障碍和替代流程的定义、特征、等级和消除22页(1)ppt课件

1、Barrier and Substitute Process Identification, Characterization, Ranking and Removal妨碍和替代流程的定义、特征、等级和消除Barrier Identification and Characterization妨碍的定义和特征Subject Matter Barriers 主题性问题妨碍Obstacles or issues requiring unique industry, business or functional expertise 妨碍或问题，需求独特的行业、事业或功能专家处理Customer pre

2、ferences 客户的偏好Product materials and specifications 产品的资料和特性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)妨碍的定义和特征续Business Process Barriers 事物流程妨碍Obstacles to a seamless process 无

3、缝流程的妨碍Large batch size 大批量消费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 病症检查Barrier Identification and Characterization (continued)妨碍的定义和特征续Culture Barriers 文化妨碍Barriers that have become part of the existing paradigm 曾经成为存在

4、范式一部分的妨碍Paradigms that inhibit the companys ability to change 不习惯公司有才干改动的范式SM ExpertsSM 专家BP/C ExpertsBP/C 专家100XSP10XSP1XSPBaseline process基准流程Entitlement Process目的流程Barrier/SubstituteProcessRemovalCapability妨碍/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?什么挡着路？Substitute Processes替代流程Processes and work-arounds that grow out of not removing barriers 假设不消除妨碍，流程和周边任务就在不断地增长They usually fit into the apply-resources mindset他们通常符合“运用资源？的观念Barrier Avalanche妨碍的解体模型Ref: 3009aUSOne Cultural Barrier Gives Rise To . . .一个CB带来Ten Business Pr

6、ocess Barriers Which Beget . . .10个BPB导致One Hundred Subject Matter Barriers100个SMBBarrier Characterization and Ranking in Assigned Process _评价妨碍的特征和等级过程Barriers妨碍Identify(SM, BP, C)定义Removal Responsibility消除责任*Rest of Org.BIT & AboveRemovalImpact:消除的影响度0 = Low,10 = HighEstimatedTime ToRemove消除时间ABCD

7、EFGHBarrier Process Ranking Worksheet妨碍分级任务表109876543210012345678910Low 低High高Long 长Short 短ImpactofBarrierTime to Remove (months)妨碍的影响度消除时间 (月)Fishbone Diagram鱼骨图“Spine中心主骨Effect结果“Upper Bones上骨“Lower Bones下骨Barrier妨碍Cause 1缘由1SubstituteProcess 2替代流程2SubstituteProcess 1替代流程1Cause 2缘由2Root cause is e

8、nd of decision tree根本缘由就是决策树的终了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鱼骨图The Fishbone diagram can be used for two different purposes:鱼骨图用于两种不同的目的First, to

9、arrive at root cause barriers 第一，找到根本缘由的妨碍Second, to organize brainstormed lists of causes, substitute processes, and culture constraints 第二，整理缘由、替代流程、和文化约束的脑力风暴清单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长的周期时间是流程弱点的常指示器Poor quality causes long cycle t

22、imes 不好的质量导致长的周期时间Long cycle times frequently indicate poor quality长周期时间经常意味着不好的质量 Many quality problems are only symptoms很多质量问题仅仅是病症/症兆 If you attack the “pain directly, you may miss the root causes假设他直接挑战“痛处，他就错失了根本的缘由Root Cause Barrier Removal根本缘由妨碍的消除Implementing a substitute process is easier than removing a root cause barrier采用替代流程比消除根本缘由妨碍更容易Substitute processes absorb resources, which prevents any meaningful barrier removal替代流程耗费资源，它阻止了很多有意义的妨碍消除Barriers to Barrier Removal消除妨碍的妨碍Too many AIPs 过多的过程活动Actions in process)Institutionalization of the substitute proces