跨职能团队课件

CrossFunctionalTeams跨职能团队跨职能团队Ateamofpeoplerepresentingthevariousfunctionalareasofthedivisionthatarerequiredtoachieveanagreeduponspecificobjective.WhatisthePurposeofaCFT?Toradicallyimprovethedivision’sglobalcompetitivenessbyestablishingaTCTmindset&methodologytoeffectcontinuousimprovementinkeybusinessprocesses.WhatisaCross-FunctionalTeam?

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。AteamofpeoplerepresentingExamplesofSpecificObjectives

具体目标举例KeyprocessresponsibilityBridgegapsbetweenfunctionsMaptheprocessInstallmeasurements

Usedataforbarrieridentificationandremoval--evaluateimpactDriveresultstotop/bottomlineControlAIPsMakecorporationcompetitive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ExamplesofSpecificObjectiveProblemsdonotcompletelyresidewithinonedepartment,nordosolutions.Cross-functionalteamsarerequiredtoprovidesolutionswhereallelementsareconsideredfromthevariousbusinessprocesses.Teammembersfromoutsideaparticularfunctionbringobjective,freshthinkingandnewviewpointstosignificantlyassistinarrivingatacreativesolutiontoproblemsassociatedwithagivenbusinessprocess. WhyareCross-FunctionalTeamsNeeded?

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ProblemsdonotcompletelyresTeamsmustbecross-functionallyorganizedinordertobringtogethertheproperknowledgeandskillstoeffectivelyachieveprocesschangeandimprovement.WhyareCross-FunctionalTeamsNeeded?(Cont’d)

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Teamsmustbecross-functionalProcessofManagingImprovementthroughaCFT

通过跨职能团队管理改进项目的流程BIT业务改进团队CFTMembers跨职能团队成员CFTLeader跨职能团队领导AgreeontimeandAvailability就时间达

成一致意

见，确定

各人的时

间安排AgreeoncriticalsuccessfactorsforcockpitchartDeterminesub-levelcockpitcharts&frequency.MakeattemptatEntitlementMeasure-mentPerson评估人Documentscopeofselectedprocess&getBITApproval记录选定流程的范围，取得业务改进团队的认可MaptheProcess画流程图Mapsub-Process画分流程图FirstestimateofBL&FPY对基础状况和

第一次通

过率的初

步估计Appointscribe&measure-mentPerson指派记录和评估专

员AnnounceTeam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ProcessofManagingImprovemenProcessofManagingImprovementthroughaCFT

通过跨职能团队管理改进项目的流程SUB-PROCESSCYCLETIMEB/E分流程周期时间B/EBIT业务改进团队CFTMembers跨职能团队成员CFTLeader跨职能团队领导IdentifybarriersandRankAlsolookforlowhangingFruit识别障碍进行排序同时寻找立即可以改进的因素MeasurementPerson评估人AgreeonactiveBarriers对障碍达成一致意见Fishboneactivebarriers&appointBRTLeaders画鱼刺图，任命障碍排除团队领导ReviewW3’sforbarrierremovalfromBRTLeadersateachMeeting每次会议上同障碍排除团队一起回顾“何事，何人，何时”BarriersStalled障碍得到排除YReviewmeasuresateachMeeting在会议上审议评估指标Measure-mentcollectionandidentifynon-valueaddSteps衡量指标的收集，确定增值与飞增值的程序和活动AProcessofManagingImprovemenRolesandResponsibilities角色和责任CEOLeadtheinspirationoftheBITandoverallorganizationto:StriveforandreachEntitlementinallkeybusinessprocessesAdoptabarrierremovalratherthanapplyresourcesmindsetBITTheBITconsistsofselectedofficersofthecorporationandreportstotheCEO.Itistheultimatecross-functionalteamandmustbethe“championofchange.”Thisroleisanactiveonethat“drivesandleads,”notjust“steersandreviews.”CompleteownershipofkeyprocessesthroughtheleadersofprocessCFT’sMaintaincross-functional,cross-process/communicationsFocusonprocessratherthanonfunction.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RolesandResponsibilitiesCEO首RoleandResponsibilityofCFTLeaders

跨职能团队领导的角色和责任EnsurethatTCTprocessisfollowedandthatresultsare

achievedquickly.SetcleargoalsandholdteamaccountableLeadteamincarryingoutitsobjectivesEnsurethatteammeetingsareacitonoriented(3W’s)KeepteamfocusedwithoutdominatingmeetingsTransferrequiredCFTskillstonewmembers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RoleandResponsibilityofCFTTheProcessCFT,generallyheadedbytheVPorDirector(owner)oftheprocess,consistsofthemanagersofallthedifferentfunctionalareasthatareinvolvedintheKeyProcess.TheProcessCFTistheguardianofthekeyprocessasmeasuredbycycletimeandfirstpassyieldresults.CTandFPYarethekeydriversforcontinuousimprovementandcanoverlapfunctionalareas.Teamisresponsiblefortheperiodiccollection,analysis(conclusions!),display,andsafekeepingofthisdata.TheRoleoftheProcessCFT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率是持续改进的推动因素，可能会和某些职能领域重合团队负责定期收集、分析（结论）、展示并保管数据资料TheProcessCFT,generallyheaResponsibilitiesoftheCFT跨职能团队的职责MonitorAIP’s(projects)andcycletimeDriveimprovementinboth.Maintainandexecuteacontinuouslyupdatedbarrierremovalplantoachieve

inCTandFPY.Maintaincross-functionalcommunication(focusonprocessratherthanonfunction).ActassoundingboardforsuggestionsformodificationsContinuouslyimproveandactascustodianforthekeyprocess监控进程中行动（项目）和周期时间推动进程中行动（项目）和周期时间的改进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保持跨职能沟通（侧重于流程而非职能）试验修改计划持续改进关键流程，充当其监控者ResponsibilitiesoftheCFTMonResponsibleforcontributingtotheteam’ssuccessby:Representingcompany(empowereddecisionmaker)Communication;inputfromandtotheirfunctionalorganizationAttendingallmeetings,orprovidinganempoweredsubstitutetoactandmakedecisionsforthemRoleofTeamMembers团队成员的角色负责如下工作，共同努力促成团队的成功代表公司（取得授能的决策者）沟通；和原职能部门的信息传达参加所有会议，或派授权的代表参加，并作相应决策ResponsibleforcontributingtWorkingwiththeteamtoidentifybarriersandtheirrootcauses,rankingandremovingthemDevelopingActionPlansanddrivingthoseActionPlanstocompletionUsingmeasurementstotrackprogressandassurespecificbusinessprocessorprocessesprogresstowardandreachentitledperformanceRoleofTeamMembers(Cont’d)团队成员的角色（续）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制定行动计划，推动这些行动计划的完成利用衡量指标跟踪进程，确保具体的业务流程向目标式绩效的方向迈进WorkingwiththeteamtoidentPrerequisitesforCFTSuccess

跨职能团队成功的先决条件Peoplebringbothtechnicalandinterpersonalskills.Athree-waycontractexistsbetweenteammembers,theirfunctionalmanagersandproject/teamleader.Members’authorityandlimitsareclear.Everyoneacceptsresponsibilityandobligationtoperformtorequirements.大家都具备并奉献技术和人际交往的技能团队成员、原来的职能经理和项目/团队领导的三方接触团队成员的权限明确每个人都有责任和业务按照要求工作PrerequisitesforCFTSuccess

PrerequisitesforCFTSuccess(Cont’d)

跨职能团队成功的先决条件Cross-functionalteamhasprogressandreportingmechanism,e.g.,MilestoneChart.Timespentatoutsettochoosetherightplayersanddeveloptheteam.Accountablefunctionalmanagersarepreparedtotrackprogress,recognizegoodperformanceandconfrontnon-performance.Understandingthesignificanttimecommitment,andtheexpectationofcompletingW3sinatimelyfashion.跨职能团队有进展和汇报机制，如关键阶段性成果图开始要花时间选择合适的人选，并进行培养负责的职能经理要准备跟踪进展，认可突出的业绩，惩戒工作不力者认识到要投入很多时间，认识到要按时完成W3s.PrerequisitesforCFTSuccess10RulesforCFTActivity

跨职能活动的十条规则Haveafixedmeetingtimeandplaceeachweek.Beontimeandstartpromptly.Unexcusedabsencesarenotpermitted!Alwayshaveanagendaandcirculateitatleast48hoursbeforethemeeting.Followthe16stepprocess--therearenoshortcuts!Identify,donottrytosolvemajorproblemsinthemeeting.每周在固定时间固定地点召开碰头会准时，及时开始，不允许无故缺席总是有议程安排，并于会议开始至少48前发到各人手中按照16步法开会，不能偷工减料！会上识别重大问题，但不一定要求会上解决10RulesforCFTActivity

跨职能活10RulesforCFTActivity(Cont’d)

跨职能活动的十条规则（续）Everyonemustparticipate--therearenofreerides!Keeparunning3Wlistandrevieweachweek--continualmissesareunacceptable.Recognizebarriersyoucannotsolveandescalatethemasappropriate.Publishminuteswith3W’swithin24hoursofmeetings.Communicate,Communicate,Communicate!!!!每个人都必须参与-不存在“旁听”现象保持一个滚动式“何人，何事，何时”记录，每周回顾-不允许错漏识别你不能解决的障碍，如合适，将其扩大在会后24小时内，将有“何人，何事，何时”的会议记录发下去沟通，沟通，再沟通！！！10RulesforCFTActivity(Con16StepCFTProcess

CFT16步回顾

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: 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，作出理想的程序图第三部分:建立评估系统，决定B及E9. 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，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16StepCFTProcess

CFT16步回顾PreparesanddistributesagendaandmeetingminuteswithinoneworkingdayofmeetingRequestsfeedbackonminutestoassurethattheyreflectconsensusofteamMaintainstheActionItemListsothat3W’s(what,who,andwhen)arealwayscurrentHighlightscompletionsandshortfallstoActionItemListPublicizesteams’successesScribeandCommunicationSpecialist

记录和沟通专家

准备会议议程和会议记录（会议前后一个工作日内完成）征求对会议记录的反馈，确认该记录反映了团队的共同意见记录行动计划项目，保证“何事、何人、何时”的记录总是最新的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PreparesanddistributesagendMeasurementSpecialist绩效评估专员TheMeasurementSpecialistisresponsibleforleadingandadvisingtheteamonmeasurement.Functionsperformedare:WorkswithBITmeasurementownertocoordinatemeasurementactivitiesfortheteamWorkswithteammemberstocollectmeasurementdatatodefineBaseline,Entitlementandmonitorsimprovementofactualcycletime,firstpassyield,AIP/WIP,deliverycost,productivity,etc.DevelopsreportingformatswithhelpofteamEnsuresthatappropriatemeasurementfactorsaredevelopedandutilizedEnsuresthatallmeasurementstatusispublishedregularly评估专员负责领导团队评估工作，并给予评估建议。他/她所担负的工作有：和业务改进团队的绩效评估负责人合作，协调该团队的评估活动和团队成员合作，收集评估资料，描述基础状况、目标状况，监督实际周期时间、第一次通过率、进程中行动/进程中工作、交付成本、生产效率等指标的改进状况在团队成员的协助下，编写工作汇报的样板格式设计并运用恰当的评估指标定期公布评估结果MeasurementSpecialistTheMeas每周CFT行动回顾CFT会议BRT会议顾问经理与BIT成员单独讨论顾 问经理与董事长单独讨论WeeklyCFT’sactionitemreviewCFTmeetingsBarrierRemovalTeams(BRT)meetingsRM/Resultantone-on-onecontactwithBITmembersResultsManager(RM)andone-on-oneBalancingBetweenRunningandImprovingtheOrganization(FeedbackandControl)平衡企业的正常运作和提高--反馈及控制每周WeeklyBalancingBetweenRunn每月结果评估财务指标预算状态客户导航图回顾更新沟通渠道MonthlyResultsmeasurementsFinancialmeasuresBudgettoEntitlementstatusClientcockpitchartreviewCommunicationsupdateBalancingBetweenRunningandImprovingtheOrganization(FeedbackandControl)平衡企业的正常运作和提高--反馈及控制每月MonthlyBalancingBetweenRunImplementation

实施Throughouttheimplementationfocuson:ReachingEntitlementMaintainingdrumbeattoassureclosureonassignedactionitemsCrossfunctionalbarrierremovalMeasurements(DriversandResults)tofocusandprioritizetheeffortSubstituteProcesseliminationFollowingtheImprovementprocessManagingAIP’sIdentifyingandattackingCultureBarriers.在整个实施过程中应注重于:达到目标保持节奏，完成即定任务跨部门的障碍排除指标(驱动和结果)消除可替代工序跟踪改善工序管理AIP找出并处理文化障碍Barrier障碍Implementation

实施ThroughouttCrossFunctionalTeams跨职能团队跨职能团队Ateamofpeoplerepresentingthevariousfunctionalareasofthedivisionthatarerequiredtoachieveanagreeduponspecificobjective.WhatisthePurposeofaCFT?Toradicallyimprovethedivision’sglobalcompetitivenessbyestablishingaTCTmindset&methodologytoeffectcontinuousimprovementinkeybusinessprocesses.WhatisaCross-FunctionalTeam?

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。AteamofpeoplerepresentingExamplesofSpecificObjectives

具体目标举例KeyprocessresponsibilityBridgegapsbetweenfunctionsMaptheprocessInstallmeasurements

Usedataforbarrieridentificationandremoval--evaluateimpactDriveresultstotop/bottomlineControlAIPsMakecorporationcompetitive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ExamplesofSpecificObjectiveProblemsdonotcompletelyresidewithinonedepartment,nordosolutions.Cross-functionalteamsarerequiredtoprovidesolutionswhereallelementsareconsideredfromthevariousbusinessprocesses.Teammembersfromoutsideaparticularfunctionbringobjective,freshthinkingandnewviewpointstosignificantlyassistinarrivingatacreativesolutiontoproblemsassociatedwithagivenbusinessprocess. WhyareCross-FunctionalTeamsNeeded?

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ProblemsdonotcompletelyresTeamsmustbecross-functionallyorganizedinordertobringtogethertheproperknowledgeandskillstoeffectivelyachieveprocesschangeandimprovement.WhyareCross-FunctionalTeamsNeeded?(Cont’d)

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Teamsmustbecross-functionalProcessofManagingImprovementthroughaCFT

通过跨职能团队管理改进项目的流程BIT业务改进团队CFTMembers跨职能团队成员CFTLeader跨职能团队领导AgreeontimeandAvailability就时间达

成一致意

见，确定

各人的时

间安排AgreeoncriticalsuccessfactorsforcockpitchartDeterminesub-levelcockpitcharts&frequency.MakeattemptatEntitlementMeasure-mentPerson评估人Documentscopeofselectedprocess&getBITApproval记录选定流程的范围，取得业务改进团队的认可MaptheProcess画流程图Mapsub-Process画分流程图FirstestimateofBL&FPY对基础状况和

第一次通

过率的初

步估计Appointscribe&measure-mentPerson指派记录和评估专

员AnnounceTeam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ProcessofManagingImprovemenProcessofManagingImprovementthroughaCFT

通过跨职能团队管理改进项目的流程SUB-PROCESSCYCLETIMEB/E分流程周期时间B/EBIT业务改进团队CFTMembers跨职能团队成员CFTLeader跨职能团队领导IdentifybarriersandRankAlsolookforlowhangingFruit识别障碍进行排序同时寻找立即可以改进的因素MeasurementPerson评估人AgreeonactiveBarriers对障碍达成一致意见Fishboneactivebarriers&appointBRTLeaders画鱼刺图，任命障碍排除团队领导ReviewW3’sforbarrierremovalfromBRTLeadersateachMeeting每次会议上同障碍排除团队一起回顾“何事，何人，何时”BarriersStalled障碍得到排除YReviewmeasuresateachMeeting在会议上审议评估指标Measure-mentcollectionandidentifynon-valueaddSteps衡量指标的收集，确定增值与飞增值的程序和活动AProcessofManagingImprovemenRolesandResponsibilities角色和责任CEOLeadtheinspirationoftheBITandoverallorganizationto:StriveforandreachEntitlementinallkeybusinessprocessesAdoptabarrierremovalratherthanapplyresourcesmindsetBITTheBITconsistsofselectedofficersofthecorporationandreportstotheCEO.Itistheultimatecross-functionalteamandmustbethe“championofchange.”Thisroleisanactiveonethat“drivesandleads,”notjust“steersandreviews.”CompleteownershipofkeyprocessesthroughtheleadersofprocessCFT’sMaintaincross-functional,cross-process/communicationsFocusonprocessratherthanonfunction.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RolesandResponsibilitiesCEO首RoleandResponsibilityofCFTLeaders

跨职能团队领导的角色和责任EnsurethatTCTprocessisfollowedandthatresultsare

achievedquickly.SetcleargoalsandholdteamaccountableLeadteamincarryingoutitsobjectivesEnsurethatteammeetingsareacitonoriented(3W’s)KeepteamfocusedwithoutdominatingmeetingsTransferrequiredCFTskillstonewmembers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RoleandResponsibilityofCFTTheProcessCFT,generallyheadedbytheVPorDirector(owner)oftheprocess,consistsofthemanagersofallthedifferentfunctionalareasthatareinvolvedintheKeyProcess.TheProcessCFTistheguardianofthekeyprocessasmeasuredbycycletimeandfirstpassyieldresults.CTandFPYarethekeydriversforcontinuousimprovementandcanoverlapfunctionalareas.Teamisresponsiblefortheperiodiccollection,analysis(conclusions!),display,andsafekeepingofthisdata.TheRoleoftheProcessCFT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率是持续改进的推动因素，可能会和某些职能领域重合团队负责定期收集、分析（结论）、展示并保管数据资料TheProcessCFT,generallyheaResponsibilitiesoftheCFT跨职能团队的职责MonitorAIP’s(projects)andcycletimeDriveimprovementinboth.Maintainandexecuteacontinuouslyupdatedbarrierremovalplantoachieve

inCTandFPY.Maintaincross-functionalcommunication(focusonprocessratherthanonfunction).ActassoundingboardforsuggestionsformodificationsContinuouslyimproveandactascustodianforthekeyprocess监控进程中行动（项目）和周期时间推动进程中行动（项目）和周期时间的改进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保持跨职能沟通（侧重于流程而非职能）试验修改计划持续改进关键流程，充当其监控者ResponsibilitiesoftheCFTMonResponsibleforcontributingtotheteam’ssuccessby:Representingcompany(empowereddecisionmaker)Communication;inputfromandtotheirfunctionalorganizationAttendingallmeetings,orprovidinganempoweredsubstitutetoactandmakedecisionsforthemRoleofTeamMembers团队成员的角色负责如下工作，共同努力促成团队的成功代表公司（取得授能的决策者）沟通；和原职能部门的信息传达参加所有会议，或派授权的代表参加，并作相应决策ResponsibleforcontributingtWorkingwiththeteamtoidentifybarriersandtheirrootcauses,rankingandremovingthemDevelopingActionPlansanddrivingthoseActionPlanstocompletionUsingmeasurementstotrackprogressandassurespecificbusinessprocessorprocessesprogresstowardandreachentitledperformanceRoleofTeamMembers(Cont’d)团队成员的角色（续）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制定行动计划，推动这些行动计划的完成利用衡量指标跟踪进程，确保具体的业务流程向目标式绩效的方向迈进WorkingwiththeteamtoidentPrerequisitesforCFTSuccess

跨职能团队成功的先决条件Peoplebringbothtechnicalandinterpersonalskills.Athree-waycontractexistsbetweenteammembers,theirfunctionalmanagersandproject/teamleader.Members’authorityandlimitsareclear.Everyoneacceptsresponsibilityandobligationtoperformtorequirements.大家都具备并奉献技术和人际交往的技能团队成员、原来的职能经理和项目/团队领导的三方接触团队成员的权限明确每个人都有责任和业务按照要求工作PrerequisitesforCFTSuccess

PrerequisitesforCFTSuccess(Cont’d)

跨职能团队成功的先决条件Cross-functionalteamhasprogressandreportingmechanism,e.g.,MilestoneChart.Timespentatoutsettochoosetherightplayersanddeveloptheteam.Accountablefunctionalmanagersarepreparedtotrackprogress,recognizegoodperformanceandconfrontnon-performance.Understandingthesignificanttimecommitment,andtheexpectationofcompletingW3sinatimelyfashion.跨职能团队有进展和汇报机制，如关键阶段性成果图开始要花时间选择合适的人选，并进行培养负责的职能经理要准备跟踪进展，认可突出的业绩，惩戒工作不力者认识到要投入很多时间，认识到要按时完成W3s.PrerequisitesforCFTSuccess10RulesforCFTActivity

跨职能活动的十条规则Haveafixedmeetingtimeandplaceeachweek.Beontimeandstartpromptly.Unexcusedabsencesarenotpermitted!Alwayshaveanagendaandcirculateitatleast48hoursbeforethemeeting.Followthe16stepprocess--therearenoshortcuts!Identify,donottrytosolvemajorproblemsinthemeeting.每周在固定时间固定地点召开碰头会准时，及时开始，不允许无故缺席总是有议程安排，并于会议开始至少48前发到各人手中按照16步法开会，不能偷工减料！会上识别重大问题，但不一定要求会上解决10RulesforCFTActivity

跨职能活10RulesforCFTActivity(Cont’d)

跨职能活动的十条规则（续）Everyonemustparticipate--therearenofreerides!Keeparunning3Wlistandrevieweachweek--continualmissesareunacceptable.Recognizebarriersyoucannotsolveandescalatethemasappropriate.Publishminuteswith3W’swithin24hoursofmeetings.Communicate,Communicate,Communicate!!!!每个人都必须参与-不存在“旁听”现象保持一个滚动式“何人，何事，何时”记录，每周回顾-不允许错漏识别你不能解决的障碍，如合适，将其扩大在会后24小时内，将有“何人，何事，何时”的会议记录发下去沟通，沟通，再沟通！！！10RulesforCFTActivity(Con16StepCFTProcess

CFT16步回顾

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: 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，作出理想的程序图第三部分:建立评估系统，决定B及E9. 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，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16StepCFTProcess

CFT16步回顾Preparesanddistributesagendaandmeetingminuteswith