A Quick Response Office Cell (Q-ROC) is not a random team that can be formed on any
individual department, but according to QRM a Q–ROC:

Is a cell which crosses functional structures and where we find multifunctional people gathered together (cross-trained). They form an independent team which is responsible for all the activities of that FTMS.

qrm q-roc


For the forming of a Q-ROC it is important to determine what activities need to be performed (roles). When we know the activities we know what roles we need in the Q-ROC. We speak about roles because we don’t need a different person for every activity. Because we have more roles than we need people the members of the Q-ROC need to be multifunctional or multi-purpose.


To make people multipurpose you need to train them. We talk about cross-training where person A teaches his activities or even his craftsmanship to person B. This is necessary anyway in case of illness of the first person. Besides it enriches the work and in this way it is possible to adapt the capacity to the needs of that moment by performing the same tasks with multiple people. Furthermore the number of transfers is being reduced with multi-functional people. In practice every transfer means one day lead time on average. So if we have 10 process steps performed by five members of the cell we already save five days on the lead time.

The last advantage is an increase of productivity. This is because a bigger part of the process is overseen by one person which leads to ideas which wouldn’t have been originated in the old days because people could not see the advantage or disadvantage of that idea.

For the cross-training we need a trainings program per person. Here we use a competence matrix in which all the activities and skills of the people are being noted.


It is important that people actually get-together physically and not only temporary for consultation, but period. People need to be taken out of the old functional department and have to be moved towards the new Q-ROC.  Even the reporting needs to be adapted to this new situation. It also gives a clear signal to rest of the organisation that we are really changing something.


With independent we mean that we should strive to the situation where the cell can perform its work absolutely standalone without the work having to leave the cell. To realise this the people in the cell not only have to be given their responsibilities but also new powers. Only this gives the necessary ownership to motivate people and to stimulate them to achieve the improvements.

You will find more information about the forming of cells  in appendix C of the book ‘It’s About Time’.