THMOAS企业内部顾问培训

1、InternalResultantTraining(July30-August10,2001)HongKongPROPRIETARY©1998ThomasGroup,Inc.AllRightsReserved.TableofContentsIntroductiontoThomasGroup,Inc.TotalCycleTimeatEsquelGroupTCTBasicsCrossFunctionalTeamsProcessMappingMeasurementsBarrierRemovalBarrierCharacterizationUsingCause&EffectDiagramsCyclesofLearningandEffectiveMeetingManagementWhatistheThomasGroup?WeareauniqueinternationalmanagementservicescompanythathelpsclientsimprovetheircompetitivenessandfinancialperformanceFoundedin197。

2、8;annualcompoundgrowth30%Over200seniormanagementexecutiveswithbroadskills&experienceAverageoperationsmanagementexperienceperResultantis22yearsProprietaryTotalCycleTimeMethodologytoimplementchangeGlobalHeadquartersLocations:Dallas,Detroit,Frankfurt,SingaporeandHongKongOver300successfulcycletimereductionprogramsTGIMissionToMakeBusinessesCompetitiveByUsingToDriveTotalCycleTime®ImprovedResponsivenessandAcceleratedResultsusingMinimumResources3R’sWhatWasThomasGroup’sRoleAtEsquel?Outsideobject。

3、ivechangeagent…committedtoimprovedresultsDefinebusinessprocessescriticaltoEsquel’scompetitivenessEstablishaggressiveperformancetargetsatwhichEsquelisentitledtooperate….dramaticimprovementsoverbaselineApplyThomasGroup’sTotalCycleTimemethodologytohelpEsquelreachentitledperformance….withineighteenmonthsTotalCycleTime(TCT)BasicsCorporateCompetitivenessisDrivenbythe3R’sRespondingquicklytocustomersneedsforpresentandfutureproducts&services.Resultsacceleration,particularlyinfastdelivery,lowercostsand。

4、improvedquality.Resourceeffectiveness,particularlyinpeoplecostsandcashtied-up.RRRFaster&BetterResultsthantheCompetition-ButusingfewerResourcesthantheCompetitionBusinessasaseriesofProcessesAllbusinessesorganizations(whethermanufacturing,services,development,software,etc.)arecomposedofaseriesofdifferentbusinessprocesses.Thesebusinessprocessstepsmustbe:DocumentedandanalyzedtoensurethateachhasvalueCanbeexecutedintheminimumtimeHavethehighestpossibleaccuracyorFirstPassYield.Thetimeittakesinallbusin。

5、essprocessesfromidentificationofanunmetmarketneeduntilthatneedissatisfied.CycleTimeis:ThetimeittakestogetsomethingdoneManufactureaproductDevelopaproductDeliveraserviceInstallafactoryReducecostsImprovequalityThetimeittakestochangethewayacompanydoesthings.MostdifficulttochangeTotalCycleTimeis:Thecombinedeffectofthecycletimesofallbusinessprocessesfromthetimeaneedexistsuntilitissatisfied.TotalCycleTime(TCT)drivesImprovementTotalCycleTime(TCT)drivesImprovement.AsuccessfulTCTProgramsuccessful。

6、lyreducesthecycletimesofallidentifiedbusinessprocessesandintegratestheseprocessesintoaseamlesstotalbusinessprocesswithaminimumTotalCycleTimeCrossFunctionalTeam(CFT)WhatisaCross-FunctionalTeam?AteamrepresentingthevariousfunctionalareasofoneormorecompaniesTheMissionoftheCFTteamistoachieveagreedupon,specificobjective(s)Theobjectivesareultimatelyaimedat:1.Drivingcontinuousimprovementinkeybusinessprocesses2.Radicallyimprovingtheorganizations’globalcompetitiveness3.InternalizingtheTCTprocessestoens。

7、urecontinuationoftheprocessimprovementWhyareCross-FunctionalTeamsNeeded?ProblemsandsolutionsdonotcompletelyresidewithinonedepartmentAllfunctionalelementsinvolvedinaprocessneedtocontributeMembersshouldbringknowledge,objectivityandnewviewpointstoproblemsolvingTheRoleoftheCFTTheCFTistheprocessownerofthekeyprocessesidentifiedforimprovement.ThisprocessimprovementismeasuredbyCycleTime(CT)andFirstPassYield(FPY)results.TheCFTisresponsiblefor:TheidentificationofthekeyprocessesTheperiodiccollection。

8、,analysis,displayandreportingoftheCT,FPYandothermeasurementsdata.Identificationofbarriers,substituteprocessesandnonvalueaddedactivitieswithineachprocess.MaintenanceandexecutionofacontinuouslyupdatedbarrierremovalplantoachieveorsurpassentitlementinCTandFPY.RoleandResponsibilityofCFTLeadersEnsurethatTCTprocessisfollowedandthatresultsareachievedquicklySetcleargoalsandholdtheteamaccountableLeadteamincarryingoutitsobjectivesEnsurethatteammeetingsareactionoriented(3W’s)Keepteamfocusedwithoutdom。

9、inatingmeetingsTransferrequiredCFTskillstonewmembersRoleofTeamMembersResponsibleforcontributingtotheteam’ssuccessby:Representingcompany(empowereddecisionmaker)Communication;inputfromandtotheirfunctionalorganizationAttendingandactivelyparticipatinginallmeetings,orprovidinganempoweredsubstitutetoactandmakedecisionsforthemWorkingwiththeteamtoidentifybarriersandtheirrootcauses,rankingandremovingthemDevelopingActionPlansanddrivingthoseActionPlanstocompletionUsingmeasurementstotrackprogressand。

10、assurespecificbusinessprocessorprocessesprogresstowardandreachentitledperformanceRoleofTheScribePreparesanddistributesthemeetingagenda2-3daysinadvanceofthemeeting.Thisensuresparticipantscometothemeetingprepared.Note:MembersshouldsubmitdocumentationtobediscussedinthenextmeetingtotheScribeforattachmenttothemeetingagenda.PreparesanddistributesthemeetingminutesandW3swithinoneworkingdayfollowingthemeetingdate.TheMinutesaretoincludeAttendance,Summaryofthetopicsdiscussed,Significantdecisionsmade,Next。