TCT總周期時間培訓(xùn)行動方案-銷售市場營銷管理

HengAn

SalesTraining恒安銷售培訓(xùn)

MeetingApproachandGroundRules

會議方法和根本規(guī)那么EngageinwholebrainlearningVerbalVisualTeamandGroupActivities WeareheretoexploreOpportunitiesIssuesProcessEveryoneishereforareason ActiveparticipationQuestions/challengesShareideas,values,perspectivesRulesNomobilephonesNosidetalkingNoin&outsBeontime.Makethemostofyourtime!

全身心投入學(xué)習(xí):聽取講解觀看演示小組和集體活動我們在這里探索:機(jī)遇問題流程大家不可能無緣無故來參加培訓(xùn):積極參與問題/挑戰(zhàn)分享心得、價值觀和觀點(diǎn)規(guī)那么:不準(zhǔn)使用(關(guān)閉)不準(zhǔn)交頭接耳不準(zhǔn)隨便出入按時到會并充分利用時間Subject

TimingTrainingIntroductionEdFleischer8:00to8:15ProgramIntroductionHengAnAction,LinkagetotheSellingProcesses(HengAn,TG-TCT)XuZhong/ZhangHanLai8:15to9:009:00–9:30TGandIntroductiontoTCT(Part1)EdFleischer9:30--10:00Break10:00--10:15ImplementationEdFleischer10:15--11:00BasicConceptsofTCT(Part1)EdFleischer11:00–12.00Lunch12:00–1:30BasicConcepts(Part2)EdFleischer1:30–3:30Break3:30–3:45AIPManagementEdFleischer3:45-4:30ProductiveMeetingsEdFleischer4:30–5:15Wrap-up/SummaryEdFleischer5;15-6:00TCTTrainingAgenda:主題培訓(xùn)時間培訓(xùn)介紹福愛德上午08:00-08:15項(xiàng)目介紹：恒安TCT行動和銷售流程的聯(lián)系（恒安,TG-TCT）許連捷/張漢來08:15-9:0009:00-9:30TG和TCT介紹(第一部分)福愛德09:30–10:00休息10:00--10:15實(shí)施福愛德10:15--11:00TCT基本概念(第一部分)福愛德11:00–12:00午餐時間12:00--13:30TCT基本概念(第二部分)福愛德13:30–15:30休息15:30–15:45AIP管理福愛德15:45–16:30富有成效的會議福愛德16:30--17:15總結(jié)福愛德17:15–18:00TCT培訓(xùn)日程：SubjectMorningTimingMacroandMicroBusinessEnvironmentGeorgeChuMorningSession8:00–12:00TheTrendofCompetitioninChinaMarketGeorgeChuChangeisConstantGeorgeChuBreak10:00–1015WhatisaParadigmGeorgeChuWhatishabit?HabitDeterminesBehaviorGeorgeChuSee-Do-ResultCycleGeorgeChuMostOftenSceneBusinessBehaviorsamongChineseGeorgeChuChangingFromPassivetoProactiveGeorgeChuLunch12:00–1:30ParadigmShift:主題上午培訓(xùn)時間宏觀和微觀的商業(yè)環(huán)境朱正中上午08:00-12:00中國市場的競爭趨勢朱正中持續(xù)的變革朱正中休息10:00--10:15思維是什么？朱正中習(xí)慣是什么？習(xí)慣決定行為朱正中看-做-結(jié)果周期朱正中中國人常見的商業(yè)行為朱正中從被動轉(zhuǎn)變?yōu)橹鲃又煺形绮蜁r間12:00--13:30TCT培訓(xùn)日程：SubjectAfternoonTimingChangingFromProcessFocustoResultDrivenGeorgeChuAfternoonSession1:30-6:00ChangingtoClearObjectiveGeorgeChuChangingFromWin-losetowin-winGeorgeChuBreak3:30-3:45HowtoManageyourTimeGeorgeChuChangingtobecomeaneffectivecommunicationGeorgeChuChangingfromindependenttointerdependentteamGeorgeChuConclusionGeorgeChuParadigmShift:主題下午培訓(xùn)時間從流程重點(diǎn)轉(zhuǎn)變?yōu)榻Y(jié)果驅(qū)動朱正中下午13:30-18:00轉(zhuǎn)變?yōu)槊鞔_的目標(biāo)朱正中從贏-輸局面轉(zhuǎn)變?yōu)橼A-贏局面朱正中休息15:30-15:45如何管理你的時間朱正中轉(zhuǎn)變成為有效的溝通朱正中從獨(dú)立狀態(tài)轉(zhuǎn)變成為互助的團(tuán)隊(duì)朱正中總結(jié)朱正中TCT培訓(xùn)日程：SubjectTimingIntroductionandOverviewJohnWhite8:00to8:05SellingCycleJohnWhite8:05to8:35SalespersonJohnWhite8:35--9:45Break9:45--10:00ActiveSellingJohnWhite10:00--10:30SalesTrackingJohnWhite10:30–11.00PresentationSkillsJohnWhite11:00–12:00Lunch12:00-1:30SalesForecastingJohnWhite1:30-3:15Break3:15-3:30KeyAccountManagementJohnWhite3:30-4:30SalesTeamResponsibilityJohnWhite4:30–5:00TCTTrainingAgenda:主題培訓(xùn)時間介紹和概況約翰.懷特上午08:00-08:05銷售周期約翰.懷特08:05-08:35銷售人員約翰.懷特08:35–09:45休息09:45--10:00積極銷售約翰.懷特10:00–10:30銷售追蹤約翰.懷特10:30–11:00演示技巧約翰.懷特11:00–12:00午餐時間12:00--13:30銷售預(yù)測約翰.懷特13:30–15:15休息15:15–15:30主要客戶管理約翰.懷特15:30–16:30銷售團(tuán)隊(duì)的責(zé)任約翰.懷特16:30--17:00TCT培訓(xùn)日程：ThomasGroup&HengAnTCTActionIntroduction托馬斯集團(tuán)&恒安TCT行動簡介Amanagementservicescompanyfoundedin1978GlobalclientswithbothmanufacturingandservicecompaniesMorethan250experiencedseniorexecutivesas“resultants〞Over300successfulcompetitivenessimprovementprogramsHeadquarteredinDallas,TexasOfficesinDallas,Detroit,Washington,HongKong,Singapore,andFrankfurt成立于1978年的管理效勞公司在全球擁有制造和效勞行業(yè)的客戶250多個資深的高級管理人員作為我們的 “結(jié)果參謀〞300多個成功提高企業(yè)競爭力的工程總部在Dallas,Texas在達(dá)拉斯，底特律，華盛頓，香港，新加坡和法蘭克富都有設(shè)立分公司W(wǎng)hoistheThomasGroup?

托馬斯集團(tuán)是什么樣的公司？TCT是一種經(jīng)過驗(yàn)證的，可以用來成功提高競爭力的方法TCT將流程與衡量指標(biāo)聯(lián)系起來，從而到達(dá)預(yù)期的結(jié)果〞手把手“的教導(dǎo)方式，我們與你們一起工作托馬斯集團(tuán)有很多成功的記錄TCTisaprovenmethodologyforimprovingcompetitivenessTCTLinksprocessesandmeasurementstoachievethedesiredresults“Hands-on〞approach,weworkwithyouThomasGrouphasatrackrecordofsuccessWhatistheTotalCycleTime(TCT)program?

什么是總周期時間(TCT)？具有競爭力的領(lǐng)導(dǎo)地位最快的客戶回應(yīng)速度最低的本錢同等價格下最好的質(zhì)量快速開發(fā)的產(chǎn)品和效勞高生產(chǎn)/工作效率優(yōu)化資源得到靈活的生產(chǎn)能力給所有人…客戶、雇主、員工、以及供給商帶來巨大的價值CompetitiveLeadershipFastestCustomerResponsivenessLowestCostsBestQualityfortheMoneyHighSpeedProduct/ServiceDevelopmentHighProductivityFlexibleCapacitywithOptimizedResourcesExcellentValueforall…

customers,owners,employees,suppliersWhatdeterminescompetitiveadvantage?

競爭優(yōu)勢由什么來決定？CompetitivenessIsDrivenby:

競爭力由...驅(qū)動最好的人BestPeople最好的戰(zhàn)略BestStrategy最好的流程/管理方法BestProcesses/ManagementMethods最好的結(jié)果BestResultsChangeisachallenge,andChangeisanopportunity.Italldependsonhowyourespond.It’snot“businessasusual〞anymore.變革是一種挑戰(zhàn)，也是一種時機(jī)，全在于你如何對待沒有一成不變的企業(yè)ViewChangeasanOpportunity

把變革看成一種時機(jī)二十年的經(jīng)驗(yàn)及300多個成功工程告訴我們…企業(yè)可選擇的戰(zhàn)略并不多– 戰(zhàn)略通常都很相似行業(yè)內(nèi)極少秘密全球一體化挑剔的客戶–沒有萬靈藥更短的產(chǎn)品生命周期速度已經(jīng)成為顯著的差異標(biāo)志時間是競爭力的驅(qū)動因素Twentyyearsandmorethan300Engagementstellus:Fewerstrategicoptionsareavailable–strategiesareoftensimilarVeryfewindustrysecretsGlobalizationDemandingcustomers–onesolutiondoesnotfiteveryoneShorterproductlifecyclesSpeedhasbecomeahugedifferenceTIMEistheDRIVERofcompetitiveleadership.TopChallengesofIndustryLeaders

行業(yè)領(lǐng)航者的最大挑戰(zhàn)反響–對他人發(fā)起的變革作出回應(yīng)2.什么也不做–成為變革的犧牲品3.領(lǐng)導(dǎo)潮流–成為變革的代言人React-RespondtochangesinitiatedbyothersDoNothing-BevictimizedbychangesthatcomeLead-BetheagentsofchangeintheirindustryCompaniesHaveThreeChoiceswithRespecttotheChangingEnvironment

公司對不斷變化的環(huán)境有三種選擇〕

〕.〞增加資源“的方法設(shè)備人供給商產(chǎn)品技術(shù)資金總周期時間(TCT)方法流程方法文化規(guī)章行為戰(zhàn)略“AddResources〞ApproachEquipment/FacilitiesPeopleSuppliersProductsTechnologyFinancingTotalCycleTimeApproachProcessesMethodsCultureMetricsBehaviorStrategyTwoBasicTacticsForImprovement

兩種用于改進(jìn)的根本方法立法購置通告競爭力只能通過…來得到更好更能滿足客戶需要更可信賴的產(chǎn)品LegislatedBoughtEdictedCOMPETITIVENESSCANONLYBEMANAGEDBYDELIVERINGTOTHEMARKETPLACEBetterMoreDesirableMorereliable……..ProductsCompetitivenessCannotBe…

競爭力不能通過…來得到思維定式：一系列的規(guī)那么–用于介定范圍和決定在此范圍內(nèi)的成功之道Paradigm:AsetofrulesthatestablishboundariesandtellhowtobesuccessfulwithinthoseboundariesImprovementRequiresCultureChange

企業(yè)的進(jìn)步要求企業(yè)文化的變革Implementation實(shí)施分析Analysis研討會

Workshop架構(gòu)

Architecture部署Deployment用時間驅(qū)動DrivingwithTime取得成果

RealizingResults持續(xù)開展

ContinuousImprovement續(xù)…

continued...ThomasGrouputilizesapowerfulprocesstodrivemajorimprovements

fortheclient.托馬斯集團(tuán)運(yùn)用一個高效的流程為客戶推動重大的改進(jìn)TheThomasGroupTCTProcess托馬斯集團(tuán)的總周期時間流程分析Analysis研討會

Workshop

架構(gòu)

Architecture部署Deployment用時間驅(qū)動DrivingwithTime取得成果

RealizingResults持續(xù)開展

ContinuousImprovementAttributesofArchitectureare:IdentifyKeyprocessesCreatetheroadmapDefinetheprogramscopeSelectandassignBIT&CFTsDevelopthestart-upplan架構(gòu)階段的特征包括:識別主要流程創(chuàng)立路標(biāo)定義工程范圍選擇和任命業(yè)務(wù)改進(jìn)團(tuán)隊(duì)及跨功能小組制訂啟動方案TheThomasGroupTCTProcess托馬斯集團(tuán)的總周期時間流程續(xù)…

continued...分析Analysis研討會

Workshop

架構(gòu)

Architecture部署Deployment用時間驅(qū)動DrivingwithTime取得成果

RealizingResults持續(xù)開展

ContinuousImprovementcontinued...AttributesofDeploymentare:Start-upprogramonsiteFormandtrainCFTteamsInstallmeasuresImplementotherprogramactivities部署階段的特征包括：進(jìn)場并啟開工程組建和培訓(xùn)跨功能小組落實(shí)衡量指標(biāo)實(shí)施其他工程活動TheThomasGroupTCTProcess托馬斯集團(tuán)的總周期時間流程分析Analysis研討會

Workshop

架構(gòu)

Architecture部署Deployment用時間驅(qū)動DrivingwithTime取得成果

RealizingResults持續(xù)開展

ContinuousImprovementcontinued...AttributesofDrivingwithTimeare:DriveandcontrolwithmeasuresContinuouslyreviewArchitectureIdentifyandremoveNon-valueprocessstepsRemoveBarriersthroughCFTsandBRTs時間驅(qū)動階段的特征包括:用衡量指標(biāo)來驅(qū)動和控制不斷回憶工程架構(gòu)找出并排除無附加價值的流程步驟通過跨功能小組和排障小組來排除障礙TheThomasGroupTCTProcess托馬斯集團(tuán)的總周期時間流程分析Analysis研討會

Workshop

架構(gòu)

Architecture部署Deployment用時間驅(qū)動DrivingwithTime取得成果

RealizingResults持續(xù)開展

ContinuousImprovementcontinued...AttributesofRealizingResultsare:MaintainprogramdrumbeatReapthebenefitsSustaintheresults取得成果階段的特征包括:保持工程的節(jié)奏性獲取效益保持結(jié)果TheThomasGroupTCTProcess托馬斯集團(tuán)的總周期時間流程分析Analysis研討會

Workshop

架構(gòu)

Architecture部署Deployment用時間驅(qū)動DrivingwithTime取得成果

RealizingResults持續(xù)開展

ContinuousImprovementAttributesofContinuousImprovementare:RefocustheprogramUpdatethegoals(Entitlements)Monitorandre-inspiretheCFTTeamsandworkers持續(xù)開展階段的特性包括：調(diào)整工程的重點(diǎn)更新目標(biāo)〔目標(biāo)狀況〕監(jiān)督并不斷鼓勵跨功能小組和員工TheThomasGroupTCTProcess托馬斯集團(tuán)的總周期時間流程架構(gòu)托馬斯集團(tuán)的責(zé)任持續(xù)分析業(yè)務(wù)流程將改進(jìn)的機(jī)遇/目標(biāo)/挑戰(zhàn)結(jié)合起來制訂工程架構(gòu)--變革的路標(biāo)將現(xiàn)有的工程和總周期時間結(jié)合起來建立和量化驅(qū)動因素和結(jié)果之間的聯(lián)系定義時間線、行動和影響識別主要的成功因素并將其排序ArchitectureTGResponsibilitiesContinueanalysisofbusinessprocessesAlignimprovementopportunities/objectives/challengesDevelopprogramarchitecture-aroadmapforchangeIntegratecurrentinitiativeswithTCTEstablishandquantifydriver/resultlinkageDefinetimeline,actionsandimpactsIdentifyandprioritizekeysuccessfactorsRoles&Responsibilities:ProgramPhases工程各階段的角色和責(zé)任:架構(gòu)〔續(xù)〕恒安的責(zé)任保證高層管理人員的全體參與明確目標(biāo)和挑戰(zhàn)在分析流程中對工程架構(gòu)團(tuán)隊(duì)給予支持識別現(xiàn)有工程和業(yè)務(wù)指標(biāo)識別病癥、障礙和替代流程建立業(yè)務(wù)改進(jìn)團(tuán)隊(duì)，確認(rèn)主要的任務(wù)Architecture(Continued)HengAnResponsibilitiesEnsurefullparticipationbytopmanagementClarifyobjectivesandchallengesSupportarchitectureteaminanalysisprocessIdentifycurrentinitiativesandbusinessmeasuresIdentifysymptoms.barriers&substituteprocessesEstablishBITandidentifykeyassignmentsRoles&Responsibilities:ProgramPhases工程各階段的角色和責(zé)任:部署托馬斯集團(tuán)的責(zé)任總周期時間根本概念的培訓(xùn)推動AIP管理流程推動總周期時間衡量指標(biāo)的落實(shí)推動流程的規(guī)劃和評估推動溝通模式推動管理流程的改進(jìn)DeploymentTGResponsibilitiesTeachandtrainTCTfundamentalsDriveAIPmanagementprocessDriveInstallationofTCTmeasuresDriveprocessmappingandevaluationDrivecommunicationsmodelDrivemanagementprocessimprovement

Roles&Responsibilities:ProgramPhases工程各階段的角色和責(zé)任:部署〔續(xù)〕恒安的責(zé)任建立跨功能小組的根底設(shè)施對減少AIP的工程實(shí)施進(jìn)行管理排除管理流程中的障礙對障礙的識別和排序進(jìn)行管理將內(nèi)部鼓勵制度和目標(biāo)結(jié)合起來Deployment(Continued)HengAnResponsibilitiesEstablishCFTinfrastructureManageimplementationofAIPReductionResolvemanagementprocessbarriersManagebarrierrecognitionandprioritizationTieinternalincentivestoobjectivesRoles&Responsibilities:ProgramPhases工程各階段的角色和責(zé)任:實(shí)施托馬斯集團(tuán)的責(zé)任運(yùn)用建議模式和啟發(fā)方法進(jìn)行輔導(dǎo)保持會議和衡量指標(biāo)的節(jié)奏性輔導(dǎo)管理層人員通過排除障礙來推動流程的改進(jìn)推動升級流程推動總周期時間來到達(dá)目標(biāo)狀況推動實(shí)現(xiàn)結(jié)果來到達(dá)目標(biāo)狀況推動內(nèi)部化和管理實(shí)施職能ImplementationTGResponsibilitiesCoachteamsusing‘strawmen’MaintainmeetingandmeasurementdrumbeatsMentormanagementDriveprocessimprovementviabarrierremovalDrivetheescalationprocessDriveTCTmeasurestoEntitlementDriveresultstoEntitlementDriveinternalization&managementforcingfunctionRoles&Responsibilities:ProgramPhases工程各階段的角色和責(zé)任:實(shí)施〔續(xù)〕恒安的責(zé)任幫助客戶了解驅(qū)動因素和結(jié)果的聯(lián)系將衡量指標(biāo)和績效考評圖內(nèi)部化排障流程的管理識別并排除停滯不前的現(xiàn)象管理升級流程將溝通模式內(nèi)部化采取實(shí)際行動來到達(dá)既定目標(biāo)內(nèi)部化持續(xù)改進(jìn)流程的工作Implementation(Continued)HengAnResponsibilitiesLeadClientunderstandDriver/ResultlinkageInternalizemeasuresandcockpitchartsManagethebarrierremovalprocessManagestallidentificationandremovalManagetheescalationprocessInternalizethecommunicationsmodelTakeactionstoachievestatedobjectivesInternalizecontinuousprocessimprovementRoles&Responsibilities:ProgramPhases工程各階段的角色和責(zé)任:

BRT=為了解決專門問題和排除業(yè)務(wù)流程障礙而組建的臨時排障小組*BRT=TemporaryBarrierRemovalTeamsforSubjectMatterBarriersandBusinessProcessBarriers業(yè)務(wù)改進(jìn)團(tuán)隊(duì)〔CEO和主要成員+TG參謀經(jīng)理)推動變革，排除文化障礙BusinessImprovementTeam(BIT)(CEOandKeyStaff+TGResultsManager)

DrivingChangeandRemovingCulturalBarriers主要的跨功能小組〔CFT〕-識別機(jī)遇-解決問題-排除障礙-實(shí)施解決方案BRT*BRT*BRT*BRT*BRT*BRT*BRT*BRT*BRT*Implementation-TypicalProgramStructure實(shí)施-典型的工程結(jié)構(gòu)〔銷售、營銷、生產(chǎn)等〕(SalesorMarketingorManufacturingetc.)關(guān)鍵流程(CFT)KeyProcessIDOpportunitiesProblemSolving-RemoveBarriers-ImplementSolutions-識別機(jī)遇-解決問題-排除障礙-實(shí)施解決方案IDOpportunitiesProblemSolving-RemoveBarriers-ImplementSolutions主要的跨功能小組〔CFT〕Implementation-WhatistheBIT?

實(shí)施-什么是BIT？BIT=業(yè)務(wù)改進(jìn)團(tuán)隊(duì)業(yè)務(wù)改進(jìn)團(tuán)隊(duì)是與托馬斯集團(tuán)參謀經(jīng)理密切合作的最高管理層BIT=BusinessImprovementTeam

AteamofthemostseniormanagementinpartnershipwiththeThomasGroupResultsManager

Implementation-TheBIT:LeadingChange

實(shí)施-業(yè)務(wù)改進(jìn)團(tuán)隊(duì):領(lǐng)導(dǎo)變革業(yè)務(wù)改進(jìn)團(tuán)隊(duì)(BIT)的角色“變革的先鋒〞“領(lǐng)導(dǎo)和推動〞，而不是“掌舵和回憶〞確保流程的改進(jìn)能夠反映到利潤上支持跨功能小組并對他們的成果負(fù)責(zé)TheRoleoftheBusinessImprovementTeam(BIT)“Championsofchange〞“Leadsanddrives,〞not“steersandreviews〞AssureprocessimprovementsarecapturedinthebottomlineSponsorCrossFunctionalteamsandmaintainaccountabilityfortheirresults業(yè)務(wù)改進(jìn)團(tuán)隊(duì)必須是“變革的先鋒〞必須非常積極；“推動和領(lǐng)導(dǎo)〞，而不只是“掌舵和回憶〞確保流程的改進(jìn)能反映到利潤上業(yè)務(wù)改進(jìn)團(tuán)隊(duì)在實(shí)施過程中必須做到5個方面：鼓勵員工識別問題提供信息實(shí)施流程內(nèi)化流程TheBITmustbethe“championsofchange〞Mustbeactive;“drivesandleads〞,notjust“steersandreviews〞Assureprocessimprovementsaredriven/capturedonthebottomline.Duringimplementation5thingstheBITmustaddress.InspirationIdentificationInformationImplementationInternalizationBITRole

BIT的角色保持承諾，并通過輔導(dǎo)來傳授所學(xué)知識識別主要的AIP篩選標(biāo)準(zhǔn)落實(shí)行動中的評估原那么(3W)展望未來的改進(jìn)成果鼓勵CFT成員，讓他們向目標(biāo)狀況前進(jìn)進(jìn)行有序的管理保證信息流的順暢性準(zhǔn)確性DemonstrateCommitmentandCoachLearningIdentifykeyAIPfiltersInstalldisciplinefor3WreviewofactionsExpectimprovementChallengeCFTstodrivetoentitlementManagetoadrumbeatAssureinformationflowisunobstructedandundistortedBITResponsibilitiesBIT的責(zé)任提供必要的資源和人員來加快工程的進(jìn)度聽-聽取托馬斯集團(tuán)和各CFT的建議慶祝成功，論功行賞授權(quán)公司各部門去嘗試新事物和新流程負(fù)責(zé)排除文化障礙運(yùn)用總周期時間來獲得市場競爭優(yōu)勢SupplynecessaryresourcesandenergytoaccelerateprogressListen--toThomasGroupandCFTsCelebratesuccess-rewardsandrecognitionEmpowerorganizationtotrynewthingsprocessConfronttheculturebarrierstochangeUtilizeTCTtogainacompetitiveadvantageinthemarketplaceBITResponsibilities(Continued)BIT的責(zé)任〔續(xù)〕Ateamofpeoplerepresentingthevariousfunctionalareasofthedivisionthatarerequiredtoachieveanagreeduponspecificobjective.WhatisthePurposeofaCFT?Toradicallyimprovethedivision’sglobalcompetitivenessbyestablishingaTCTmindset&methodologytoeffectcontinuousimprovementinkeybusinessprocesses.Implementation-WhatisaCross-FunctionalTeam?

實(shí)施–什么是跨功能小組？由來自公司不同職能部門的成員組成的團(tuán)隊(duì)，為到達(dá)一個具體的目標(biāo)而共同奮斗?？绻δ苄〗M的目的是什么？ 通過培養(yǎng)總周期時間思維方式和學(xué)習(xí)總周期時間方法，對主要的業(yè)務(wù)流程進(jìn)行持續(xù)改進(jìn)，從而迅速提高公司的全球性競爭能力。Implementation-ExamplesofCFTSpecificObjectives

實(shí)施–CFT具體目標(biāo)的范例KeyprocessresponsibilityBridgegapsbetweenfunctionsMaptheprocessInstallmeasurements

Usedataforbarrieridentificationandremoval--evaluateimpactDriveresultstotop/bottomlineControlAIPsMakecorporationcompetitive主要流程的責(zé)任彌補(bǔ)各職能部門之間的差異規(guī)劃流程圖落實(shí)衡量指標(biāo)運(yùn)用相關(guān)數(shù)據(jù)資料來識別并排除障礙--評估影響將各項(xiàng)結(jié)果貫徹到高層/基層控制AIP提高企業(yè)的競爭力跨功能小組對整個流程負(fù)責(zé)制訂和使用流程衡量指標(biāo)來推動變革學(xué)習(xí)并運(yùn)用TCT工具來改進(jìn)流程排除流程障礙，升級文化障礙到達(dá)目標(biāo)狀況成為一個密切合作的團(tuán)隊(duì)嘗試新事物CFTsTakeprocessownershipSetupanduseprocessmeasurementstodrivechangeLearnandusedTCTtoolstoimprovetheprocessRemoveprocessbarriersandescalateculturebarriersDrivetoentitlementWorkasateamTrynewthingsCFTandEmployeeResponsibilities

CFT和員工的責(zé)任恒安的員工了解和支持TCT理論和工具識別并協(xié)助排除障礙實(shí)施流程的變革到達(dá)并保持既定的績效HenganEmployeesLearnandsupportTCTphilosophyandtoolsIdentifybarriersandsupporttheirremovalImplementprocesschangesDrivetoattainandmaintainentitledperformance

CFTandEmployeeResponsibilities(Cont’d)CFT和員工的責(zé)任〔續(xù)〕一個“短期〞的團(tuán)隊(duì)，在CFT的授權(quán)和指導(dǎo)下，排除已識別的具體障礙BRT的使命是到達(dá)一個人所共識的具體目標(biāo)，對障礙進(jìn)行排除或向CFT推薦排除障礙的方法BRT向CFT報告成功的結(jié)果之后即可解散BRT通常包括相關(guān)的專業(yè)人員A“shortterm〞teamcharteredbyanddirectedbytheCFTtopursuetheremovalofaspecific,identifiedbarrierTheMissionoftheBRTistoachieveanagreedupon,specificobjective,removingthebarrierorrecommendingremovalaction(s)totheCFTTheBRTreportssuccesstotheCFTandisthendissolvedABRToftenincludesSubjectMatterspecialistsImplementation-WhatisaBarrierRemovalTeam(BRT)?

實(shí)施-什么是排障小組(BRT)？為了成功地進(jìn)行變革，一定要給相關(guān)的人或團(tuán)體進(jìn)行授權(quán)授權(quán)是指相關(guān)的人或團(tuán)體：被授予完成任務(wù)所需的權(quán)力被明確地告知相關(guān)的角色及責(zé)任明確自己的工作目的和范圍接受權(quán)力并承擔(dān)風(fēng)險和稍許失敗的責(zé)任，可能經(jīng)常面對這種情況，但會從中獲取經(jīng)驗(yàn)自行制訂解決方案并予以實(shí)施Forchangetosucceed,teams,peopleandgroupsmustbeEMPOWERED

Empowermentisastatewhenpeople,teamsandgroups:HavebeengivenformalauthoritytoaccomplishtheirtaskHavebeenprovidedwithaclearstatementoftheirroles,responsibilities,andaccountabilityHavebeengivenclearobjectivesandparameterswithinwhichtoworkAccepttheright,riskandresponsibilitytofailalittlebit,maybeoften,buttothereforegainCyclesofLearning!ArefreetoidentifyandexecutesolutionstotheproblemImplementation-TheDefinitionofEmpowerment

實(shí)施-授權(quán)的定義BalancingBetweenRunningandImprovingtheOrganization(FeedbackandControl)平衡企業(yè)的正常運(yùn)作和改進(jìn)--反響和控制WeeklyCFTmeetingsCFT’sactionitemreviewBarrierRemovalTeams(BRT)meetingsRM/Resultantone-on-onecontactwithBITmembers每周CFT會議CFT行開工程的回憶排障小組(BRT)會議參謀經(jīng)理/結(jié)果參謀與業(yè)務(wù)改進(jìn)團(tuán)隊(duì)成員之間的單獨(dú)討論BalancingBetweenRunningandImprovingtheOrganization(FeedbackandControl)平衡企業(yè)的正常運(yùn)作和提高--反響及控制MonthlyResultsmeasurementsFinancialmeasuresBudgettoEntitlementstatusClientcockpitchartreviewCommunicationsupdate每月結(jié)果衡量指標(biāo)財(cái)務(wù)衡量指標(biāo)制訂目標(biāo)狀況的預(yù)算回憶客戶績效考評圖就最新進(jìn)展情況進(jìn)行溝通行動Actions行動Actions行動Actions行動Actions減少現(xiàn)有的庫存天數(shù)ReductionInDaysInventoryOnHand(DOH)改進(jìn)供給鏈流程可得到的收益

ImprovedSupplyChainProcessBenefit-10%-26%-40%目標(biāo)狀況Entitlement-40%-40%內(nèi)部化Internalization實(shí)現(xiàn)結(jié)果Realizingresults根底狀況Baseline聯(lián)系圖范例

ExampleLinkChart行動Actions內(nèi)部化Internalization實(shí)現(xiàn)結(jié)果Realizingresults行動Actions內(nèi)部化Internalization實(shí)現(xiàn)結(jié)果RealizingresultsMos=月份DefineComponentsoftheCostofOwnershipIdentifySkillRequirementsfortheProcurementProcessAssessSkillsoftheOrganizationPrepareTrainingProgramTrainEmployeesABCAnalysisofRawMaterialandFinishedGoods(AllLocations)DesignMethodofManagingAgedMaterialEvaluatePurchasingAgreementsConsolidateInventoryInformationEvaluateSystemsCapabilitiesDevelopObsoleteInventoryDisposalPlanIdentifyScrapReductionOpportunitiesResearchCostofWarehousingResearchMaterialsHandlingCosts降低原材料本錢ReductionInCostofRawMaterial界定本錢的組成要素識別采購流程的技能要求評估部門的技能準(zhǔn)備培訓(xùn)工程培訓(xùn)員工原材料和成品的初步分析〔各地全面開展〕制訂長期庫存材料的管理方法評估采購合同整合庫存信息評估系統(tǒng)能力制訂長期庫存材料的處理方案識別降低廢次品的機(jī)遇調(diào)查倉儲本錢調(diào)查處理材料的本錢前6個月所采取的行動

Actionsoccurringinthefirst6monthsTheBasicConceptsofTotalCycleTime?總周期時間的根本概念0-BasicConceptsofTCTTraining-01CompetitiveAdvantageTCTBasics16StepsProcessPart1:ProcessIdentificationPart2:ProcessMappingPart3:MeasurementsPart4:BarriersandSubstituteProcessesTotalCycleTimeStrategicViewFunctionalViewOperationalView7BasicsofTCTProcessesMeasureDriversSetGoalsApplyCyclesoflearningRemoveBarriersLinkingDriverImprovementstoResultsControlandManageProcessActivities(AIP’S)ImplementationTeams(BIT,CFT,BRT)EmpowermentRoadtoEntitlementReviewof“TCTBasics〞TrainingSection競爭優(yōu)勢TCT根底16步流程第一部份：識別流程第二部份：規(guī)劃流程第三部份：衡量指標(biāo)第四部份：障礙和替代流程總周期時間戰(zhàn)略方面職能方面運(yùn)作方面總周期時間的七個根本層面流程衡量指標(biāo)的驅(qū)動因素制定目標(biāo)運(yùn)用學(xué)習(xí)周期排除障礙將驅(qū)動因素的改進(jìn)和結(jié)果掛鉤控制并管理流程活動〔AIPs〕實(shí)施團(tuán)隊(duì)〔業(yè)務(wù)改進(jìn)團(tuán)隊(duì)，跨功能小組，排障小組〕授權(quán)通往目標(biāo)狀況之路回憶“總周期時間根本概念〞的培訓(xùn)TheBasicConceptsofTotalCycleTime?

總周期時間根本概念

Contents內(nèi)容0-BasicConceptsofTCTTraining-02最快的客戶反響速度快速的產(chǎn)品開發(fā)最短的上市時間同等價格下最好的質(zhì)量高生產(chǎn)效率/低生產(chǎn)本錢優(yōu)化資源以到達(dá)靈活的生產(chǎn)能力FastestCustomerResponsivenessHighSpeedProduct/ServiceDevelopmentRapidtimetomarketBestQualityfortheMoneyHighProductivity/LowestCostFlexibleCapacitywithOptimizedResourcesWhatdeterminescompetitiveadvantage?

競爭優(yōu)勢由什么來決定？ValueforallStakeholders為所有的持股人創(chuàng)造價值==0-BasicConceptsofTCTTraining-03要求快速的反響加快取得結(jié)果有效利用資源用更少的資源做到更快，更好但要怎樣做呢？用時間驅(qū)動！RequiresResponsivenessResultsaccelerationResourceeffectivenessFaster,Better,andwithLessResourcesDRIVEWITHTIME!CompetitiveAdvantage

競爭優(yōu)勢ButHow????0-BasicConceptsofTCTTraining-04CompetitiveAdvantageTCTBasics16StepsProcessPart1:ProcessIdentificationPart2:ProcessMappingPart3:MeasurementsPart4:BarriersandSubstituteProcessesTotalCycleTimeStrategicViewFunctionalViewOperationalView7BasicsofTCTProcessesMeasureDriversSetGoalsApplyCyclesoflearningRemoveBarriersLinkingDriverImprovementstoResultsControlandManageProcessActivities(AIP’S)ImplementationTeams(BIT,CFT,BRT)EmpowermentRoadtoEntitlementReviewof“TCTBasics〞TrainingSection競爭優(yōu)勢TCT根底16步流程第一部份：識別流程第二部份：規(guī)劃流程第三部份：衡量指標(biāo)第四部份：障礙和替代流程總周期時間戰(zhàn)略方面職能方面運(yùn)作方面總周期時間的七個根本層面流程衡量指標(biāo)的驅(qū)動因素制定目標(biāo)運(yùn)用學(xué)習(xí)周期排除障礙將驅(qū)動因素的改進(jìn)和結(jié)果掛鉤控制并管理流程活動〔AIPs〕實(shí)施團(tuán)隊(duì)〔業(yè)務(wù)改進(jìn)團(tuán)隊(duì)，跨功能小組，排障小組〕授權(quán)通往目標(biāo)狀況之路回憶“總周期時間根本概念〞的培訓(xùn)TheBasicConceptsofTotalCycleTime?

總周期時間根本概念

Contents內(nèi)容0-BasicConceptsofTCTTraining-02TCTBasicsTCT根本概念跨功能小組〔CFT〕流程包括了實(shí)施TCT方法的16個步驟。CFT流程的16個步驟實(shí)際上可以劃分為四類任務(wù)識別主要流程、流程負(fù)責(zé)人和主要運(yùn)作人員確定范圍并規(guī)劃出流程圖建立一個評估系統(tǒng)，確定根底狀況和目標(biāo)狀況識別并排除障礙，改進(jìn)流程的績效，運(yùn)用節(jié)奏性的反響流程來管理這些改進(jìn)工作TheCFTProcessincludes16stepstoimplementtheTCTMethodology.The16StepCFTProcessisreally4groupsoftasksIDENTIFYtheKeyProcesses,processownersandkeyplayersDeterminetheScopeandMAPtheprocessesSetupaMEASUREMENTsystem,determinebaselineandentitlementIdentifyandremoveBARRIERStoimprovedprocessperformanceandmanageimprovementwithdrumbeatfeedbackprocess0-BasicConceptsofTCTTraining-06TCTBasics-16StepCFTProcess

TCT根本概念-CFT流程的16個步驟

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 第一局部:識別主要的流程和相關(guān)的運(yùn)作人員1. 識別主要的流程和相關(guān)的職能2. 確定跨功能小組的工作范圍和章程3. 挑選跨功能小組的領(lǐng)導(dǎo)和成員第二局部: 確定范圍并規(guī)劃流程圖4. 驗(yàn)證范圍和章程5. 規(guī)劃流程圖6. 確定根底狀況的績效7. 識別增值和非增值的流程步驟和活動8. 規(guī)劃目標(biāo)狀況的流程圖第三局部:衡量指標(biāo)9. 確定主要的衡量指標(biāo)10. 設(shè)計(jì)衡量指標(biāo)系統(tǒng)11. 設(shè)定最初的目標(biāo)績效第四局部:找出并排除障礙，改善流程12. 識別障礙13. 制訂魚刺圖來找出根本原因14. 將根本原因進(jìn)行排序15. 分派并規(guī)劃排除障礙的行動16. 通過衡量指標(biāo)系統(tǒng)來追蹤進(jìn)程0-BasicConceptsofTCTTraining-07CompetitiveAdvantageTCTBasics16StepsProcessPart1:ProcessIdentificationPart2:ProcessMappingPart3:MeasurementsPart4:BarriersandSubstituteProcessesTotalCycleTimeStrategicViewFunctionalViewOperationalView7BasicsofTCTProcessesMeasureDriversSetGoalsApplyCyclesoflearningRemoveBarriersLinkingDriverImprovementstoResultsControlandManageProcessActivities(AIP’S)ImplementationTeams(BIT,CFT,BRT)EmpowermentRoadtoEntitlementReviewof“TCTBasics〞TrainingSection競爭優(yōu)勢TCT根底16步流程第一部份：識別流程第二部份：規(guī)劃流程第三部份：衡量指標(biāo)第四部份：障礙和替代流程總周期時間戰(zhàn)略方面職能方面運(yùn)作方面總周期時間的七個根本層面流程衡量指標(biāo)的驅(qū)動因素制定目標(biāo)運(yùn)用學(xué)習(xí)周期排除障礙將驅(qū)動因素的改進(jìn)和結(jié)果掛鉤控制并管理流程活動〔進(jìn)程中行動〕實(shí)施團(tuán)隊(duì)〔業(yè)務(wù)改進(jìn)團(tuán)隊(duì)，跨功能小組，排障小組〕授權(quán)通往目標(biāo)狀況之路回憶“總周期時間根本概念〞的培訓(xùn)TheBasicConceptsofTotalCycleTime?

總周期時間根本概念

Contents內(nèi)容0-BasicConceptsofTCTTraining-02長期的改進(jìn)方法將戰(zhàn)略轉(zhuǎn)化成為目標(biāo)和行動：把“將事情做得更好〞〔時間、質(zhì)量〕和“做更好的事情〞〔優(yōu)先次序〕結(jié)合起來。將不同職能部門結(jié)合到無縫式的流程中，從而：增加主要業(yè)務(wù)流程的增值內(nèi)容、提高速度和穩(wěn)定性，從而在最大程度上滿足客戶的需求通過…來增加收入提高人員、產(chǎn)品和資產(chǎn)的產(chǎn)出通過在以下方面的優(yōu)勢，將企業(yè)定位為行業(yè)的領(lǐng)航者：產(chǎn)品和效勞流程和人員資源ALong-TermImprovementMethodologythat:TranslatesStrategyintoGoalsandActions:

AlignsDoingThingsBetter(Time,Quality)withDoingBetterThings(Priorities)ConnectsFunctionsIntoSeamlessProcesseswhichthen:MaximizesCustomerSatisfactionbyIncreasingtheValueaddedContent,SpeedandReliabilityofKeyBusinessProcessesOptimizesIncomeby:

ImprovingProductivityofPeople,ProductsandAssetsPositionsEnterprisetoBeaLeaderbyCreatingEntitlementStrengthsin:Products&ServicesProcesses&PeopleResources

TotalCycleTime-StrategicPerspective

總周期時間-戰(zhàn)略方面0-BasicConceptsofTCTTraining-09完成一項(xiàng)任務(wù)需要多少時間？完成一項(xiàng)任務(wù)需要多少本錢？一項(xiàng)任務(wù)會占用多少資金？對這項(xiàng)任務(wù)有什么意見和建議？這項(xiàng)任務(wù)中包含有哪些步驟？這項(xiàng)任務(wù)的成果是什么？這項(xiàng)任務(wù)的質(zhì)量要求是什么？Howlongdoesittaketodoatask?Howmuchdoesitcosttodoatask?Howmuchcashistiedupinatask?Whataretheinputstothetask?Whatarethestepsinthetask?Whataretheresultsofthetask?Whatarethequalityrequirementsofthetask?

TotalCycleTime-FunctionalPerspective

總周期時間-職能方面0-BasicConceptsofTCTTraining-10縮短所有業(yè)務(wù)流程的周期時間〔自產(chǎn)生需求到需求得到滿足為止〕回應(yīng)速度更好地滿足客戶需求更快的市場反響速度更好的按時交貨可靠性加快獲得成果的速度收入利潤效率客戶滿意度資金回報資源的優(yōu)化人員資金提高業(yè)務(wù)的競爭力

TocompresstheCycleTimesofallbusinessprocessesfromthetimeaneedexistsuntilitissatisfiedResponsivenessMeetingcustomerdemandwithhigherqualityFasterreactiontothemarketBetteron-timedeliveryReliabilityResultsAccelerationRevenueProfitProductivityCustomerSatisfactionReturnonCapitalResourceOptimizationPeopleCapitalImprovedBusinessCompetitivenessTotalCycleTime-OperationalPerspective

總周期時間-運(yùn)作方面0-BasicConceptsofTCTTraining-11所有業(yè)務(wù)流程周期時間(從產(chǎn)生需求到需求得到滿足為止)的綜合效果Thecombinedeffectofthecycletimesofallbusinessprocesses

fromthetimeaneedexistsuntilitissatisfied短總周期時間Short

TotalCycle

Time訂單輸入OrderEntry規(guī)劃和采購Planning&Purchasing設(shè)計(jì)和開發(fā)Design&Development生產(chǎn)Production減少總周期時間

TCT?Reduction訂單OrderPlanning&Purchasing

規(guī)劃和采購Design&Development

設(shè)計(jì)和開發(fā)Production

生產(chǎn)OrderEntry

訂單輸入長總周期時間Long

TotalCycle

Time訂單OrderTotalCycleTime-OperationalMeaning總周期時間-運(yùn)作方面的意義0-BasicConceptsofTCTTraining-12Com