![Page 1: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/1.jpg)
Cost reduction
• An organized and planned one-time or continuous initiative taken with the goal to reduce business costs from a current level to a desired lower level.
• Cost reduction may be targeted to one specific cost (account), a selection of costs (accounts) or organization-wide.
![Page 2: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/2.jpg)
Cost control
• An ordered and intentional effort to limit the growth of costs within specific accounts.
• The management practice of putting lock limits on accounts.
![Page 3: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/3.jpg)
Life Cycle Cost
![Page 4: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/4.jpg)
Life Cycle Cost (LCC)
• Life cycle costing, LCC, is the process of economic analysis to asses the total cost of ownership of a product, including its cost of installation, operation, maintenance, conversion, and/or decommission.
![Page 5: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/5.jpg)
Life Cycle Cost (LCC)
• By using LCC, total cost of the product can be calculated over the total span of product life cycle.
![Page 6: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/6.jpg)
Life Cycle Cost (LCC)
• LCC is a economic tool which combines both engineering art and science to make logical business decision.
• This analysis provides important inputs in the decision making process in the product design, development and use.
![Page 7: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/7.jpg)
LCC for product supplier
• By using LCC, product suppliers can optimize their design by evaluation of alternatives and by performing trade-off studies.
• By using LCC, product suppliers can evaluate various operating and maintenance cost strategies (to assist product users).
![Page 8: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/8.jpg)
LCC for customer
• By using LCC, customers can evaluate and compare alternative products.
• By using LCC, customers can assess economic viability of projects or products.
![Page 9: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/9.jpg)
Why use LCC?Typical conflict in most of the company:• Project Engineering wants to minimize capital costs
as the only criteria,• Maintenance Engineering wants to minimize repair
hours as the only criteria,• Production wants to maximize operation hours as
the only criteria,• Reliability Engineering wants to nullify failures as the
only criteria,• Accounting wants to maximize project net present
value as the only criteria,• Shareholders want to increase stockholder wealth as
the only criteria.
![Page 10: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/10.jpg)
Why use LCC?
• LCC can be used as a management decision tool for synchronizing the divisional conflicts by focusing on facts, money, and time.
![Page 11: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/11.jpg)
Why use LCC?• Why should engineers be concerned
about cost elements? It is important for engineers to think like managers and act like engineers for a profit maximizing organization.
Money Does Matter!!!
![Page 12: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/12.jpg)
Cost element
• For an equipment, there are TWO cost elements:
1) Initial Cost, and2) Operation & Maintenance Cost
• The identification of cost elements and their sub-division are based on the purpose and scope of the LCC study.
![Page 13: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/13.jpg)
Cost element
• Initial Cost:–Design & development cost,– Investment on asset, or cost of equipment,– Installation cost or erection & commission
cost.
![Page 14: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/14.jpg)
Cost element
• Operation & Maintenance Cost:– Labour cost,– Energy cost,– Spare & maintenance cost,–Raw material cost.
![Page 15: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/15.jpg)
KAIZEN- AN INTRODUCTION
• Masaaki Imai is known as the developer of Kaizen.
![Page 16: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/16.jpg)
Kai Change
Zen Better
CHANGE FOR THE BETTER
![Page 17: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/17.jpg)
Indian Connection
Small Drops of Water together Ultimately result in a lake
![Page 18: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/18.jpg)
Implementing Kaizen- few rules
• List your own Problems• Grade problems as to minor, difficult and major• Start with the smallest minor problem• Move on to next graded problem and so on• Remember improvement is part of daily routine• Never accept status quo• Never reject any idea before trying• Eliminate tried but failed experiments• Highlight problems rather than hiding
![Page 19: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/19.jpg)
Kaizen PhilosophyApproach to Traditional Organization Kaizen Environment
Attitude
Employees
Information
Interpersonal Relationship
Managerial Belief
Management Culture
Management Function
Management Stress
Let it go
Cost
Restricted
Commercial
Routine
Bureaucratic
Control
Functional
Continuous Improvement
Assets
Shared
Human
Change
Participative
Supportive
Cross functional
![Page 20: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/20.jpg)
Procedure For Implementation
• Form small groups from 6-10 persons• Give them numbers-Kaizen 1,Kaizen-2…• Appoint an evaluator of the group• Arrange weekly meetings of group (6-12 months)• Submit progress of improvement in writing• Allow each member to express• No disturbance when others are speaking• However Clarifications can be sought instantly
![Page 21: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/21.jpg)
Evaluation
• 0 Marks for no improvement made
• 0 to 30 Marks depends upon improvement tried but failed
• 30 to 50 Marks for small to moderate improvement
• 50 to 75 Marks for good improvement
• > 75 Marks for extraordinary improvement
![Page 22: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/22.jpg)
Evaluation Other factors
• A – Attitude
• S – Safety
• P- Productivity
• E - Energy Saving
• M - Money Saving
![Page 23: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/23.jpg)
Benefits of Kaizen
Reduction in Production Time
Reduction in Rejection
Energy Saving
Improved Quality
Tangible Benefits
Motivation
Team Building
Sense of belongingness
Environment Conservation
Change in attitude
Intangible Benefits
![Page 24: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/24.jpg)
Reasons for Failure of KAIZEN
• Lack of interest and support from management
• Lack of training of :– Listening skills, Presentation Skill, Communication Skill
• Criticism of failure from fellow members
• Ignoring Basic Concept ( Improvement is part of daily routine)
• Work Pressure –sidelining the Kaizen
![Page 25: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/25.jpg)
PIT FALLS IN KAIZEN
• Resistance to change
• Lack of proper procedure to implement
• Too much suggestion may lead to confusion and time wastage
![Page 26: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/26.jpg)
Kaizen Costing
• Cost Reduction in– Design of the Product– Development of the Product– Production Of the Product
![Page 27: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/27.jpg)
Kaizen Costing-definition
Kaizen costing is the maintenance of present levels for products Currently being manufactured via systematic efforts to achieve the desired cost level.
KC is applied to product that is already under Production
Time prior to KC is Target Costing
![Page 28: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/28.jpg)
• Kaizen Costing Calls…..
Establishment of cost reduction target amount and its accomplishment through Kaizen activities---continuous improvement.
![Page 29: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/29.jpg)
Introduction to Benchmarking
![Page 30: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/30.jpg)
What is Benchmarking
• Benchmarking is an improvement process that is used to identify best practice within a peer group and facilitate it’s incorporation into your organization
![Page 31: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/31.jpg)
ContinuousOngoingLong-term
Benchmarking is a
Organizational comparisonOrganizational improvementMeeting or surpassing industry best practicesDeveloping product/process objectivesEstablishing priorities, targets, goals
SystematicStructuredFormalAnalyticalOrganized
OrganizationsCompaniesInstitutions
ProcessEvaluatingUnderstandingAssessingMeasuringComparing
RecognizedAcknowledgedIdentified
Best-in-classWorld-classRepresentingbest practices
For
the that are
as
for thepurpose of
![Page 32: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/32.jpg)
General Principles for Involvement
• The more people involved, the more different views and perspectives brought to bear.
• The more ideas generated, the better the chance of making significant changes.
• The more people in the benchmarking process, the less difficult it is to sell the concept and any results to the workforce.
![Page 33: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/33.jpg)
Types of Benchmarking• Internal benchmarking• Competitive benchmarking• Industry or Functional benchmarking• Process or Generic benchmarking
![Page 34: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/34.jpg)
Internal Benchmarking• Similar activities in different locations,
departments etcAdvantages:
– “Sharing” - Communication– Data easy to get– Good results, immediate benefit– Good practice
Disadvantages:– Limited focus– Internal bias– “Miss the boat”
![Page 35: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/35.jpg)
Competitive Benchmarking
• Direct Competitors, same customer baseAdvantages:
– Directly relevant– Comparable practices & technologies– History of information
Disadvantages– Data collection difficulties– Ethical issues– rivalry
![Page 36: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/36.jpg)
Industry or Functional Benchmarking
• Leaders in Similar Industry Advantages• – Willing partners• – Readily Transferable Disadvantages
– Cost– Some “willing partners” not so willing!
![Page 37: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/37.jpg)
Process or Generic Benchmarking
• State of the art Processes/products/services• Break the company into generic functionsAdvantages
– Breakthrough ideas– Network development– High potential for innovation
Disadvantages:– Hard to do!– Transferring practices (learning!)– Some information not transferable– Time consuming
![Page 38: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/38.jpg)
Benchmarking: Is/Is NotIS IS Not
• Continuous process
• Provides valuable information
• Learning
• Time-consuming
• Viable tool, generically applicable
• One-time event
• Provides simple answers
• Copying, imitating
• Quick & easy
• A buzzword, or fad
![Page 39: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/39.jpg)
Organizations who consider it vital to their survival and growth
• AT&T• American Cancer Society• American Express• Anderson Consulting• Cisco• Dow Chemical• Ernst and Young• General Motors• Harley Davidson• Intel• Johnson & Johnson• Kellogg
![Page 40: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/40.jpg)
Benefits of Benchmarking
• Benchmarking helps identify the gaps between the organization that is undertaking the benchmarking assessment and best practice.
• Undertaking benchmarking can lead to improvements being incorporated into processes and systems delivering gains in efficiency and effectiveness
• Benchmarking can help align improvement activity with strategic goals and objectives
![Page 41: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/41.jpg)
The Benchmarking process• Benchmarking has a defined process
1. Identify the process that will be benchmarked – consider what metrics will be measured
2. Measure results in own organization3. Identify a benchmarking partner (look for one with favourable
results or to the metric being measured or known best practice)4. Measure the process5. Analyze the conditions that determine the favourable results6. Determine an action plan to take your organization to the favourable
results7. Review Benchmarking results and conduct regular reviews with your
peer(s).
![Page 42: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/42.jpg)
Problems with Benchmarking
• Problems with benchmarking occur where– Data is not obtained for the process being measured – and
analysis becomes subjective– No peer group/best practice identified (including data
available)– The gap between current state and best practice is
captured but nothing is done about it– Assumed best practice isn't best practice– Benchmarking happens as a one off event and not
reviewed periodically
![Page 43: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/43.jpg)
What is BPR?
• Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
(Hammer & Champy, 1993)
![Page 44: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/44.jpg)
BPR is Not?
• Automation• Downsizing• Outsourcing
![Page 45: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/45.jpg)
Why Reengineer?
• Customers– Demanding– Sophistication– Changing Needs
• Competition– Local– Global
![Page 46: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/46.jpg)
Why Organizations Don’t Reengineer?
• self-righteousness
• Political Resistance(conflict)
• New Developments
• Fear of Unknown and Failure
![Page 47: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/47.jpg)
Management Control Systems
A management control system is a means of gathering and using information.
It guides the behavior of managers and employees.
![Page 48: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/48.jpg)
48
Basic Concepts
Elements of a control system consists of:1. A detector2. An assessor3. An effector4. A communication network
![Page 49: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/49.jpg)
49
1. A detector or sensor is a device that measure what is actually happening in the process being controlled.
2. An assessor is a device that determines the significance of what is actually happening by comparing it with some standards or expectations of what should happen.
3. An effector (feedback) is a device that alters behavior if the assessor indicates the need to do so.
4. A communications network consist of devices that transmit information between the detector and the assessor and between the assessor and the effector.
![Page 50: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/50.jpg)
50
Example: You are driving a car
• Detectors= Your eyes• Assessor= Your brain• Effector= Your foot• Communication network= Your nerves
system
![Page 51: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/51.jpg)
51
• Your eyes (detectors) measure actual speed by observing the speedometer.
• Your brain (assessor) compares actual speed with desired speed (standard: the highest speed is 80 km/hour) to detect a deviation from standard.
• Your brain (assessor) directs your foot (effector) to ease up the accelerator if actual speed (90 km/hour) is faster than the standard speed (80 km/hour), press down the accelerator if the actual speed (70 km/hour) is slower than standard speed (80 km/hour).
• And, your nerves (communication network) form the communication system that transmits information from eyes (detectors) to brain (assessor) and brain (assessor) to foot (effectors).
![Page 52: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/52.jpg)
Management Control Systems
Financial data
Formal control system
Nonfinancial data
Informal control system
![Page 53: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/53.jpg)
Evaluating ManagementControl Systems
Motivation Goal congruence Effort
Lead to rewards
Monetary Nonmonetary
![Page 54: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/54.jpg)
Organization Structure
Total decentralization
Total centralization
![Page 55: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/55.jpg)
Benefits of Decentralization
Creates greater responsiveness to local needs
Leads to gains from quicker decision making
Increases motivation of subunit managers
Assists management development and learning
Sharpens the focus of subunit managers
![Page 56: Sfm module iv](https://reader033.fdocuments.net/reader033/viewer/2022061222/54c11ce64a79590d658b4618/html5/thumbnails/56.jpg)
Decentralization inMultinational Companies
Decentralization enables country managers tomake decisions that exploit their knowledge
of local business and political conditions.
Multinational corporations often rotatemanagers between foreign locations
and corporate headquarters.