CI CONSULT Methodology Framework
Павел Молотивский
Комплексная система инструментов и методологий непрерывных улучшений
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В работе у команды
0
1
Инструменты роста
Growth Excellence
Growth Excellence
1.1
S-Marketing SystemMarketing & Sales System
▼
1.1.1
Integrative Marketing
▶
1.1.1.1 Market Knowledge & VOC
1.1.1.2 Marketing Funnel Design
1.1.1.3 Marketing Funnel Automation
1.1.1.4 Channel & Content Improvement
1.1.2
B2B Sales
▶
1.1.2.1 Sales Process Design
1.1.2.2 Sales Funnel Management
1.1.2.3 Sales Careers & Incentives
1.1.2.4 Channel & Capacity Improvement
1.1.3
B2C Sales
▶
1.1.3.1 Customer Experience
1.1.3.2 Service Standards
1.1.3.3 Workforce Management
1.1.3.4 B2C Loyalty Programs
1.1.4
Continuous Improvement for M&S
▶
1.1.4.1 Daily CI для маркетинг/продаж
1.1.4.2 Kobetsu CI (фокус-проекты)
1.2
Value InnovationValue Proposition Design / Customer Centricity
▼
1.2.1
Product Innovation
▶
1.2.1.1 Utility/Price Value Curves
1.2.1.2 Product & Service Innovation
1.2.1.3 Design Sprints & Experimentation
1.2.2
Product Roadmaps
▶
1.2.2.1 Strategic Positioning Price/Utility
1.2.2.2 Product & Technology Evolution
1.2.2.3 Variety Reduction Programme
1.2.3
Customer Experience
▶
1.2.3.1 Pain Points по Customer Journey
1.2.3.2 Digital & Physical Journey Optimisation
1.2.3.3 Segmented Voice of Customer
1.2.4
VOC System
▶
1.2.4.1 Automatic Collection of Metrics & KPIs
1.2.4.2 User Analytics
1.2.4.3 Real-time VOC Models
1.2.5
Price-Cost Engineering
▶
1.2.5.1 Product Cost Reduction Funnel
1.2.5.2 Quick Cost Reduction Projects
1.2.5.3 Margin Leak Control
1.3
Agile Project DevelopmentAgile / Accelerated Development
▼
1.3.1
LPM — Lean Project Management
▶
1.3.1.1 Phase-Gate Design
1.3.1.2 Project Initiation
1.3.1.3 Planning Optimisation
1.3.1.4 Obeya Control
1.3.1.5 Portfolio Management
1.3.2
LPD — Lean Product Design
▶
1.3.2.1 Contracting Process
1.3.2.2 Concept Design CI
1.3.2.3 Supplier Improvement
1.3.2.4 Prototyping & Testing
1.3.2.5 Product Design Reviews
1.3.3
3P — Production Preparation Process
▶
1.3.3.1 Production System Design
1.3.3.2 Cost Improvement
1.3.3.3 Suppliers Integration
1.3.3.4 Design for Quality & TPM
1.3.3.5 Commissioning & Testing
1.3.4
ASD — Agile Software Development
▶
1.3.4.1 User Stories
1.3.4.2 Sprint Planning
1.3.4.3 Scrum Process
1.3.4.4 Sprint Reviews
1.3.5
SBE — Set-Based Engineering
▶
1.3.5.1 Customer Interests
1.3.5.2 Feasibility Planning
1.3.5.3 Learning Cycles
1.3.5.4 Integration Events
1.4
Radical InnovationBreakthrough Innovation
▼
1.4.1
Breakthrough Ideation
▶
1.4.1.1 Scoping
1.4.1.2 Idea Generation
1.4.1.3 Open Ideation
1.4.1.4 Validation & Concept
1.4.2
Lean Start-Up
▶
1.4.2.1 Business Models
1.4.2.2 Minimum Viable Product
1.4.2.3 Optimisation Cycles
1.4.2.4 Volume Scaling
1.4.3
M&A Effectiveness
▶
1.4.3.1 Selection Process
1.4.3.2 Due Diligence Process
1.4.3.3 Integration Process
1.4.3.4 Improvement Process
1.5
Green SustainabilityEnergy & Environment / Lean & Green
▼
1.5.1
Green Awareness
▶
1.5.1.1 Carbon Footprint Assessment
1.5.1.2 Communication / Reporting / Carbon Neutralisation
1.5.2
Green Operations
▶
1.5.2.1 Energy Efficiency & Renewable Sources
1.5.2.2 Material Yield & Waste
1.5.2.3 Reduction of Water Consumption & Toxicity
1.5.2.4 Minimisation & Capture of Pollutant Gases
1.5.3
Green Supply Chain
▶
1.5.3.1 Supplier Development
1.5.3.2 Transport Optimisation
1.5.4
Green Products
▶
1.5.4.1 Materials Reuse
1.5.4.2 Life-cycle Maximisation
1.5.4.3 Eco-design
2
Инструменты QCD
Operations Excellence
Operations Excellence
2.1
Pull Flow SystemProduction System / Flow Improvement
▼
2.1.1
Production Flow
▶
2.1.1.1 Line & Layout Design
2.1.1.2 Border of Line
2.1.1.3 Standard Work
2.1.1.4 SMED
2.1.1.5 Low-Cost Automation
2.1.2
Internal Logistics Flow
▶
2.1.2.1 Storage & Warehouse Design
2.1.2.2 Milkrun
2.1.2.3 Inbound Flows
2.1.2.4 Outbound Flows
2.1.2.5 Total Pull Planning
2.1.3
External Logistics Flow
▶
2.1.3.1 Supermarkets
2.1.3.2 Mizusumashi
2.1.3.3 Synchronisation (KB/JJ)
2.1.3.4 Levelling
2.1.3.5 Pull Planning
2.2
Lean LogisticsLogistics Operations
▼
2.2.1
Logistics Model Design
▶
2.2.1.1 Warehouse Network
2.2.1.2 Transport Network
2.2.1.3 Supply Chain Pull Planning
2.2.2
Warehouse Optimisation
▶
2.2.2.1 Outbound: Shipping & Picking
2.2.2.2 Inbound: Storage & Reception
2.2.2.3 Cross-dock & JIT
2.2.2.4 SKU & Layout Management
2.2.2.5 Planning & Control
2.2.2.6 Customer Service & Support
2.2.3
Transport Optimisation
▶
2.2.3.1 Capacity Optimisation
2.2.3.2 Fuel Consumption
2.2.3.3 Pick-up & Delivery Standard Work
2.2.3.4 Park Management Standard Work
2.2.3.5 Planning Model Improvement
2.2.3.6 Maintenance Improvement
2.3
Productive MaintenanceTPM
▼
2.3.1
Autonomous Maintenance
▶
2.3.1.1 Restore Conditions
2.3.1.2 Basic Interventions
2.3.1.3 Full Autonomy
2.3.2
Training & Education
▶
2.3.2.1 Training Standards & Skills Development
2.3.2.2 Maintenance Academy
2.3.3
Early Equipment Management
▶
2.3.3.1 Standards & Lessons Learned
2.3.3.2 Investment & Strategy Development
2.3.3.3 Project Implementation
2.3.4
Planned Maintenance
▶
2.3.4.1 Prepare the Conditions
2.3.4.2 Get the Information
2.3.4.3 Periodic Maintenance
2.3.4.4 Spare Parts Management
2.3.4.5 Predictive Maintenance
2.3.4.6 Shutdown Management
2.3.4.7 Standard Work
2.3.5
Kobetsu CI (loss focused)
▶
2.3.5.1 Basic Failures
2.3.5.2 Frequent Failures
2.3.5.3 Sporadic Failures
2.4
Lean Office & ServicesService Operations / Lean Services
▼
2.4.1
Flow Efficiency
▶
2.4.1.1 Process Optimisation
2.4.1.2 New Process Design
2.4.1.3 Office Layout Design
2.4.1.4 Information Storage Optimisation
2.4.1.5 Communication Standards Design
2.4.2
Resource Efficiency
▶
2.4.2.1 Task / Work Standardisation
2.4.2.2 Errors / Tickets Volume Reduction
2.4.2.3 Auto-quality Implementation
2.4.2.4 Office Automation
2.4.2.5 Outsourcing / Insourcing Analysis
2.4.3
Planning Optimisation
▶
2.4.3.1 Capacity Planning
2.4.3.2 Pacing
2.4.3.3 Team Distribution
2.4.3.4 Agile Transformation
2.4.3.5 Flexible / Remote Work Transformation
2.5
Lean SourcingSourcing Improvement
▼
2.5.1
Spend Saving
▶
2.5.1.1 Sourcing Organisation
2.5.1.2 Sourcing Visibility
2.5.1.3 Supplier Evaluation
2.5.1.4 Volume Bundling
2.5.2
Negotiation
▶
2.5.2.1 Tendering
2.5.2.2 Target Pricing
2.5.2.3 Direct Negotiation
2.5.2.4 Commercial Agreements
2.5.3
Re-engineering
▶
2.5.3.1 Backward Integration
2.5.3.2 VAVE
2.5.3.3 Alternative Suppliers
2.5.3.4 Quality Standards
2.5.4
Supply Strategy
▶
2.5.4.1 Globalisation
2.5.4.2 Logistics Optimisation
2.5.4.3 Supply Chain Integration
2.5.4.4 Joint CI Programs
3
Модель изменений
CI Change Model
CI Change Model
3.1
ПрорывнойValue Stream CI
▼
3.1.1
Value Stream Analysis
▶
3.1.1.1 Current State Analysis
3.1.1.2 Training
3.1.1.3 Future State Vision
3.1.1.4 Implementation Plan (incl. Gemba CI Workshops)
3.1.2
Mission Control
▶
3.1.2.1 Business Case
3.1.2.2 Mission Control Design Workshop
3.1.2.3 Mission Control PM Practice
3.1.2.4 Lean Project Management Principles
3.1.2.5 A3 Thinking
3.1.3
CI Events
▶
3.1.3.1 Implementation by VS Priorities
3.1.3.2 Following the 9-Step A3 Process
3.1.3.3 SDCA Confirmation Workshop
3.1.4
Value Review
▶
3.1.4.1 Review Cycle Performance
3.1.4.2 Establish Value Trees
3.1.4.3 Review Targets for next cycles
3.1.4.4 Plan next sprint implementation
3.2
ЕжедневныйDaily CI
▼
3.2.1
Daily CI Planning
▶
3.2.1.1 Readiness check организации и лидеров
3.2.1.2 Выбор CI behaviours для спринтов
3.2.1.3 Design TMS structure & roadmap
3.2.2
Design & Prototype (спринты 3–6 мес.)
▶
3.2.2.1 Daily Management
3.2.2.2 Standardisation
3.2.2.3 Training & Coaching
3.2.2.4 Advanced Problem Solving
3.2.3
Deployment & Coaching
▶
3.2.3.1 Pilot team implementation
3.2.3.2 Deployment guide
3.2.3.3 Training leaders
3.2.3.4 Coaching leaders / teams execution
3.2.4
Behaviour Review
▶
3.2.4.1 Cycle Certification
3.2.4.2 Review Cycle Performance
3.2.4.3 Plan next sprint implementation
3.3
СтратегическийStrat CI / Hoshin
▼
3.3.1
Strat Review / Strat Planning
▶
3.3.1.1 Annual Review (evergreen)
3.3.1.2 VOC discovery как ключевой вход
3.3.1.3 Подготовка к следующему году
3.3.2
Hoshin Deployment
▶
3.3.2.1 Deployment логики целей по уровням
3.3.2.2 Catchball (согласование и ресурсы)
3.3.3
Breakthrough Priorities
▶
3.3.3.1 Focus = "what NOT to do"
3.3.3.2 Breakthrough initiatives
3.3.4
Hoshin Review
▶
3.3.4.1 Review исполнения инициатив
3.3.4.2 Корректировки (контрмеры)
3.4
ТрансформационныйFoundations + Governance + Audits + Paradigms + Digital
▼
3.4.1
CI Foundations
▶
3.4.1.1 Resistance to Change
3.4.1.2 5 Principles
3.4.1.3 7 Muda Model
3.4.1.4 4 Basic Tools: 5S, VM, Standards, 3C & PDCA
3.4.1.5 Quality Costs: Contain / Reduce / Isolate
3.4.2
CI Governance
▶
3.4.2.1 Organisation (deployment, governance, support)
3.4.2.2 Evaluation (benefit tracking, audit, value review)
3.4.2.3 Communication (plan, internal marketing)
3.4.2.4 Knowledge & Training (bootcamps, KM, academy)
3.4.3
Total Quality Management (TQM)
▶
3.4.3.1 Standardisation & SDCA
3.4.3.2 Problem Solving
3.4.3.3 Autonomous Quality
3.4.3.4 Six Sigma
3.4.4
CI Audits (KCM + модели знаний)
▶
3.4.4.1 Foundations audit
3.4.4.2 Technical audit
3.4.4.3 Official audit
3.4.4.4 KCM audit + KBS knowledge models audits
3.4.5
Digital CI
▶
3.4.5.1 Foundations: competencies, data governance, cybersecurity
3.4.5.2 Enablers: agile, automation, digital flow, analytics
3.4.5.3 Applications: Digital Services, Smart Operations, Smart Dev
3.4.5.4 Digital Change Management + audit system
3.4.6
Paradigms (переходы «старое → новое»)
▶
3.4.6.1 Growth paradigms (Product Out → Customer In)
3.4.6.2 Operations paradigms (push → pull, local → E2E)
3.4.6.3 Foundations paradigms (command → coach)
3.4.6.4 Digital paradigms (big data → structured data)
Growth Excellence — Инструменты роста
Operations Excellence — Инструменты QCD
Change Model — Модель изменений
3
Направления
14
Методологии
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Модулей
200+
Инструментов