跨职能团队-恒安集团培训课件

恒安集团“跨职能团队”培训课件,实用有效。

Cross Functional Teams 跨职能团队

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

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， 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 A team of people representing the various functional areas of the pision that are required to achieve an agreed upon specific objective. What is the Purpose of a CFT? To radically improve the pision’s global 通过培养总周期时间心态， 通过培养总周期时间心态，学习总周期时 competitiveness by establishing a TCT 间方法，对关键业务流程实施持续改进， 间方法，对关键业务流程实施持续改进， 全球性竞争力。 从而快速提高组织的 全球性竞争力。 mindset & methodology to effect continuous improvement in key business processes.

跨职能团队的目的是什么？ 跨职能团队的目的是什么？

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Examples of Specific Objectives 具体目标举例

关键流程的责任 关键流程的责任

Key process responsibilityBridge gaps between functions Map the process Install measurements Use data for barrier identification and removal--evaluate impact

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 运用相关数据资料识别障碍， 识别障碍 碍-- 评估影响

将各项结果贯彻到高层/基层 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

Drive results to top/bottom line Control AIPs Make corporation competitive

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Why are Cross-Functional Teams Needed? 为何需要跨职能团队？ 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， 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。 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， 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

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.

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Why are Cross-Functional Teams Needed? (Cont’d) 为

何需要跨职能团队？( ?(续 为何需要跨职能团队？(续)

团队要按照跨职能的方式来组织， 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 众长，集思广益，

Teams must be crossfunctionally organized in order to bring together the proper knowledge and skills to effectively achieve process change and improvement.

管理资料下载网 海量企业管理资料表格下载！PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

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Document scope of selected process & get BIT Approval 记录选定流 程的范围， 程的范围， 取得业务改 进团队的认 可 对衡量指标图的 关键成功要素 达成共识Agree on critical success factors for cockpit chart

CFT Leader 跨职能团队 领导 CFT Members 跨职能团队 成员

Agree on time and Availability 就时间达 成一致意 见，确定 各人的时 间安排

Announce Team 宣布团队成立 Map the Process 画流程图

Appoint scribe & measurement Person 指派记录 和评估专 员

Map subProcess 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

Determine sub-level cockpit charts & frequency. Make attempt at Entitlement

A

Measurement Person 评估人

确定下一级衡量指标 和评估频率，努力实现 和评估频率， 目标状况

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

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YMeasure -ment collection and identify non-value add Steps 衡量指标 的收集， 的收集， 确定增值 与飞增值 的程序和 活动 Review measures at each Meeting 在会议上 审议评估 指标 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 Review W3’s for barrier removal from BRT Leaders at each Meeting 每次会议上 同障碍排除 团队一起回 何事， 顾“何事， 何人，何时” 何人，何时”

A

CFT Leader 跨职能团队领导

CFT Members 跨职能团队成员

Agree on active Barriers 对障碍达 成一致意见

Fishbone active barriers & appoint BRT Leaders 画鱼刺图， 画鱼刺图， 任命障碍 排除团队 领导

Barriers Stalled 障碍得到排除

Measurement Person 评估人SUB-PROCESS CYCLE TIME B/E

分流程周期时间B/E

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Roles and Responsibilities 角色和责任首席执行官 领导业务改进团队，提供鼓励， 领导业务改进团队，提供鼓励，总体运筹组织 目的是： ,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 运用“排除障碍”而

不是“增添资源” 心态 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.” 通过流程跨职能团队， 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 维持跨职能、跨流程 沟通 侧重流程而非职能 Complete ownership of key processes through the leaders of process CFT’s Maintain cross-functional, crossprocess/communications Focus on process rather than on function.

业务改进团队 包括选定的管理人员，向首席执行官汇报。 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“ 是最高的跨职能团队，必须成为“变革的领头 该角色是积极主动的， 推动、 人”。该角色是积极主动的，起“推动、引导 作用，而不是“把关、评估” ”作用，而不是“把关、评估”

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Role and Responsibility of CFT Leaders 跨职能团队领导的角色和责任

保证总周期时间流程得到遵循， 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， 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

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 (3W’s) Keep team focused without dominating meetings Transfer required CFT skills to new members

保证团队会议都有行动项目为主(何 保证团队会议都有行动项目为主( 何人、何时) 事、何人、何时) 会议中保证团队精力的集中， 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

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

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 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， 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

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.

流程跨职能团队是关键流程的监控者， 流程跨职能团队是关键流程的监控者， 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率是持续改 进的推动因素， 进的推动因素，可能会和某些职能 领域重合

团队负责定期收集、分析(结论) 团队负责定期收集、分析(结论) 、展示并保管数据资料

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Responsibilities of the CFT 跨职能团队的职责1. 监控进程中行动(项目)和周期时间 监控进程中行动(项目) 2. 推动进程中行动(项目)和周期时间 推动进程中行动(项目) 的改进 3. 跟踪维持并实施持续的障碍排除计划 ，实现周期时间和第一次通过率的目 标 4. 保持跨职能沟通(侧重于流程而非职 保持跨职能沟通( 能) 5. 试验修改计划 6. 持续改进关键流程，充当其监控者 持续改进关键流程，1. Monitor AIP’s (projects) and cycle time 2. Drive improvement in both. 3. Maintain and execute a continuously updated barrier removal plan to achieve in CT and FPY. 4. Maintain cross-functional communication (focus on process rather than on function). 5. Act as sounding board for suggestions for modifications 6. Continuously improve and act as custodian for the key process

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Role of Team Members 团队成员的角色1. 负责如下工作，共同努力促成团队的 负责如下工作， 成功 2. 代表公司(取得授能的决策者) 代表公司(取得授能的决策者) 3. 沟通；和原职能部门的信息传达 沟通； 4. 参加所有会议，或派授权的代表参加 参加所有会议， ,并作相应决策1. Responsible for contributing to the team’s success by: 2. Representing company (empowered decision maker) 3. Communication; input from and to their functional organization 4. Attending all meetings, or providing an empowered substitute to act and make decisions for them

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Role of Team Members (Cont’d) 团队成员的角色( 团队成员的角色(续)5. 和其它团队成员一起识别障碍及其根本原 因，进行排序并予以清除 5. Working with the team to identify barriers and their root causes, ranking and removing them 6. 制定行动计划，推动这些行动计划的完成 制定行动计划， 6. Developing Action Plans and driving those Action Plans to completion 7. Using measurements to track progress 7. 利用衡量指标跟踪进程，确保具体的业务 利用衡量指标跟踪进程， 流程向目标式绩效的方向迈进 and a

ssure specific business process or processes progress toward and reach entitled performance

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Prerequisites for CFT Success 跨职能团队成功的先决条件1. 大家都具备并奉献技术和人际交往的技能 2. 团队成员、原来的职能经理和项目/团队领 团队成员、原来的职能经理和项目 团队领 导的三方接触 3. 团队成员的权限明确 4. 每个人都有责任和业务按照要求工作 1. People bring both technical and interpersonal skills. 2. A three-way contract exists between team members, their functional managers and project/team leader. 3. Members’ authority and limits are clear. 4. Everyone accepts responsibility and obligation to perform to requirements.

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Prerequisites for CFT Success (Cont’d) 跨职能团队成功的先决条件5. 跨职能团队有进展和汇报机制，如关键阶 跨职能团队有进展和汇报机制， 段性成果图 6. 开始要花时间选择合适的人选，并进行培 开始要花时间选择合适的人选， 养 7. 负责的职能经理要准备跟踪进展，认可突 负责的职能经理要准备跟踪进展， 出的业绩， 出的业绩，惩戒工作不力者 8. 认识到要投入很多时间，认识到要按时完 认识到要投入很多时间， 成W3s. 5. Cross-functional team has progress and reporting mechanism, e.g., Milestone Chart. 6. Time spent at outset to choose the right players and develop the team. 7. Accountable functional managers are prepared to track progress, recognize good performance and confront nonperformance. 8. Understanding the significant time commitment, and the expectation of completing W3s in a timely fashion.

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

10 Rules for CFT Activity 跨职能活动的十条规则1. 每周在固定时间固定地点召开碰头会 2. 准时，及时开始，不允许无故缺席 准时，及时开始， 3. 总是有议程安排，并于会议开始至少48前发 总是有议程安排，并于会议开始至少 前发 到各人手中 4. 按照16步法开会，不能偷工减料！ 按照16步法开会，不能偷工减料！ 步法开会 5. 会上识别重大问题，但不一定要求会上解决 会上识别重大问题， 1. Have a fixed meeting time and place each week. 2. Be on time and start promptly. Unexcused absences are not permitted! 3. Always have an agenda and circulate it at least 48 hours before the meeting. 4. Follow the 16 step process--there are no shortcuts! 5. Identify, do not try to solve major problems in the meeting.

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

10 Rules for CFT Activity (Cont’d) 跨职能活动的十条规则 (续)6. 每个人都必须参与 - 不存在“旁听”现象 不存在“旁听” 6. Everyone must participate--there are no free rides! 7. 保持一个滚动式“何人，

何事，何时”记录 保持一个滚动式“何人，何事，何时” ,每周回顾 - 不允许错漏 7. Keep a running 3W list and review each week--continual misses are unacceptable. 8. 识别你不能解决的障碍，如合适，将其扩大 识别你不能解决的障碍，如合适， 8. Recognize barriers you cannot solve and escalate them as appropriate. 9. 在会后 小时内，将有“何人，何事，何时 在会后24小时内，将有“何人，何事， 小时内 ”的会议记录发下去 9. Publish minutes with 3W’s within 24 hours of meetings. 10. 沟通，沟通，再沟通！!! 沟通，沟通，再沟通！!! 10. Communicate, Communicate, Communicate!!!!

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

16 Step CFT ProcessCFT 16步回顾 步回顾第一部分 :明确关键程序及相关人员 明确关键程序及相关人员 1. 明确关键程序和职能 2. 明确跨职能团队工作范围和原则 3. 明确跨职能团队领导和成员 第二部分: 第二部分 决定范围并画流程图 4. 决定程序和原则 5. 画流程图 6. 确定基础绩效 7. 明确增值与非增值之程序及活动 8. 排除非增值程序， 排除非增值程序，作出理想的程序图 第三部分:建立评估系统 决定B及 建立评估系统， 第三部分 建立评估系统，决定 及E 9. 决定评估指标 10. 设计评估指标体系 11. 设定最初的目标绩效 第四部分:找出并排除障碍 找出并排除障碍， 第四部分 找出并排除障碍，改善程序 12. 找出障碍 13. 画鱼刺图找根本原因 14. 根本原因排序 15. 制定排除障碍计划 16. 跟踪进程Part 1 : Processes and Players 1. Identify high-leverage processes and the functions involved 2. Establish the CFT scope and charter 3. Select CFT leader and members Part 2: Scope and Mapping 4. Validate the scope and charter 5. Map the baseline process 6. Establish baseline performance 7. Identify value-added and non-value-added process steps and activities 8. Map the entitled process Part 3 : Measurements 9. Determine key measurement required 10. Design the measurement system 11. Establish initial entitled performance Part 4 : Barriers 12. Identify barriers 13. Develop cause and effect diagram to find out root cause barriers 14. Rank order root cause barriers 15. Assign and schedule barrier removal action 16. Track progress through measurement system

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

恒安集团“跨职能团队”培训课件,实用有效。

Scribe and Communication Specialist 记录和沟通专家

准备会议议程和会议记录( 准备会议议程和会议记录(会议前后一个工作 日内完成) 日内完成)

Prepares and distributes agenda and meeting minutes within one working day of meeting

征求对会议记录的反馈，确认该记录反映了团 征求对会议记录的反馈， 队的共同意见

记录行动计划项目，保证“何事、何人、 记录行动计划项目

,保证“何事、何人、何时 ”的记录总是最新的

Requests feedback on minutes to assure that they reflect consensus of team Maintains the Action Item List so that 3W’s (what, who, and when) are always current Highlights completions and short falls to Action Item List Publicizes teams’ successes

明确行动项目哪些已经完成， 明确行动项目哪些已经完成，哪些暂时搁置

将团队的成功项目公之于众

PROPRIETARY © 2001 Thomas Group, Inc., All Rights Reserved

本文来源：https://www.bwwdw.com/article/amhq.html