Strategic Improvement Cases
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This PhD dissertation examines how companies can optimize their product change process under simultaneous pressures to be lean, agile, and innovative. The research was conducted over three action research cycles with a large telecommunications supplier. Each cycle focused on minimizing one factor: costs in Cycle 1, order delivery time in Cycle 2, and product change time in Cycle 3. The results of each cycle provided insights into how optimizing for one factor impacted the product change process and identified positive and negative effects. Overall, the research aimed to develop a balanced optimization approach across multiple strategies rather than focusing on extremes of any single strategy.
Strategic Improvement Cases
- 1. Optimising Strategic Improvements in High Tech Industry Dr. Dayou YANG (A simplification to public presentation of PhD dissertation) PhD dissertation link: http://urn.fi/urn:isbn:9789514293559 Company Confidential
- 2. Optimisation of Product Change Process and Demand-Supply Chain in High Tech Environment 2 Company Confidential
- 3. Presentation Contents • Research Problem Statement & Sub-questions • Structure of the Thesis • Research Conditions • The Details of Action Research Cycles • Answering Research Questions • Discussion & Future Research 3
- 4. Research Problem - A real challenge from one of the largest telecommunications infrastructure suppliers Product Amount Monthly Forecast & True Demand Month 4
- 5. Research Problem - A real challenge from one of the largest telecommunications infrastructure suppliers Research Problem Statement: How should companies optimise the product change process strategy in a situation where there are simultaneous and variable pressures to be lean, agile and innovative. 5
- 6. Research Sub-questions 1. What are the effects for the product change process when costs are minimised? 2. What are the effects for the product change process when order delivery period is minimised? 3. What are the effects for the product change process when product change time is minimised? 6
- 7. Structure of the Thesis Chapter 1: Introduction • Research background & motivation • Objectives and scope • Research process Evaluate Diagnose • Action research Action Research • Research context cycle Act Plan • Practical realisation 7
- 8. Structure of the Thesis Chapter 1: Introduction Chapter 2: Literature review • Manufacturing philosophies • Developing demand-supply network • Product change management • Special characteristics of high-tech industries • Theory synthesis 8
- 9. Structure of the Thesis Chapter 1: Introduction Chapter 2: Literature review Minimise costs • Manufacturing philosophies (lean) • Developing demand-supply network • Product change management • Special characteristics of high-tech (agile) Rapid change (innovativeness) industries Quick delivery • Theory synthesis 9
- 10. Structure of the Thesis Chapter 1: Introduction Chapter 2: Literature review Chapter 3: Results of the three action research cycles • Research cycle 1 – minimising costs • Research cycle 2 - shortening order delivery time • Research cycle 3 - shortening product change time 10
- 11. Structure of the Thesis Chapter 1: Introduction Chapter 2: Literature review Chapter 3: Results of the three action research cycles Chapter 4: Discussion • Answering research questions • Managerial implications • Scientific implications • Reliability and validity • Research contribution & discussion • Future research 11
- 12. Structure of the Thesis Chapter 1: Introduction Chapter 2: Literature review Chapter 3: Results of the three action research cycles Chapter 4: Discussion Chapter 5: Summary 12
- 13. Research Conditions - The supply complexity is greatly affected by multiple product life-cycles (Bengtsson et al., 2002) 13
- 14. Research Conditions - The research should provide new scientific contributions at the end CONTEXT ANALYSIS: Strategy changes Internal variants External variants Business process Customer demand changes changes The Research via R&D product “Product change Supply situation changes Management” changes … … EXECUTION PROCESSES: People affect operation Product Creation Product Change Demand Fulfillment Process Process Process RESEARCH OUTCOME: 14 The Thesis
- 15. Action Research Cycles - Scientific contributions are from multiple research cycles as a journey RESEARCH JOURNEY OVERVIEW: Evaluate Diagnose Evaluate Diagnose Evaluate Diagnose Cycle 1 Cycle 2 Cycle 3 Final Min. inventory Quick delivery Rapid product Conclusions change Act Plan Act Plan Act Plan 2003 2004 2005 2006 2010 15
- 16. Action Research Cycles (The Cycle 1 as a Sample) Research cycle 1 – minimising costs Minimise costs (lean) Rapid change Quick delivery (innovativeness) (agile) 16
- 17. Action Research Cycles (The Cycle 1 as a Sample) Research cycle 1 – minimising costs Optimisation of Product Change in The Cycle 1 Manual synchronisation Into MRP R&D “Planning BOM” Last “Proto” BOM Current BOM Product Change Driver Synchronising Pace = “Dynamic Cut-off Window” / Weekly Weekly Status & Adjust Lists Forecast & Demand 0 Series Result “Possible Scrap” Monitoring Approval? Another “Proto” Round Implementation 17
- 18. Action Research Cycles (The Cycle 1 as a Sample) Research cycle 1 – minimising costs Product change implementation result 18
- 19. Answering Research Questions Question 1: What are the effects for the product change process when costs are minimised? Minimise costs (lean) Optimisation Positive impact: Negative impact: • Accept inaccurate forecast • Need IT (Information Technology) to support as a • Operate as weekly base lesson learnt • Minimise costs even including the liability 19
- 20. Answering Research Questions Question 2: What are the effects for the product change process when order delivery period is minimised? Optimisation Quick delivery (agile) Positive impact: Negative impact: • Enlarge operational tolerance to “extreme” • Understand the liability • Synchronise even with R&D • Understand the forecast as a reference 20
- 21. Answering Research Questions Question 3: What are the effects for the product change process when product change time is minimised? Optimisation Rapid change (innovativeness) Positive impact: Negative impact: • Make product change beyond the limits • Learn the difficulties of (OK to a bigger scrapping cost) revolutionary solution • Promote radical innovation (to reduce the liability in an unusual way) 21
- 22. Discussion Optimisation with multi-strategies: Not only the extremes but also the choices in the between ! Minimise costs (lean) Optimisation Rapid change Quick delivery (innovativeness) (agile) 22
- 23. Future Research “Total Synchronisation” concept with IT solutions: (A time based optimisation not only in product change period but also as anytime and anywhere in the operation) Product change implementation result How to solve research Case 1 Case 2 Case 3 How to apply problem and the principles questions? to normal operation? (Anytime, Anyw here, ……= Total Synchronisation) 23
- 24. (基于博士论文公开答辩时所用的演讲材料) 中文简洁版本 杨大猷 博士 博士论文的链接: http://urn.fi/urn:isbn:9789514293559 24
- 25. 博士论文公开答辩 —— 陈述提纲 • 所研究问题的声明及详细分题 • 论文结构 • 研究条件 • 行动研究法的应用 • 研究问题的回答 • 深入讨论和将来的研究方向 25 Company Confidential
- 26. 研究问题 - 最大的电信基础设施供应商之一在需求供应实践中，也是高科技行业里所普遍 面临的一个真实挑战！ 产品 Product 产品需求预测——2 个月前 数量 Amount 按月所做的预测和真实需求的对比 Monthly Forecast & True Demand 产品需求预测——1 个月前 实际生产量 2月 3月 4月 5月 6月 7月 8月 9月 10 月 11 月 12 月 1月 2月 月份 Month 26 Company Confidential
- 27. 研究问题 - 最大的电信基础设施供应商之一在需求供应实践中，也是高科技行业里所普遍 面临的一个真实挑战！ 研究问题的声明: 企业应如何优化而使产品变化流程可以贯彻公司的战略意图， 在整个需求供应的运营中同时或者分别地达到精益、 敏捷和 差异化创新的期望。 27 Company Confidential
- 28. 研究条件 - 众多产品生命周期之间交替互动，而大大地增加了供应链运营的复杂性 新产品或者版本变化的”起飞”阶段 大批量生产阶段 减产退出阶段 (Bengtsson et al., 2002) 28 Company Confidential
- 29. 研究条件 - 研究的最终目的是提供新的科学贡献 公司生态系统的分析 CONTEXT ANALYSIS: 公司战略变更 Strategy changes 内部的变量 外部的变量 Internal variants External variants Business process Customer demand 商务流程的变更 changes 市场需求的变化 changes The Research via R&D product 通过产品变化管理 Supply situation (研发)产品的变化 “Product change 供应状况的变化 changes 的案例进行研究 Management” changes … … 公司运营流程的分析 EXECUTION PROCESSES: People affect 人为的影响因素 operation Product Creation Product Change Demand Fulfillment 产品开发的流程 Process 产品变化的流程 产品需供的流程 Process Process RESEARCH OUTCOME: 29 The Thesis Company Confidential
- 30. 行动研究法的应用 - 多个研究周期以形成一个勇于攀登科学高峰的旅程 研究历程的回顾 RESEARCH JOURNEY OVERVIEW: 评估 诊断 评估 诊断 评估 诊断 第1期 第2期 第3期 研究总结 精益实践 敏捷实践 创新实践 行动 计划 行动 计划 行动 计划 2003 2004 2005 2006 2010 30 Company Confidential
- 31. 行动研究法的应用 (以第 1 个周期为例子) 研究周期 1 – 精益实践 更专注于控制开支 (精益实践) 突破产品更新的常规 尽量快地供货 (创新实践) (敏捷实践) 31 Company Confidential
- 32. 行动研究法的应用 (以第 1 个周期为例子) 研究周期 1 – 精益实践 如何优化和控制产品版本变化？ Optimisation of Product Change in The Cycle 1 MRP系统中进行手工调衡 Manual synchronisation Into MRP R&D “Planning BOM” 产品新版本材料的”计划明细表” Last “Proto” BOM Current BOM 产品变化的关键件 版本切换前的动态”空窗”期 Product Change Driver Synchronising Pace = “Dynamic Cut-off Window” / Weekly Weekly Status & Adjust Lists Forecast & Demand 0 Series Result “Possible Scrap” Monitoring Approval? Another “Proto” Round 32 Implementation Company Confidential
- 33. 行动研究法的应用 (以第 1 个周期为例子) 研究周期 1 – 精益实践 产品版本变化的最终结果 工厂 2 需用的星期数 工厂 1 工厂 2 的目标值 = 11个星期 工厂 1 的目标值 = 7个星期 所涉及的产品类别 33 Company Confidential
- 34. 研究问题的回答 问题 1: 公司的精益战略会对产品变化的流程产生什么样的影响？ 更专注于控制开支 (精益实践) 优化 侧重点 正面影响: 反面影响: • 接受需求预测总犯错的情况 • 从教训中认识到需要信息技 术支持的迫切性 • 改进运营以星期为供需调衡的节奏 • 控制开支并包括呆滞欠料的部分 34 Company Confidential
- 35. 研究问题的回答 问题 2: 公司的敏捷战略会对产品变化的流程产生什么样的影响？ 优化 侧重点 尽量快地供货 (敏捷实践) 正面影响: 反面影响: • 能实现公司运营最大的韧性(产能最大化) • 通过教训而深刻理解呆滞欠料 • 有可能与公司研发部门很好地调衡配合 的本质 • 理解需求预测作为参考的重要 性 35 Company Confidential
- 36. 研究问题的回答 问题 2: 公司的非常规创新战略会对产品变化的流程产生什么样的影响？ 优化 侧重点 突破产品更新的常规 (创新实践) 正面影响: 反面影响: • 打破产品更新的常规 (甚至于接受较大的 • 对于某些失败吸取教训，更理 材料浪费) 解用成品作为运营缓冲的弊病 • 推动非常规创新的尝试 36 Company Confidential
- 37. 深入讨论 多元化战略的优化运营: 不仅得考虑独立或极端化的情形，而且更要概括所有选项及互动，而成为一个整体的 动态涉及范围！ 更专注于控制开支 (精益实践) 优化 突破产品更新的常规 侧重点 尽量快地供货 (创新实践) (敏捷实践) 37 Company Confidential
- 38. 将来的研究 “全面地同步均衡运营” 的概念以及相关信息技术，作为一个整体解决方案的开发: (由此去发展一种即时优化的理念，不局限于产品变化的时期，而是进一步拓展到公 司运营的任何时间和各个环节) Product change implementation result How to solve research Case 1 Case 2 Case 3 How to apply problem and the principles questions? to normal operation? (任何时间和环节 ……= Total Synchronisation) (Anytime, Anyw here,... = 全面地同步均衡运营) 38 Company Confidential