【正文】 Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Barrier Identification, Characterization and Removal 障礙 識別、特性、 排 除 Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved What is a Barrier? An unnecessary roadblock preventing us from getting from baseline to entitlement in a process environment or pain in the way of getting a job done . It is a condition which causes an AIP to be reworked, halted, put on hold or queued unnecessarily. 何 謂障礙 ? 工作過程中的不必要路礙或痛苦。這是導(dǎo)致 AIP返工，中止，暫?；虿槐匾却臓顩r Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Barrier Types 障礙 的種類 Culture Barriers 文化障礙 Business Process Barriers 業(yè)務(wù)流程障礙 Subject Matter Barriers 專 業(yè)性 障礙 Substitute Process 替 代 流程 Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Typically, these barriers can be removed by your experts if they are not constrained 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 障礙的識別和描述 Subject Matter (“SM”) Barriers :專 業(yè)性 障礙 ? Unique industry, business or functional expertise 獨(dú)特 的行業(yè)、業(yè)務(wù)或職能方面的專業(yè)知識 – 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)或技能來提供這些產(chǎn)品？ – Equipment requirements 設(shè)備 需求 – Price/Value determinants價格 /價值的決定因素 – Data sheet contents數(shù)據(jù) 表頁內(nèi)容 Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Typically, these barriers can be removed by middle management if upper management and an outside 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 障礙使工作不能無縫式地和“增強(qiáng)”型流程吻合 – Large work package size 工作 包 過 大 – Bottlenecks瓶 頸 – Poor AIP Management (Not controlling starts and AIP profile) AIP管理 不當(dāng) （不對開始時間進(jìn)行控制，沒有對進(jìn)程中行動進(jìn)行分析） – Poor Scheduling (push vs. pull, lots on hold) 時間 計劃不當(dāng) （推、拉、 積壓 ） – Poor Process Design / Implementation (cycle time, FPY, cost) 流程 設(shè)計質(zhì)量差 /實(shí)施（周期時間， FPY, 成本） ? Inadequate feedback or Cycles of Learning opportunities 反饋不足，或 循環(huán) 學(xué)習(xí)有所欠缺 – High rework, inspection syndrome 返 工 率 高 、檢查 綜合癥 Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Typically, these barriers must be removed by upper management and 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，或者需要聘請外部領(lǐng)導(dǎo) /推動者。 Culture (“C”) Barriers: 文化 障礙 ? Subject matter amp。 business process barriers that are locked into the culture 專 業(yè)性 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 pany‘s ability to improve or change