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Total Business Consulting Group, Inc.
REDUCING EFFORT/TIME
Chabot College
Engineering
October 11, 2012
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Total Business Consulting Group, Inc.
AGENDA
What is Cycle Time?
Why do it?
Mini exercise
Conclusion
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Total Business Consulting Group, Inc.
EXRECISE
NUMBERS
To be handed out by instructor
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Total Business Consulting Group, Inc.
Defining Cycle Time
 All work is a process
 Couple a good employee to a
poor process …..
And the process will win every
time!!!!!
Total Business Consulting Group, Inc.
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You Don’t Understand My Business
 All work is a process
 Inputs – Activities – Outputs
 Fundamental rules apply
 Customer needs




Quality
Availability
Flexibility
Price
 Waste element management
 Excessive cycle times
 Non –value added
 Resource consumption
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Total Business Consulting Group, Inc.
Types of Cycle Times
 Administrative & Manufacturing
I + P = O Commonality
 Administrative (service, paper)
 Function of a bank loan – What is done?
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Total Business Consulting Group, Inc.
Types of Cycle Times (continued)
 Manufacturing “LEAD TIME”
APICS definition: span of time required to perform a process
Consists of five elements:
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Queue time
Preparation time
Processing time
Wait time
Move time
Total Business Consulting Group, Inc.
Customer Focused Cycle Time
 The broader perspective of cycle time
 Functional View
 Individual, operational, departments
 Separate from the whole
 Systems View
 Identification and management of relationships
 Between each process step
 Irrespective of functional or organizational
 Purpose: to optimize the management of critical interactions
 Especially when steps cross functional/dept. borders
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Typical Organizations
 Organize work
 Sequence of separate tasks
 Tracking mechanism for status
 Structurally it is disaggregated
 Into narrowly defined tasks
 Next reaggregated people
 Into departments
 Finally installed managers
 To administer
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ALL WORK IS A PROCESS
Feedback
INPUTS:
Resources
(people, $, time)
PROCESS
(activity)
Feed Forward
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Total Business Consulting Group, Inc.
OUTPUTS:
Result
(product, service)
Total Cycle Time Management
 Requires analysis of each step in the process
 Who does what?
 When is it done?
 How is it done?
 Why is it done?
 Where do the inputs come from?
 Where do the outputs go?
 What are the requirements of each?
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Total Business Consulting Group, Inc.
Understanding the Common Goals
 Efforts that need to be done
 Review activities in a “systems
view”
 Analyze findings
 Change
 Use tools – strategic plan link,
quality systems & problem solving
 Train and practice
 Communicate progress/results
 All levels
Total Business Consulting Group, Inc.
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Benefits of Total Cycle Time Management
 Link operator to Strategic Plan
 Identify what is REALLY HAPPENING
 Isolate functional interfaces
 Value added, disconnects, bottlenecks, etc..
 Use tools
 Reduced TIME/EFFORT
 Improved quality and lower cost
 Market responsive and ID necessary changes
 Better view of company’s capability & processes
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Total Business Consulting Group, Inc.
WHY DO IT?
 Think like the customer!
 Who are they?
 What do they want?
 What do we provide?
 How can we improve their
satisfaction?
 In what is provided
 How we perform
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For Each Process, ASK:
 Who is the customer?
 What is the customer want from the output of the process?
 When do they want it?
 What do they do with it?
 What is the difference between what is provided vs. what is
expected?
 How do you get this?
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Four Competitive
Attributes
 Cost - lowest cost
 Lowest price
 Quality - customer’s needs
 Availability - shortest and
most reliable
 Flexibility - ability to
respond quickly to
customer needs
Winner
Total Business Consulting Group, Inc.
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