障礙和替代流程的定義、特征、等級和消除22頁(1)ppt課件

1、Barrier and Substitute Process Identification, Characterization, Ranking and Removal妨礙和替代流程的定義、特征、等級和消除Barrier Identification and Characterization妨礙的定義和特征Subject Matter Barriers 主題性問題妨礙Obstacles or issues requiring unique industry, business or functional expertise 妨礙或問題，需求獨特的行業(yè)、事業(yè)或功能專家處理Customer pre

2、ferences 客戶的偏好Product materials and specifications 產品的資料和特性Specific technical process requirements 特殊的技術流程要求Equipment requirements 設備的要求Human resource requirements 人力資源的要求Barrier Identification and Characterization (continued)妨礙的定義和特征續(xù)Business Process Barriers 事物流程妨礙Obstacles to a seamless process 無

3、縫流程的妨礙Large batch size 大批量消費Bottlenecks 瓶頸Poor scheduling 不良排程Poor process design and/or implementation 不良的流程設計和實施High rework 高返工Inspection syndrome 病癥檢查Barrier Identification and Characterization (continued)妨礙的定義和特征續(xù)Culture Barriers 文化妨礙Barriers that have become part of the existing paradigm 曾經(jīng)成為存在

4、范式一部分的妨礙Paradigms that inhibit the companys ability to change 不習慣公司有才干改動的范式SM ExpertsSM 專家BP/C ExpertsBP/C 專家100XSP10XSP1XSPBaseline process基準流程Entitlement Process目的流程Barrier/SubstituteProcessRemovalCapability妨礙/替代流程的消除才干SM-Subject Matter, BP-Business Process Barriers, C-Culture BarriersRef: 3008aUS

5、What Gets in the Way?什么擋著路？Substitute Processes替代流程Processes and work-arounds that grow out of not removing barriers 假設不消除妨礙，流程和周邊任務就在不斷地增長They usually fit into the apply-resources mindset他們通常符合“運用資源？的觀念Barrier Avalanche妨礙的解體模型Ref: 3009aUSOne Cultural Barrier Gives Rise To . . .一個CB帶來Ten Business Pr

6、ocess Barriers Which Beget . . .10個BPB導致One Hundred Subject Matter Barriers100個SMBBarrier Characterization and Ranking in Assigned Process _評價妨礙的特征和等級過程Barriers妨礙Identify(SM, BP, C)定義Removal Responsibility消除責任*Rest of Org.BIT & AboveRemovalImpact:消除的影響度0 = Low,10 = HighEstimatedTime ToRemove消除時間ABCD

7、EFGHBarrier Process Ranking Worksheet妨礙分級任務表109876543210012345678910Low 低High高Long 長Short 短ImpactofBarrierTime to Remove (months)妨礙的影響度消除時間 (月)Fishbone Diagram魚骨圖“Spine中心主骨Effect結果“Upper Bones上骨“Lower Bones下骨Barrier妨礙Cause 1緣由1SubstituteProcess 2替代流程2SubstituteProcess 1替代流程1Cause 2緣由2Root cause is e

8、nd of decision tree根本緣由就是決策樹的終了Cause and Effect DiagramsCause and effect diagrams expose substitute processesThe causes help characterize the effectWork the symptoms backwards until you reach the root cause Fishbone魚骨圖The Fishbone diagram can be used for two different purposes:魚骨圖用于兩種不同的目的First, to

9、arrive at root cause barriers 第一，找到根本緣由的妨礙Second, to organize brainstormed lists of causes, substitute processes, and culture constraints 第二，整理緣由、替代流程、和文化約束的腦力風暴清單MRBRe-inspectSearch forECORequestDeviationWaitRequest 2nd Copyfrom VendorRequestDeviationSearch for P.O.at PurchasingPart Notto SpecECO L

10、ateVendor Noton AVLWaitingDeviationParts Rej.at IncomingPaperworkLostP.O. Notin SystemSystemDownBatchingOrderStoppedReceivingCausesEffectLong CycleTimein ReceivingSubstituteProcesses/ResourcesSubstituteProcesses/ResourcesUsing Fishbone as Root Cause Characterization Tool1CausesSubstitute ProcessesCo

11、mplex Pricing andPromotional Plans S & M/R.O.B. not tied together re: diff. T & Cs impact businessEffectSpecial pricingContract fileManual order entryDelayed order/price confirmationIncreased system resourcesBilling errors - manualcorrection credit memosLonger collection cyclesAdditionalsystem resou

12、rcesMore customerservice reps.IncreasedcreditManualinterventionAbandon 800 calls5 different prices/T&Cs by segment (same product)OrgannView business asa disjointed functionPoor resource allocationPoor process designComplexitydrives errorsComplexity exceedscapacity to deal with itRequires highmainten

13、anceProcess doesnt drivecommunication - errorsMeasurements do notreflect total effectPrice increases -create need forpromosMarketing cultureHigh listDrive volumethrough discountsand promosOperate Ind. within Business UnitFishbone Worksheet for Pricing IssueCausesMonthly, quarterlysales quotaSubstitu

14、te ProcessesComplex Pricing andPromotional PlansEffectBill, then shipReduce marginsPay overtimeWork harder, longer,faster (less effective)Errors drive ret. goodscust. serv. in generalPay premiums for matlInventoryIncentives are all sales driven - not profitInsecurityLBOCovenantsWrong measurementsIna

15、dequate comm. of promos, Ts & Csto customerDitto for the plantLack of communicationCustomer Service rep.has lack of confidence,no flexibilityLack of knowledgeand skillsSkill levelWarehouse spaceShip early; ahead of sched., promos, costCreditManual price overrideComm. to customerre: pricingAdditional

16、 comm.equipmentFax order pricereconciliations dailyExacerbatesthe problemPrice “flexibilityrequires managementinterventionNo real measurementof promo effectsShort lead time topromo planningMarketing cultureHigh listdrive volumethrough discountsand promosFishbone Worksheet for Pricing Issue (continue

17、d)Fishbone Worksheetfor Nonlinearity in Bookings and ShipmentsSubstitute ProcessesCultural BarrierLBO Pressure on sales& cash flow at month &quarter endEFFECTNonlinearity of bookings & shipments (see supporting graphs)Salesmen Measurements & IncentivesDistributor Incentive ProgramsEarned Hours Key D

18、riverPlant/SalesForce 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 pressu

19、re 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 d

20、iscount 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

21、 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長的周期時間是流程弱點的常指示器Poor quality causes long cycle t

22、imes 不好的質量導致長的周期時間Long cycle times frequently indicate poor quality長周期時間經(jīng)常意味著不好的質量 Many quality problems are only symptoms很多質量問題僅僅是病癥/癥兆 If you attack the “pain directly, you may miss the root causes假設他直接挑戰(zhàn)“痛處，他就錯失了根本的緣由Root Cause Barrier Removal根本緣由妨礙的消除Implementing a substitute process is easier than removing a root cause barrier采用替代流程比消除根本緣由妨礙更容易Substitute processes absorb resources, which prevents any meaningful barrier removal替代流程耗費資源，它阻止了很多有意義的妨礙消除Barriers to Barrier Removal消除妨礙的妨礙Too many AIPs 過多的過程活動Actions in process)Institutionalization of the substitute proces