Barrier and Substitute Process Identification, Characterization, Ranking and Removal 障碍和替代流程的 定义、特征、等级和消除Barrier Identification and Characterization 障碍的定义和特征nSubject Matter Barriers 主题性问题障碍tObstacles or issues requiring unique industry, business or functional expertise障碍或问题，需要独特的行业、事业或功能专家解决Customer preferences 客户的偏好Product materials and specifications 产品的材料和特性Specific technical process requirements 特殊的技术流程要 求Equipment requirements 设备的要求Human resource requirements 人力资源的要求Barrier Identification and Characterization (continued) 障碍的定义和特征（续）nBusiness Process Barriers 事物流程障碍tObstacles to a seamless process 无缝流程的障碍Large batch size 大批量（生产）Bottlenecks 瓶颈Poor scheduling 不良排程Poor process design and/or implementation 不良的流程设 计和实施High rework 高返工Inspection syndrome 症状检查Barrier Identification and Characterization (continued) 障碍的定义和特征（续）nCulture Barriers 文化障碍tBarriers that have become part of the existing paradigm 已经成为存在范式一部分的障碍tParadigms that inhibit the companys ability to change 不习惯公司有能力改变的范式SM Experts SM 专家BP/C Experts BP/C 专家100XSP 10XSP1XSPBaseline process基准流程Entitlement Process 目标流程Barrier/ Substitute Process Removal Capability 障碍/替代流程 的消除能力SM-Subject Matter, BP-Business Process Barriers, C-Culture BarriersRef: 3008aUSWhat Gets in the Way? 什么挡着路？Substitute Processes 替代流程nProcesses and work-arounds that grow out of not removing barriers 如果不消除障碍，流程和周 边工作就在不断地增长nThey usually fit into the apply-resources mindset他们通常符合“应用资源？”的观念Barrier Avalanche 障碍的崩溃模型Ref: 3009aUSOne Cultural Barrier Gives Rise To . . . 一个CB带来Ten Business ProcessBarriers Which Beget . . . 10个BPB导致One Hundred Subject Matter Barriers 100个SMBBarrier Characterization and Ranking in Assigned Process _ 评估障碍的特征和等级过程Barriers障碍Identify (SM, BP, C) 定义Removal Responsibility 消除责任*Rest of Org.BIT ahead of sched., promos, costCreditManual price overrideComm. to customer re: pricingAdditional comm. equipmentFax order price reconciliations dailyExacerbates the problemPrice “flexibility” requires management interventionNo real measurement of promo effectsShort lead time to promo planningMarketing cultureHigh list drive volume through discounts and promosFishbone Worksheet for Pricing Issue (continued)Fishbone Worksheet for Nonlinearity in Bookings and ShipmentsSubstitute ProcessesCultural Barrier LBO Pressure on sales & cash flow at month & quarter endEFFECTNonlinearity of bookings & shipments (see supporting graphs)Salesmen Measurements & IncentivesDistributor Incentive ProgramsEarned Hours Key DriverPlant/Sales Force RhythmWholesale demand & inv. imbalances become drivers vs. real retail demandVolume rebate plans & predictable discountsCorporate culture for end of month, quarter of year-endAccountability lacking for weekly order bookingsPSI-driven production creates inv. imbalanceLBO pressure on sales & cash flowWork harder at month endMonthly, quarterly & annual sales quotas are drivers (vs. profits)Plant push to keep people busyCorp. push for absorption of overheadShortage of trans. pallets because of WIP build-upBuild WIP and finished goodsMore factory overtimePredictable special discount programsBuild-up of finished goods to meet expected surgesTendency to stretch shipments & borrow sales from next monthGamesmanship to get distributors to buyCausesPredictable blow -out salesMore factory overtime & inefficiencyMore expediting of purchase parts with associated higher costsWider swing in collections & hence borrowingsLoss in effic. & prod. More frequent layoffsNon-uniform requirements for distributors to stock inventoryMore “hot” ordersAdditional warehouse space requiredLong Cycle Times are Often Indicators of Process Weaknesses 长的周期时间是流程弱点的常指示器nPoor quality causes long cycle times 不好的品质 导致长的周期时间nLong cycle times frequently indicate poor quality 长周期时间经常意味着不好的品质 nMany quality problems are only symptoms很多品 质问题仅仅是症状/症兆 nIf you attack the “pain” directly, you may miss the root causes如果你直接挑战“痛处”，你就错失了 根本的原因Root Cause Barrier Removal 根本原因障碍的消除nImplementing a substitute process is easier than removing a root cause barrier采用替代流程比消除 根本原因障碍更容易nSubstitute processes absorb resources, which prevents any meaningful barrier removal替代流程 消耗资源，它阻止了很多有意义的障碍消除Barriers to Barrier Removal 消除障碍的障碍nToo many AIPs 过多的过程活动（Actions in process)nInstitutionalization of the substitute process制度 化和习惯化的替代流程nPolicies and procedures政策和程序Typical Root Cause Barrier Removal Cycle Time 典型根本原因障碍消除的周期时间BaselineEntitlement Barrier TypeSubject Matter.2 to 1.1 to .2Business Process1 to 3.2 to .4Cultural4 to 101 to 3 or never(years)(years)Barrier Removal Process Steps 障碍消除的流程步骤nPerform process mapping 画出流程图nPerform distributional analysis of data 分析数据nBegin the removal process to expose other barriers开始消除替代流程以暴露其他障碍nUse Generic Barrier List to spur ideas使用通用障 碍清单来刺激主意nUse fishbone to identify root cause barriers用鱼 骨图来定义根本原因障碍Barrier Removal Process Steps (continued) 障碍消除的流程步骤（续）nUse substitute process identifica