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Barrier

Identification,

Characterizationand

Removal障礙的識(shí)別、特性、清除Barrier

Types障礙的種類100XSP10XSP1XSPCulture

Barriers文化障礙100XSPBusiness

Process

Barriers業(yè)務(wù)流程障礙10X

SPSubject

Matter

Barriers題材障礙1X

SPSubstitute

Process替換流程Typically,

these

barriers

can

be

removed

by

your

experts

if

they

are

notconstrained

by

business

process

and

culture

barriers.如果不受業(yè)務(wù)流程和文化障礙的局限，這些障礙只需內(nèi)部專家解決。Barrier

Identification

and

Characterization障礙的識(shí)別和描述Subject

Matter

(“SM”)Barriers:題材的障礙

Uniqueindustry,businessorfunctionalexpertise獨(dú)特的行業(yè)、業(yè)務(wù)或職能方面的專業(yè)知識(shí)What

products/services

are

preferred

by

which

customers?有哪些客戶？喜歡哪些產(chǎn)品/服務(wù)？Which

systems

or

techniques

are

required

to

supply

the

product?需要形成哪些系統(tǒng)或技能來(lái)提供這些產(chǎn)品？Equipment

requirements

設(shè)備需求Price/Value

determinants價(jià)格/價(jià)值的決定因素Data

sheet

contents數(shù)據(jù)表頁(yè)內(nèi)容Typically,

these

barriers

can

be

removed

by

middle

management

if

upper

management

and

anoutside

leader/driver

remove

the

constraining

culture

barriers.一般情況下，如果高層管理者或外部領(lǐng)導(dǎo)/推動(dòng)者能夠消除文化障礙，則這些流程障礙可交由中層管理人員解決。Barrier

Identification

and

Characterization障礙的識(shí)別和描述Business

Process

(“BP”)Barriers:業(yè)務(wù)流程障礙Keeps

activities

from

fitting

into

seamless

processes

that

meet

Entitlement這些障礙使工作不能無(wú)縫式地和“增強(qiáng)”型流程吻合Large

work

package

size

工作過(guò)大Bottlenecks瓶頸Poor

AIP

Management

(Not

controlling

starts

and

AIP

profile)進(jìn)程中項(xiàng)目管理的質(zhì)量差（不對(duì)開(kāi)始時(shí)間進(jìn)行控制，沒(méi)有對(duì)進(jìn)程中行動(dòng)進(jìn)行分析）Poor

Scheduling

(push

vs.pull,

lots

on

hold)

時(shí)間控制差（推、拉、等）Poor

Process

Design

/

Implementation

(cycle

time,

FPY,

cost)流程設(shè)計(jì)質(zhì)量差/實(shí)施（周期時(shí)間，F(xiàn)PY,成本）Inadequate

feedback

or

Cycles

of

Learning

opportunities反饋不足，或?qū)W習(xí)機(jī)遇的周期有所欠缺High

rework,

inspection

syndrome高重做率、需不斷檢查Culture

(“C”)Barriers:文化障礙Subject

matter

&

businessprocess

barriers

that

are

locked

into

the

culture

業(yè)務(wù)題材和業(yè)務(wù)流程障礙都與文化緊密相關(guān)Part

of

the

existing

paradigms

是現(xiàn)有思維模式的一部分Inhibit

the

company’s

ability

to

improve

or

change

performance影響公司改進(jìn)或改變績(jī)效的能力Silo

mentality

各自為政的心態(tài)Lack

of

proper

measurements

缺乏合適的衡量指標(biāo)Lack

of

balanced

sense

of

urgency

缺乏適度的緊迫感Lack

of

accountability

缺乏責(zé)任感Lack

of

leadership

and/or

management

forcing

function缺乏領(lǐng)導(dǎo)和/或管理職能Optionalism

機(jī)會(huì)主義（保持多種選擇）Lack

of

root-cause

problem

solving

不解決根本問(wèn)題Typically,

these

barriers

must

be

removed

by

upper

managementand

require

the

help

of

an

outside

leader/driver.一般情況下，這些障礙需要高層領(lǐng)導(dǎo)親自排除，或者需要聘請(qǐng)外部領(lǐng)導(dǎo)/推動(dòng)者。Barrier

Identification

and

Characterization障礙的識(shí)別和描述Substitute

Processes

(“SP”)替代流程Processes

and

work-arounds

that

result

from

not

removing

subject

matter,businessprocessandculturebarriers由于沒(méi)有清除業(yè)務(wù)題材、業(yè)務(wù)流程和文化障礙而造成的流程和工作They

usually

fit

into

the

“apply

resources”

mindset通常進(jìn)入“調(diào)用資源”的心態(tài)–

Attacking

the

symptoms

of

non-responsiveness

not

the

“root

cause”只治“缺乏反應(yīng)”之標(biāo)，并不觸擊”根本“性原因ProcessInput流程輸入ProcessOutput流程輸出SUBSTITUTE

PROCESS替代流程BARRIER障礙Often,

substitute

processes

build

up

until

a

state

of

stagnation,

and

sometimeschaos,

is

reached,

where

resources

are

being

totally

absorbed

by

substituteprocesses,

preventing

any

meaningful

barrier

removal替代流程往往一直累加，直到陷入凝滯、甚至混亂狀況。在這些情況下，資源完全被替代性流程所吞沒(méi)，不能夠有效地消除障礙Three

Types

of

Barriers

-

Summary三種障礙-小結(jié)Subject

MatterChemical

ProcessDefect

and

DensityStrength

of

MaterialsPress

MaintenanceMoldingMerchandisingMaterial

and

HandlingInspection

vs.

PreventionLarge

Lot

SizesBottlenecksPoor

SchedulingNon-determinismLow

First-Pass

Yield/Rework/ScrapPoor

Process

DesignEndemic

Subject

MatterBarriersDeficiencies

in:Measurements

and

ControlsPerformance

-

Incentive

linkageFunctional

SilosOptionalismResources

Applicationvs.

Barrier

RemovalUnbalanced

Sense

of

UrgencyAccountabilityLeadership/Management

ForcingFunctionRoot

Cause

Problem

SolvingConflict

ResolutionForm

vs.

SubstanceManagement

ProcessesEndemic

Subject

Matter

andBusiness

Process

BarriersBusiness

ProcessCultureChinese

Translation譯文見(jiàn)下頁(yè)Three

Types

of

Barriers

-

Summary三種障礙-小結(jié)業(yè)務(wù)題材障礙化學(xué)流程缺損及缺損率材料的強(qiáng)度壓力機(jī)維護(hù)成型銷(xiāo)售規(guī)劃材料和處理檢查vs.預(yù)防Large

Lot

Sizes瓶頸時(shí)間安排質(zhì)量差優(yōu)柔寡斷第一次通過(guò)率低/返工/廢品流程設(shè)計(jì)質(zhì)量差題材障礙有區(qū)域性在以下方面有所不足：衡量指標(biāo)和控制獎(jiǎng)勵(lì)手段和績(jī)效掛鉤職能上條塊分割機(jī)會(huì)主義資源運(yùn)用vs.障礙的清除沒(méi)有適度的緊迫感責(zé)任領(lǐng)導(dǎo)/管理督促職能根本問(wèn)題的解決沖突的解決形式和內(nèi)容對(duì)比管理流程業(yè)務(wù)題材和業(yè)務(wù)流程障礙有區(qū)域性業(yè)務(wù)流程障礙文化障礙DifficultyinRemoving排除的難度

High高M(jìn)edium中Low低RelativeImpact相對(duì)影響High高M(jìn)edium中Low低CultureBarriers文化障礙Few少M(fèi)any多NumberofBarriers障礙的數(shù)量Business

ProcessBarriers業(yè)務(wù)流程障礙Subject

MatterBarriers業(yè)務(wù)題材障礙Culture

Barriers

Have

The

HighestImpact文化障礙有很大影響B(tài)arrier/Substitute

Process

Identification,Characterization,

Ranking

and

Removal障礙/替代流程的識(shí)別、描述、排序和清除Barrier

Characterization

and

RankingSub

Process障礙的描述和排序

分流程——————Plot

A,B,C

...

on

impact

matrix*Based

on

what

level

in

the

current

organization

where

influence

and

key

decisions

must

come

fromin

order

to

remove

barrier

–

Business

Improvement

Team

(BIT)

or

higher,

or

the

rest

oftheorganization.在影響表中填寫(xiě)ABC各項(xiàng)*為排除該障礙，組織應(yīng)該投入的影響和決策水平--業(yè)務(wù)改進(jìn)小組（BIT)以上，還是組織其它成員Barriers

障礙Identify識(shí)別(SM,

BP,

C)文化）RemovalResponsibility

*排除的責(zé)任