在我们开始精益转型时，
我们应制定怎样的目标？（下）
让我们来看一个真实的案例
在线模公司，我们采用了一套卓越运营的目标，这些目标不仅专注于流程，而且是通用的。我相信它们适用于每一家制造型公司，而且只需稍加改动就可以适用于大多数服务型公司。此外，当我们收购一家公司时——九年时间里线模公司进行了21次收购——收购后的第一天，我们会向新的管理团队提供以下卓越运营目标列表，让他们重点关注：
100%的准时客户交付
每年减少50%的缺陷
每年提高20%的生产率
要达到20转的库存周转率
所有地方都要有目视化管理和5S
当然，当我第一次宣布这些目标时，每个人都会说:“你在开玩笑吗?” 不,我没有。这就是关键所在——我们需要每个人都参与进来：销售、财务、IT和运营。然后，我们通过积极的改善努力来实现这些目标。
我们知道，一旦我们实现了这些目标，我们将成为一家与众不同的公司。我们的精益转型直接得益于对卓越运营目标的追求。让每个价值流的领导者都专注于这些目标，使我们从职能型组织转变为价值流型组织。
通过专注于与流程相关的目标，我们确信随着时间的推移，会出现流程与目标相一致的结果。
追求这些目标给公司带来了很大的压力，但与此同时，我们也努力做到注重实际情况（实事求是）。例如，我们知道不可能在一夜之间实现从3转到20转的库存周转。但我们知道你可以第一年从3转增加到6转，第二年从6转增加到8转，第三年从8转增加到10转，以此类推。所以，在我们出售该公司之前的9年时间里，我们实现了18转的库存周转率。
通过关注与流程相关的措施，我们确信会出现与目标一致的结果。例如，我们相信，如果我们实现了100%对客户的准时交付和较短的交付期，我们坚信这种一流的客户服务会带来销售额的增长。因此，不需要设定每年4%的销售增长目标。相反，随着我们客户服务目标的实现，销售额以每年近10%的速度增长。事实上，我们的规模在最初四年里翻了一番，在接下来的四年里又翻了一番。到出售该公司时，有望再翻一番。
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同样地，尽管员工安全是最优先考虑的，但我们没有设定安全目标。因为我们知道，达到库存周转率、生产率、5s和目视化管理的目标将显著改善安全目标。事实确实如此，我们获得了员工的幸福和更低的保险费用。
在受益于这些卓越运营目标的9年多时间里，线模公司获得了以下成果:
将我们的交货时间从4-6周缩短到1-2天
销售额翻了两番多
EBITDA从6%提高到21%
毛利率上升13个点
企业价值增加了近2500%
所以我想你可以说它起作用了。尽管如此，还是会有人持怀疑态度。也许你认为五个卓越运营目标太多了，好吧，那就关注两点：100%的准时交付率和20转的库存周转次数。如果你能同时提高这两者，你就会走上正轨，因为其他的一切都会自然解决。
最重要的是专注于你的流程，而不是你的结果，并制定将改变公司和公司文化的挑战性的运营卓越目标。实现这些目标也很有趣，祝你好运并享受实现目标的过程。
文章原文
What Targets Should We Set When Launching a Lean Turnaround?
A Real-World Example
At Wiremold, we adopted a set of operational excellence targets, which are not only process-focused but generic. I believe that they work for every manufacturing company and, with only slight changes, most service companies. Also, when we acquired a company — we made
21 acquisitions at Wiremold over nine years — on the first day, we would give the new management teams the following list of operational excellence targets to focus on:
100% on-time customer service
50% reduction in defects annually
20% productivity gain annually
20x inventory turns
Visual control and 5S everywhere
Of course, when I first announced these targets, everyone would say, “Are you kidding me?” Nope, I wasn’t. But that was the whole point — we needed everyone on board: sales,
finance, IT, operations. And then, we drove these targets forward with an aggressive kaizen effort.
We knew we would be a very different company once we achieved these goals. And our lean transformation was directly aided by pursuing them. Having every value stream leader
focus on these goals changed us from a functional to a value-stream organization.
By focusing on process-related targets, we knew that the results would take care of themselves.
Pursuing these goals put a lot of pressure on the organization, but at the same time, we tried to be realistic. We knew, for example, that you can’t go from 3x to 20x inventory turns
overnight. But we knew you could go from 3x to 6x the first year, from 6x to 8x the next year, from 8x to 10x the next, and so on. So, over nine years, we got to 18x inventory turns just
before we sold the company.
By focusing on process-related measures, we knew that results would take care of themselves. If, for example, we got to 100% on-time customer service and short lead times, we
were confident that sales would grow due to our best-in-class customer service. As a result, we didn’t need to set a sales growth target of 4% per year. Instead, as we approached our
service target, sales grew closer to 10% per year. In fact, we doubled in size in the first four years, doubled in size again in the next four years, and were on track for another doubling
when we sold the company.
Similarly, although the safety of our associates was a top priority, we didn’t include a safety goal. We knew that hitting the inventory turn, productivity, 5s and visual control goals
would drastically improve our safety results. It did, and we reaped the rewards with happy associates and much lower insurance premiums.
Over nine-plus years of using these operational excellence targets, Wiremold achieved the following results:
cut our lead times from 4-6 weeks to 1-2 days
more than quadrupled sales
increased EBITDA from 6% to 21%
gained 13 points of gross margin
increased enterprise value by just under 2,500%
So I guess you could say it worked. Still, there will be skeptics. Maybe you think five operational excellence targets are too many. OK, then focus on two: 100% on-time customer service and 20x inventory turns. If you can get both of these going up simultaneously, you will be on track, as everything else will take care of itself.
The most important things are to focus on your processes, not your results, and create stretch operational excellence targets that will change your company and its culture. Getting
there is also fun. Good luck and enjoy.
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