六西格玛--新世纪的管理战略和实践

,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2001.11,All Rights Reserved; Copyright, 2001 The Processwise Consultants Inc.,#,单击此处编辑母版标题样式,Six Sigma: Whats New and Why?,6,s,:,新世纪的管理战略和实践,2001.11,1,All Rights Reserved; Copyright, 2001 The Processwise Consultants Inc.,LegalNotice,Theinformationcontained in thisdocumentand relatedhand-outs in deliveringthisinformationareproprietarytoThe Processwise Consultants (Beijing)Inc,.,.Itisthepropertyofthe companyand shouldused onlywithin thecompany at atrainingcourse or aconsultingengagement conductedbythecompanyemployees,.,.Itshouldnot be disclosedtootherswithouttheexpressed writtenconsentoftheProcesswiseConsultantsInc.,包含于,此,此培训,材,材料以,及,及在培,训,训过程,中,中分发,的,的材料,中,中的信,息,息乃北,京,京普罗,维,维智资,讯,讯有限,公,公司之,专,专有知,识,识。并,属,属于公,司,司的财,产,产，只,能,能用于,由,由公司,人,人员主,导,导的培,训,训或咨,询,询活动,中,中。未,经,经本公,司,司的书,面,面同意,，,，向第,三,三方公,开,开这些,信,信息实,属,属违法,。,。,2001.11,2,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,公司背,景,景,总部在,美,美国加,利,利弗里,亚,亚州离,洛,洛杉矶90英里的Carlsbad市,英文：TheProcesswiseConsultantsInc.,于2001年六月,在,在北京,设,设立了,中,中国公,司,司；,拥有北,京,京和上,海,海两个,办,办公室,。,。,主要成,员,员均为,拥,拥有多,年,年财富一百强,企,企业实,际,际运作,经,经验的,华,华人,深谙中,国,国企业,文,文化和,现,现状,熟悉跨,国,国公司,的,的最佳,运,运营管,理,理实践,扎实的,管,管理理,论,论和实,际,际运行,管,管理的,技,技能和,知,知识,2001.11,3,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,自我介,绍,绍,胡楠-,-,-,美,美国六,西,西格玛,国,国际学,院,院 核,心,心讲师,普罗维,智,智公司6s首席咨,询,询师,曾任西,门,门子公,司,司质量,经,经理，,施,施耐德,电,电气公,司,司高级,商,商务运,营,营,咨询师,，,，霍尼,韦,韦尔公,司,司自动,控,控制部,（,（中国,）,）区六,西,西格玛,领导（SixSigmaChampion,),),黑带大,师,师。,加入普,罗,罗维智,公,公司后,，,，为,霍尼韦,尔,尔（中,国,国）公,司,司,上海西,门,门子移,动,动有限,公,公司,北京国,际,际交换,系,系统有,限,限公司,五矿进,出,出口公,司,司,提供,6s,战略咨,询,询服务,2001.11,4,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,Dr. Mikel Harry and Mr. Richard Schroeder founded 6,s,Academy,六西格,玛,玛管理,体,体系的,发,发展,ABB, AlliedSignal,$2.2 Bi for Motorola 6,s,Larry Bossidy went to GE CEC 06/95 to pitch 6,s;,Kodak,mid-80s,88,93,95,认知度,Awareness,年代,Time,94,99,00,Large banks and hospitality companies,Most Fortune 500 manufacturing companies; Japan,Texas Instruments,Motorola won 1,st,Malcolm Baldrige National Quality Award,Motorola,2001.11,5,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,SixSigma在摩托,罗,罗拉(Motorola),Wequickly learnedifwecouldcontrolvariation,，,， we could getallpartsand processestowork andgettoend resultof3.4defectspermillionopportunities.Ora SixSigmaLevel.Itwas shorthandforpeople to understandthatifyoucan controlthe variationyoucan achieveremarkableresult,.,.,RobertW.Galvin,ChairmanEmeritusofMotorola,Inc.,WinMalcolmBaldrigeAward1989,我们很,快,快学到,如,如果我,们,们可以,控,控制变,差,差，我,们,们可以,达,达到100万,次,次机会,只,只出现3.4,次,次错误,，,，即六,西,西格玛,水,水平。,使,使员工,很,很快明,白,白，如,果,果可以,控,控制变,差,差，就,可,可以得,到,到非凡,的,的结果,。,。,2001.11,6,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,实施战,略,略结果Motorola（1987-1994）,重点在,制,制造领,域,域,降低制,造,造成本14亿,美,美圆,提高生,产,产力126%,2001.11,7,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,SixSigma在霍尼,韦,韦尔Honeywell,(,(AlliedSignal),Attheend of day,Six Sigma is muchlessofa technicalprogram,althoughithasalotoftechnical tools,than it is aleadershipandculturalchange program,.,.,虽然六,西,西格玛,有,有很多,统,统计学,工,工具，,但,但它是,一,一场领,导,导力和,文,文化变,革,革。而,不,不是一,个,个技术,培,培训,LarryBossidy,2001.11,8,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,实施结,果,果 -,-,-,霍尼韦,尔,尔Honeywell/AlliedSignal （1992-1996,）,）,降低成,本,本14,亿,亿美圆,销售收,入,入14,%,%递增,/,/季度,每股价,格,格增长520,%,%,降低新,产,产品开,发,发周期16%,减少收,款,款周期24%,2001.11,9,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,SixSigma在通用,电,电气(GE),SixSigmaisthe mostimportant managementtrainingthingwe,veeverhad,.,. Itsbetter thangoingtoHarvardBusinessSchool,.,. ItbetterthangoingtoCrotoville.Itteaches youhowtothinkdifferently,.,.,-Jack Welch,April1999,六西格,玛,玛是我,们,们曾经,有,有过的,最,最重要,的,的管理,培,培训。,它,它比上Harvard商学院,和,和去Crotoville培训还,要,要好。,它,它教会,了,了我们,一,一种思,维,维方式,。,。,-,杰,杰克.,韦,韦尔奇,2001.11,10,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,GE实施6s的结果,摘自：,TheGEWay Field Book,2001.11,11,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,GE实施6s的结果,摘自：,TheGEWay Field Book,2001.11,12,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,GE实施6s投资与,收,收益,百万美,元,元,2001.11,13,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,GE实施的,结,结果,所有正,式,式（Exempt,),)员工必,须,须开始,接,接受绿,带,带或黑,带,带培训,1999年,改变DNA,2001.11,14,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,售后服,务,务,企业的,管,管理体,系,系,流程,流程,流程,当前组,织,织,组织的,远,远景和,经,经营目,标,标,流程,流程,流程,流程,流程,流程,流程,市场,研发,销售,采购,交付,运营管,理,理就是,建,建立并,维,维护一,个,个坚实,而,而长久,的,的桥梁,生产,执,行,力,领,导,力,2001.11,15,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,从职能,部,部门来,看,看一个,企,企业,员工的,决,决定都,仅,仅基于,本,本部门,的,的垂直,的,的孤立,的,的考虑, 而,不,不去考,虑,虑外部,的,的逻辑,关,关系,领,领导们,只,只关心,本,本部门,的,的成功,直线式,思,思维,职能部,门,门是按,照,照劳动,技,技能和,性,性质分,工,工的需,要,要来划,分,分的组,织,织机构,，,，规模,经,经济,-,- 不,能,能代替,流,流程,2001.11,16,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,从流程,来,来看一,个,个企业,从职能,部,部门的,角,角度运,作,作企业,会,会忽视,顾,顾客-,企,企业生,存,存的理,由,由!打,破,破传统,的,的职能,界,界限!,关,关注,流,流程而,不,不是部,门,门-整,个,个公司,被,被联成,一,一体,按照业,务,务流程,-,-横向,客户,供应商,系统性,思,思维,2001.11,17,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,流程导,向,向公司,部门视,角,角,客户要求,方桌思,维,维vs.圆桌思,维,维,业务战略,职能战略,客户导,向,向的系,统,统思维,流程是,公,公司的,财,财富,2001.11,18,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,6s实施的,资,资源和,组,组织,MasterBlackBelt黑带大,师,师,全日的,专,专家。,充,充当黑,带,带的老,师,师,教,教练,评,评审,者,者和个,人,人辅导,BlackBelt黑带,6s项目组,的,的领导,接受了,全,全面系,统,统的,DMAIC培训；,全,全日,GreenBelt绿带,6s项目组,成,成员；,接,接受了,全,全面的DMAIC培训；,半,半脱产,Champion,具有威,望,望的高,层,层管理,者,者。为,在,在部门,或,或组织6s实施的,成,成功负,责,责,6,s,指导委员会,2001.11,19,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,六西格,玛,玛在相,关,关领域,的,的应用,六西格玛- 销售、市场,六西格玛-供应链,六西格玛-制造,六西格玛-研发,六西格玛-商务管理,六西格玛项目管理、领导艺术、辅导技巧、团队建设,2001.11,20,AllRights Reserved;Copyright, 2001The Processwise Consultants Inc.,