6西格玛执行中的成功因素

22,Click to edit Master text styles,Second level,Third level,Click to edit Master title style,Breakthrough Technologies, Inc.,6,执行中的成功因素,Success Factors in Six Sigma Implementation,Steve Zinkgraf,Sigma Breakthrough Technologies,概述Overview,科特的,领,领导变,化,化蓝图Kotter,sLeading ChangeRoadmap,每一步,的,的基准Benchmarks foreach step,领导层,执,执行蓝,图,图Leadership Implementation Roadmap,总结Conclusions,科特的8个程,序,序Kotter,sEightStageProcess,要有急,迫,迫感Establishasenseofurgency,产生领,导,导性的,合,合作Createaguiding coalition,规划远,景,景和策,略,略Develop avision andstrategy,交流变,化,化远景Communicatethechange vision,赋予职,员,员自由,行,行动的,空,空间Empower employeesforbroad,-,-basedaction,取得短,期,期盈利Generateshort-term wins,巩固盈,利,利，制,造,造更多,的,的机会Consolidategainsandproducemore change,固定新,方,方法Anchornew approachesinthe culture,第一步,：,：要有,紧,紧迫感Step 1,:,:Establishasenseofurgency,要素Elements,调查市,场,场竞争,实,实体Examine marketandcompetitiverealities,识别危,机,机，潜,在,在危机,和,和机会Identifycrises, potentialcrisesormajoropportunities,附加Pluss,要有积,极,极的紧,迫,迫感Positivesenseofurgency created,:,:AlliedSignal andGE,设定宏,伟,伟的税,收,收、收,入,入和生,产,产力目,标,标Setrevenue,income,productivitytargetsaggressively,责任清,晰,晰Accountabilityclear,要有高,层,层领导Seniorleadershipalwayspresent,Deltas,没有紧,迫,迫感Nosenseofurgency created,没有责,任,任心noaccountability,缺乏高,层,层领导Absence of seniorleadership,没有领,导,导性的,责,责任来,理,理解变,化,化Nocommitment of leadershiptounderstandchange,第二步,：,：产生,领,领导性,的,的合作Step 2,:,:CreateaGuiding Coalition,要素Elements,集中力,量,量领导,团,团体改,变,变Puttogetheragroupwith enoughpowertolead change,让该团,体,体像一,个,个小组,一,一样的,合,合力工,作,作Getthe group to worktogetherasateam,附加Pluss,联合信,号,号由责,任,任清晰,的,的冠军,小,小组开,始,始AlliedSignalstarts withgroupofChampions withclearaccountability,每月执,行,行理事,转,转变为6,委,委员会Exec CouncilbecomesSixSigmaCouncileverymonth,Polaroidcharterschampiongroup,冠军要,有,有强烈,的,的职务,能,能力，,专,专业知,识,识和可,行,行性Championsidentifiedwith strongpositionpower,expertise and/orcredibility,-,- Meetmonthly,对先进,的,的车间,赋,赋予重,要,要责任,并,并进行,培,培训Heavycommitment to up-front workshopsandtraining,Deltas,冠军的,职,职务能,力,力差Championshavepoor positionalpower,没有建,立,立正常,的,的合作Noformalcoalition established,没有给,予,予先进,的,的车间,相,相应的,责,责任和,培,培训Poor commitmenttoup,-,-frontworkshops andtraining,对结果,没,没有分,清,清责任Noclearaccountabilityforresults,第三步,：,：计划,远,远景和,策,策略Step 3,:,: Developavisionand strategy,要素Elements,创造远,景,景指导,改,改变工,作,作Createavisiontohelpdirectthe changeeffort,为该远,景,景展开,策,策略Develop strategiesfor thatvision (alignment,),),附加Pluss,制作简,单,单明确,的,的远景Visionsimple andclear,6应与有,力,力的行,为,为相联,系,系SixSigmaclearlylinkedtostrong performance,Maytag,/,/ Invensys combineSix Sigma withLean Manufacturing,清楚的,角,角色引,导,导合并Clearrole forguiding coalition,远景的,策,策略目,标,标结构Goal trees usedtolinkstrategytovision,Deltas,没有远,景,景被开,发,发，计,划,划只是,培,培训计,划,划Novisiondeveloped -programisa training program,没有急,迫,迫感支,持,持远景Nosenseofurgency to supportthe vision,用6,来,来检,查,查DoingSixSigmatochecka box,第四步,：,：交流,变,变化远,景,景Step 4,:,: Communicate thechangevision,Elements,使用每,一,一种可,能,能的途,径,径不断,交,交流远,景,景和策,略,略Useeveryvehiclepossibletoconstantly communicate visionandstrategies,引导员,工,工所期,望,望的合,并,并模型,行,行为Guiding coalitionmodelsbehaviorexpectedofemployees,Pluss,AlliedSignalandGE和通用,公,公司展,示,示了他,们,们强有,力,力的沟,通,通demonstrateaggressive communication,-,-communicateuntilyoupuke!,清楚的,、,、早期,的,的沟通,计,计划Clearandearlycommunicationplan,用于沟,通,通的很,多,多论坛Many forumsused to communicate,Deltas,没有沟,通,通计划,6,成,成为一,种,种秘密,计,计划Nocommunication plan,-,-SixSigmabecomesa stealthprogram,只在高,层,层沟通,没,没有低,层,层沟通Communicatedatupperlevels butnotatthe lower levels,在承诺,与,与沟通,中,中看不,到,到领导,行,行为Leadership notvisible in their commitmentand communication,第五步,：,：赋予,员,员工广,阔,阔的行,动,动空间Step 5,:,: Empoweremployees forbroad-basedaction,要素Elements,扫除障,碍,碍Removeobstacles,改变破,坏,坏变化,远,远景的,系,系统Changesystemsthat underminechangevision,要有承,担,担危险,的,的勇气Encouragerisktaking,Pluss,冠军与,领,领导积,极,极参与6 项,目,目的选,择,择、定,范,范围、,定,定制度Championsand leadersactive in SixSigmaproject selection,scopingandchartering,项目与,策,策略和,远,远景相,关,关Projectsareclearlylinkedtostrategyand vision,领导层,要,要经常,下,下车间Leadership attendsintense,(,(2-4 dayworkshops,),),强有力,的,的预期,培,培训计,划,划并有,相,相应的,体,体系追,踪,踪结果Aggressive training planwithexpectationsand systemstotrackresults,清楚的,支,支持6,项,项目,和,和计划,的,的领导,层,层Clearleadership supportofSix Sigma projects andprograms,建立标,准,准体系,来,来核实,结,结果Metrics Systemsestablish to verifyresults,领导层,通,通过现,场,场咨询,来,来支持,项,项目Leadership supports projects withonsite consulting,Step 5,:,: Empoweremployees forbroad-basedaction,Elements,扫除障,碍,碍Removeobstacles,改变破,坏,坏变化,远,远景的,系,系统Changesystemsthat underminechangevision,要有承,担,担危险,的,的勇气Encouragerisktaking,Deltas,没有领,导,导层的,承,承诺加,强,强车间,管,管理和,培,培训Noleadership commitmenttointenseworkshopsand training,没有涉,及,及计划,选,选择Littleinvolvementinprojectselection,没有相,应,应的跟,踪,踪项目Noproject tracking,6被视为,是,是好的,培,培训计,划,划SixSigmaviewed as anicetrainingprogram,几乎没,有,有现场,项,项目来,作,作支持Littleonsite projectsupportgiven,举例：,策,策略计,划,划Example:ProjectsforEachStrategy,提高过,程,程可靠,性,性Improve ProcessReliability,增加容,量,量IncreaseCapacity,减少操,作,作成本ReduceOperating Costs,文化交,流,流Transformthe Culture,策略Strategies,减少50未,作,作计划,的,的停工,期,期DecreaseunplannedDowntimeby50,%,%,提高10没,有,有资本,的,的生产,容,容量Improve capacity by 10%with no capital,减少25COPQDecreaseCOPQ by 25%,把6,方,方法使,用,用到商,业,业中DeploySix Sigma intoBusinesses,-增加冷,却,却器的,容,容量DCS软件升,级,级Increasechiller capacity,-,-DCS Software upgrade,-增加丙,三,三醇含,量,量IncreaseGlycerolcapacity,-,-凤凰安,全,全启动Phoenix safestartup,-,-氢化容,量,量Hydrogenation capacity,-,-最优化,干,干燥过,程,程Optimizedryingprocess,-Smog HBTCopq-自动包,装,装Automatepackagingarea,-,-丙三醇,线,线产量YieldonGlycerolline,-培训黑,带,带和绿,带,带TrainBBs andGBs,-,-执行追,踪,踪项目,软,软件Implementprojecttrackingsoftware,目标Goals,计划Projects,Step 6,:,:产生短,期,期盈利Generateshort-term wins,Elements,先期盈,利,利计划Plan forearlywins,产生盈,利,利Createthe wins,对获胜,者,者给予,明,明显的,承,承认和,奖,奖励Visibly recognizeandreward thewinners,Pluss,领导层,集,集中于,第,第一次,的,的成功Leadership focusesonfirstwavesuccess,用清楚,的,的高级,的,的领导,层,层来表,达,达正式,的,的识别,仪,仪式Formalrecognitionceremonieswith clear presence of seniorleadership,清楚的,、,、强有,力,力的回,报,报和识,别,别标准Clearandaggressiverewardand recognition standards,财政支,持,持来建,立,立商业,影,影响Financialsupporttoestablishbusinessimpact,在6,培,培训,开,开始后46,个,个月内,的,的结果Results in 4,-,-6monthsafterSix Sigma training begins,(,(in,$,$Millions),Deltas,没有建,立,立责任,义,义务Noaccountabilityestablished,花了12个月多,才,才达到,合,合理的,结,结果More than12months to achievereasonableresults,财政支,持,持不明,显,显Financialsupportnotapparent,Step 7,:,:,巩固收,获,获，产,生,生更多,的,的变化,Consolidategainsandproducemore change,Elements,变化体,系,系不符,合,合远景Changesystemsthat dont fitthevision,雇佣、,提,提升、,发,发展执,行,行变化,的,的员工Hire,promote anddevelop peoplewhowillimplementthe change,用新计,划,划、主,题,题和变,化,化代理,来,来进行,新,新的过,程,程Reinvigoratethe newprocess withnew projects,themesand changeagents,Pluss,让合格,的,的人进,来,来开始,此,此程序Qualifiedpeople broughtintokickstarttheprogram,宏伟的,大,大黑带,发,发展计,划,划通,常,常是一,种,种新的,角,角色Aggressive MasterBBdevelopmentprograms,-,- usuallyanewrole,严谨的,建,建立和,追,追踪清,楚,楚的商,业,业标准Clearbusinessmetrics established andtracked religiously,在6,中,中，,提,提升与,成,成功相,联,联Promotions areclearly linkedtosuccess in SixSigma,计划在,一,一定范,围,围内逐,渐,渐加强Projectsareescalated in scope,6被强烈,的,的适用,于,于公司,的,的其他,领,领域SixSigmaismovedaggressively intootherareasofthe company,(,(ops,productdevelopment,admin, etc.,),),明显的,巨,巨大财,政,政支持Heavyfinancialsupportapparent,Step 7,:,:巩固收,获,获，产,生,生更多,的,的变化Consolidategainsandproducemore change,Elements,变化体,系,系不符,合,合远景Changesystemsthat dont fitthevision,雇佣、,提,提升、,发,发展执,行,行变化,的,的员工Hire,promote anddevelop peoplewhowillimplementthe change,用新计,划,划、主,题,题和变,化,化代理,来,来进行,新,新的过,程,程Reinvigoratethe newprocess withnew projects,themesand changeagents,Pluss,冠军们,面,面对面,的,的检查,项,项目Face-to-faceprojectreviews by Champions,Deltas,计划停,止,止Program stagnates,内部专,家,家没有,得,得到发,展,展Internalexperts notdeveloped,计划结,果,果没有,一,一步步,按,按照标,准,准追踪Program resultsnot carefullytracked viametrics,6被视为,是,是额外,的,的工作SixSigmaprojectsseenasextrawork thatdetractsfromday,-,-to,-,-day ops,Step 8,:,: Anchornewapproachesintheculture,Elements,通过顾,客,客和生,产,产力集,中,中行为,产,产生更,好,好的表,现,现Createbetter performance throughcustomerand productivityfocuses behavior,连接改,变,变和成,功,功的关,系,系Articulate theconnectionsbetween changeandsuccess,发展意,味,味着保,证,证领导,层,层的发,展,展和成,功,功Develop means to insureleadership development andsuccession,Pluss,顾客在,培,培训中,的,的表现,和,和培训,中,中顾客,数,数据的,使,使用Customersshowupattrainingandcustomerdataused in training,早期结,果,果调节,文,文化差,异,异Earlyresults leveragedinto culturechange,在6,中,中，,个,个人变,化,化与表,现,现密切,相,相关PersonnelchangesareclearlylinkedtoperformanceinSix Sigma,黑带，,绿,绿带和,大,大黑带,在,在领导,层,层呈阶,梯,梯状上,升,升BBs,GBs andMBB,smove up laddertoleadership positionsquickly,人们积,极,极的进,行,行6,的,的培,训,训Peopleactivelypursue SixSigmatraining,执行新,的,的体系,来,来支持6Newsystemsimplementedtosupport SixSigma,年度报,告,告清楚,的,的反应6,的,的效果Annualreportsclearly reflectimpact of SixSigma,Step 8,:,:在文化,中,中确定,新,新方法Anchornew approachesinthe culture,Elements,通过顾,客,客和生,产,产力集,中,中行为,产,产生更,好,好的表,现,现Createbetter performance throughcustomerand productivityfocuses behavior,连接改,变,变和成,功,功的关,系,系Articulate theconnectionsbetween changeandsuccess,发展意,味,味着保,证,证领导,层,层的发,展,展和成,功,功Develop means to insureleadership development andsuccession,Deltas,生意还,是,是照常,进,进行,如,如果6,消,消失,，,，没有,人,人会注,意,意到Businessasusual,-,- if SixSigmadisappeared,noone would notice,提升与6,活,活动无,关,关Promotions notlinkedtoSix Sigma activities,没有大,黑,黑带的,内,内部资,源,源的发,展,展支持,计,计划NodevelopmentofMBBinternalresources to supportprogram,从一个,黑,黑带到,另,另一个,黑,黑带，,体,体系和,领,领导方,式,式几乎,没,没有什,么,么变化Fewchangesinsystems andleadership style fromone WaveofBB,stothenext,学生常,在,在培训,中,中表现,出,出对小,的,的计划,定,定义模,糊,糊Studentsconsistentlyshowattrainingwith poorlydefined,smallprojects,Example of using MetricstoDrivethe Program,(Actual Q3 Metricsfor a,$,$4B Business),SimpleSummaryofQ3Metrics,长期计,划,划追踪Long-termProgramTracking,Six Sigma begins,$37,.,.4MMlessinCOPQ,29%IncreaseinCapacity,13%IncreaseinRolledYield,Real Resultsinthe First Year,领导蓝,图,图,用战略,性,性计划,阐,阐明蓝,图,图,建立生,产,产力基,线,线厂家,、,、范围,基于价,值,值、资,源,源、regd、时间的,优,优先项,目,目,选择导,入,入领导,层,层的重,点,点项目,责任检,查,查：业,务,务和个,人,人,选择正,确,确的项,目,目,选择培,训,训合适,的,的人员,展开执,行,行改善,计,计划,操作精,通,通管理,维持获,利,利,确保正,确,确的领,导,导和所,属,属,展开培,训,训计划,致力于,培,培训和,应,应用,确保后,备,备支持,的,的来源,测量过,程,程,分析过,程,程,改善过,程,程,控制过,程,程,经常检,查,查，扫,除,除障碍,检核真,实,实的业,务,务影响,（,（财政,）,）,持续沟,通,通进步,与行为,管,管理和R&R联系起,来,来,执行有,效,效控制,计,计划,以过程,为,为中心,的,的定期,行,行为培,训,训,每季度,检,检查系,统,统的有,效,效性,不断识,别,别和推,出,出新计,划,划,过程输,出,出:,编号,过程输,入,入:,战略性,年,年度业,务,务目标,现行开,展,展计划ActualDeploymentPlan,Mar15,行政业,务,务小组,概,概述ExecutiveBusinessTeamOverview,Apr12,-,-14,公司业,务,务小组Company Business TeamWorkshop,(,(Officers andKeyDirectors),Apr21,选择冠,军,军SelectChampions (BusinessTeam),Apr27,-,-May28,-,-Site Assessments,Jun2-4 冠军车,间,间ChampionWorkshop,Jun24,选择项,目,目并排,出,出优先,级,级Selectand prioritizeprojects,Jul1,选择黑,带,带和图,表,表项目SelectBB,sandcharterprojects,Jul30,最终项,目,目/黑,带,带评审Finalproject/BB review,Aug1,推出黑,带,带培训LaunchBBtraining,Lomega赢得了Dell公司颁,发,发的最,好,好的供,应,应商的,称,称号IomegaWinsDell MostImprovedSupplierAward,ROY, Utah,-,-(BUSINESSWIRE)-,-,-April15, 1999,lomega公司今,天,天宣布,被,被Dell授予最,好,好的供,应,应商奖,，,，因为,它,它在整,个,个98,年,年度及,时,时供货,，,，质量,又,又好，,提,提供最,好,好的顾,客,客服务,。,。IomegaCorporation,(,(NYSE,:,: IOM)todayannounced thatitwas awardedtheMostImprovedSupplierAwardbyDell Computer Corporation foritson,-,-timedeliveryofhigh-qualityZip(R,),) drivesandbest-in-classcustomerservice during1998.,MartyGarvin, vicepresident,procurement,Dell,states,“,“lomega公司一,直,直都在,为,为顾客,提,提供最,好,好的服,务,务Iomegaisclearlycommittedtoprovidingbest-in-class servicetocustomers.”,“通过模,拟,拟生产,和,和6,过,过程改,善,善原则,的,的采用,的,的实施,，,，lomega已经在,生,生产和,分,分销过,程,程取得,了,了实质,性,性的改,善,善。”Through implementation of virtualmanufacturingandadoptionoftheSixSigmaprocessimprovementprinciples, Iomegahasmadesignificantimprovementstothe Company,smanufacturing anddistributionprocesses,“saidScottFlaig,主运作,员,员chiefoperatingofficer,Iomega Corporation.,