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 & Effect Diagrams
Cycles of Learning and Effective Meeting Management
What 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 growth > 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 successful cycle time reduction programs
TGI MissionTGI Mission
To Make Businesses Competitive
By Using
To Drive
Total Cycle Time®
Improved Responsiveness and
Accelerated Results using
Minimum Resources
3 R’s3 R’s
What Was Thomas Group’s RoleWhat Was Thomas Group’s Role
At Esquel?At Esquel?
Outside objective change agent…committed to
improved results
Define business processes critical to Esquel’s
competitiveness
Establish aggressive performance targets at which
Esquel is entitled to operate….dramatic improvements
over baseline
Apply Thomas Group’s Total Cycle Time
methodology to help Esquel reach entitled
performance…. within eighteen months
Total Cycle Time (TCT) Basics
Corporate Competitiveness is Corporate Competitiveness is
Driven by the 3 R’sDriven by the 3 R’s
Responding quickly to customers needs for
present and future products & services.
Results acceleration, particularly in fast delivery,
lower costs and improved quality.
Resource effectiveness, particularly in people
costs and cash tied-up.
RR
RR
RR
Faster & Better Results than the Competition -
But using fewer Resources than the Competition
Business as a series of ProcessesBusiness as a series of Processes
All businesses organizations (whether manufacturing,
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 in all business processes from
identification 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 quality
The time it takes to change the way a
company does things.
Most difficult to change
Total 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
ImprovementImprovement
Total Cycle Time (TCT) drives Total Cycle 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 Time
Cross Functional Team (CFT)Cross Functional Team (CFT)
What 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 processes
2. Radically improving the organizations’ global competitiveness
3. Internalizing the TCT processes to ensure continuation of the
process improvement
Why are Cross-Functional Teams Needed?Why are Cross-Functional Teams Needed?
Problems and solutions do not completely reside within one
department
All functional elements involved in a process need to contribute
Members should bring knowledge, objectivity and new view points
to problem solving
The 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 by 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
activities 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 clear goals and hold the team accountable
Lead team in carrying out its objectives
Ensure that team meetings are action oriented (3W’s)
Keep team focused without dominating meetings
Transfer required CFT skills to new members
Role of Team MembersRole of Team Members
Responsible for contributing to the team’s success by:
Representing company (empowered decision maker)
Communication; 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 ScribeRole 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 W3’s (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
NO. What Who When Status
1
2
3
4
W3’sW3’s
Team Leader:
Team Objective:
Scribe: Start:
End:
Role of The Measurement SpecialistRole 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 & 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, 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 Chart
The TCT Process - The Methodology The TCT Process - The Methodology
Sequence … 16 STEPSSequence … 16 STEPS
1. Identify the key business process
2. Establish the scope of the process
3. Identify and bring together the key players for the CFT
4. Validate the scope and determine the process boundaries
5. Map the process, including CT and FPY data for each step
6. Establish baseline (“as is”) performance in CT and FPY
7. Determine value-added and non-value-added process steps and activities
8. Remove non-value-added steps and create a “should-be” map
(Entitlement process)
9. Determine meaningful measurements
10. Design the measurement system - drive desired behavior
11. Establish initial entitlement goals in CTs and FPYs, other measurements
12. Identify the barriers to process improvement
13. Develop cause-and-effect diagram to find the root cause barriers
14. Rank-order root cause barriers to determine the best course of action
15. Assign and schedule barrier removal actions (BRTs)
16. Track progress through the measurement system
THE 16 STEP PROCESS CAN BE BROKEN DOWN INTO THE 16 STEP PROCESS CAN BE BROKEN DOWN INTO
4 GROUPS OF ACTIVITIES4 GROUPS OF ACTIVITIES
1. IDENTIFY the key processes, process owners and
key players
2. Determine the scope and MAP the processes
3. Set up a MEASUREMENT system, determine
baseline and entitlement
4. Identify and remove BARRIERS to improved
process performance and manage improvement
with drumbeat feedback process
Process MappingProcess Mapping
Business 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 can 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 time
Business Process MapsBusiness Process Maps
In order to start the TCT Process (Step 5 of the “16 Steps”) it is
necessary to construct Process Map(s) of the critical business processes
Process Maps are a graphical picture of the flow (in time) of a
process or activity
Process Maps provide an overview of the process and describe the
path the process follows from beginning to completion (start to stop
as defined in the charter)
Show how the processes work across functional and geographic
lines
Process maps are drawn at various levels of detail to assist in the
evaluation of each process step
Mapping…..Scope of the ProcessMapping…..Scope of the Process
We must first define the scope and the purpose of the process.
• What 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 customer’s order)
3) Process Boundary - 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?)
Maps…Cross-Functional DiagramsMaps…Cross-Functional Diagrams
List the functions/organizations down the left side 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.
TGI’s basic symbol set for cross-functional flow diagrams in a high-level
process are shown below.
Process stepPrepare Forecast
Approve? Decision
Repeat or
rework step(s)
Go Back to
Step 2
Inventory (non first-in/first
out) or backlog
Nondeterministic
process step
Stockroom
Design New
Code
Starts control
Business Process ManagementBusiness Process Management
In addition to the 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.
Arrows always go left to right !
Show reiteration like this:
Show decisions like this:
Approved?
Repeat previous
process from
X to Y
Yes
No
Approved?
Yes
No
or Color 2
Orange
Red
Blue
Cross-Functional Mapping Process
Define scope.
List functions involved down left hand side of paper.
Identify sequence of activities.
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)
CT1
B/L: 18
ENT. 14
Fulfillment FPY B: %,
E: 85%
FPY3
B= 97%
E=100%
1
.75 Unit: Day
Fulfillment CT
Changzhou Process Map Changzhou Process Map (Page 2)(Page 2)
FPY4 FPY5 FPY6 FPY7 FPY8
B=87%
E=96%
B=92%
E=95%
B=80%
E=95%
B= 94%
E=100%
B=95%
E=98%
Unit: Day B/L
ENT.
6
8
3
CT2 CT3 CT4
MeasurementsMeasurements
MeasurementsMeasurements
Measurements are necessary to “keep score”
. how can we determine if we are making
improvements unless we have well defined 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 measurements
Static and Dynamic Cycle TimesStatic and Dynamic Cycle Times
Cycle Times have specific 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 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 Measurement
• Static cycle time is the historical measure of cycle time based on
analysis of 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 Look
Frequency of
Occurrence
What is happening here?
Use high/low
diagnostic analysis
and especially
here?
Static Cycle TimeStatic Cycle Time
Population of One
A fabric manufacturing process which starts on June 12 and
concludes on July 19 has a static cycle time of 37 days.
Start
June 12 Stop
July 19
Static Cycle Time = 37 Days
Static Cycle Time
(For populations of more than one)(For 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 days 3 completed in 7 days
8 completed in 3 days 2 completed in 8 days
7 completed in 4 days 6 completed in 9 days
sCT= Static cycle time = (4X2)+(8X3)+(7X4)+(3X7)+(2X8)+(6X9)
30
sCT = days for that specific time period
Dynamic 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 at
both the beginning and end of the period.
Dynamic Cycle Time = Actions in Process (AIP)
Average Processing Speed
NOTE: The period of time may be one day, one week, one month -
the shorter the time period the more instantaneous the cycle
time measurement
Dynamic Cycle TimeDynamic Cycle Time
• Is a leading indicator
• dCT = AIP’s / Process Speed
• AIP’s and process speed can vary through
measurement period
• Need parameter estimates
Dynamic Cycle Time Example
(All data is for a one month time period)
Beginning garment inventory 4600
Ending garment inventory 3600
Garments out to stock 31500
An average garment requires days to progress through the
waiting queues and processes and to exit from the line.
Average Work in Process
Process Speed
=
Beg. Inv. + End. Inv.)/2
OUTS
CT =
= =(4600 + 3600)
4100
31500 Month2
31500
=
=
.13 (30 days/month)
days
Non-Manufacturing Cycle Time ExampleNon-Manufacturing Cycle Time Example
You are operating a purchasing organization with the following
characteristics:
Work-in-process inventory beginning of month = 1,800 orders
Work-in-process inventory end of month = 2,200 orders
The average daily placement rate is = 125 per day
What is the cycle time of the operation in work days?
Dynamic and Static Cycle Time Dynamic and Static Cycle Time
ComparisonComparison
Static Cycle Time Dynamic Cycle Time
1. Lagging indicator 1. Leading indicator
2. Formula involves only cycle 2. Formula involves AIPs
times of completed actions and processing speeds,
not just completions
3. Good for low transaction 3. Good for high
process steps transaction process steps
--develop new products-- --big amount production--
= Completed CT1 +…+CTn = Average AIPs
n Average Processing Spd
Process Total Cycle TimeProcess Total Cycle Time
Sub Process #1 (Marker Making)
Sub Process #2 (Cutting)
Sub Process #3 (Sewing)
Sub Process #4 (Washing)
Sub Process #5 (Press / Pack)
CT1 + CT2 + CT3 + CT4 + CT5 = Total Cycle Time
Processes are often comprised of several Sub Processes….
First Pass YieldFirst Pass Yield
First pass yield (FPY) is measure of the Quality of a Process.
No. AIPs Completed To Spec, without rework, first pass
FPY = X 100
Total Number AIPs Processed
• First 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 of activities completing a process the first time,
correctly, without rework.
First Pass Yield MeasurementsFirst Pass Yield Measurements
ExamplesExamples
Engineering
Percent drawings to manufacturing
which do not change
Percent projects that go through
manufacturing with no unscheduled
engineering help
Manufacturing
Percent incoming parts neither
reworked nor returned
Percent assembly kits complete
when delivered
Percent garments complete without
rework
Percent subassemblies into final
assembly with no rework
Test
• Percent each test passing
first time with no waits/no
rework
Purchasing
• Percent purchase requests
okay to order with no change
• Percent incoming goods able
to be received immediately
Generic First Pass Yield ModelGeneric First Pass Yield Model
SCOPE
Queue
Work OK?
Rework OK?
Yes
No
Process
Yield
This
boundary is
determined
by what data
is available
First Pass Yield
Cancel Scrap
Process Boundary
Generic First Pass Yield ModelGeneric First Pass Yield Model
SCOPE
Queue
Work OK?
Rework OK?
Process
Yield
This
boundary is
determined
by what data
is available
First Pass Yield
Cancel Scrap
Process Boundary
Yes 90%
No 10%
No 20%
Yes
80%
What are the FPY and Process Yield here?
Yield CalculationsYield Calculations
total outs - rework - hold
FPY % =
total outs + scrap + cancellations
total outs
Process Yield % =
total outs + scrap + cancellations
Per given time period
X 100
X 100
How to calculate FPY?
Baseline and EntitlementBaseline and Entitlement
Baseline: An historical or “as is” level of performance, verified
by measurement (historical data - 3 months minimum)
Applied to any measure
Sometimes good, sometimes not up to expectations
Entitlement: An improved level of performance resulting from a
measurable, documented cycle time reduction program
Generally equal to or better than industry standards
An objective rather than an arbitrary performance level
Requires no new resources to reach Entitlement
Baseline, Theoretical and EntitlementBaseline, Theoretical and Entitlement
• Perfect World
Lot size of 1
—No Queue
—No set-ups
No down time
• Dedicated Resources
• Historical best (expedited or hand carried
lot)
• Comparison to competition’s best
• Comparison to best of similar process in
other industries
Historically based
measurement of the
everyday performance
level of a business
process that has
been mapped.
• Factor applied to theoretical to estimate entitlement
• Generally 2 to 3x for a production or linear process
• Generally 2 to 10x for a non-production or non-linear process
• Multiplier provides transition from unobtainable perfect world to account for real world inefficiencies
Multiplier
3
Theoretical
2 4
Entitlement Baseline
1
Cycle
Time
Typical Performance DistributionsTypical Performance Distributions
Fr
eq
ue
nc
y
of
O
cc
ur
re
nc
e
Fr
eq
ue
nc
y
of
O
cc
ur
re
nc
e
Shorter Longer
TheoreticalTheoretical
Strategic BestStrategic Best
Often Requires Increased InvestmentOften Requires Increased Investment
EntitlementEntitlement
Realizable Performance Using Existing ResourcesRealizable Performance Using Existing Resources
BaselineBaseline
Existing PerformanceExisting Performance
Measurements Reporting Measurements Reporting
The Cockpit ChartThe Cockpit Chart
Customer
Satisfaction
• Claims ($) &
Returns
• Customer
Survey Results
Market
Share
• % of Addressable
Market
• US & Non US
Cycle
Time (CT)
• Quotations
• Samples
Revenue Volume &
Operating Margin
• HK, Gaoming & Penang
• Measured in $ and in Quantity (dozens)
• Operating income as percentage
CT & FPY
Order
Entry
Sales
Discounting
Factory
Loading
• % of Capacity
• Dozens (actual)
Sales
Expenses
• Vs Budget
• Vs Revenue
On-Time
Delivery
• Samples
• Production
Barrier RemovalBarrier Removal
Typical BarriersTypical Barriers
Dye process
Defect density
Strength of materials
Pricing
Color matching &
inspection
Merchandising
Material handling
Inspection versus
prevention
Large lot sizes
Bottlenecks
Poor scheduling
Poor process design/
implementation
Rework
Communication
Low first pass yield
Push vs. pull
Measurements and
controls
Performance incentives
Business is viewed as
disjointed functions
Denial
Negotiating price
Paradigms that resist
change
Top-Down Management
Subject Matter Business Process Culture
Why Remove Barriers?Why Remove Barriers?
Improve cycle time
Improve first pass yield
Improve cost
Improve other operational indices
Reduce frustration
Business
Process
Barriers
Barriers are InterrelatedBarriers are Interrelated
Culture 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.
Rewarding employees for the use or implementation of substitute processes tends to
lock-in the existing culture barrier or paradigm.
Culture
Barriers
Substitute
ProcessesSubject
Matter
Barriers
Barrier Identification and CharacterizationBarrier Identification and Characterization
Subject Matter Barriers:
Unique industry or business content:
Sewing machine thread tension
Work station’s boot sequence
Cell phone wiring schematic
Unique functional expertise content:
Manufacturing specification
Garment pattern making
Accounting cost system
Marketing data sheet
Typically, Subject Matter Barriers can be removed by individual contributors
if they are not constrained by business process and culture barriers.
Barrier Identification and CharacterizationBarrier Identification and Characterization
Business Process Barriers:
Prevent activities from fitting into a set of seamless
processes that meet entitlement
Lot size
Bottlenecks in the process flow
Poor scheduling
Poor process design
Typically, 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 Characterization
Culture 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 solving
Typically, Business Culture Barriers must be removed by upper
management working with an outside leader/driver
Substitute ProcessSubstitute Process
Substitute 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 subject
matter, business process and culture barriers.
Substitute processes usually require additional resources by:
Attacking the symptoms of non-responsiveness
Making “Just-in-case” investments (example..EXTRA INVENTORY)
Cover-up investments and work arounds
Substitute Processes - Inventory examplesSubstitute Processes - Inventory examples
Inventory 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 mix
A vendor has process problems
Forecasting is poor
Resources not available -
equipment goes down or
people are absent
Scenario Inventory Addition
Finished goods inventory
Raw material inventory
All forms of inventory
Work-in-process inventory
Barrier Characterization Using
Cause & Effect Diagrams
Cause and Effect DiagramsCause and Effect Diagrams
“Fishbones”“Fishbones”
TCT uses cause and effect diagrams (Fishbones) to generate
cause, 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 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.
FishboneFishbone
The 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 constraints for a high ranking barrier you wish to
remove.
The Cause and Substitute Process DiagramThe Cause and Substitute Process Diagram
Substitute
Process
Substitute
Process
Substitute
Process
Possible
Cause Possible
Cause
Possible
Cause
State the
Effect
Effect - An event
that occurs as a
result of a cause
Contributing
factor to cause
Reason
contributing
factor
occurs
Which 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: 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 . & Removal Process
For Identifying & Addressing Root Causes
Brainstorm
and rank
“barriers”
Identify low
difficulty, high
impact
“barriers”
Select top
ranking
barriers
Develop
fishbone/ID
root causes
Ask “why”
until all root
causes
identified
Ask “why”
until all root
causes
identified
All root
causes
ID?
Rework
fishbone
Develop W3
action plans
for root
causes
Monitor
and
report
progress
Should
this be
escalated
to BIT?
BIT Action
Complete
barrier
removal
and
eliminate
substitute
processes
Y
N
Y
N
69
Barrier Removal Process StepsBarrier 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)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.
P1
P = Process
F = Feedback (“Feedforward”)
One Cycleof
Learning
Opportunity
®
Three
Cycles
of
Learning
Opportunities
®
Time
F1
P0
P0 P2
F1 F2
P1
P3
F3
Cycles of Learning Work Days Per Year
Per Year Cycle Time of Process in Work Days=
Cycles of Learning Definition
NO. What Who When Status
1
2
3
4
W3’sW3’s
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