【正文】 PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Substitute Processes (―SP‖) 替代 流程 Processes and workarounds that result from not removing subject matter, business process and culture barriers由于 沒有清除 專業(yè)性 、業(yè)務流程和文化障礙而造成的流程和 替代 工作 (繞著走 ) ? They usually fit into the ―apply resources‖ mindset 通常 進入“ 追加 資源”的心態(tài) – Attacking the symptoms of nonresponsiveness not the ―root cause‖ 只 治“ 無 反應”之標，并不觸擊”根 源 “ Process Input 流程 輸入 Process Output 流程 輸出 SUBSTITUTE PROCESS 替代 流程 BARRIER 障礙 Often, substitute processes build up until a state of stagnation, and sometimes chaos, is reached, where resources are being totally absorbed by substitute processes, 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。 Barrier Identification and Characterization 障礙的識別和描述 Business Process (“BP”) Barriers:業(yè)務 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”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 （不對開始時間進行控制，沒有對進程中行動進行分析） – Poor Scheduling (push vs. pull, lots on hold) 時間 計劃不當 （推、拉、 積壓 ） – Poor Process Design / Implementation (cycle time, FPY, cost) 流程 設計質量差 /實施（周期時間， FPY, 成本） ? Inadequate feedback or Cycles of Learning opportunities 反饋不足，或 循環(huán) 學習有所欠缺 – High rework, inspection syndrome 返 工 率 高 、檢查 綜合癥 Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Barrier Types 障礙 的種類 Culture Barriers 文化障礙 Business Process Barriers 業(yè)務流程障礙 Subject Matter Barriers 專 業(yè)性 障礙 Substitute Process 替 代 流程 Section PROPRIETARY 169。Section PROPRIETARY 169。這是導致 AIP返工，中止，暫?；虿槐匾却臓顩r 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導 /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。 business process barriers that are locked into the culture 專 業(yè)性 和業(yè)務流程障礙都與文化緊密相關 – 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 performance 影響 公司改進或改變績效的能力 – Silo mentality 各自 為政的心態(tài) – Lack of proper measurements 缺乏 合適的衡量指標 – Lack of balanced sense of urgency 缺乏 適度的緊迫感 – Lack of accountability 缺乏 責任感 – Lack of leadership and/or management forcing function 缺乏 領導和 /或管理職能 – Optionalism 機會主義（保持多種選擇） – Lack of rootcause problem solving 缺 乏解決 根 源 問題 Barrier Identification and Characterization 障礙的識別和描述 Section PROPRIETARY 169。 2000 Thomas Group, Inc., All Rights Reserved Barriers Are Interrelated 障礙 是互相關聯(lián)的 1. Culture limits business process performance and subject matter performance. 文化 障礙 會 限制 業(yè)務流程 績效 和 專業(yè)性績效 2. C, BP and SM Barriers create Substitute Processes, that cannot be removed