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1、Internal Resultant Training(July 30 - August 10, 2001)Hong KongPROPRIETARY 1998 Thomas Group, Inc.All Rights Reserved.Table of ContentsIntroduction to Thomas Group, Inc.Total Cycle Time at Esquel GroupTCT BasicsCross Functional TeamsProcess MappingMeasurementsBarrier RemovalBarrier Characterization
2、Using Cause & Effect Diagrams Cycles of Learning and Effective Meeting ManagementWhat is the Thomas GroupWhat is the Thomas Group? We are a unique international management services company that helps clients improve their competitiveness and financial performance Founded in 1978; annual compound gro
3、wth 30% Over 200 senior management executives with broad skills & experience Average operations management experience per Resultant is 22 years Proprietary Total Cycle Time Methodology to implement change Global Headquarters Locations: Dallas, Detroit, Frankfurt, Singapore and Hong Kong Over 300 suc
4、cessful cycle time reduction programsTGI MissionTGI MissionTo Make Businesses CompetitiveBy UsingTo DriveTotal Cycle TimeImproved Responsiveness andAccelerated Results usingMinimum Resources3 Rs3 RsWhat Was Thomas Groups RoleWhat Was Thomas Groups RoleAt Esquel?At Esquel? Outside objective change ag
5、entcommitted to improved results Define business processes critical to Esquels competitiveness Establish aggressive performance targets at which Esquel is entitled to operate.dramatic improvements over baseline Apply Thomas Groups Total Cycle Time methodology to help Esquel reach entitled performanc
6、e. within eighteen monthsTotal Cycle Time (TCT) BasicsCorporate Competitiveness is Corporate Competitiveness is Driven by the 3 RsDriven by the 3 RsResponding quickly to customers needs for present and future products & services.Results acceleration, particularly in fast delivery, lower costs and im
7、proved quality.Resource effectiveness, particularly in people costs and cash tied-up.RRRRRRFaster & Better Results than the Competition - But using fewer Resources than the CompetitionBusiness as a series of ProcessesBusiness as a series of ProcessesAll businesses organizations (whether manufacturin
8、g, services, development, software, etc.) are composed of a series of different business processes. These business process steps must be: Documented and analyzed to ensure that each has value Can be executed in the minimum time Have the highest possible accuracy or First Pass Yield.The time it takes
9、 in all business processes fromidentification of an unmet market need until that need is satisfied.Cycle Time is: The time it takes to get something done Manufacture a product Develop a product Deliver a service Install a factory Reduce costs Improve qualityThe time it takes to change the way a comp
10、any does things. Most difficult to changeTotal Cycle Time is: The combined effect of the cycle times of all business processes from the time a need exists until it is satisfied.Total Cycle Time (TCT) drives Total Cycle Time (TCT) drives ImprovementImprovementTotal Cycle Time (TCT) drives Total Cycle
11、 Time (TCT) drives ImprovementImprovement.A successful TCT Program successfully reduces the cycle times of all identified business processes and integrates these processes into a seamless total business process with a minimum Total Cycle TimeCross Functional Team (CFT)Cross Functional Team (CFT)What
12、 is a Cross-Functional Team?What is a Cross-Functional Team? A team representing the various functional areas of one or more companies The Mission of the CFT team is to achieve agreed upon, specific objective(s) The objectives are ultimately aimed at:1.Driving continuous improvement in key business
13、processes2.Radically improving the organizations global competitiveness3.Internalizing the TCT processes to ensure continuation of the process improvementWhy are Cross-Functional Teams Needed?Why are Cross-Functional Teams Needed?Problems and solutions do not completely reside within one departmentA
14、ll functional elements involved in a process need to contributeMembers should bring knowledge, objectivity and new view points to problem solvingThe Role of the CFTThe Role of the CFT The CFT is the process owner of the key processes identified for improvement. This process improvement is measured b
15、y Cycle Time (CT) and First Pass Yield (FPY) results. The CFT is responsible for: The identification of the key processes The periodic collection, analysis, display and reporting of the CT, FPY and other measurements data. Identification of barriers, substitute processes and non value added activiti
16、es within each process. Maintenance and execution of a continuously updated barrier removal plan to achieve or surpass entitlement in CT and FPY. Role and Responsibility of CFT LeadersRole and Responsibility of CFT Leaders Ensure that TCT process is followed and that results are achieved quickly Set
17、 clear goals and hold the team accountable Lead team in carrying out its objectives Ensure that team meetings are action oriented (3Ws) Keep team focused without dominating meetings Transfer required CFT skills to new members Role of Team MembersRole of Team MembersResponsible for contributing to th
18、e teams success by:Representing company (empowered decision maker)Communication; input from and to their functional organizationAttending and actively participating in all meetings, or providing an empowered substitute to act and make decisions for themWorking with the team to identify barriers and
19、their root causes, ranking and removing themDeveloping Action Plans and driving those Action Plans to completionUsing measurements to track progress and assure specific business process or processes progress toward and reach entitled performanceRole of The ScribeRole of The Scribe Prepares and distr
20、ibutes the meeting agenda 2-3 days in advance of the meeting. This ensures participants come to the meeting prepared. Note: Members should submit documentation to be discussed in the next meeting to the Scribe for attachment to the meeting agenda. Prepares and distributes the meeting minutes and W3s
21、 within one working day following the meeting date. The Minutes are to include Attendance, Summary of the topics discussed, Significant decisions made, Next meeting date, time and venue, Old W3s with status and New W3s Requests feedback on minutes from team to ensure that they reflect the consensus
22、of the team Maintains the old and new W3s listing so that W3s (what, who, and when) are always current Highlights W3 completions and short falls to team for further action Maintains accurate and updated CFT/BRT Charters Publicizes teams successes Serves as team timekeeper if none assignedNO.What Who
23、 When Status1234W3sW3sTeam Leader:Team Objective:Scribe:Start:End:Role of The Measurement SpecialistRole of The Measurement SpecialistThe CFT Measurement Specialist is responsible for leading and advising the team on measurements. Functions performed are: Works with BIT measurement owner to coordina
24、te measurement activities for the CFT team Works with team members to collect measurement data to define Baseline & Entitlement Works with team members to assist in them in analyzing measurement data Monitors improvement of actual cycle times, first pass yield, AIP/WIP, delivery, cost, productivity,
25、 etc. Develops reporting formats with help from the team Ensures that all measurement status is published regularly in the form of an approved CFT Cockpit ChartThe TCT Process - The Methodology The TCT Process - The Methodology Sequence 16 STEPSSequence 16 STEPS1.Identify the key business process 2.
26、Establish the scope of the process3.Identify and bring together the key players for the CFT4.Validate the scope and determine the process boundaries5.Map the process, including CT and FPY data for each step6.Establish baseline (“as is”) performance in CT and FPY7.Determine value-added and non-value-
27、added process steps and activities8.Remove non-value-added steps and create a “should-be” map (Entitlement process)9.Determine meaningful measurements10.Design the measurement system - drive desired behavior11.Establish initial entitlement goals in CTs and FPYs, other measurements12.Identify the bar
28、riers to process improvement13.Develop cause-and-effect diagram to find the root cause barriers14.Rank-order root cause barriers to determine the best course of action15.Assign and schedule barrier removal actions (BRTs)16.Track progress through the measurement systemTHE 16 STEP PROCESS CAN BE BROKE
29、N DOWN INTO THE 16 STEP PROCESS CAN BE BROKEN DOWN INTO 4 GROUPS OF ACTIVITIES4 GROUPS OF ACTIVITIES1.IDENTIFY the key processes, process owners and key players 2.Determine the scope and MAP the processes3.Set up a MEASUREMENT system, determine baseline and entitlement4.Identify and remove BARRIERS
30、to improved process performance and manage improvement with drumbeat feedback processProcess MappingProcess MappingBusiness Process ManagementBusiness Process Management Everything we do in in our company fits within a business process and Has a Process Flow that can be developed Has History that ca
31、n be analyzed Has a First Pass Yield Has a Performance Baseline/Entitlement Has activities that are Non-Deterministic (unpredictable) Can be Measured by cost, first pass yield and cycle timeBusiness Process MapsBusiness Process Maps In order to start the TCT Process (Step 5 of the “16 Steps”) it is
32、necessary to construct Process Map(s) of the critical business processesProcess Maps are a graphical picture of the flow (in time) of a process or activityProcess Maps provide an overview of the process and describe the path the process follows from beginning to completion (start to stop as defined
33、in the charter)Show how the processes work across functional and geographic linesProcess maps are drawn at various levels of detail to assist in the evaluation of each process stepMapping.Scope of the ProcessMapping.Scope of the ProcessWe must first define the scope and the purpose of the process. W
34、hat is the process trying to accomplish? The scope of any process consists of three parts:1)Start Point - Identify the event that begins the process (such as receipt of an order) 2)Stop Point - Identify the event or item that concludes the process (such as shipment of a customers order)3)Process Bou
35、ndary - determines which transactions and activities are to be addressed in the Process Map. (For example, are we addressing all products that are made by a company, or just one product line?) MapsCross-Functional DiagramsMapsCross-Functional Diagrams List the functions/organizations down the left s
36、ide of the sheet of paper Show the process as a progression from left to right as the process is mapped across the page The symbols which represent each step are placed in the same row or rows as the functions involved in the process. TGIs basic symbol set for cross-functional flow diagrams in a hig
37、h-level process are shown below.Process stepPrepare ForecastApprove?DecisionRepeat or rework step(s)Go Back toStep 2Inventory (non first-in/first out) or backlogNondeterministic process stepStockroomDesign NewCodeStarts controlBusiness Process ManagementBusiness Process ManagementIn addition to the
38、above, elongate a symbol, top to bottom, to show participation in the same process step by more than one function and/or organization. If the participating functions are not listed adjacent to one another, show participation with solid vertical lines and nonparticpation with broken vertical lines. A
39、rrows always go left to right !Show reiteration like this:Show decisions like this:Approved?Repeat previousprocess from X to YYesNoApproved?YesNoorColor 2OrangeRedBlueCross-Functional Mapping Process Define scope. List functions involved down left hand side of paper. Identify sequence of activities.
40、 Correlate activities with functions. Map activities from left to right corresponding to the advance of time.Changzhou Process Map Changzhou Process Map (Page 1)(Page 1)CT1B/L: 18ENT. 14Fulfillment FPY B: 55.4%, E: 85%FPY3B= 97%E=100%1.75Unit: DayFulfillment CTChangzhou Process Map Changzhou Process
41、 Map (Page 2)(Page 2)FPY4FPY5FPY6FPY7FPY8B=87%E=96%B=92%E=95%B=80%E=95%B= 94%E=100%B=95%E=98%Unit: DayB/LENT.5.2566.581.53CT2CT3CT4MeasurementsMeasurementsMeasurementsMeasurements Measurements are necessary to “keep score” e.g. how can we determine if we are making improvements unless we have well d
42、efined and meaningful measurements Measurements must be simple, easy to understand and an accurate measure of the process Measurements should not be “corruptible” Time and First Pass Yield are the best measurementsStatic and Dynamic Cycle TimesStatic and Dynamic Cycle Times Cycle Times have specific
43、 start and stop times. Cycle Time is a basic measure of process effectiveness and a good indicator of the discipline and order within a process. One must differentiate between Static and Dynamic cycle time: Static Cycle Time (sCT) is a summary of past actions (history). It is a lagging indicator and
44、 is usually applied to processes that change slowly. Dynamic Cycle Time (dCT) is the present “pulse rate” of a process and, thus, a leading (predictive) indicator. Static Cycle Time MeasurementStatic Cycle Time MeasurementStatic cycle time is the historical measure of cycle time based on analysis of
45、 individual outputs of a process.Static cycle time is a lagging indicator because it reports results after completion.Collect Data, Use Collected Data to Collect Data, Use Collected Data to Identify Where to LookIdentify Where to LookFrequency of OccurrenceWhat is happening here?Use high/low diagnos
46、tic analysisand especiallyhere?Static Cycle TimeStatic Cycle TimePopulation of OneA fabric manufacturing process which starts on June 12 and concludes on July 19 has a static cycle time of 37 days.StartJune 12StopJuly 19Static Cycle Time = 37 DaysStatic Cycle Time(For populations of more than one)(F
47、or populations of more than one) One can average the cycle times of work actions completed. For example: 30 shirts completed during a specific time period had the following distribution:4 completed in 2 days3 completed in 7 days8 completed in 3 days2 completed in 8 days7 completed in 4 days6 complet
48、ed in 9 dayssCT= Static cycle time = (4X2)+(8X3)+(7X4)+(3X7)+(2X8)+(6X9)30 sCT = 5.03 days for that specific time periodDynamic Cycle Time (normal)Dynamic Cycle Time (normal)Dynamic cycle time is the current processing time for a relatively high volume of activities where In Process inventory exists
49、 at both the beginning and end of the period.Dynamic Cycle Time = Actions in Process (AIP) Average Processing SpeedNOTE: The period of time may be one day, one week, one month - the shorter the time period the more instantaneous the cycle time measurementDynamic Cycle TimeDynamic Cycle TimeIs a lead
50、ing indicatordCT = AIPs / Process SpeedAIPs and process speed can vary through measurement periodNeed parameter estimatesDynamic Cycle Time Example (All data is for a one month time period)Beginning garment inventory4600Ending garment inventory3600Garments out to stock31500An average garment require
51、s 3.9 days to progress through thewaiting queues and processes and to exit from the line. Average Work in Process Process Speed=Beg. Inv. + End. Inv.)/2 OUTSCT=(4600 + 3600) 410031500Month231500=.13 (30 days/month)3.9 daysNon-Manufacturing Cycle Time ExampleNon-Manufacturing Cycle Time ExampleYou ar
52、e operating a purchasing organization with the following characteristics:Work-in-process inventory beginning of month=1,800 ordersWork-in-process inventory end of month=2,200 ordersThe average daily placement rate is=125 per dayWhat is the cycle time of the operation in work days?Dynamic and Static
53、Cycle Time Dynamic and Static Cycle Time ComparisonComparison Static Cycle Time Dynamic Cycle Time1. Lagging indicator 1. Leading indicator2. Formula involves only cycle 2. Formula involves AIPs times of completed actions and processing speeds, not just completions3. Good for low transaction 3. Good
54、 for high process steps transaction process steps-develop new products- -big amount production-= Completed CT1 +CTn = Average AIPs n Average Processing SpdProcess Total Cycle TimeProcess Total Cycle TimeSub Process #1 (Marker Making)Sub Process #2 (Cutting)Sub Process #3 (Sewing)Sub Process #4 (Wash
55、ing)Sub Process #5 (Press / Pack)CT1+ CT2+ CT3+ CT4 + CT5= Total Cycle TimeProcesses are often comprised of several Sub Processes.First Pass YieldFirst Pass YieldFirst pass yield (FPY) is measure of the Quality of a Process. No. AIPs Completed To Spec, without rework, first passFPY= X 100Total Numbe
56、r AIPs ProcessedFirst Pass Yield is less than or equal to process yield (actual) because Process Yield typically includes rework. The denominator includes any AIP which leaves the process being measured. This includes successful completions, cancellations, scrap, etc.FPY Defined as. The percentage o
57、f activities completing a process the first time, correctly, without rework.First Pass Yield MeasurementsFirst Pass Yield MeasurementsExamplesExamplesEngineeringPercent drawings to manufacturing which do not changePercent projects that go through manufacturing with no unscheduled engineering helpMan
58、ufacturingPercent incoming parts neither reworked nor returnedPercent assembly kits complete when deliveredPercent garments complete without reworkPercent subassemblies into final assembly with no reworkTestPercent each test passing first time with no waits/no reworkPurchasingPercent purchase reques
59、ts okay to order with no changePercent incoming goods able to be received immediatelyGeneric First Pass Yield ModelGeneric First Pass Yield ModelSCOPEQueueWorkOK?ReworkOK?YesNoProcess YieldThis boundary is determined by what data is availableFirst Pass YieldCancelScrapProcess BoundaryGeneric First P
60、ass Yield ModelGeneric First Pass Yield ModelSCOPEQueueWorkOK?ReworkOK?Process YieldThis boundary is determined by what data is availableFirst Pass YieldCancelScrapProcess BoundaryYes 90%No 10%No 20%Yes 80%What are the FPY and Process Yield here?Yield CalculationsYield Calculations total outs - rewo
61、rk - holdFPY %=total outs + scrap + cancellationstotal outsProcess Yield %=total outs + scrap + cancellationsPer given time periodX 100X 100How to calculate FPY?Baseline and EntitlementBaseline and EntitlementBaseline: An historical or “as is” level of performance, verified by measurement (historica
62、l data - 3 months minimum)Applied to any measureSometimes good, sometimes not up to expectationsEntitlement: An improved level of performance resulting from a measurable, documented cycle time reduction programGenerally equal to or better than industry standardsAn objective rather than an arbitrary
63、performance levelRequires no new resources to reach EntitlementBaseline, Theoretical and EntitlementBaseline, Theoretical and EntitlementPerfect WorldnLot size of 1No QueueNo set-upsnNo down timeDedicated ResourcesHistorical best (expedited or hand carried lot)Comparison to competitions bestComparis
64、on to best of similar process in other industriesHistorically basedmeasurement of the everyday performance level of a business process that hasbeen mapped.Factor applied to theoretical to estimate entitlementGenerally 2 to 3x for a production or linear processGenerally 2 to 10x for a non-production
65、or non-linear processMultiplier provides transition from unobtainable perfect world to account for real world inefficienciesMultiplier3Theoretical24EntitlementBaseline1CycleTimeTypical Performance DistributionsTypical Performance DistributionsFrequency of OccurrenceFrequency of OccurrenceShorterLong
66、erTheoreticalTheoreticalStrategic BestStrategic BestOften Requires Increased InvestmentOften Requires Increased InvestmentEntitlementEntitlementRealizable Performance Using Existing ResourcesRealizable Performance Using Existing ResourcesBaselineBaselineExisting PerformanceExisting PerformanceMeasur
67、ements Reporting Measurements Reporting The Cockpit ChartThe Cockpit ChartCustomer SatisfactionClaims ($) & ReturnsCustomer Survey ResultsMarket Share% of Addressable MarketUS & Non USCycle Time (CT)QuotationsSamplesRevenue Volume & Operating MarginHK, Gaoming & PenangMeasured in $ and in Quantity (
68、dozens)Operating income as percentageCT & FPY Order EntrySales DiscountingFactory Loading% of CapacityDozens (actual)Sales ExpensesVs BudgetVs RevenueOn-Time DeliverySamplesProductionBarrier RemovalBarrier RemovalTypical BarriersTypical BarrierslDye processlDefect densitylStrength of materialslPrici
69、nglColor matching & inspectionlMerchandisinglMaterial handling lInspection versus preventionlLarge lot sizeslBottleneckslPoor schedulinglPoor process design/ implementationlReworklCommunicationlLow first pass yieldlPush vs. pulllMeasurements and controlslPerformance incentiveslBusiness is viewed as
70、disjointed functionslDeniallNegotiating pricelParadigms that resist changelTop-Down Management Subject MatterBusiness ProcessCultureWhy Remove Barriers?Why Remove Barriers? Improve cycle time Improve first pass yield Improve cost Improve other operational indices Reduce frustration BusinessProcessBa
71、rriersBarriers are InterrelatedBarriers are InterrelatedCulture constrains business process performance that in turn constrains subject matter performance.Not removing barriers will create substitute processes.Barriers and substitute processes often overlap and are sometimes mutually reinforcing.Rew
72、arding employees for the use or implementation of substitute processes tends to lock-in the existing culture barrier or paradigm.CultureBarriersSubstituteProcessesSubjectMatterBarriersBarrier Identification and CharacterizationBarrier Identification and CharacterizationSubject Matter Barriers:Unique
73、 industry or business content: Sewing machine thread tension Work stations boot sequence Cell phone wiring schematicUnique functional expertise content: Manufacturing specification Garment pattern making Accounting cost system Marketing data sheetTypically, Subject Matter Barriers can be removed by
74、individual contributors if they are not constrained by business process and culture barriers.Barrier Identification and CharacterizationBarrier Identification and CharacterizationBusiness Process Barriers:Prevent activities from fitting into a set of seamless processes that meet entitlementLot sizeB
75、ottlenecks in the process flowPoor schedulingPoor process designTypically, Business Process Barriers can be removed by middle management if upper management and an outside leader/driver remove the constraining culture barriers.Barrier Identification and CharacterizationBarrier Identification and Cha
76、racterizationCulture Barriers: Some examples Lack of TCT Mindset View Business as disjointed functions Poor Resource allocation Organization structure (or misuse of organization) Lack of accountability Lack of leadership Lack of root cause problem solvingTypically, Business Culture Barriers must be
77、removed by upper management working with an outside leader/driverSubstitute ProcessSubstitute ProcessSubstitute Processes: Alternate processes and “work-arounds” that employees implement in order to reduce or eliminate the impact of barriers. They are a natural growth from the failure to remove subj
78、ect matter, business process and culture barriers.Substitute processes usually require additional resources by:Attacking the symptoms of non-responsivenessMaking “Just-in-case” investments (example.EXTRA INVENTORY)Cover-up investments and work aroundsSubstitute Processes - Inventory examplesSubstitu
79、te Processes - Inventory examplesInventory is put in place in an attempt to make up for what could go wrong in the process.A customer orders more than expected or different mixA vendor has process problemsForecasting is poorResources not available - equipment goes down or people are absentScenarioIn
80、ventory AdditionFinished goods inventoryRaw material inventoryAll forms of inventoryWork-in-process inventoryBarrier Characterization Using Cause & Effect DiagramsCause and Effect DiagramsCause and Effect Diagrams“Fishbones”“Fishbones” TCT uses cause and effect diagrams (Fishbones) to generate cause
81、, effect, and substitute process diagrams. Use the following procedure:1.Define the effect - this is attached to the “spine”.2.Show the major causes as “bones” below the spine.3.Show the corresponding substitute processes as “bones” above the spine. (There will be occasions when two or more barriers
82、 will have the same substitute process.)4.Show the culture constraints as opposing double arrow (if applicable). The causes help characterize the effect, some are symptoms and some are barriers. Work symptoms backwards until you reach the root cause or primary cause for the barrier.FishboneFishboneT
83、he Fishbone Diagram can be used for two different purposes.First, to arrive at root cause barriers and their related substitute processes by repeating the question, “Why?”.Second, to organize brainstormed lists of causes (usually business process and culture), substitute processes, and culture const
84、raints for a high ranking barrier you wish to remove.The Cause and Substitute Process DiagramThe Cause and Substitute Process DiagramSubstituteProcessSubstituteProcessSubstituteProcessPossible CausePossibleCausePossibleCauseState theEffectEffect - An eventthat occurs as aresult of a causeContributin
85、g factor to causeReasoncontributingfactoroccursWhich Barriers Do We Attack First?Which Barriers Do We Attack First?After identifying all relevant barriers: Make first-pass estimate of impact on cycle time of each. Identify who must make removal effort:Individual or Subject Matter Group (for example:
86、 IT)Barrier Removal Team (BRT)Some level of management Make first-pass estimate of difficulty of removal of each. Identify any expert help that may be needed. Rank-order of attack; target “low-hanging fruit” first. Limit to 2-3 the number of barriers the team targets at one time.Barrier I.D. & Remov
87、al ProcessFor Identifying & Addressing Root CausesBrainstorm and rank“barriers”Identify lowdifficulty, highimpact“barriers”Select toprankingbarriersDevelopfishbone/IDroot causesAsk “why” until all rootcauses identifiedAsk “why” until all rootcauses identifiedAll rootcausesID?ReworkfishboneDevelop W3
88、action plansfor root causesMonitor and report progressShould this be escalated to BIT?BIT ActionCompletebarrierremovaland eliminatesubstituteprocessesYNYN69Barrier Removal Process StepsBarrier Removal Process Steps Perform process mapping Perform distributional analysis of data Begin the removal pro
89、cess to expose other barriers Use Generic Barrier List to spur ideas Use TGI fishbone and repeated “whys” until Root Cause Barrier appears Use substitute process identification as indicator to barrier identification Transfer Cycles of Learning Top to middle management Peer group management Leader/dr
90、iver to middle managementBarrier Ranking WorksheetDifficulty: 1 = Easy, 10 = DifficultImpact: 1 = Low, 10 = HighBarrier Removal Priorities WorksheetThe Barrier Removal Team (BRT)The Barrier Removal Team (BRT) Barrier removal is most often and most effectively implemented by the creation of a specifi
91、c, cross functional, Barrier Removal Team (BRT) The BRT will:Be empowered to remove the specific assigned barrierFollow the TCT process to remove the assigned barrier as directed by the CFT. Upon completion, and upon approval by the CFT, the BRT be disbanded Cycles of Learning& Effective Meeting Man
92、agementThe number of opportunities during a given calendar year to try, test, modify, learn and feedback from performing each critical business process.P1P = ProcessF = Feedback (“Feedforward”)One CycleofLearningOpportunityThreeCycles ofLearningOpportunitiesTimeF1P0P0P2F1F2P1P3F3Cycles of Learning W
93、ork Days Per Year Per YearCycle Time of Process in Work Days=Cycles of Learning DefinitionNO.What Who When Status1234W3sW3sTeam Leader:Team Objective:Scribe:Start:End:Recap of TCT Basics1. Business Process Perspective2. Process Maps3. Measurement Drivers - CT - FPY - Other Productivity Measures4. Se
94、t Aggressive Goals - Baseline - Entitlement5. Identify and remove non-Value Added process steps6. Remove Barriers & Substitute Processes - Fishbones - CFT/BRT Teams7. Link Driver Improvements to Results (Cockpit Chart)8. Apply Cycles of Learning to improve processes - Teams (CFT and BRT) - Rollout organizations9. Control & Manage AIPs - Starts Control - W3s10. Effective Meeting Management
