1、HengAn Sales Training,恒安 销售培训,Meeting Approach and Ground Rules 会议方法和基本规则,Engage in whole brain learning Verbal Visual Team and Group Activities We are here to explore Opportunities Issues ProcessEveryone is here for a reason Active participation Questions/challenges Share ideas, values, perspective
2、s Rules No mobile phones No side talking No in & outs Be on time. Make the most of your time!,全身心投入学习: 听取讲解 观看演示 小组和集体活动 我们在这里探索: 机遇 问题 流程 大家不可能无缘无故来参加培训: 积极参与 问题/挑战 分享心得、价值观和观点 规则: 不准使用手机(关闭) 不准交头接耳 不准随便出入按时到会并充分利用时间,TCT Training Agenda :,TCT培训日程：,Paradigm Shift :,TCT培训日程：,Paradigm Shift :,TCT培训日程：
3、,TCT Training Agenda :,TCT培训日程：,Thomas Group & HengAn TCT ActionIntroduction托马斯集团 &恒安 TCT行动 简介,A management services company founded in 1978 Global clients with both manufacturing and service companies More than 250 experienced senior executives as “resultants” Over 300 successful competitiveness im
4、provement programs Headquartered in Dallas, Texas Offices in Dallas, Detroit, Washington, Hong Kong, Singapore, and Frankfurt,成立于1978年的管理服务公司 在全球拥有制造和服务行业的客户 250多个资深的高级管理人员作为我们的“结果顾问” 300多个成功提高企业竞争力的项目 总部在Dallas, Texas 在达拉斯，底特律，华盛顿，香港，新加坡和法兰克富都有设立分公司,Who is the Thomas Group? 托马斯集团是什么样的公司？,TCT是一种经过验证
5、的，可以用来成功提高竞争力的方法 TCT将流程与衡量指标联系起来，从而达到预期的结果 ”手把手“的教导方式，我们与你们一起工作 托马斯集团有很多成功的记录,TCT is a proven methodology for improving competitiveness TCT Links processes and measurements to achieve the desired results “Hands-on” approach, we work with you Thomas Group has a track record of success,What is the Tot
6、al Cycle Time (TCT) program? 什么是总周期时间(TCT)？,具有竞争力的领导地位 最快的客户回应速度 最低的成本 同等价格下最好的质量 快速开发的产品和服务 高生产/工作效率 优化资源得到灵活的生产能力 给所有人客户、雇主、员工、以及供应商带来巨大的价值,Competitive Leadership Fastest Customer Responsiveness Lowest Costs Best Quality for the Money High Speed Product/Service Development High Productivity Flexib
7、le Capacity with Optimized Resources Excellent Value for all customers, owners, employees, suppliers,What determines competitive advantage? 竞争优势由什么来决定？,Competitiveness Is Driven by : 竞争力由.驱动,最好的人 Best People,最好的战略 Best Strategy,最好的流程/管理方法 Best Processes / Management Methods,最好的结果 Best Results,Change
8、 is a challenge, and Change is an opportunity. It all depends on how you respond. Its not “business as usual” anymore.,变革是一种挑战，也是一种机会，全在于你如何对待,没有一成不变的企业,View Change as an Opportunity 把变革看成一种机会,二十年的经验及300多个成功项目告诉我们企业可选择的战略并不多 战略通常都很相似 行业内极少秘密 全球一体化 挑剔的客户 没有万灵药 更短的产品生命周期 速度已经成为显著的差别标志时间是竞争力的驱动因素,Twent
9、y years and more than 300 Engagements tell us:Fewer strategic options are available strategies are often similar Very few industry secrets Globalization Demanding customers one solution does not fit every one Shorter product life cycles Speed has become a huge differenceTIME is the DRIVER of competi
10、tive leadership.,Top Challenges of Industry Leaders 行业领航者的最大挑战,反应 对他人发起的变革作出回应2. 什么也不做 成为变革的牺牲品3. 领导潮流 成为变革的代言人,React - Respond to changes initiated by othersDo Nothing - Be victimized by changes that comeLead - Be the agents of change in their industry,Companies Have Three Choices with Respect to t
11、he Changing Environment 公司对不断变化的环境有三种选择,）,）.,”增加资源“的方法设备 人 供应商 产品 技术 资金总周期时间(TCT)方法 流程 方法 文化 规章 行为 战略,“Add Resources” Approach Equipment/Facilities People Suppliers Products Technology FinancingTotal Cycle Time Approach Processes Methods Culture Metrics Behavior Strategy,Two Basic Tactics For Improv
12、ement 两种用于改进的基本方法,立法 购买 通告竞争力只能通过 来得到更好 更能满足客户需要 更可信赖的产品,Legislated Bought Edicted COMPETITIVENESS CAN ONLY BE MANAGED BY DELIVERING TO THE MARKETPLACEBetter More Desirable More reliable Products,Competitiveness Cannot Be 竞争力不能通过来得到,思维定式：一系列的规则 用于介定范围和决定在此范围内的成功之道,Paradigm:A set of rules that establ
13、ish boundaries and tell how to be successful within those boundaries,Improvement Requires Culture Change 企业的进步要求企业文化的变革,Implementation实施,分析Analysis,研讨会Workshop,架构 Architecture,部署Deployment,用时间驱动 DrivingwithTime,取得成果RealizingResults,持续发展 ContinuousImprovement,续 continued.,Thomas Group utilizes a powe
14、rful process to drive major improvements for the client.,托马斯集团运用一个高效的流程为客户推动重大的改进,The Thomas Group TCT Process 托马斯集团的总周期时间流程,分析Analysis,研讨会Workshop,架构 Architecture,部署Deployment,用时间驱动 DrivingwithTime,取得成果RealizingResults,持续发展 ContinuousImprovement,Attributes of Architecture are: Identify Key processe
15、s Create the roadmap Define the program scope Select and assign BIT & CFTs Develop the start-up plan,架构阶段的特征包括: 识别主要流程 创建路标 定义项目范围 选择和任命业务改进团队及跨功能小组 制订启动计划,The Thomas Group TCT Process 托马斯集团的总周期时间流程,续 continued.,分析Analysis,研讨会Workshop,架构 Architecture,部署Deployment,用时间驱动 DrivingwithTime,取得成果RealizingR
16、esults,持续发展 ContinuousImprovement,continued.,Attributes of Deployment are: Start-up program on site Form and train CFT teams Install measures Implement other program activities,部署阶段的特征包括： 进场并启动项目 组建和培训跨功能小组 落实衡量指标 实施其他项目活动,The Thomas Group TCT Process 托马斯集团的总周期时间流程,分析Analysis,研讨会Workshop,架构 Architec
17、ture,部署Deployment,用时间驱动 DrivingwithTime,取得成果RealizingResults,持续发展 ContinuousImprovement,continued.,Attributes of Driving with Time are: Drive and control with measures Continuously review Architecture Identify and remove Non-value process steps Remove Barriers through CFTs and BRTs,时间驱动阶段的特征包括: 用衡量指
18、标来驱动和控制 不断回顾项目架构 找出并排除无附加价值的流程步骤 通过跨功能小组和排障小组来排除障碍,The Thomas Group TCT Process 托马斯集团的总周期时间流程,分析Analysis,研讨会Workshop,架构 Architecture,部署Deployment,用时间驱动 DrivingwithTime,取得成果RealizingResults,持续发展 ContinuousImprovement,continued.,Attributes of Realizing Results are:Maintain program drumbeatReap the ben
19、efitsSustain the results,取得成果阶段的特征包括: 保持项目的节奏性 获取效益 保持结果,The Thomas Group TCT Process 托马斯集团的总周期时间流程,分析Analysis,研讨会Workshop,架构 Architecture,部署Deployment,用时间驱动 DrivingwithTime,取得成果RealizingResults,持续发展 ContinuousImprovement,Attributes of Continuous Improvement are:Refocus the programUpdate the goals (
20、Entitlements)Monitor and re-inspire the CFT Teams and workers,持续发展阶段的特性包括：调整项目的重点 更新目标 （目标状况） 监督并不断激励跨功能小组和员工,The Thomas Group TCT Process 托马斯集团的总周期时间流程,架构 托马斯集团的责任 持续分析业务流程 将改进的机遇/目标/挑战结合起来 制订项目架构 - 变革的路标 将现有的项目和总周期时间结合起来 建立和量化驱动因素和结果之间的联系 定义时间线、行动和影响 识别主要的成功因素并将其排序,ArchitectureTG Responsibilities
21、Continue analysis of business processes Align improvement opportunities/objectives/challenges Develop program architecture - a roadmap for change Integrate current initiatives with TCT Establish and quantify driver/result linkage Define timeline, actions and impacts Identify and prioritize key succe
22、ss factors,Roles & Responsibilities: Program Phases 项目各阶段的角色和责任:,架构（续） 恒安的责任 保证高层管理人员的全体参与 明确目标和挑战 在分析流程中对项目架构团队给予支持 识别现有项目和业务指标 识别症状、障碍和替代流程 建立业务改进团队，确认主要的任务,Architecture (Continued)HengAn Responsibilities Ensure full participation by top management Clarify objectives and challenges Support archite
23、cture team in analysis process Identify current initiatives and business measures Identify symptoms. barriers & substitute processes Establish BIT and identify key assignments,Roles & Responsibilities: Program Phases 项目各阶段的角色和责任:,部署 托马斯集团的责任 总周期时间基本概念的培训 推动AIP管理流程 推动总周期时间衡量指标的落实 推动流程的规划和评估 推动沟通模式 推动
24、管理流程的改进,Deployment TG Responsibilities Teach and train TCT fundamentals Drive AIP management process Drive Installation of TCT measures Drive process mapping and evaluation Drive communications model Drive management process improvement,Roles & Responsibilities: Program Phases 项目各阶段的角色和责任:,部署（续） 恒安的
25、责任 建立跨功能小组的基础设施 对减少AIP的项目实施进行管理 排除管理流程中的障碍 对障碍的识别和排序进行管理 将内部激励制度和目标结合起来,Deployment (Continued)HengAn Responsibilities Establish CFT infrastructure Manage implementation of AIP Reduction Resolve management process barriers Manage barrier recognition and prioritization Tie internal incentives to objec
26、tives,Roles & Responsibilities: Program Phases 项目各阶段的角色和责任:,实施 托马斯集团的责任 运用建议模式和启发方法进行辅导 保持会议和衡量指标的节奏性 辅导管理层人员 通过排除障碍来推动流程的改进 推动升级流程 推动总周期时间来达到目标状况 推动实现结果来达到目标状况 推动内部化和管理实施职能,Implementation TG Responsibilities Coach teams using strawmen Maintain meeting and measurement drumbeats Mentor management Dri
27、ve process improvement via barrier removal Drive the escalation process Drive TCT measures to Entitlement Drive results to Entitlement Drive internalization & management forcing function,Roles & Responsibilities: Program Phases 项目各阶段的角色和责任:,实施 （续） 恒安的责任 帮助客户了解驱动因素和结果的联系 将衡量指标和绩效考评图内部化 排障流程的管理 识别并排除停
28、滞不前的现象 管理升级流程 将沟通模式内部化 采取实际行动来达到既定目标 内部化持续改进流程的工作,Implementation (Continued)HengAn Responsibilities Lead Client understand Driver/Result linkage Internalize measures and cockpit charts Manage the barrier removal process Manage stall identification and removal Manage the escalation process Internaliz
29、e the communications model Take actions to achieve stated objectives Internalize continuous process improvement,Roles & Responsibilities: Program Phases 项目各阶段的角色和责任:,BRT=为了解决专门问题和排除业务流程障碍而组建的临时排障小组 * BRT = Temporary Barrier Removal Teams for Subject Matter Barriers and Business Process Barriers,业务改进
30、团队 （CEO和主要成员+TG顾问经理) 推动变革，排除文化障碍 Business Improvement Team (BIT) (CEO and Key Staff + TG Results Manager) Driving Change and Removing Cultural Barriers,主要的跨功能小组 （CFT）,- 识别机遇 - 解决问题 - 排除障碍 - 实施解决方案,Implementation - Typical Program Structure 实施 - 典型的项目结构,（销售、营销、生产等） (Sales or Marketing or Manufacturin
31、g etc.),关键流程 (CFT) Key Process,ID OpportunitiesProblem Solving - Remove Barriers - Implement Solutions,- 识别机遇 - 解决问题 - 排除障碍 - 实施解决方案,ID OpportunitiesProblem Solving - Remove Barriers - Implement Solutions,主要的跨功能小组 （CFT）,Implementation - What is the BIT? 实施 - 什么是BIT？,BIT = 业务改进团队业务改进团队是与托马斯集团顾问经理密切合作
32、的最高管理层,BIT = Business Improvement Team A team of the most senior management in partnership with the Thomas Group Results Manager,Implementation - The BIT: Leading Change 实施 -业务改进团队:领导变革,业务改进团队(BIT)的角色“变革的先锋”“领导和推动”，而不是“掌舵和回顾”确保流程的改进能够反映到利润上支持跨功能小组并对他们的成果负责,The Role of the Business Improvement Team (
33、BIT)“Champions of change” “Leads and drives,” not “steers and reviews” Assure process improvements are captured in the bottom line Sponsor Cross Functional teams and maintain accountability for their results,业务改进团队必须是“变革的先锋”必须非常积极；“推动和领导”，而不只是“掌舵和回顾”确保流程的改进能反映到利润上业务改进团队在实施过程中必须做到5个方面： 激励员工 识别问题 提供信息
34、 实施流程 内化流程,The BIT must be the “champions of change” Must be active; “drives and leads”, not just “steers and reviews”Assure process improvements are driven / captured on the bottom line.During implementation 5 things the BIT must address.Inspiration Identification Information Implementation Interna
35、lization,BIT Role BIT的角色,保持承诺，并通过辅导来传授所学知识 识别主要的AIP筛选标准 落实行动中的评估原则(3W) 展望未来的改进成果 激励 CFT成员，让他们向目标状况前进 进行有序的管理 保证信息流的顺畅性准确性,Demonstrate Commitment and Coach Learning Identify key AIP filters Install discipline for 3W review of actions Expect improvement Challenge CFTs to drive to entitlement Manage to
36、 a drumbeat Assure information flow is unobstructed and undistorted,BIT Responsibilities BIT的责任,提供必要的资源和人员来加快项目的进度 听-听取托马斯集团和各CFT的建议 庆祝成功，论功行赏 授权公司各部门去尝试新事物和新流程 负责排除文化障碍 运用总周期时间来获得市场竞争优势,Supply necessary resources and energy to accelerate progress Listen - to Thomas Group and CFTs Celebrate success
37、- rewards and recognition Empower organization to try new things process Confront the culture barriers to change Utilize TCT to gain a competitive advantage in the marketplace,BIT Responsibilities (Continued) BIT的责任（续）,A team of people representing the various functional areas of the division that a
38、re required to achieve an agreed upon specific objective. What is the Purpose of a CFT?To radically improve the divisions global competitiveness by establishing a TCT mindset & methodology to effect continuous improvement in key business processes.,Implementation - What is a Cross-Functional Team? 实
39、施 什么是跨功能小组？,由来自公司不同职能部门的成员组成的团队，为达到一个具体的目标而共同奋斗。跨功能小组的目的是什么？通过培养总周期时间思维方式和学习总周期时间方法，对主要的业务流程进行持续改进，从而迅速提高公司的全球性竞争能力。,Implementation - Examples of CFT Specific Objectives 实施 CFT具体目标的范例,Key process responsibility Bridge gaps between functions Map the process Install measurements Use data for barrier i
40、dentification and removal-evaluate impact Drive results to top/bottom line Control AIPs Make corporation competitive,主要流程的责任 弥补各职能部门之间的差异 规划流程图 落实衡量指标 运用相关数据资料来识别并排除障碍- 评估影响 将各项结果贯彻到高层/基层 控制AIP 提高企业的竞争力,跨功能小组对整个流程负责 制订和使用流程衡量指标来推动变革 学习并运用TCT工具来改进流程 排除流程障碍，升级文化障碍 达到目标状况 成为一个密切合作的团队 尝试新事物,CFTsTake pro
41、cess ownership Set up and use process measurements to drive change Learn and used TCT tools to improve the process Remove process barriers and escalate culture barriers Drive to entitlement Work as a team Try new things,CFT and Employee Responsibilities CFT和员工的责任,恒安的员工了解和支持TCT理论和工具 识别并协助排除障碍 实施流程的变革
42、 达到并保持既定的绩效,Hengan Employees Learn and support TCT philosophy and tools Identify barriers and support their removal Implement process changes Drive to attain and maintain entitled performance,CFT and Employee Responsibilities (Contd) CFT和员工的责任（续）,一个“短期”的团队，在CFT的授权和指导下，排除已识别的具体障碍 BRT的使命是达到一个人所共识的具体目标
43、，对障碍进行排除或向CFT推荐排除障碍的方法 BRT向CFT报告成功的结果之后即可解散 BRT通常包括相关的专业人员,A “short term” team chartered by and directed by the CFT to pursue the removal of a specific, identified barrier The Mission of the BRT is to achieve an agreed upon, specific objective, removing the barrier or recommending removal action(s)
44、to the CFTThe BRT reports success to the CFT and is then dissolved A BRT often includes Subject Matter specialists,Implementation - What is a Barrier Removal Team (BRT)? 实施 - 什么是排障小组(BRT)？,为了成功地进行变革，一定要给相关的人或团体进行授权授权是指相关的人或团体： 被授予完成任务所需的权力 被明确地告知相关的角色及责任 明确自己的工作目的和范围 接受权力并承担风险和稍许失败的责任，可能经常面对这种情况，但会从
45、中获取经验 自行制订解决方案并予以实施,For change to succeed, teams, people and groups must be EMPOWERED Empowerment is a state when people, teams and groups: Have been given formal authority to accomplish their task Have been provided with a clear statement of their roles, responsibilities, and accountability Have be
46、en given clear objectives and parameters within which to work Accept the right, risk and responsibility to fail a little bit, maybe often, but to therefore gain Cycles of Learning! Are free to identify and execute solutions to the problem,Implementation - The Definition of Empowerment 实施 - 授权的定义,Bal
47、ancing Between Running and Improving the Organization(Feedback and Control) 平衡企业的正常运作和改进 - 反馈和控制,WeeklyCFT meetings CFTs action item review Barrier Removal Teams (BRT) meetings RM/Resultant one-on-one contact with BIT members,每周CFT会议 CFT行动项目的回顾 排障小组(BRT)会议 顾问经理/结果顾问与业务改进团队成员之间的单独讨论,Balancing Between
48、 Running and Improving the Organization(Feedback and Control) 平衡企业的正常运作和提高 - 反馈及控制,MonthlyResults measurementsFinancial measures Budget to Entitlement status Client cockpit chart review Communications update,每月结果衡量指标 财务衡量指标制订目标状况的预算回顾客户绩效考评图就最新进展情况进行沟通,行动 Actions,行动Actions,行动Actions,行动Actions,减少现有的库
49、存天数 Reduction In Days Inventory On Hand (DOH),改进供应链流程可得到的收益 Improved Supply Chain Process Benefit,-10%,-26 %,-40 %,目标状况 Entitlement,-40 %,-40 %,内部化Internalization 实现结果 Realizing results,基础状况 Baseline,联系图范例 Example Link Chart,行动Actions,内部化Internalization 实现结果 Realizing results,行动Actions,内部化Internaliz
50、ation 实现结果 Realizing results,Mos=月份,Define Components of the Cost of Ownership Identify Skill Requirements for the Procurement Process Assess Skills of the Organization Prepare Training Program Train Employees ABC Analysis of Raw Material and Finished Goods (All Locations) Design Method of Managing Aged Material Evaluate Purchasing Agreements Consolidate Inventory Information Evaluate Systems Capabilities Develop Obsolete Inventory Disposal Plan Identify Scrap Reduction Opportunities Research Cost of Warehousing Research Materials Handling Costs,
