5.0 Barrier ID_0200.ppt

1、Barrier and Substitute Process Identification, Characterization, Ranking and Removal,Objectives,Be able to differentiate between subject matter, business process and cultural barriers as well as substitute processes and understand their interrelation Know how to identify, characterize and rank barri

2、ers Understand the amount of cost involved with substitute processes,continued.,Develop the ability to use cause and effect diagrams (fishbones) for finding and analyzing root causes Know how to implement and effectively use the barrier removal process,Objectives,IntroductionWorkshop Outline,I.Ident

3、ification and Classification II. Barrier Characterization Using Cause and Effect Diagrams III. Reference Material,I. Identification and Classification,Barrier Identification and Characterization,Subject Matter Barriers Obstacles or issues requiring unique industry, business or functional expertise C

4、ustomer preferences Product materials and specifications Specific technical process requirements Equipment requirements,continued.,Barrier Identification and Characterization,Business Process Barriers Obstacles to a seamless process Large batch size Bottlenecks Poor scheduling Poor process design an

5、d/or implementation High rework Inspection syndrome,continued.,Barrier Identification and Characterization,Culture Barriers Barriers that have become part of the existing paradigm Paradigms that inhibit the companys ability to change,What Gets in the Way?,Culture Barriers Have a High Impact,Generic

6、Business Process Barriers,BP1Lot, Work Package, or Batch Size BP2Bottlenecks BP3Lack of Flexibility BP4Poor Scheduling BP5Poor Process Design/Implementation BP6First Pass Yield/Rework BP7Knowledge/Skills (see C5) BP8Inspection BP9Communication BP10Non-determinism,BP1Lot, Work Package, or Batch Size,

7、Examples: Batched purchase orders Complete system test Sales holds orders,BP2 Bottlenecks,Examples: Insufficient test capacity A shift in mix Increased inputs Long cycle time processes,BP3 Lack of Flexibility,Examples: Sales order timing Purchase orders are batched Forecast freeze windows Inappropri

8、ate analysis Change-over inventory,BP4 Poor Scheduling,Examples: Special projects Inputs vs. processing speed,BP5 Poor Process Design/Implementation,Examples: Document organization, identification and labeling system Perception of overloaded people resources Consequences of wrong measurements,Generi

9、c Culture Barriers,C1Lack of TCT mindset C2View business as disjointed functions C3Lack proper measurements, controls and incentives C4Not using TCT reduction methodologyto drive competitiveness C5Lack TCT knowledge/skills C6Lack proper TCT implementation,continued.,Generic Culture Barriers,C7Poor r

10、esource allocation C8Lack of balanced sense of urgency C9Culture blindness C10Paradigm shift C11Data integrity C12 Lack of accountability,continued.,Generic Culture Barriers,C13 Lack of leadership/management forcing function C14 Self-medication C15 Hidden drivers C16 Lack of root cause problem solvi

11、ng C17 Lack of conflict resolution skills,continued.,Generic Culture Barriers,C18Form versus substance C19Optionalism C20Lack of strategic process that drives budgeting to entitlement,Substitute Processes,Processes and work-arounds that grow out of not removing barriers They usually fit into the app

12、ly-resources mindset,Generic Substitute Processes,SP1Attacking the symptoms of non-responsiveness SP2Just-in-case investments SP3Accepting and attacking the symptoms of slow improvements SP4 Cover-up investments,Barriers are Interrelated,continued.,Barriers are Interrelated,For example: A culture an

13、d measurement system that drives employees to suboptimize the cost of individual steps in the process. Equipment that reduces costs 20% in the first step of the process by processing large batches of product at a time.,continued.,Barriers are Interrelated,To appear efficient, downstream processes mu

14、st now carry more inventory while waiting for these large batches. Long changeover time of new equipment leads to double batches to avoid using capacity for changeover. More inventory of other products must be held to meet market demand.,continued.,All this inventory creates a demand for more invent

15、ory control equipment. Infrequent running of product reduces COLs and lowers process yields. Efforts to optimize are not based on feedback.,Barriers are Interrelated,Barrier Avalanche,Ref: 3009aUS,Barrier Removal,Barriers tend to exist in combinations They must be removed in combinations The same ba

16、rrier throughout a business implies a root-cause culture barrier Implementing generic solutions accelerates the removal of barriers that are similar,Substitute Processes,Group Work Session Give examples in your former company where you had a substitute process What does that substitute process cost

17、in people and dollars?,Substitute Process: Just-in-Case Investment,Just-in-case investmentfrequently goes completely unnoticed Sales initiates the processing of a custom product before it is ordered Equipment and people are put in place for an anticipated order Unproven advanced technologies are use

18、d in development,Substitute Process Inventory,Accounting valued inventory is usually the largest form of substitute process because: Its so painless Its so simple It covers up mistakes,continued.,Substitute Process Inventory,Inventory attempts to make-up for what could go wrong in the process,Barrie

19、r Process Ranking Worksheet,Click here for automated chart,Barrier CharacterizationUsing Cause and Effect Diagrams,Cause and Effect or “Fishbone” Diagram,Cause and Effect Diagrams,Cause and effect diagrams expose substitute processes The causes help characterize the effect Work the symptoms backward

20、s until you reach the root cause,Lack of Compliance in Loading Dirty Cups in Dishwasher,Barrier HQ-003 BRT Ldr. - AN,Thomas Group Fishbone,The Fishbone diagram can be used for two different purposes: First, to arrive at root cause barriers Second, to organize brainstormed lists of causes, substitute

21、 processes, and culture constraints,Fishbone as Root Cause Characterization Tool,Business viewed as disjointed functions,Rec. - 001 BRT Ldr. - RJ,Fishbone Worksheet for Pricing Issue,Vic.-14 BRT Ldr. GS,continued.,Fishbone Worksheet for Pricing Issue,Fishbone Worksheet for Nonlinearity in Bookings a

22、nd Shipments,Vic.-15 BRT Ldr. BN,Indicator of Process Weaknesses,Long Cycle Times Poor quality causes long cycle times Long cycle times frequently indicate poor quality Many quality problems are only symptoms If you attack the “pain” directly, you may miss the root causes,Root Cause Barrier Removal,Implementing a substi