thomas恒安流程重組咨詢?nèi)?77mb cft

CrossFunctionalTeams跨職能團(tuán)隊(duì)A

team

of

people

representing

the

variousfunctional

areas

of

the

division

that

arerequired

to

achieve

an

agreed

uponspecific

objective.What

is

the

Purpose

of

a

CFT?To

radically

improve

thedivision’s

globalcompetitiveness

by

establishing

a

TCTmindset

&

methodology

to

effectcontinuous

improvement

in

keybusiness

processes.What

is

a

Cross-FunctionalTeam?何為跨職能團(tuán)隊(duì)團(tuán)隊(duì)的一種，成員來自組織的不同職能領(lǐng)域，需要一起完成共同商定的具體目標(biāo)跨職能團(tuán)隊(duì)的目的是什么？通過培養(yǎng)總周期時(shí)間心態(tài)，學(xué)習(xí)總周期時(shí)間方法，對(duì)關(guān)鍵業(yè)務(wù)流程實(shí)施持續(xù)改進(jìn)，從而快速提高組織的全球性競(jìng)爭(zhēng)力。Problems

do

not

completelyreside

within

one

department,

nordosolutions.

Cross-functionalteams

are

required

to

providesolutions

where

all

elements

areconsidered

from

the

variousbusiness

processes.Team

members

from

outside

aparticular

function

bringobjective,

fresh

thinking

and

newviewpoints

to

significantly

assistin

arriving

at

a

creative

solutionto

problems

associated

with

agiven

business

process.Why

are

Cross-Functional

Teams

Needed?為何需要跨職能團(tuán)隊(duì)？問題可能不單單出在某個(gè)部門內(nèi)部，同樣，解決問題也無法依靠單獨(dú)部門。需要有跨職能團(tuán)隊(duì)對(duì)源自不同業(yè)務(wù)流程中的要素進(jìn)行統(tǒng)籌安排。來自某具體職能外的團(tuán)隊(duì)成員能帶來客觀的視角和全新的思維，可形成創(chuàng)造性的方案，解決和某具體業(yè)務(wù)流程相關(guān)的問題Teams

must

be

cross-functionallyorganized

in

order

tobringtogether

the

proper

knowledgeand

skills

to

effectively

achieveprocess

change

andimprovement.Why

are

Cross-Functional

Teams

Needed?

(Cont’d)為何需要跨職能團(tuán)隊(duì)？（續(xù)）團(tuán)隊(duì)要按照跨職能的方式來組織，這樣可博采眾長(zhǎng)，集思廣益，有效地開展流程變革和改進(jìn)Role

and

Responsibility

of

CFT

Leaders跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)的角色和責(zé)任Ensure

that

TCT

process

is

followedand

that

results

areachieved

quickly.Set

clear

goals

and

hold

teamaccountableLead

team

in

carrying

out

its

objectivesEnsure

that

team

meetings

are

acitonoriented

(3W’s)Keep

team

focused

without

dominatingmeetingsTransfer

required

CFT

skills

to

newmembers保證總周期時(shí)間流程得到遵循，并快速實(shí)現(xiàn)結(jié)果設(shè)定明確目標(biāo)，并把責(zé)任下放給團(tuán)隊(duì)各人領(lǐng)導(dǎo)團(tuán)隊(duì)實(shí)現(xiàn)目標(biāo)保證團(tuán)隊(duì)會(huì)議都有行動(dòng)項(xiàng)目為主（何事、何人、何時(shí)）會(huì)議中保證團(tuán)隊(duì)精力的集中，但不搞一言堂將必要的跨職能團(tuán)隊(duì)技能傳達(dá)給新成員The

Process

CFT,

generally

headed

bythe

VPor

Director

(owner)

of

theprocess,

consists

of

the

managers

ofall

the

different

functional

areas

thatare

involved

in

the

Key

Process.The

Process

CFT

is

the

guardian

of

thekey

process

as

measured

by

cycle

timeand

first

pass

yield

results.CT

and

FPY

are

the

key

drivers

forcontinuous

improvement

and

canoverlap

functional

areas.Team

is

responsible

for

theperiodic

collection,

analysis(conclusions!),

display,

andsafekeeping

of

this

data.The

Role

ofthe

Process

CFT流程跨職能團(tuán)隊(duì)的角色流程跨職能團(tuán)隊(duì)一般由副總裁或者流程的總監(jiān)（負(fù)責(zé)人）領(lǐng)頭，包括來自不同職能領(lǐng)域但都和關(guān)鍵流程有關(guān)聯(lián)的管理者流程跨職能團(tuán)隊(duì)是關(guān)鍵流程的監(jiān)控者，關(guān)鍵流程是以周期時(shí)間和第一次通過率來衡量的周期時(shí)間和第一次通過率是持續(xù)改進(jìn)的推動(dòng)因素，可能會(huì)和某些職能領(lǐng)域重合團(tuán)隊(duì)負(fù)責(zé)定期收集、分析（結(jié)論）、展示并保管數(shù)據(jù)資料Responsibilities

of

the

CFT跨職能團(tuán)隊(duì)的職責(zé)Monitor

AIP’s

(projects)

and

cycle

timeDrive

improvement

in

both.Maintain

and

execute

a

continuouslyupdated

barrier

removal

plan

to

achievein

CT

and

FPY.Maintain

cross-functionalcommunication

(focus

on

processrather

than

on

function).Act

as

sounding

board

for

suggestionsfor

modificationsContinuously

improve

and

act

ascustodian

for

the

key

process監(jiān)控進(jìn)程中行動(dòng)（項(xiàng)目）和周期時(shí)間推動(dòng)進(jìn)程中行動(dòng)（項(xiàng)目）和周期時(shí)間的改進(jìn)跟蹤維持并實(shí)施持續(xù)的障礙排除計(jì)劃，實(shí)現(xiàn)周期時(shí)間和第一次通過率的目標(biāo)保持跨職能溝通（側(cè)重于流程而非職能）試驗(yàn)修改計(jì)劃持續(xù)改進(jìn)關(guān)鍵流程，充當(dāng)其監(jiān)控者Responsible

for

contributing

to

theteam’s

success

by:Representing

company

(empowereddecision

maker)Communication;

input

from

and

to

theirfunctional

organizationAttending

all

meetings,

or

providing

anempowered

substitute

to

act

and

makedecisions

for

themRole

of

Team

Members團(tuán)隊(duì)成員的角色負(fù)責(zé)如下工作，共同努力促成團(tuán)隊(duì)的成功代表公司（取得授能的決策者）溝通；和原職能部門的信息傳達(dá)參加所有會(huì)議，或派授權(quán)的代表參加，并作相應(yīng)決策Working

with

the

team

to

identifybarriers

and

their

root

causes,

rankingand

removing

themDeveloping

Action

Plans

and

drivingthose

Action

Plans

to

completionUsing

measurements

to

track

progressand

assure

specific

business

processor

processes

progress

toward

andreach

entitled

performanceRole

of

Team

Members

(Cont’d)團(tuán)隊(duì)成員的角色（續(xù)）和其它團(tuán)隊(duì)成員一起識(shí)別障礙及其根本原因，進(jìn)行排序并予以清除制定行動(dòng)計(jì)劃，推動(dòng)這些行動(dòng)計(jì)劃的完成利用衡量指標(biāo)跟蹤進(jìn)程，確保具體的業(yè)務(wù)流程向目標(biāo)式績(jī)效的方向邁進(jìn)Prerequisites

for

CFT

Success跨職能團(tuán)隊(duì)成功的先決條件People

bring

both

technical

andinterpersonal

skills.A

three-way

contract

exists

betweenteam

members,

their

functionalmanagers

and

project/team

leader.Members’

authority

and

limits

are

clear.Everyone

accepts

responsibility

andobligation

to

perform

to

requirements.大家都具備并奉獻(xiàn)技術(shù)和人際交往的技能團(tuán)隊(duì)成員、原來的職能經(jīng)理和項(xiàng)目/團(tuán)隊(duì)領(lǐng)導(dǎo)的三方接觸團(tuán)隊(duì)成員的權(quán)限明確每個(gè)人都有責(zé)任和業(yè)務(wù)按照要求工作Prerequisites

for

CFT

Success(Cont’d)跨職能團(tuán)隊(duì)成功的先決條件Cross-functional

team

has

progressand

reporting

mechanism,

e.g.,Milestone

Chart.Time

spent

at

outset

to

choose

theright

players

and

develop

the

team.Accountable

functional

managers

areprepared

to

track

progress,

recognizegood

performance

and

confront

non-performance.Understanding

the

significant

timecommitment,

and

the

expectation

ofcompleting

W3s

in

a

timely

fashion.跨職能團(tuán)隊(duì)有進(jìn)展和匯報(bào)機(jī)制，如關(guān)鍵階段性成果圖開始要花時(shí)間選擇合適的人選，并進(jìn)行培養(yǎng)負(fù)責(zé)的職能經(jīng)理要準(zhǔn)備跟蹤進(jìn)展，認(rèn)可突出的業(yè)績(jī)，懲戒工作不力者認(rèn)識(shí)到要投入很多時(shí)間，認(rèn)識(shí)到要按時(shí)完成W3s.10

Rules

for

CFT

Activity跨職能活動(dòng)的十條規(guī)則Have

a

fixed

meeting

time

and

place

eachweek.Be

on

time

and

start

promptly.Unexcused

absences

are

not

permitted!Always

have

an

agenda

and

circulate

it

atleast

48

hours

before

the

meeting.Follow

the

16

step

process--there

are

noshortcuts!Identify,

do

not

try

to

solve

majorproblems

in

the

meeting.每周在固定時(shí)間固定地點(diǎn)召開碰頭會(huì)準(zhǔn)時(shí)，及時(shí)開始，不允許無故缺席總是有議程安排，并于會(huì)議開始至少48前發(fā)到各人手中按照16步法開會(huì)，不能偷工減料！會(huì)上識(shí)別重大問題，但不一定要求會(huì)上解決10

Rules

for

CFT

Activity(Cont’d)跨職能活動(dòng)的十條規(guī)則（續(xù)）Everyone

must

participate--there

are

nofree

rides!Keep

a

running

3W

list

and

review

eachweek--continual

misses

are

unacceptable.Recognize

barriers

you

cannot

solve

andescalate

them

as

appropriate.Publish

minutes

with

3W’s

within

24hours

of

meetings.Communicate,

Communicate,Communicate!!!!每個(gè)人都必須參與-不存在“旁聽”現(xiàn)象保持一個(gè)滾動(dòng)式“何人，何事，何時(shí)”記錄，每周回顧-不允許錯(cuò)漏識(shí)別你不能解決的障礙，如合適，將其擴(kuò)大在會(huì)后24小時(shí)內(nèi)，將有“何人，何事，何時(shí)

”的會(huì)議記錄發(fā)下去溝通，溝通，再溝通?。?！16

Step

CFTProcessCFT

16步回顧1.8.9.10.11.Part

4

:

Barriers12.13.14.15.16.Part

1

:

Processes

andPlayersIdentify

high-leverage

processes

andthefunctions

involvedEstablish

the

CFT

scope

and

charterSelect

CFT

leader

and

membersPart

2:

Scope

and

MappingValidate

the

scope

and

charterMap

the

baseline

processEstablish

baseline

performanceIdentify

value-added

and

non-value-addedprocess

steps

and

activitiesMap

the

entitled

processPart

3

:

MeasurementsDetermine

key

measurement

requiredDesign

the

measurement

systemEstablish

initial

entitled

performanceIdentify

barriersDevelop

cause

and

effect

diagram

to

find

out

rootcause

barriersRank

order

root

cause

barriersAssign

and

schedule

barrier

removal

actionTrack

progress

through

measurement

system第一部分:明確關(guān)鍵程序及相關(guān)人員1.2.3.明確關(guān)鍵程序和職能明確跨職能團(tuán)隊(duì)工作范圍和原則明確跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)和成員第二部分:

決定范圍并畫流程圖4.5.6.7.8.決定程序和原則畫流程圖確定基礎(chǔ)績(jī)效明確增值與非增值之程序及活動(dòng)排除非增值程序，作出理想的程序圖第三部分:建立評(píng)估系統(tǒng)，決定B及E決定評(píng)估指標(biāo)設(shè)計(jì)評(píng)估指標(biāo)體系設(shè)定最初的目標(biāo)績(jī)效第四部分:找出并排除障礙，改善程序找出障礙畫魚刺圖找根本原因根本原因排序制定排除障礙計(jì)劃跟蹤進(jìn)程Prepares

and

distributes

agenda

andmeeting

minutes

within

one

workingday

of

meetingRequests

feedback

on

minutes

toassure

that

they

reflect

consensus

ofteamMaintains

the

Action

Item

List

so

that3W’s

(what,

who,

and

when)

arealways

currentHighlights

completions

and

shortfalls

to

Action

Item

ListPublicizesteams’

successesScribe

and

Communication

Specialist記錄和溝通專家準(zhǔn)備會(huì)議議程和會(huì)議記錄（會(huì)議前后一個(gè)工作日內(nèi)完成）征求對(duì)會(huì)議記錄的反饋，確認(rèn)該記錄反映了團(tuán)隊(duì)的共同意見記錄行動(dòng)計(jì)劃項(xiàng)目，保證“何事、何人、何時(shí)

”的記錄總是最新的明確行動(dòng)項(xiàng)目哪些已經(jīng)完成