跨职能团队

,PROPRIETARY 2001 Thomas Group,Inc.,All Rights Reserved,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Cross Functional Teams,跨职能团队,A team of people representing the various functional areas of the division that are required to achieve an agreed upon specific objective.,What is the Purpose of a CFT?,To radically improve the divisions global competitiveness by establishing a,TCT,mindset&methodology to effect continuous improvement in key business processes.,What is a Cross-Functional Team?,何为跨职能团队,团队的一种，成员来自组织的不同职能领域，需要一起完成共同商定的具体目标,跨职能团队的目的是什么？,通过培养总周期时间心态，学习总周期时间方法，对关键业务流程实施持续改进，从而快速提高组织的 全球性竞争力。,Examples of Specific Objectives,具体目标举例,Key process,responsibility,Bridge gaps between functions,Map,the process,Install,measurements,Use data for,barrier identification,and removal-evaluate impact,Drive results to top/bottom line,Control,AIPs,Make corporation competitive,关键流程,的责任,弥补各职能之间的差距,画流程图,确定衡量指标,运用相关数据资料,识别障碍,，排除障碍-评估影响,将各项结果贯彻到高层/基层,控制进程中行动,提高企业竞争力,Problems do not completely reside within one department,nor do solutions.Cross-functional teams are required to provide solutions where all elements are considered from the various business processes.,Team members from outside a particular function bring objective,fresh thinking and new viewpoints to significantly assist in arriving at a creative solution to problems associated with a given business process.,Why are Cross-Functional Teams Needed?,为何需要跨职能团队？,问题可能不单单出在某个部门内部，同样，解决问题也无法依靠单独部门。需要有跨职能团队对源自不同业务流程中的要素进行统筹安排。,来自某具体职能外的团队成员能带来客观的视角和全新的思维，可形成创造性的方案，解决和某具体业务流程相关的问题,Teams must be cross-functionally organized in order to bring together the proper knowledge and skills to effectively achieve process change and improvement.,Why are Cross-Functional Teams Needed?(Contd),为何需要跨职能团队？（续）,团队要按照跨职能的方式来组织，这样可博采众长，集思广益，有效地开展流程变革和改进,Process of Managing Improvement through a CFT,通过跨职能团队管理改进项目的流程,BIT,业务改进团队,CFT,Members,跨职能团队,成员,CFT Leader,跨职能团队领导,Agree,on time,and,Availability,就时间达成一致意见，确定各人的时间安排,Agree on,critical,success,factors for,cockpit chart,Determine,sub-level,cockpit,charts,&,frequency.,Make,attempt,at,Entitlement,Measure-,ment,Person,评估人,Document,scope,of,selected,process,&get BIT,Approval,记录选定流程的范围，取得业务改进团队的认可,Map,the,Process,画流程图,Map,sub-,Process,画分流程图,First,estimate,of BL,&FPY,对基础状况和第一次通过率的初步估计,Appoint,scribe&,measure-,ment,Person,指派记录,和评估专员,Announce,Team,宣布团队成立,A,确定下一级衡量指标,和评估频率，努力实现,目标状况,对衡量指标图的,关键成功要素,达成共识,Process of Managing Improvement through a CFT,通过跨职能团队管理改进项目的流程,SUB-PROCESS,CYCLE TIME B/E,分流程周期时间,B/E,BIT,业务改进团队,CFT,Members,跨职能团队成员,CFT Leader,跨职能团队领导,Identify,barriers,and Rank,Also look for,low hanging,Fruit,识别障碍,进行排序,同时寻找,立即可以,改进的因,素,Measurement,Person,评估人,Agree,on active,Barriers,对障碍达,成一致意见,Fishbone,active,barriers&,appoint,BRT,Leaders,画鱼刺图，,任命障碍,排除团队,领导,Review,W3s for,barrier,removal,from BRT,Leaders,at each,Meeting,每次会议上,同障碍排除,团队一起回,顾,“,何事，,何人，何时,”,Barriers,Stalled,障碍得到排除,Y,Review,measures,at,each,Meeting,在会议上,审议评估,指标,Measure,-,ment,collection,and,identify,non-value,add,Steps,衡量指标,的收集，,确定增值,与飞增值,的程序和,活动,A,Roles and Responsibilities,角色和责任,CEO,Lead the inspiration of the BIT and overall organization to:,Strive for and reach Entitlement in all key business processes,Adopt a barrier removal rather than apply resources mindset,BIT,The BIT consists of selected officers of the corporation and reports to the CEO.It is the ultimate cross-functional team and must be the“champion of change.”This role is an active one that“drives and leads,”not just“steers and reviews.”,Complete ownership of key processes through the leaders of process CFTs,Maintain cross-functional,cross-process/communications,Focus on process rather than on function.,首席执行官,领导业务改进团队，提供鼓励，总体运筹组织，目的是：,在所有业务流程中达到目标,运用“排除障碍”而不是“增添资源”的心态,业务改进团队,包括选定的管理人员，向首席执行官汇报。它是最高的跨职能团队，必须成为“变革的领头人”。该角色是积极主动的，起“推动、引导”作用，而不是“把关、评估”,通过流程跨职能团队，完全控制核心流程,维持跨职能、跨流程/沟通,侧重流程而非职能,Role and Responsibility of CFT Leaders,跨职能团队领导的角色和责任,Ensure that,TCT,process is followed and that results are achieved quickly.,Set clear goals and hold team accountable,Lead team in carrying out its objectives,Ensure that team meetings are,aciton,oriented(3Ws),Keep team focused without dominating meetings,Transfer required CFT skills to new members,保证总周期时间流程得到遵循，并快速实现结果,设定明确目标，并把责任下放给团队各人,领导团队实现目标,保证团队会议都有行动项目为主（何事、何人、何时）,会议中保证团队精力的集中，但不搞一言堂,将必要的跨职能团队技能传达给新成员,The,Process CFT,generally headed by the VP or Director(owner)of the process,consists of the managers of all the different functional areas that are involved in the Key Process.,The,Process CFT,is the guardian of the key process as measured by cycle time and first pass yield results.,CT and FPY are the key drivers for continuous improvement and can overlap functional areas.,Team is responsible for the periodic collection,analysis(conclusions!),display,and safekeeping of this data.,The Role of the Process CFT,流程跨职能团队的角色,流程跨职能团队,一般由副总裁或者流程的总监（负责人）领头，包括来自不同职能领域但都和关键流程有关联的管理者,流程跨职能团队,是关键流程的监控者，关键流程是以周期时间和第一次通过率来衡量的,周期时间和第一次通过