障礙替代流程的定義和特征分析中英文

BarrierandSubstituteProcess

Identification,Characterization,

RankingandRemoval

障礙和替代流程的

定義、特征、等級和消除第一頁，共二十三頁。BarrierIdentificationandCharacterization

障礙的定義和特征SubjectMatterBarriers主題性問題障礙Obstaclesorissuesrequiringuniqueindustry,businessorfunctionalexpertise障礙或問題，需要獨特的行業(yè)、事業(yè)或功能專家解決Customerpreferences客戶的偏好Productmaterialsandspecifications產(chǎn)品的材料和特性Specifictechnicalprocessrequirements特殊的技術(shù)流程要求Equipmentrequirements設(shè)備的要求Humanresourcerequirements人力資源的要求第二頁，共二十三頁。BarrierIdentificationandCharacterization(continued)

障礙的定義和特征（續(xù)）BusinessProcessBarriers事物流程障礙Obstaclestoaseamlessprocess無縫流程的障礙Largebatchsize大批量（生產(chǎn)）Bottlenecks瓶頸Poorscheduling不良排程Poorprocessdesignand/orimplementation不良的流程設(shè)計和實施Highrework高返工Inspectionsyndrome癥狀檢查第三頁，共二十三頁。BarrierIdentificationandCharacterization(continued)

障礙的定義和特征（續(xù)）CultureBarriers文化障礙Barriersthathavebecomepartofthe

existingparadigm已經(jīng)成為存在范式一部分的障礙Paradigmsthatinhibitthecompany’sability

tochange不習(xí)慣公司有能力改變的范式第四頁，共二十三頁。SMExpertsSM專家BP/CExpertsBP/C專家100XSP10XSP1XSPBaselineprocess基準流程EntitlementProcess目標流程Barrier/SubstituteProcessRemovalCapability障礙/替代流程的消除能力SM-SubjectMatter,BP-BusinessProcessBarriers,C-CultureBarriersRef:3008aUSWhatGetsintheWay?

什么擋著路？第五頁，共二十三頁。SubstituteProcesses

替代流程Processesandwork-aroundsthatgrowoutofnotremovingbarriers如果不消除障礙，流程和周邊工作就在不斷地增長Theyusuallyfitintotheapply-resourcesmindset他們通常符合“應(yīng)用資源？？”的觀念第六頁，共二十三頁。BarrierAvalanche

障礙的崩潰模型Ref:3009aUSOneCulturalBarrierGivesRiseTo...一個CB帶來TenBusinessProcessBarriersWhichBeget...10個BPB導(dǎo)致OneHundred

SubjectMatter

Barriers100個SMB第七頁，共二十三頁。BarrierCharacterizationandRankinginAssignedProcess___________

評估障礙的特征和等級過程Barriers障礙Identify(SM,BP,C)定義RemovalResponsibility消除責(zé)任*RestofOrg.BIT&AboveRemovalImpact:消除的影響度0=Low,10=HighEstimatedTimeToRemove消除時間ABCDEFGH第八頁，共二十三頁。BarrierProcessRankingWorksheet

障礙分級工作表109876543210012345678910Low低High高Long長Short短ImpactofBarrierTimetoRemove(months)障礙的影響度消除時間(月)第九頁，共二十三頁。FishboneDiagram

魚骨圖“Spine中心主骨”Effect結(jié)果“UpperBones”上骨“LowerBones”下骨Barrier障礙Cause1原因1SubstituteProcess2替代流程2SubstituteProcess1替代流程1Cause2原因2Rootcauseisendofdecisiontree根本原因就是決策樹的結(jié)束第十頁，共二十三頁。CauseandEffectDiagramsCauseandeffectdiagramsexpose

substituteprocessesThecauseshelpcharacterizetheeffectWorkthesymptomsbackwardsuntilyoureach

therootcause第十一頁，共二十三頁。Fishbone

魚骨圖

TheFishbonediagramcanbeusedfortwo

differentpurposes:魚骨圖用于兩種不同的目的First,toarriveatrootcausebarriers第一，找到根本原因的障礙Second,toorganizebrainstormedlistsofcauses,substituteprocesses,andcultureconstraints第二，整理原因、替代流程、和文化約束的腦力風(fēng)暴清單第十二頁，共二十三頁。MRBRe-inspectSearchforECORequestDeviationWaitRequest2ndCopyfromVendorRequestDeviationSearchforP.O.atPurchasingPartNottoSpecECOLateVendorNotonAVLWaitingDeviationPartsRej.atIncomingPaperworkLostP.O.NotinSystemSystemDownBatchingOrderStoppedReceivingCausesEffectLongCycle

TimeinReceivingSubstituteProcesses/ResourcesSubstituteProcesses/ResourcesUsingFishboneas

RootCauseCharacterizationTool第十三頁，共二十三頁。1CausesSubstituteProcessesComplexPricing

and

PromotionalPlans

S&M/R.O.B.nottied

togetherre:diff.

T&C’simpactbusinessEffectSpecialpricingContractfileManualorderentryDelayedorder/

priceconfirmationIncreasedsystem

resourcesBillingerrors-manual

correctioncreditmemosLonger

collectioncyclesAdditional

systemresourcesMorecustomer

servicereps.Increased

creditManual

interventionAbandon800calls5differentprices/

T&C’sbysegment

(sameproduct)Organ’nViewbusinessas

adisjointedfunctionPoorresourceallocationPoorprocessdesignComplexity

driveserrorsComplexityexceeds

capacitytodealwithitRequireshigh

maintenanceProcessdoesn’tdrive

communication-errorsMeasurementsdonotreflecttotaleffectPriceincreases-

createneedfor

promosMarketingculture

Highlist

Drivevolume

throughdiscounts

andpromosOperate

Ind.within

Business

UnitFishboneWorksheetforPricingIssue第十四頁，共二十三頁。CausesMonthly,quarterly

salesquotaSubstituteProcessesComplexPricing

and

PromotionalPlansEffectBill,thenshipReducemarginsPayovertimeWorkharder,longer,

faster(lesseffective)Errorsdriveret.goods

cust.serv.ingeneralPaypremiumsformat’lInventoryIncentivesareallsales

driven-notprofitInsecurityLBO

CovenantsWrongmeasurementsInadequatecomm.of

promos,T’s&C’s

tocustomerDittofortheplantLackofcommunicationCustomerServicerep.

haslackofconfidence,

noflexibilityLackofknowledge

andskillsSkilllevelWarehousespaceShipearly;aheadof

sched.,promos,costCreditManualpriceoverrideComm.tocustomer

re:pricingAdditionalcomm.

equipmentFaxorderprice

reconciliationsdailyExacerbates

theproblemPrice“flexibility”

requiresmanagement

interventionNorealmeasurement

ofpromoeffectsShortleadtimeto

promoplanningMarketingculture

Highlist

drivevolume

throughdiscounts

andpromosFishboneWorksheetforPricingIssue(continued)第十五頁，共二十三頁。FishboneWorksheet

forNonlinearityinBookingsandShipmentsSubstituteProcessesCulturalBarrierLBOPressureonsales&cashflowatmonth&quarterendEFFECTNonlinearityofbookings&shipments(seesupportinggraphs)SalesmenMeasurements&IncentivesDistributorIncentiveProgramsEarnedHoursKeyDriverPlant/SalesForceRhythmWholesaledemand&inv.imbalancesbecomedriversvs.realretaildemandVolumerebateplans&predictablediscountsCorporatecultureforendofmonth,quarterofyear-endAccountabilitylackingforweeklyorderbookingsPSI-drivenproductioncreatesinv.imbalanceLBOpressureonsales&cashflowWorkharderatmonthendMonthly,quarterly&annualsalesquotasaredrivers(fits)PlantpushtokeeppeoplebusyCorp.pushforabsorptionofoverheadShortageoftrans.palletsbecauseofWIPbuild-upBuildWIPandfinishedgoodsMorefactoryovertimePredictablespecialdiscountprogramsBuild-upoffinishedgoodstomeetexpectedsurgesTendencytostretchshipments&borrowsalesfromnextmonthGamesmanshiptogetdistributorstobuyCausesPredictableblow-outsalesMorefactoryovertime

&inefficiencyMoreexpeditingofpurchasepartswithassociatedhighercostsWiderswingincollections&henceborrowingsLossineffic.&prod.MorefrequentlayoffsNon-uniformrequirementsfordistributorstostockinventoryMore“hot”ordersAdditionalwarehousespacerequired第十六頁，共二十三頁。LongCycleTimesareOftenIndicatorsofProcessWeaknesses

長的周期時間是流程弱點的常指示器Poorqualitycauseslongcycletimes不好的品質(zhì)導(dǎo)致長的周期時間Longcycletimesfrequentlyindicatepoorquality長周期時間經(jīng)常意味著不好的品質(zhì)Manyqualityproblemsareonlysymptoms很多品質(zhì)問題僅僅是癥狀/癥兆Ifyouattackthe“pain”directly,youmaymisstherootcauses如果你直接挑戰(zhàn)“痛處”，你就錯失了根本的原因第十七頁，共二十三頁。RootCauseBarrierRemoval

根本原因障礙的消除Implementingasubstituteprocessiseasierthanremovingarootcausebarrier采用替代流程比消除根本原因障礙更容易Substituteprocessesabsorbresources,whichpreventsanymeaningfulbarrierremoval替代流程消耗資源，它阻止了很多有意義的障礙消除第十八頁，共二十三頁。BarrierstoBarrierRemoval

消除障礙的障礙ToomanyAIPs過多的過程活動（Actionsinprocess)Institutionalizationofthesubstituteprocess制度化和習(xí)慣化的替代流程Policiesandprocedures政策和程序第十九頁，共二十三頁。TypicalRootCauseBarrier

RemovalCycleTime

典型根本原因障礙消除的周期時間

Baseline EntitlementBarrierTypeSubjectMatter .2to1 .1to.2BusinessProcess 1to3 .2to.4Cultural 4to10 1to3 ornever(years)(years)第二十頁，共二十三頁。BarrierRemovalProcessSte