Managing Capital expenditures as the First source of waste.pptVIP免费

CONFIDENTIALLeanK:ManagingCapitalexpendituresastheFirstsourceofwasteBasicMaterialsKnowledgeDayGothenburg,November15,2002OlivierLegrandPA-021104-CRPA01-PresentationCapexBECAT-3110-FDM.ppt2FOREWORDONLEANKINITIATIVE-OBJECTIVES•Developdistinctiveintegratedvalueproposition(“packaged”)oncapexmanagement,buildingon:–ExistingCapexmanagementtoolsandmethodologies–McKinseyperspectiveonMcKinseyLeanprinciples,andIntegratedOperationsmanagementphilosophy•BuildCEO/CFO/COOpresentationand“flyer”•Launch/intensifyclientdevelopmentactivitiesinCapexmanagementattargetEuropeanCSTsPA-021104-CRPA01-PresentationCapexBECAT-3110-FDM.ppt3Activities•Buildprojectteam(OlivierLegrand/PeterHoecklin)–(sponsoredbyP.Bideau,U.Fincke,G.Fuhry,R.Verhoeven)•PrepareCEOdoc/flyer,formalizevalueproposition,andidentifytargetEuropeanCSTs•Launchclientdevelopmentandrefinevalueproposition/toolkitTiming•June21st•July/August•September->DecemberResponsible•OS&Eleadership•O.Legrand/P.Hoecklin/FD.Migeon•O.Legrand/P.Hoecklin/FD.MigeonwithtargetEuropeanCSTs(firstmeetings,LOPsunderdiscussioninBM,A&A,Electricity)FOREWORDONLEANKINITIATIVE–ACTIONPLANPA-021104-CRPA01-PresentationCapexBECAT-3110-FDM.ppt4WORLD-CLASSCAPEXMANAGEMENT:SOLVING4STRATEGICANDOPERATIONALCHALLENGESFORCEOs,CFOs,COOsSource:McKinsey•Howcanwealignstrategyandcapacity/performancerequirements?•Whatshouldbeourtargetindustrialconfiguration,projectportfolio(withoptimalrisk/returnprofile),andinvestmentstrategy?•Howcanwemaintainthefocusanddisciplinetooptimizeandexecuteindividualprojects?•Howcanweintroduceacontinuousimprovementculturewherewelearnandbuildonbestpracticeprocesses?“Understandrequirements”“Dotherightthing”“Doitright”“Createacapitalproductivityculture”STRATEGICOPERATIONALPA-021104-CRPA01-PresentationCapexBECAT-3110-FDM.ppt5APPLYINGLEANPRINCIPLESTOCAPEXMANAGEMENTISSUESHASSIGNIFICANTIMPACT•Betterunderstandingoftruedemandrequirements:–Volume–Functionality,cost,quality,service–TimingMorerealisticbusinesscases(e.g.“JIT”investmentsequencing)•Focusonflowandflexibilityatindustrialconfigurationandprojectlevels–Systemwideoptimizationofinformationandmaterialflows–Flexibilityofindustrialconfiguration(e.g.multi-purposevs.specializedinvestments)andproject/equipmentdesigns–Leanthinkingimpactoninvestmentdesignatmacro,midi,microlevelsOptimizationofnetworkdesignandcapex/opex/flowjointoptimizationatprojectlevel•Understandingoftrueadditionalcapacityrequirements:–Assessmentoflimitperformanceatexistingsites–IdentificationofdebottleneckingleversReducedneedforcapexforanygivenbusinesscase•DevelopmentofacontinuousimprovementmindsetCapexmanagementperformanceimprovementovertime"Valuetothecustomermindset""Wasteelimination""FlowandFlexibility""StabilityandEfficiency""Continuousimprovement"•Understandingthecausesofvariabilityandlimitingsafetycapacitymargins–AssessmentofvariabilityreductionpotentialReducedneedforcapacityandbettermaintenance/operatingcosts2keyimpactsoncapexmanagement:•Overallportfoliooptimization•Projectlifecyclevalueoptimization(capex,opex,flow,timing)PA-021104-CRPA01-PresentationCapexBECAT-3110-FDM.ppt6•1."Badtimingkills":TimetomarketoftenhasabiggerimpactonNPVthantheabsoluteinvestmentamount•2."Truthmaychange":Revisitportfolioprofiletoaccountforchangesinthemarket•3."Donotconfigureforpeakdemand":Understandthatvaluec...