SDT Awareness-启动.pptx

Click here to edit the title of your presentation(two rows maximum),Click here to edit the teaser text(first level),Second level,Third level,Fourth level,Fifth level,Johnson Controls,#,Johnson Controls,Inc.Automotive Experience-China,Program Management,SDT Awareness,Towards effective SDT,FY09 Q2,2009,Johnson Controls,2,Agenda,议程,:,Introduction to SDT Awareness,介绍,SDT,认知,Introduction to concept of flawless launch,完美投产的概念,PLUS SDT Introduction,PLUS,SDT,介绍,Matrix Organization,人：矩阵组织,SDT mindset,人：,SDT,概念,Co-location,协同定位,Functional Managers role in program execution(PLUS),职能经理在项目执行（,PLUS,）中的角色,Closing Summary,结束总结,Johnson Controls,2,Johnson Controls,3,Agenda,议程,:,Introduction to SDT Awareness,介绍,SDT,概念,Introduction to concept of flawless launch,完美投产的概念,PLUS SDT Introduction PLUS SDT,介绍,Matrix Organization,人：矩阵组织,SDT mindset,人：,SDT,概念,Co-location,协同定位,Functional Managers role in program execution(PLUS),职能经理在项目执行（,PLUS,）中的角色,Closing Summary,结束总结,Johnson Controls,3,Johnson Controls,4,Johnson Controls,4,Simultaneous Development Team(SDT)Awareness,同步开发小组（,SDT,）认知,Introduction,介绍,One entire quarter to focus on how“Highly Functional Teams”function.,一整个季度都将集中在“高职能化团队”是如何工作的,Provide overall SDT Effectiveness Training,including each SDT type and objective.,提供全面的,SDT,效率培训，包括各个,SDT,的类型和目标,Each team member should gain a deeper understanding of their role.,每个团,队成员都应该对其角色深入了解,Each team member should understand how their efforts contribute to the success of the team.,每个成员都应该知道如果贡献个人力量以达到团队的成功,Johnson Controls,5,Objective of SDT Awareness:,To optimize team dynamics in SDT,enhancing effective communication and working towards common goal.,推广,SDT,认知,的目的：,优化同步开发小组的团队力量，增强有效的沟通和向着共同的目标努力工作,Introduction,介绍,What is the common goal of a SDT?,To achieve customer(external&internal)satisfaction through high quality,on time launch of a project within allocated budget.(0-0-100-100-30),什么是一个,SDT,的共同目标 在规定的预算内，通过高质，准时的项目投产来博得客户的满意,(,包括内部和外部的,),。（,0-0-100-100-30,）,Flawless launch=Smooth launch in accordance to plan,无瑕疵投产按计划顺利投产,0 Safety(recordable injuries),0 Quality(RPPM),100-100%on time delivery,100-100%of IRR&ROS of CAR,Johnson Controls,6,Johnson Controls,6,CSC functional leaders,CSC team members,JV leadership,JV team members,JCI influence&deployment of SDT awareness,Introduction,介绍,Simultaneous Development Team(SDT)Awareness:,同步开发小组（,SDT,）认知：,How can this be achieved?,这是如何达到的？,Johnson Controls,7,Johnson Controls,7,Introduction,介绍,Locations&JVs to be incorporated for this program:,将参与这一项目的地方和,JV,CSC(SDT related functions),CQYFJC,JCHH,SYFJC,FJC,BJC,SJJ,JARC,Focus on established JVs that have functioning SDTs,集中于那些有职能,SDT,团队的,JV,Phase 1:Central CSC&2 JVs(FY09Q2),Next in line,Johnson Controls,8,Introduction,介绍,Activities and training methodology used:,Broad overview SDT effectiveness training(Kick off),概述,SDT,职能培训（开幕）,Functional focus training,covered by 9 functions from SDT,各职能部门的培训，覆盖了,SDT,小组的,9,个职能部门,Role play by PLUS launch Phases highlighting key aspects in each phase.To illustrate key issues that arises in specific phases and also the importance of team work,effective communication and engagement in SDT meetings.,通过角色扮演突出强调,PLUS,投产流程各阶段的主要内容。阐明了在各阶段中的关键问题以及团队合作，有效沟通，和参加,SDT,会议的重要性。,On-the-job training:,在岗培训：,Ad hoc based on participating JVs request for particpation of CSC team in the actual activities.E.g.Engineering reviews,supplier sourcing reviews,VSOs,etc.,基于,JV,的要求，个别培训可通过参加,CSC,的实际活动来完成。例如：工程回顾，供应商回顾，,VSOs,等。,In Class room training:,Provide overall SDT Effectiveness Training,including each SDT type and objective.,提供全面的,SDT,职能培训，包括各,SDT,的类型和目标,Each team member should gain a deeper understanding of their role.,各团队成员应该对他们的角色有个深入的了解,Each team member should understand how their efforts contribute to the success of the team.,各团队成员应该明白他们个人的贡献是如何促成团队的成功,Johnson Controls,9,Agenda,议程,:,Introduction to SDT Awareness,介绍,Introduction to concept of flawless launch介绍完美投产的概念,PLUS SDT Introduction PLUS SDT,介绍,Matrix Organization,人：矩阵组织,SDT mindset,人：,SDT,概念,Co-location,协同定位,Functional Managers role in program execution(PLUS),职能经理在项目执行（,PLUS,）中的角色,Closing Summary,结束总结,Johnson Controls,9,Johnson Controls,10,Johnson Controls,10,Concept of Flawless Launch:,无瑕投产的概念Using the right balance in:,进行恰当的协调,Product:Understanding product&its costs along with the changes through the launch,产品：了解产品和其在投产变更中相应的成本,Process:Understanding and applying knowledge for capable process in production.Alignment of launch process to PLUS,过程：理解和运用知识，以实现生产的流程优化,People:Managing your customer,SDT&Management.Meeting and exceeding customers(external&internal)expectations,人：管理你的客户，,SDT,和领导层。实现和超越客户（内部和外部）的希望。,Johnson Controls,11,Johnson Controls,11,Concept of Flawless Launch:,无瑕投产的概念,Product:,Understand the product and its cost.,Stay close to its development stages.,Drive closure to open product issues when they impact program milestones.,产品：,了解产品和其成本,紧跟其发展进程,当现有产品问题影响到项目里程点时，要能即使处理,Johnson Controls,12,Johnson Controls,12,Concept of Flawless Launch:,无瑕投产的概念,Process:,Use the PLUS processes&tools,Understand the production processes,Team members is clear of system&production processes,Team members ensure an overall disciplined approach is followed.,流程：,使用,PLUS,流程和工具,理解生产流程,团队成员都清楚系统和生产流程,团队成员确保遵循全面严格的工作方式,Johnson Controls,13,Johnson Controls,13,Concept of Flawless Launch:,无瑕投产的概念,Johnson Controls,13,People:Managing your customer,SDT&Management team,人：管理你的客户，,SDT,和管理小组,Effective SDT=,-Team with sufficient knowledge,-Team with sufficient empowerment,-Team work,open communication with all members,-Team being proactive in executing deliverables on time,有效的,SDT,团队,-,拥有丰富知识的团队,-,有足够授权的团队,-,良好的合作精神与队员间的无隙沟通,-,队员能积极主动，准时执行各应交付工作项,Required SDT Mindset (working outside your own boundary),SDT,应具有的理念,(,跨边界的工作,),Johnson Controls,14,Agenda,议程,:,Introduction to SDT Awareness,介绍,Introduction to concept of flawless launch,完美投产的概念,PLUS SDT Introduction,PLUS,SDT,介绍,Matrix Organization,人：矩阵组织,SDT mindset,人：,SDT,概念,Co-location,协同定位,Functional Managers role in program execution(PLUS),职能经理在项目执行（,PLUS,）中的角色,Closing Summary,结束总结,Johnson Controls,14,Johnson Controls,15,Automotive Experience,Simultaneous,Development,Team,Product,Launch,System,同步开发小组,产品投产系统,Simultaneous Development Team Principles,Purpose of the SDT,To simultaneously develop the product and process.,To successfully launch the product(0-0-100-100-30).,To meet the targets for the program including safety,quality,delivery,financial,craftsmanship,product and timing.,Program Manager Responsibility:,Call and organize the meetings.,Cause the correct cross functional interactions between the team members.,Define the work packages and deliverables that are shared between team members.,Ensure that each SDT member is aware of their deliverables and timing commitments.,Function as the central communication point.,Before,the Meeting,During,the Meeting,After,the Meeting,Communicate and maintain a meeting schedule,Meeting notice/agenda 5 days prior to the SDT meeting,Complete assigned tasks in support of deliverables,Start and end on time,Manage discussion and take complex issues off line,Encourage participation and collaboration from everyone,Update/publish Issues List within one day,Communicate next meeting agenda,Define attendance requirements for the next SDT meeting,Team Member Responsibility:,The members of the SDT are expected to meet timing commitments in support of deliverables.,Suppliers are integral,and equal,members of the team.,The SDT members indicated by the blue circles are the minimum required attendees for a particular meeting.Additional individuals should be included as the program requires.,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,同步开发小组准则,SDT,目的,使产品和过程同步开发,.,项目成功投产,(0-0-100-100-30).,达成项目在安全,质量,交货,财务,工艺,产品及进度各方面目标。,项目经理职责,:,组织召开会议,.,在小组成员之间架起沟通桥梁,确定小组成员共享的工作包及交付物确保每位,SDT,成员知晓各自的应交付文件和时间进度承诺,成为沟通的中心,会,议前,会议中,会议后,协调确定会议时间,提前,5,天发出,会议通知及日程安排,完成指定的工作任务,准时开始,准时结束,掌控会议,置复杂问题于会后讨论,使各与会成员积极参预,一天内更新,/,发布问题清单,联络下次会议日程,确定下次,SDT,会议须出席的成员,小组成员职责,:,按时间进度提交交付文件,供应商成为,SDT,的一份子,蓝圈标出的,SDT,成员为特定会议的必须参加者。其他成员可根据项目确定,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,Timing SDT Meeting,Leader:Program Manager,Who Calls:Program Manager,When:Once per month;Development Start thru Post Launch,Purpose:To meet program deliverable timing in support of 0-0-100-100-30,Documents:PLUS Action Plan,PLUS Timeline,Gate Workbook,Parts Matrix,Issues List,PLUS Timeline,Gate Workbook,PAP,Parts Matrix,Program Deliverable Timing Plans,Review PAP for“should be”state of program,Review detailed timeline for status to plan,Review APX Build Summary and Parts Matrix to identify risk to plan,Identify and resolve issues driving risk to plan,Verify Gate Workbook reflect plan and status to original plan,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,SDT,时间进度会议,责任人,:,项目经理,召集人,:,项目经理,何时,:,每月一次,;,从开发启动门到投产后门,目的,:,满足项目的各项时间进度来支持,0-0-100-100-30,文件,:PLUS,行动计划,PLUS,时间表,门工作簿,零件矩阵表,问题清单,PLUS Timeline,Gate Workbook,PAP,Parts Matrix,项目时间计划,评估项目,PAP,所处的状态,确认计划的具体进度,回顾,APX/,零件矩阵表和制造里程计划,来识别项目计划的风险,制定规避缓解风险的行动计划,核查门工作表时间和状态与原计划相对应,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,Finance SDT Meeting,Leader:Managing Director/LPL,Addl reqd att:Platform Financial Director,Who calls:Program Manager,When:Once per month;Development Start thru Post Launch,Purpose:Meet CAR/Business Plan financial commitments,Documents:Financial Roadmap,Financial Panel,Financial Sign-Off,Issue List,Management to Financial Objectives,Review Financial Panels for status to plan MD,Review Financial Roadmap/commercial issue list MD,Verify targets are established that support CAR/Business Plan,Create plans to support targets,Verify status to plan,Close Financial Sign-Off issues AFM,Financial Panel,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,ROS,IRR,EBIT,ED&D,Capital,Prod Tooling,SDT,财务会议,责任人,:,总经理,/,大平台经理,其他要求出席者,:,平台财务总监,召集人,:,项目经理,何时,:,每月一次,;,从开发启动门到投产后门,目的,:,实现,CAR/,业务计划的财务承诺,文件,:,财务路径图,财务版图,财务签发,问题清单,财务目标管理,回顾财务版图,计划与实绩比较,MD,查看财务路径图,/,商务问题清单,MD,核实确立的目标是否支持,CAR/,业务计划,建立计划使目标达成,计划与实绩比较,关闭财务签发存在问题,AFM,Financial Panel,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,ROS,IRR,EBIT,ED&D,Capital,Prod Tooling,Launch SDT Meeting,Leader:Launch ManagerWho calls:Program Manager,When:Once per month;Product Feasibility thru Post Launch,Purpose:Launch readiness to meet 0-0-100-100-30,Documents:Plant Launch Glidepath,Issues List,Parts Matrix,PLUS Timeline,Plant Launch Glidepath,Quality,Verify Control Plans are up-to-date&correct AQE,Verify PFMEA is up-to-date and correct AME,Verify ODS are up-to-date and correct AME,Review customer quality rejections&closure plans AQE,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,Plant,Close Manufacturing Sign-Off issues AME,Close Process Sign-Off issues-LM,Verify Launch Readiness Reviews conducted per schedule LM,Verify pre-launch builds and shipments on time LM,Product,Review PV test status and completion plans PE,Review open DAs and closure plans-PE,Supplier,Verify supplier PPAP status to plan(%complete)AQE,Verify Supplier Readiness Reviews conducted per schedule-PM,SDT,投产准备会议,责任人,:,投产经理,召集人,:,项目经理,何时,:,每月一次,;,从产品可行性门到投产后门,目的,:,确认投产准备状况实现,0-0-100-100-30,文件,:,工厂投产路径图,问题清单,零件矩阵表,PLUS,时间表,Plant Launch Glidepath,质量,确认控制计划已更新并适用,AQE,确认,PFMEA,已更新并适用,AME,确认,ODS,已更新并适用,AME,评审客户处拒收品,(,质量,),和关闭计划,AQE,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,工厂,关闭制造签发问题点,AME,关闭工艺签发问题点,-LM,根据计划查验投产准备状况,LM,查证预生产状况和准时交货,LM,产品,评估,PV,试验状态和完成计划,PE,确认未实施,DAs,状况和关闭的计划,-PE,供应商,跟踪供应商,PPAP,件状态,(%,实绩与计划相比完成度,)AQE,根据计划查验供应商准备状态评估,-PM,Product Change SDT Meeting,Meeting Objectives,Select approval path PM(with SDT),Review/disposition open ECR/ECO/DA PM(with SDT),Verify PO(parts)/TO(tools)release and timing MM&Buyer,Confirm on time change implementation at JCI plants PM&MM,Rev levels/changes bundled and assigned to build events in Parts Matrix(APX)PM,Change implementation timing plans established to support build events PM,Leader:Program Manager,Agenda/Priorities:PLC/Release Coordinator/Materials Manager,Who calls:Program Manager,When:Once per week(minimum),Purpose:Rapid change approval,coordination and implementation,Documents:ECR/ECO/DA List,Parts Matrix(APX),PAP,Issues List,PLUS Timeline,Parts Matrix,ECR/ECO/DA Tracking,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,SDT,工程更改会议,会议目标,选择批准路径,PM(with,SDT),评估,/,安排未实施的,ECR/ECO/DA PM(with SDT),核查,PO(,零件,)/TO(,模具,),发放时间和进度,MM&Buyer,确认,JCI,工厂更改实施时间,PM&MM,更改等级和内容必须反映到零件矩阵的相应制造计划中,PM,制定更改执行计划支持制造过程,PM,责任人,:,项目经理,其他出席者,:PLC/,发行协调人,/,物料经理,召集人,:,项目经理,何时,:,至少每周一次,目的,:,快速的更改批准,协调和执行,文件,:ECR/ECO/DA,清单,零件矩阵,(APX),PAP,问题清单,PLUS,时间表Parts Matrix,ECR/ECO/DA Tracking,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,Johnson Controls,26,Agenda,议程,:,Introduction to SDT Awareness,介绍,Introduction to concept of flawless launch,完美投产的概念,PLUS SDT Introduction PLUS SDT,介绍,Matrix Organization,人：矩阵组织,SDT mindset,人：,SDT,概念,Co-location,协同定位,Functional Managers role in program execution(PLUS),职能经理在项目执行（,PLUS,）中的角色,Closing Summary,结束总结,Johnson Controls,26,Johnson Controls,27,PEOPLE:Matrix Organization,人：矩阵组织结构,Johnson Controls,27,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,Other SDT,Functions,其他,SDT,职能,Functional Managers,职能经理,PM Dept Manager/DPM,项目部门经理,Johnson Controls,28,PEOPLE:Matrix Organization,人：矩阵组织结构,Reporting&Supporting Relationship,报告和支持关系,Johnson Controls,28,Functional Managers,PM Dept Manager/DPM,Program A,Program B,Program C,Program D,Individual SDT direct Report to Functional Managers,个别,SDT,直接汇报给职能经理,SDT supporting PMs on program execution,SDT,支持项目经理执行项目,PM,PM,PM,PM,Johnson Controls,29,Johnson Controls,29,Functional Managers,Management of work priorities and work conflicts,管理工作优先级和工作冲突,PM Dept Manager/DPM,Work prioritized by functional manager to SDT,工作重点由职能经理到,SDT,Work prioritized by PM,项目经理确定工作重点,PM,Whose work should I do first?,我应该先做谁的工作,PEOPLE:Matrix Organization,人：矩阵组织结构,Reporting&Supporting Relationship,报告和支持关系,Johnson Controls,30,Johnson Controls,30,Functional Managers,PM Dept Manager/DPM,Open discussion on SDT work prioritization,公开讨论,SDT,工作优先级,PM,Open communication,is required between SDT,their individual functional manager,PM and PM Dept Mgr/DPM.,在,SDT,团队中，他们各自的职能经理，项目经理，项目部门经理之间需要有开放的交流,This ensures that overall organization work tasks are properly prioritized and executed to support Overall Organization/Group Objective,这将确保全部的组织工作能以最优化的方式执行，以支持全体组织和集团的目标。,PEOPLE:Matrix Organization,人：矩阵组织结构,Reporting&Supporting Relationship,报告和支持关系,Management of work priorities and work conflicts,管理工作优先级和工作冲突,Johnson Controls,31,Agenda,议程,:,Introduction to SDT Awareness,介绍,Introduction to concept of flawless launch,完美投产的概念,PLUS SDT Introduction PLUS SDT,介绍,Matrix Organization,人：矩阵组织,SDT mindset,人：,SDT,概念,Co-location,协同定位,Functional Managers role in program execution(PLUS),职能经理在项目执行（,PLUS,）中的角色,Closing Summary,结束总结,Johnson Controls,31,Johnson Controls,32,PEOPLE:SDT Mindset,人：,SDT,理念,Johnson Controls,32,AQE,Launch,Mgr,Buyer,Key,Suppliers,AME,Prod,Eng,AFM,ID,Mgr,PM,