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1、Barrier and Substitute Process Identification, Characterization, Ranking and Removal障碍和替代流程的定义、特征、等级和消除,Barrier Identification and Characterization障碍的定义和特征,Subject Matter Barriers 主题性问题障碍 Obstacles or issues requiring unique industry, business or functional expertise 障碍或问题，需要独特的行业、事业或功能专家解决 Customer
2、 preferences 客户的偏好 Product materials and specifications 产品的材料和特性 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)障碍的定义和特征（续）,Business Process Barriers 事物流程障碍 Obstacles to a seaml
3、ess process 无缝流程的障碍 Large batch size 大批量（生产） 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 症状检查,Barrier Identification and Characterization (continued)障碍的定义和特征（续）,Culture Barriers 文化障碍 Barriers that have become part of th
4、e existing paradigm 已经成为存在范式一部分的障碍 Paradigms that inhibit the companys ability to change 不习惯公司有能力改变的范式,SM Experts SM 专家,BP/C Experts BP/C 专家,Barrier/ Substitute Process Removal Capability 障碍/替代流程 的消除能力,SM-Subject Matter, BP-Business Process Barriers, C-Culture Barriers,Ref: 3008aUS,What Gets in the
5、Way?什么挡着路？,Substitute Processes替代流程,Processes and work-arounds that grow out of not removing barriers 如果不消除障碍，流程和周边工作就在不断地增长 They usually fit into the apply-resources mindset 他们通常符合“应用资源？”的观念,Barrier Avalanche障碍的崩溃模型,Ref: 3009aUS,Barrier Characterization and Ranking in Assigned Process _评估障碍的特征和等级过程
6、,Barriers障碍,Identify (SM, BP, C) 定义,Removal Responsibility 消除责任*,Rest of Org.,BIT & Above,Removal Impact: 消除的影响度 0 = Low, 10 = High,Estimated Time To Remove 消除时间,A B C D E F G H,Barrier Process Ranking Worksheet障碍分级工作表,10,9,8,7,6,5,4,3,2,1,0,0,1,2,3,4,5,6,7,8,9,10,Low 低,High高,Long 长,Short 短,I m p a
7、c t o f B a r r i e r,Time to Remove (months),障碍的影响度,消除时间 (月),Fishbone Diagram鱼骨图,Cause and Effect Diagrams,Cause and effect diagrams expose substitute processes The causes help characterize the effect Work the symptoms backwards until you reach the root cause,Fishbone鱼骨图,The Fishbone diagram can be
8、 used for two different purposes:鱼骨图用于两种不同的目的 First, to arrive at root cause barriers 第一，找到根本原因的障碍 Second, to organize brainstormed lists of causes, substitute processes, and culture constraints 第二，整理原因、替代流程、和文化约束的脑力风暴清单,Using Fishbone as Root Cause Characterization Tool,1,Fishbone Worksheet for Pri
9、cing Issue,Fishbone Worksheet for Pricing Issue (continued),Fishbone Worksheetfor Nonlinearity in Bookings and Shipments,Long 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 times 不好的品质导致长的周期时间 Long cycle times frequently indicate poor quality长周期
10、时间经常意味着不好的品质 Many quality problems are only symptoms很多品质问题仅仅是症状/症兆 If you attack the “pain” directly, you may miss the root causes如果你直接挑战“痛处”，你就错失了根本的原因,Root Cause Barrier Removal根本原因障碍的消除,Implementing a substitute process is easier than removing a root cause barrier采用替代流程比消除根本原因障碍更容易 Substitute pro
11、cesses absorb resources, which prevents any meaningful barrier removal替代流程消耗资源，它阻止了很多有意义的障碍消除,Barriers to Barrier Removal消除障碍的障碍,Too many AIPs 过多的过程活动（Actions in process) Institutionalization of the substitute process制度化和习惯化的替代流程 Policies and procedures政策和程序,Typical Root Cause Barrier Removal Cycle
12、Time典型根本原因障碍消除的周期时间,Barrier Removal Process Steps障碍消除的流程步骤,Perform process mapping 画出流程图 Perform distributional analysis of data 分析数据 Begin the removal process to expose other barriers开始消除替代流程以暴露其他障碍 Use Generic Barrier List to spur ideas使用通用障碍清单来刺激主意 Use fishbone to identify root cause barriers用鱼骨图来定义根本原因障碍,Barrier Removal Process Steps (continued)障碍消除的流程步骤（续）,Use substitute process identification用替代流程的定义方法 Use AIP Management to control AIPs 用AIP管理来控制AIPs Use Barrier Removal Teams 用障碍消除小组 Remove substitute processes消除替代流程 Transfer Cycles of Learning 转向学习周期,
