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What-If #2: The impact of removing an offering family
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When EGI created its CVSM, one family they identified consisted of only two products for their small contractor customer base Now EGI wants to investigate the impact of simply stopping production of that family (in our terms, they d be simplifying their product portfolio) Here are the relevant data for the entire manufacturing process, fabrication through shipping, before changes are made Total Lead Time is 6 weeks (240 hrs) Total VA = 192 minutes PCE = VA/TLT = 192 min / 240 hr * 60 min/hr = 13% WIP = $24M or 4800 equivalent finished generators (average cost of $500, sales price of $626,GPM of 20%) Exit rate = 4800/240 = 20 Generators per hour output Aggregate demand = 20 pc / hr Steps in process = 25 Parts in process = 6 Cumulative Setup Times = 3 hr Processing Time = 0008 hr / pc (each unit takes more than 0008 hrs, but this is scaled by the number of parallel assembly stations) If the two small contractor products were dropped but everything else remained the same (again calculated from the full Complexity Equation)
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Conquering Complexity in Your Business
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Aggregate demand = 186 pc / hr (down from 20; volume decreased by 7%) Parts in process = 4 (down from 6; removed two products) New expected WIP is ~2480 equivalent pieces New TLT = 2480 / 186 = 133 hrs (from 240 hours) WIP value is down from $24M to $214M, a $260,000 reduction in WIP To gauge overall impact, they go back to the basic PCE equation again: New PCE = VA / TLT = 192 min / (130 hrs * 60 min/hr) = 24% PCE consumed by the small contractor products = 24% 13% = 11% Since the cost of capital is about 10%, such a reduction is worth about $26,000 per year However, this product family is chewing up about one percent of PCE what is that worth An analysis of PCE gain vs gross profit suggests that at a sales volume of $210 million, that level of reduction would cost about $12 million in gross profit which may drive it into negative EP territory However, by either eliminating the product or driving PCE upward through design simplification or process improvement, the family may be robustly profitable (This example illustrates why Lean, a discipline focused on process speed, was often helpless in justifying efforts based on inventory reductions the real money was in non-value-add cost It also explains why Lean was not applied as much in service applications where inventory often did not exist except as data) EGI has other figures that will help simplify their decision: The two small contractor products account for only $15M of $216M in sales Profits from both lines are only $59K Also, extra capacity freed by the removal of these products will allow additional capital expenditures to be avoided or postponed, etc Given these figures, what would you advise EGI
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8: Build a Complexity Value Agenda
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Step 12: Select options and build business cases for selected opportunities
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As in our EGI case study, once you start crunching some numbers, it will become clearer what specific actions you want to take to address the complexity problems or opportunities you ve identified We ve pointed out before that the stakes are high, so before taking action it helps to subject your proposals to a formal business analysis If you re like most businesses, you probably already have a proposals approval process in place that involves a number of stakeholders and decision makers In most ways, the business case for a complexity-driven project will be the same as for any other project, but keep in mind that the concept of complexity as a business issue and the kind of language we re using in this book will be entirely new for most people in your organization, so you may want to pay close attention to: 1 Connections between this project and the strategic/business direction 2 Project scope: which issues are going to be resolved, which aren t 3 Baseline metrics 4 Communication and credibility 5 Coordination with other projects and other teams 6 Plans for risk/contingencies
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Here s more details on why 1 Connections between this project and the strategic business direction All agenda items should support the corporate strategy and business needs Indeed, the methodology drives us to focus on areas of strategic importance However, as implementation begins (with consequences for many stakeholders), it is important to clearly lay out the impact because not everyone was privy to how you reached the decision to work on a particular project This will also provide a final
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