,Internal Resultant Training (July 30 - August 10, 2001) Hong Kong,PROPRIETARY 1998 Thomas Group, Inc. All Rights Reserved.,Table of Contents,Introduction to Thomas Group, Inc. Total Cycle Time at Esquel Group TCT Basics Cross Functional Teams Process Mapping Measurements Barrier Removal Barrier Characterization Using Cause annual compound growth 30% Over 200 senior management executives with broad skills input from and to their functional organization Attending and actively participating in all meetings, or providing an empowered substitute to act and make decisions for them Working with the team to identify barriers and their root causes, ranking and removing them Developing Action Plans and driving those Action Plans to completion Using measurements to track progress and assure specific business process or processes progress toward and reach entitled performance,Role of The Scribe,Prepares and distributes 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 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 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 assigned,W3s,Team Leader: Team Objective:,Scribe:,Start: End:,Role of The Measurement Specialist,The CFT Measurement Specialist is responsible for leading and advising the team on measurements. Functions performed are: Works with BIT measurement owner to coordinate measurement activities for the CFT team Works with team members to collect measurement data to define Baseline target “low-hanging fruit” first. Limit to 2-3 the number of barriers the team targets at one time.,Barrier I.D. & Removal ProcessFor Identifying & Addressing Root Causes,69,Barrier Removal Process Steps,Perform process mapping Perform distributional analysis of data Begin the removal process 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/driver to middle management,Barrier Ranking Worksheet,Difficulty: 1 = Easy, 10 = Difficult,Impact: 1 = Low, 10 = High,Barrier Removal Priorities Worksheet,The Barrier Removal Team (BRT),Barrier removal is most often and most effectively implemented by the creation of a specific, cross functional, Barrier Removal Team (BRT) The BRT will: Be empowered to remove the specific assigned barrier Follow 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 Management,The number of opportunities during a given calendar year to try, test, modify, learn and feedback from performing each critical business process.,Cycles of Learning Definition,W3s,Team Leader: Team Objective:,Scribe:,Start: End:,Recap of TCT Basics,1. Business Process Perspective 2. Process Maps 3. Measurement Drivers - CT - FPY - Other Productivity Measures 4. Set Aggressive Goals - Baseline - Entitlement 5. Identify and remove non-Value Added process steps,6. Remove Barriers & Substitute Processes - Fishbones - CFT/BRT Teams 7. Link Driver Improvements to Results (Cockpit Chart) 8. Apply Cycles of Learning to improve processes - Teams (CFT and BRT) - Rollout organizations 9. Control & Manage AIPs - Starts Control - W3s 10. Effective Meeting Management,