thomas恒安流程重组咨询全案477mb barrier removal hengan cft bl

Barrier

Identification,

Characterizationand

Removal障碍的识别、特性、清除Barrier

Types障碍的种类100XSP10XSP1XSPCulture

Barriers文化障碍100XSPBusiness

Process

Barriers业务流程障碍10X

SPSubject

Matter

Barriers题材障碍1X

SPSubstitute

Process替换流程Typically,

these

barriers

can

be

removed

by

your

experts

if

they

are

notconstrained

by

business

process

and

culture

barriers.如果不受业务流程和文化障碍的局限，这些障碍只需内部专家解决。Barrier

Identification

and

Characterization障碍的识别和描述Subject

Matter

(“SM”)Barriers:题材的障碍

Uniqueindustry,businessorfunctionalexpertise独特的行业、业务或职能方面的专业知识What

products/services

are

preferred

by

which

customers?有哪些客户？喜欢哪些产品/服务？Which

systems

or

techniques

are

required

to

supply

the

product?需要形成哪些系统或技能来提供这些产品？Equipment

requirements

设备需求Price/Value

determinants价格/价值的决定因素Data

sheet

contents数据表页内容Typically,

these

barriers

can

be

removed

by

middle

management

if

upper

management

and

anoutside

leader/driver

remove

the

constraining

culture

barriers.一般情况下，如果高层管理者或外部领导/推动者能够消除文化障碍，则这些流程障碍可交由中层管理人员解决。Barrier

Identification

and

Characterization障碍的识别和描述Business

Process

(“BP”)Barriers:业务流程障碍Keeps

activities

from

fitting

into

seamless

processes

that

meet

Entitlement这些障碍使工作不能无缝式地和“增强”型流程吻合Large

work

package

size

工作过大Bottlenecks瓶颈Poor

AIP

Management

(Not

controlling

starts

and

AIP

profile)进程中项目管理的质量差（不对开始时间进行控制，没有对进程中行动进行分析）Poor

Scheduling

(push

vs.pull,

lots

on

hold)

时间控制差（推、拉、等）Poor

Process

Design

/

Implementation

(cycle

time,

FPY,

cost)流程设计质量差/实施（周期时间，FPY,成本）Inadequate

feedback

or

Cycles

of

Learning

opportunities反馈不足，或学习机遇的周期有所欠缺High

rework,

inspection

syndrome高重做率、需不断检查Culture

(“C”)Barriers:文化障碍Subject

matter

&

businessprocess

barriers

that

are

locked

into

the

culture

业务题材和业务流程障碍都与文化紧密相关Part

of

the

existing

paradigms

是现有思维模式的一部分Inhibit

the

company’s

ability

to

improve

or

change

performance影响公司改进或改变绩效的能力Silo

mentality

各自为政的心态Lack

of

proper

measurements

缺乏合适的衡量指标Lack

of

balanced

sense

of

urgency

缺乏适度的紧迫感Lack

of

accountability

缺乏责任感Lack

of

leadership

and/or

management

forcing

function缺乏领导和/或管理职能Optionalism

机会主义（保持多种选择）Lack

of

root-cause

problem

solving

不解决根本问题Typically,

these

barriers

must

be

removed

by

upper

managementand

require

the

help

of

an

outside

leader/driver.一般情况下，这些障碍需要高层领导亲自排除，或者需要聘请外部领导/推动者。Barrier

Identification

and

Characterization障碍的识别和描述Substitute

Processes

(“SP”)替代流程Processes

and

work-arounds

that

result

from

not

removing

subject

matter,businessprocessandculturebarriers由于没有清除业务题材、业务流程和文化障碍而造成的流程和工作They

usually

fit

into

the

“apply

resources”

mindset通常进入“调用资源”的心态–

Attacking

the

symptoms

of

non-responsiveness

not

the

“root

cause”只治“缺乏反应”之标，并不触击”根本“性原因ProcessInput流程输入ProcessOutput流程输出SUBSTITUTE

PROCESS替代流程BARRIER障碍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，直到陷入凝滞、甚至混乱状况。在这些情况下，资源完全被替代性流程所吞没，不能够有效地消除障碍Three

Types

of

Barriers

-

Summary三种障碍-小结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译文见下页Three

Types

of

Barriers

-

Summary三种障碍-小结业务题材障碍化学流程缺损及缺损率材料的强度压力机维护成型销售规划材料和处理检查vs.预防Large

Lot

Sizes瓶颈时间安排质量差优柔寡断第一次通过率低/返工/废品流程设计质量差题材障碍有区域性在以下方面有所不足：衡量指标和控制奖励手段和绩效挂钩职能上条块分割机会主义资源运用vs.障碍的清除没有适度的紧迫感责任领导/管理督促职能根本问题的解决冲突的解决形式和内容对比管理流程业务题材和业务流程障碍有区域性业务流程障碍文化障碍DifficultyinRemoving排除的难度

High高Medium中Low低RelativeImpact相对影响High高Medium中Low低CultureBarriers文化障碍Few少Many多NumberofBarriers障碍的数量Business

ProcessBarriers业务流程障碍Subject

MatterBarriers业务题材障碍Culture

Barriers

Have

The

HighestImpact文化障碍有很大影响Barrier/Substitute

Process

Identification,Characterization,

Ranking

and

Removal障碍/替代流程的识别、描述、排序和清除Barrier

Characterization

and

RankingSub

Process障碍的描述和排序

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.在影响表中填写ABC各项*为排除该障碍，组织应该投入的影响和决策水平--业务改进小组（BIT)以上，还是组织其它成员Barriers

障碍Identify识别(SM,

BP,

C)文化）RemovalResponsibility

*排除的责任