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【導(dǎo)讀】©1988ThomasGroup,Inc.AllRightsReserved.“Faster,inalmosteverycase,isbetter.©1988ThomasGroup,Inc.AllRightsReserved.HowdoIreducecosts?addingresources?continued...©1988ThomasGroup,Inc.AllRightsReserved.©1988ThomasGroup,Inc.AllRightsReserved.TheThomasGroupTCT?Process. continued...fortheclient.©1988ThomasGroup,Inc.AllRightsReserved.TheThomasGroupTCT?Process. PerformtheAnalysis. GatherInformation(on-site,in-country). AnalyzeInformation(Offsite). continued...©1988ThomasGroup,Inc.AllRightsReserved.TheThomasGroupTCT?Process. continued...©1988ThomasGroup,Inc.AllRightsReserved.TheThomasGroupTCT?Process. Createtheroadmap. continued...©1988ThomasGroup,Inc.AllRightsReserved.TheThomasGroupTCT?Process. Installmeasures. continued...©1988ThomasGroup,Inc.AllRightsReserved.TheThomasGroupTCT?Process
【正文】 n/Development FPY (D) On Time Delivery (R) 0 10 20 30 40 50 60 70 80 90 100 Jul96 Aug96 Sep96 Oct96 Nov96 Dec96 Jan97 Feb97 Mar97 Apr97 May97 Jun97 % ( Key Deliver ables plet ed / Key Del due) 0 10 20 30 40 50 60 70 80 90 100 Aug96 Sep96 Oct96 Nov96 Dec96 Jan97 Feb97 Mar97 Apr97 May97 Jun97 Act uals FPY I I Act uals FPY I I I Act uals FPY I V Design/Development FPY (D) On Time Delivery (R) 0 10 20 30 40 50 60 70 80 90 100 Jul96 Aug96 Sep96 Oct96 Nov96 Dec96 Jan97 Feb97 Mar97 Apr97 May97 Jun97 % ( Key Deliver ables plet ed / Key Del due) 0 10 20 30 40 50 60 70 80 90 100 Aug96 Sep96 Oct96 Nov96 Dec96 Jan97 Feb97 Mar97 Apr97 May97 Jun97 Act uals FPY I I Act uals FPY I I I Act uals FPY I V PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 40 Analysis CEO Workshop Archi tecture Deploy ment Driving with Time Realizing Results Continuous Improve ment Using a Structured Process for Removing Barriers continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 41 Substitute Processes ? Justincase investments ? Suboptimization ? Coverup investments ? Improving the forecast Cultural Barriers ? Paradigms ? SelfMedication ? Resource addition vs. Barrier Removal ? No accountability ? Denial ? Optionalism ? Executive Incentives Subject Matter Barriers ? Design Specs ? Engineering ? Cost Accounting ? Pricing ? Warranty Business Process Barriers ? Ineffective Measures of Process Performance ? Poor process design ? Changing Priorities ? Rework ? Bottlenecks 1x 10x 100x Using a Structured Process for Removing Barriers PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 42 Barrier Removal Process Steps ? Map the processes ? Analyze data ? Begin removal process to expose other barriers ? Use generic barrier list to spur ideas ? Use fishbone to find root cause ? Use substitute processes to discover other barriers continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 43 ? Control barrier removal starts ? Use Barrier Removal Teams ? Remove substitute processes ? Distribute feedback ?Top to middle management ?Peer group management Barrier Removal Process Steps PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 44 Balancing Between Running and Improving the Organization (Feedback and Control) ? Business Improvement Team (BIT) action item review ? Results Manager (RM)/CEO and COO oneonone ? Business Improvement Team (BIT) meetings ? Driver measurements review Process CrossFunctional Teams/Barrier Removal Teams (CFT/BRT) meetings ? RM/Resultant oneonone meetings with BIT members Weekly continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 45 Balancing Between Running and Improving the Organization (Feedback and Control) ? Results measurements ? Financial measures ? Budget to Entitlement status ? Client cockpit chart review ? Communications update Monthly PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 46 Sustaining Change ? Must have a process to: ?Detect potential performance degradation ?Take corrective action ?Create ongoing interaction to: ?Find what’s working and what’s not working ?Identify the top barriers ?Create and distribute best practices continued... PROPRIETARY 169。 1988 Thomas Group, Inc. All Rights Reserved. 47 ? Business Improvement Team action item review ? Managing the flow of work Feedback and Control Change Acceleration Attributes ? RM/CEO and COO oneonone ? BIT meetings ? Driver measurements review ? Results measurements review ? Financial measures ? Process CrossFunctional Teams/ Barrier Removal Team meetings ? Leadership from the top ? Balance between running and improving the organization ? Continual review and update of the plan ? Measurements that illustrate the progress ? Structured process for barrier identification and removal ? Communication of the vision and the progress Sustaining Change
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