障碍和替代流程的定义、特征、等级和消除PPT22页(1)

BarrierandSubstituteProcessIdentification,Characterization,RankingandRemoval障碍和替代流程的定义、特征、等级和消除BarrierIdentificationandCharacterization障碍的定义和特征SubjectMatterBarriers主题性问题障碍Obstaclesorissuesrequiringuniqueindustry,businessorfunctionalexpertise障碍或问题，需要独特的行业、事业或功能专家解决Customerpreferences客户的偏好Productmaterialsandspecifications产品的材料和特性Specifictechnicalprocessrequirements特殊的技术流程要求Equipmentrequirements设备的要求Humanresourcerequirements人力资源的要求BarrierIdentificationandCharacterization(continued)障碍的定义和特征（续）BusinessProcessBarriers事物流程障碍Obstaclestoaseamlessprocess无缝流程的障碍Largebatchsize大批量（生产）Bottlenecks瓶颈Poorscheduling不良排程Poorprocessdesignand/orimplementation不良的流程设计和实施Highrework高返工Inspectionsyndrome症状检查BarrierIdentificationandCharacterization(continued)障碍的定义和特征（续）CultureBarriers文化障碍Barriersthathavebecomepartoftheexistingparadigm已经成为存在范式一部分的障碍Paradigmsthatinhibitthecompany’sabilitytochange不习惯公司有能力改变的范式SMExpertsSM专家BP/CExpertsBP/C专家100XSP10XSP1XSPBaselineprocess基准流程EntitlementProcess目标流程Barrier/SubstituteProcessRemovalCapability障碍/替代流程的消除能力SM-SubjectMatter,BP-BusinessProcessBarriers,C-CultureBarriersRef:3008aUSWhatGetsintheWay?什么挡着路？SubstituteProcesses替代流程Processesandwork-aroundsthatgrowoutofnotremovingbarriers如果不消除障碍，流程和周边工作就在不断地增长Theyusuallyfitintotheapply-resourcesmindset他们通常符合“应用资源？？”的观念BarrierAvalanche障碍的崩溃模型Ref:3009aUSOneCulturalBarrierGivesRiseTo...一个CB带来TenBusinessProcessBarriersWhichBeget...10个BPB导致OneHundredSubjectMatterBarriers100个SMBBarrierCharacterizationandRankinginAssignedProcess___________评估障碍的特征和等级过程Barriers障碍Identify(SM,BP,C)定义RemovalResponsibility消除责任*RestofOrg.BIT&AboveRemovalImpact:消除的影响度0=Low,10=HighEstimatedTimeToRemove消除时间ABCDEFGHBarrierProcessRankingWorksheet障碍分级工作表109876543210012345678910Low低High高Long长Short短ImpactofBarrierTimetoRemove(months)障碍的影响度消除时间(月)FishboneDiagram鱼骨图“Spine中心主骨”Effect结果“UpperBones”上骨“LowerBones”下骨Barrier障碍Cause1原因1SubstituteProcess2替代流程2SubstituteProcess1替代流程1Cause2原因2Rootcauseisendofdecisiontree根本原因就是决策树的结束CauseandEffectDiagramsCauseandeffectdiagramsexposesubstituteprocessesThecauseshelpcharacterizetheeffectWorkthesymptomsbackwardsuntilyoureachtherootcauseFishbone鱼骨图TheFishbonediagramcanbeusedfortwodifferentpurposes:鱼骨图用于两种不同的目的First,toarriveatrootcausebarriers第一，找到根本原因的障碍Second,toorganizebrainstormedlistsofcauses,substituteprocesses,andcultureconstraints第二，整理原因、替代流程、和文化约束的脑力风暴清单MRBRe-inspectSearchforECORequestDeviationWaitRequest2ndCopyfromVendorRequestDeviationSearchforP.O.atPurchasingPartNottoSpecECOLateVendorNotonAVLWaitingDeviationPartsRej.atIncomingPaperworkLostP.O.NotinSystemSystemDownBatchingOrderStoppedReceivingCausesEffectLongCycleTimeinReceivingSubstituteProcesses/ResourcesSubstituteProcesses/ResourcesUsingFishboneasRootCauseCharacterizationTool1CausesSubstituteProcessesComplexPricingandPromotionalPlansS&M/R.O.B.nottiedtogetherre:diff.T&C’simpactbusinessEffectSpecialpricingContractfileManualorderentryDelayedorder/priceconfirmationIncreasedsystemresourcesBillingerrors-manualcorrectioncreditmemosLongercollectioncyclesAdditionalsystemresourcesMorecustomerservicereps.IncreasedcreditManualinterventionAbandon800calls5differentprices/T&C’sbysegment(sameproduct)ViewbusinessasadisjointedfunctionPoorresourceallocationPoorprocessdesignComplexitydriveserrorsComplexityexceedscapacitytodealwithitRequireshighmaintenanceProcessdoesn’tdrivecommunication-errorsMeasurementsdonotreflecttotaleffectPriceincreases-createneedforpromosMarketingcultureHighlistDrivevolumethroughdiscountsandpromosFishboneWorksheetforPricingIssueCausesMonthly,quarterlysalesquotaSubstituteProcessesComplexPricingandPromotionalPlansEffectBill,thenshipReducemarginsPayovertimeWorkharder,longer,faster(lesseffective)Errorsdriveret.goodscust.serv.ingeneralPaypremiumsformat’lInventoryIncentivesareallsalesdriven-notprofitWrongmeasurementsInadequatecomm.ofpromos,T’s&C’stocustomerDittofortheplantLackofcommunicationCustomerServicerep.haslackofconfidence,noflexibilityLackofknowledgeandskillsSkilllevelWarehousespaceShipearly;aheadofsched.,promos,costCreditManualpriceoverrideComm.tocustomerre:pricingAdditionalcomm.equipmentFaxorderpricereconciliationsdailyExacerbatestheproblemPrice“flexibility”requiresmanagementinterventionNorealmeasurementofpromoeffectsShortleadtimetopromoplanningMarketingcultureHighlistdrivevolumethroughdiscountsandpromosFishboneWorksheetforPricingIssue(continued)FishboneWorksheetforNonlinearityinBookingsandShipmentsSubstituteProcessesCulturalBarrierLBOPressureonsales&cashflowatmonth&quarterendEFFECTNonlinearityofbookings&shipments(seesupportinggraphs)SalesmenMeasurements&IncentivesDistributorIncentiveProgramsEarnedHoursKeyDriverPlant/SalesForceRhythmWholesaledemand&inv.imbalancesbecomedriversvs.realretaildemandVolumerebateplans&predictablediscountsCorporatecultureforendofmonth,quarterofyear-endAccountabilitylackingforweeklyorderbookingsPSI-drivenproductioncreatesinv.imbalanceLBOpressureonsales&cashflowWorkharderatmonthendMonthly,quarterly&annualsalesquotasaredrivers(vs.profits)Plantpusht