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CrossFunctionalTeams跨职能团队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。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?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)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Role

and

Responsibility

of

CFT

Leaders跨职能团队领导的角色和责任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Responsibilities

of

the

CFT跨职能团队的职责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)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Prerequisites

for

CFT

Success跨职能团队成功的先决条件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Prerequisites

for

CFT

Success(Cont’d)跨职能团队成功的先决条件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.10

Rules

for

CFT

Activity跨职能活动的十条规则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10

Rules

for

CFT

Activity(Cont’d)跨职能活动的十条规则（续）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！！！16

Step

CFTProcessCFT

16步回顾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:明确关键程序及相关人员1.2.3.明确关键程序和职能明确跨职能团队工作范围和原则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4.5.6.7.8.决定程序和原则画流程图确定基础绩效明确增值与非增值之程序及活动排除非增值程序，作出理想的程序图第三部分:建立评估系统，决定B及E决定评估指标设计评估指标体系设定最初的目标绩效第四部分:找出并排除障碍，改善程序找出障碍画鱼刺图找根本原因根本原因排序制定排除障碍计划跟踪进程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