跨職能團隊PPT培訓(xùn)課件講義

CrossFunctionalTeams跨職能團隊WhatisaCross-FunctionalTeam?

何為跨職能團隊團隊的一種，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跨職能團隊的目的是什么？ 通過培養(yǎng)總周期時間心態(tài)，學習總周期時間方法，對關(guān)鍵業(yè)務(wù)流程實施持續(xù)改進，從而快速提高組織的全球性競爭力。Ateamofpeoplerepresentingthevariousfunctionalareasofthedivisionthatarerequiredtoachieveanagreeduponspecificobjective.WhatisthePurposeofaCFT?Toradicallyimprovethedivision’sglobalcompetitivenessbyestablishingaTCTmindset&methodologytoeffectcontinuousimprovementinkeybusinessprocesses.ExamplesofSpecificObjectives

具體目標舉例關(guān)鍵流程的責任彌補各職能之間的差距畫流程圖確定衡量指標運用相關(guān)數(shù)據(jù)資料識別障礙，排除障礙--評估影響將各項結(jié)果貫徹到高層/基層控制進程中行動提高企業(yè)競爭力KeyprocessresponsibilityBridgegapsbetweenfunctionsMaptheprocessInstallmeasurements

Usedataforbarrieridentificationandremoval--evaluateimpactDriveresultstotop/bottomlineControlAIPsMakecorporationcompetitiveWhyareCross-FunctionalTeamsNeeded?

為何需要跨職能團隊？問題可能不單單出在某個部門內(nèi)部，同樣，解決問題也無法依靠單獨部門。需要有跨職能團隊對源自不同業(yè)務(wù)流程中的要素進行統(tǒng)籌安排。來自某具體職能外的團隊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Problemsdonotcompletelyresidewithinonedepartment,nordosolutions.Cross-functionalteamsarerequiredtoprovidesolutionswhereallelementsareconsideredfromthevariousbusinessprocesses.Teammembersfromoutsideaparticularfunctionbringobjective,freshthinkingandnewviewpointstosignificantlyassistinarrivingatacreativesolutiontoproblemsassociatedwithagivenbusinessprocess. WhyareCross-FunctionalTeamsNeeded?(Cont’d)

為何需要跨職能團隊？（續(xù)）團隊要按照跨職能的方式來組織，這樣可博采眾長，集思廣益，有效地開展流程變革和改進Teamsmustbecross-functionallyorganizedinordertobringtogethertheproperknowledgeandskillstoeffectivelyachieveprocesschangeandimprovement.ProcessofManagingImprovementthroughaCFT

通過跨職能團隊管理改進項目的流程BIT業(yè)務(wù)改進團隊CFTMembers跨職能團隊成員CFTLeader跨職能團隊領(lǐng)導(dǎo)AgreeontimeandAvailability就時間達

成一致意

見，確定

各人的時

間安排AgreeoncriticalsuccessfactorsforcockpitchartDeterminesub-levelcockpitcharts&frequency.MakeattemptatEntitlementMeasure-mentPerson評估人Documentscopeofselectedprocess&getBITApproval記錄選定流程的范圍，取得業(yè)務(wù)改進團隊的認可MaptheProcess畫流程圖Mapsub-Process畫分流程圖FirstestimateofBL&FPY對基礎(chǔ)狀況和

第一次通

過率的初

步估計Appointscribe&measure-mentPerson指派記錄和評估專

員AnnounceTeam宣布團隊成立A確定下一級衡量指標和評估頻率，努力實現(xiàn)目標狀況對衡量指標圖的關(guān)鍵成功要素達成共識ProcessofManagingImprovementthroughaCFT

通過跨職能團隊管理改進項目的流程SUB-PROCESSCYCLETIMEB/E分流程周期時間B/EBIT業(yè)務(wù)改進團隊CFTMembers跨職能團隊成員CFTLeader跨職能團隊領(lǐng)導(dǎo)IdentifybarriersandRankAlsolookforlowhangingFruit識別障礙進行排序同時尋找立即可以改進的因素MeasurementPerson評估人AgreeonactiveBarriers對障礙達成一致意見Fishboneactivebarriers&appointBRTLeaders畫魚刺圖，任命障礙排除團隊領(lǐng)導(dǎo)ReviewW3’sforbarrierremovalfromBRTLeadersateachMeeting每次會議上同障礙排除團隊一起回顧“何事，何人，何時”BarriersStalled障礙得到排除YReviewmeasuresateachMeeting在會議上審議評估指標Measure-mentcollectionandidentifynon-valueaddSteps衡量指標的收集，確定增值與飛增值的程序和活動ARolesandResponsibilities角色和責任CEOLeadtheinspirationoftheBITandoverallorganizationto:StriveforandreachEntitlementinallkeybusinessprocessesAdoptabarrierremovalratherthanapplyresourcesmindsetBITTheBITconsistsofselectedofficersofthecorporationandreportstotheCEO.Itistheultimatecross-functionalteamandmustbethe“championofchange.”Thisroleisanactiveonethat“drivesandleads,”notjust“steersandreviews.”CompleteownershipofkeyprocessesthroughtheleadersofprocessCFT’sMaintaincross-functional,cross-process/communicationsFocusonprocessratherthanonfunction.首席執(zhí)行官領(lǐng)導(dǎo)業(yè)務(wù)改進團隊，提供鼓勵，總體運籌組織，目的是：在所有業(yè)務(wù)流程中達到目標運用“排除障礙”而不是“增添資源”的心態(tài)業(yè)務(wù)改進團隊包括選定的管理人員，向首席執(zhí)行官匯報。它是最高的跨職能團隊，必須成為“變革的領(lǐng)頭人”。該角色是積極主動的，起“推動、引導(dǎo)”作用，而不是“把關(guān)、評估”通過流程跨職能團隊，完全控制核心流程維持跨職能、跨流程/溝通側(cè)重流程而非職能RoleandResponsibilityofCFTLeaders

跨職能團隊領(lǐng)導(dǎo)的角色和責任保證總周期時間流程得到遵循，并快速實現(xiàn)結(jié)果設(shè)定明確目標，并把責任下放給團隊各人領(lǐng)導(dǎo)團隊實現(xiàn)目標保證團隊會議都有行動項目為主（何事、何人、何時）會議中保證團隊精力的集中，但不搞一言堂將必要的跨職能團隊技能傳達給新成員EnsurethatTCTprocessisfollowedandthatresultsare

achievedquickly.SetcleargoalsandholdteamaccountableLeadteamincarryingoutitsobjectivesEnsurethatteammeetingsareacitonoriented(3W’s)KeepteamfocusedwithoutdominatingmeetingsTransferrequiredCFTskillstonewmembers流程跨職能團隊一般由副總裁或者流程的總監(jiān)（負責人）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隊是關(guān)鍵流程的監(jiān)控者，關(guān)鍵流程是以周期時間和第一次通過率來衡量的周期時間和第一次通過率是持續(xù)改進的推動因素，可能會和某些職能領(lǐng)域重合團隊負責定期收集、分析（結(jié)論）、展示并保管數(shù)據(jù)資料TheProcessCFT,generallyheadedbytheVPorDirector(owner)oftheprocess,consistsofthemanagersofallthedifferentfunctionalareasthatareinvolvedintheKeyProcess.TheProcessCFTistheguardianofthekeyprocessasmeasuredbycycletimeandfirstpassyieldresults.CTandFPYarethekeydriversforcontinuousimprovementandcanoverlapfunctionalareas.Teamisresponsiblefortheperiodiccollection,analysis(conclusions!),display,andsafekeepingofthisdata.TheRoleoftheProcessCFT流程跨職能團隊的角色ResponsibilitiesoftheCFT跨職能團隊的職責監(jiān)控進程中行動（項目）和周期時間推動進程中行動（項目）和周期時間的改進跟蹤維持并實施持續(xù)的障礙排除計劃，實現(xiàn)周期時間和第一次通過率的目標保持跨職能溝通（側(cè)重于流程而非職能）試驗修改計劃持續(xù)改進關(guān)鍵流程，充當其監(jiān)控者MonitorAIP’s(projects)andcycletimeDriveimprovementinboth.Maintainandexecuteacontinuouslyupdatedbarrierremovalplantoachieve

inCTandFPY.Maintaincross-functionalcommunication(focusonprocessratherthanonfunction).ActassoundingboardforsuggestionsformodificationsContinuouslyimproveandactascustodianforthekeyprocess負責如下工作，共同努力促成團隊的成功代表公司（取得授能的決策者）溝通；和原職能部門的信息傳達參加所有會議，或派授權(quán)的代表參加，并作相應(yīng)決策Responsibleforcontributingtotheteam’ssuccessby:Representingcompany(empowereddecisionmaker)Communication;inputfromandtotheirfunctionalorganizationAttendingallmeetings,orprovidinganempoweredsubstitutetoactandmakedecisionsforthemRoleofTeamMembers團隊成員的角色和其它團隊成員一起識別障礙及其根本原因，進行排序并予以清除制定行動計劃，推動這些行動計劃的完成利用衡量指標跟蹤進程，確保具體的業(yè)務(wù)流程向目標式績效的方向邁進Workingwiththeteamtoidentifybarriersandtheirrootcauses,rankingandremovingthemDevelopingActionPlansanddrivingthoseActionPlanstocompletionUsingmeasurementstotrackprogressandassurespecificbusinessprocessorprocessesprogresstowardandreachentitledperformanceRoleofTeamMembers(Cont’d)團隊成員的角色（續(xù)）PrerequisitesforCFTSuccess

跨職能團隊成功的先決條件大家都具備并奉獻技術(shù)和人際交往的技能團隊成員、原來的職能經(jīng)理和項目/團隊領(lǐng)導(dǎo)的三方接觸團隊成員的權(quán)限明確每個人都有責任和業(yè)務(wù)按照要求工作Peoplebringbothtechnicalandinterpersonalskills.Athree-waycontractexistsbetweenteammembers,theirfunctionalmanagersandproject/teamleader.Members’authorityandlimitsareclear.Everyoneacceptsresponsibilityandobligationtoperformtorequirements.PrerequisitesforCFTSuccess(Cont’d)

跨職能團隊成功的先決條件跨職能團隊有進展和匯報機制，如關(guān)鍵階段性成果圖開始要花時間選擇合適的人選，并進行培養(yǎng)負責的職能經(jīng)理要準備跟蹤進展，認可突出的業(yè)績，懲戒工作不力者認識到要投入很多時間，認識到要按時完成W3s.Cross-functionalteamhasprogressandreportingmechanism,e.g.,MilestoneChart.Timespentatoutsettochoosetherightplayersanddeveloptheteam.Accountablefunctionalmanagersarepreparedtotrackprogress,recognizegoodperformanceandconfrontnon-performance.Understandingthesignificanttimecommitment,andtheexpectationofcompletingW3sinatimelyfashion.10RulesforCFTActivity

跨職能活動的十條規(guī)則每周在固定時間固定地點召開碰頭會準時，及時開始，不允許無故缺席總是有議程安排，并于會議開始至少48前發(fā)到各人手中按照16步法開會，不能偷工減料！會上識別重大問題，但不一定要求會上解決Haveafixedmeetingtimeandplaceeachweek.Beontimeandstartpromptly.Unexcusedabsencesarenotpermitted!Alwayshaveanagendaandcirculateitatleast48hoursbeforethemeeting.Followthe16stepprocess--therearenoshortcuts!Identify,donottrytosolvemajorproblemsinthemeeting.10RulesforCFTActivity(Cont’d)

跨職能活動的十條規(guī)則（續(xù)）每個人都必須參與-不存在“旁聽”現(xiàn)象保持一個滾動式“何人，何事，何時”記錄，每周回顧-不允許錯漏識別你不能解決的障礙，如合適，將其擴大在會后24小時內(nèi)，將有“何人，何事，何時”的會議記錄發(fā)下去溝通，溝通，再溝通！！！Everyonemustparticipate--therearenofreerides!Keeparunning3Wlistandrevieweachweek--continualmissesareunacceptable.Recognizebarriersyoucannotsolveandescalatethemasappropriate.Publishminuteswith3W’swithin24hoursofmeetings.Communicate,Communicate,Communicate!!!!16StepCFTProcess

CFT16步回顧

Part1:

ProcessesandPlayers1. Identifyhigh-leverageprocessesandthefunctionsinvolved2. EstablishtheCFTscopeandcharter3. SelectCFTleaderandmembersPart2: ScopeandMapping4. Validatethescopeandcharter5. Mapthebaselineprocess6. Establishbaselineperformance7. Identifyvalue-addedandnon-value-addedprocessstepsandactivities8. MaptheentitledprocessPart3: Measurements9. Determinekeymeasurementrequired10. Designthemeasurementsystem11. EstablishinitialentitledperformancePart4: Barriers12. Identifybarriers13. Developcauseandeffectdiagramtofindoutrootcausebarriers14. Rankorderrootcausebarriers15. Assignandschedulebarrierremovalaction16. Trackprogressthroughmeasurementsystem

第一部分:明確關(guān)鍵程序及相關(guān)人員1. 明確關(guān)鍵程序和職能2. 明確跨職能團隊工作范圍和原則3. 明確跨職能團隊領(lǐng)導(dǎo)和成員第二部分: 決定范圍并畫流程圖4. 決定程序和原則5. 畫流程圖6. 確定基礎(chǔ)績效7. 明確增值與非增值之程序及活動8. 排除非增值程序，作出理想的程序圖第三部分:建立評估系統(tǒng)，決定B及E9. 決定評估指標10. 設(shè)計評估指標體系11. 設(shè)定最初的目標績效第四部分:找出并排除障礙，改善程序12. 找出障礙13. 畫魚刺圖找根本原因14. 根本原因排序15. 制定排除障礙計劃16. 跟蹤進程準備會議議程和會議記錄（會議前后一個工作日內(nèi)完成）征求對會議記錄的反饋，確認該記錄反映了團隊的共同意見記錄行動計劃項目，保證“何事、何人、何時”的記錄總是最新的明確行動項目哪些已經(jīng)完成，哪些暫時擱置將團隊的成功項目公之于眾PreparesanddistributesagendaandmeetingminuteswithinoneworkingdayofmeetingRequestsfeedbackonminutestoassurethattheyreflectconsensusofteamMaintainstheActionItemListsothat3W’s(what,who,andwhen)arealwayscurrentHighlightscompletionsandshortfallstoActionItemListPublicizesteams’successesScribeandCommunicationSpecialist

記錄和溝通專家

MeasurementSpecialist績效評估專員評估專員負責領(lǐng)導(dǎo)團隊評估工作，并給予評估建議。他/她所擔負的工作有：和業(yè)務(wù)改進團隊的績效評估負責人合作，協(xié)調(diào)該團隊的評估活動和團隊成員合作，收集評估資料，描述基礎(chǔ)狀況、目標狀況，監(jiān)督實際周期時間、第一次通過率、進程中行動/進程中工作、交付成本、生產(chǎn)效率等指標的改進狀況在團隊成員的協(xié)助下，編寫工作匯報的樣板格式設(shè)計并運用恰當?shù)脑u估指標定期公布評估結(jié)果TheMeasurementSpecialistisresponsibleforleadingandadvisingtheteamonmeasurement.Functionsperformedare:WorkswithBITmeasurementownertocoordinatemeasurementactivitiesfortheteamWorkswithteammemberstocollectmeasurementdatatodefineBaseline,Entitlementandmonitorsimprovementofactualcycletime,firstpassyield,AIP/WIP,deliverycost,productivity,etc.DevelopsreportingformatswithhelpofteamEnsuresthatappropriatemeasurementfactorsared