6西格玛执行中的成功因素

1,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,导,导变化蓝,图,图,KottersLeadingChangeRoadmap,每一步的,基,基准,Benchmarks for eachstep,领导层执,行,行蓝图,Leadership Implementation Roadmap,总结,Conclusions,科特的8,个,个程序,KottersEight StageProcess,要有急迫,感,感,Establish asense ofurgency,产生领导,性,性的合作,Create aguidingcoalition,规划远景,和,和策略,Developa visionandstrategy,交流变化,远,远景,Communicatethechange vision,赋予职员,自,自由行动,的,的空间,Empoweremployees for broad-based action,取得短期,盈,盈利,Generateshort-termwins,巩固盈利,，,，制造更,多,多的机会,Consolidategains and produce more change,固定新方,法,法,Anchor new approaches intheculture,第一步：,要,要有紧迫,感,感,Step1:Establish asense of urgency,要素,Elements,调查市场,竞,竞争实体,Examinemarket and competitive realities,识别危机,，,，潜在危,机,机和机会,Identifycrises,potential crises ormajor opportunities,附加,Plus,s,要有积极,的,的紧迫感,Positivesense of urgency created:Allied Signal and GE,设定宏伟,的,的税收、,收,收入和生,产,产力目标,Setrevenue,income,productivity targets aggressively,责任清晰,Accountability clear,要有高层,领,领导,Senior leadership alwayspresent,Deltas,没有紧迫,感,感,No senseofurgencycreated,没有责任,心,心,no accountability,缺乏高层,领,领导,Absenceof senior leadership,没有领导,性,性的责任,来,来理解变,化,化,No commitment ofleadershipto understand change,第二步：,产,产生领导,性,性的合作,Step2:Createa Guiding Coalition,要素,Elements,集中力量,领,领导团体,改,改变,Puttogethera groupwith enoughpower to lead change,让该团体,像,像一个小,组,组一样的,合,合力工作,Getthegroup towork together as ateam,附加,Plus,s,联合信号,由,由责任清,晰,晰的冠军,小,小组开始,AlliedSignalstartswithgroup of Championswithclear accountability,每月执行,理,理事转变,为,为6,委,委,员,员会,ExecCouncilbecomesSixSigma Council everymonth,Polaroidcharters champion group,冠军要有,强,强烈的职,务,务能力，,专,专业知识,和,和可行性,Champions identifiedwith strongposition power,expertise and/or credibility-Meetmonthly,对先进的,车,车间赋予,重,重要责任,并,并进行培,训,训,Heavy commitmenttoup-frontworkshops and training,Deltas,冠军的职,务,务能力差,Champions have poorpositional power,没有建立,正,正常的合,作,作,No formal coalitionestablished,没,有,有,给,给,予,予,先,先,进,进,的,的,车,车,间,间,相,相,应,应,的,的,责,责,任,任,和,和,培,培,训,训,Poorcommitmenttoup-frontworkshopsandtraining,对,结,结,果,果,没,没,有,有,分,分,清,清,责,责,任,任,Noclearaccountabilityforresults,第,三,三,步,步,：,：,计,计,划,划,远,远,景,景,和,和,策,策,略,略,Step3:Developavisionandstrategy,要,素,素,Elements,创,造,造,远,远,景,景,指,指,导,导,改,改,变,变,工,工,作,作,Createavisiontohelpdirectthechangeeffort,为,该,该,远,远,景,景,展,展,开,开,策,策,略,略,Developstrategiesforthatvision(alignment),附,加,加,Plus,s,制,作,作,简,简,单,单,明,明,确,确,的,的,远,远,景,景,Visionsimpleandclear,6,应,与,与,有,有,力,力,的,的,行,行,为,为,相,相,联,联,系,系,SixSigmaclearlylinkedtostrongperformance,Maytag/InvensyscombineSixSigmawithLeanManufacturing,清,楚,楚,的,的,角,角,色,色,引,引,导,导,合,合,并,并,Clearroleforguidingcoalition,远,景,景,的,的,策,策,略,略,目,目,标,标,结,结,构,构,Goaltreesusedtolinkstrategytovision,Delta,s,没,有,有,远,远,景,景,被,被,开,开,发,发,，,，,计,计,划,划,只,只,是,是,培,培,训,训,计,计,划,划,Novisiondeveloped-programisatrainingprogram,没,有,有,急,急,迫,迫,感,感,支,支,持,持,远,远,景,景,Nosenseofurgencytosupportthevision,用6,来,来,检,检,查,查,DoingSixSigmatocheckabox,第,四,四,步,步,：,：,交,交,流,流,变,变,化,化,远,远,景,景,Step4:Communicatethechangevision,Elements,使,用,用,每,每,一,一,种,种,可,可,能,能,的,的,途,途,径,径,不,不,断,断,交,交,流,流,远,远,景,景,和,和,策,策,略,略,Useeveryvehiclepossibletoconstantlycommunicatevisionandstrategies,引,导,导,员,员,工,工,所,所,期,期,望,望,的,的,合,合,并,并,模,模,型,型,行,行,为,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 anicetrain