六西格玛执行中的成功因素

6,执行中的成功因素,Success Factors in Six Sigma Implementation,Steve Zinkgraf,Sigma Breakthrough Technologies,概述,Overview,科特的领导变化蓝图,Kotters Leading Change Roadmap,每一步的基准,Benchmarks for each step,领导层执行蓝图,Leadership Implementation Roadmap,总结,Conclusions,科特的8个程序,Kotters Eight Stage Process,要有急迫感,Establish a sense of urgency,产生领导性的合作,Create a guiding coalition,规划远景和策略,Develop a vision and strategy,交流变化远景,Communicate the change vision,赋予职员自由行动的空间,Empower employees for broad-based action,取得短期盈利,Generate short-term wins,稳固盈利，制造更多的时机,Consolidate gains and produce more change,固定新方法,Anchor new approaches in the culture,第一步：要有紧迫感,Step 1:Establish a sense of urgency,要素,Elements,调查市场竞争实体,Examine market and competitive realities,识别危机，潜在危机和时机,Identify crises,potential crises or major opportunities,附加,Pluss,要有积极的紧迫感,Positive sense of urgency created:Allied Signal and GE,设定宏伟的税收、收入和生产力目标,Set revenue,income,productivity targets aggressively,责任清楚,Accountability clear,要有高层领导,Senior leadership always present,Deltas,没有紧迫感,No sense of urgency created,没有责任心,no accountability,缺乏高层领导,Absence of senior leadership,没有领导性的责任来理解变化,No commitment of leadership to understand change,第二步：产生领导性的合作,Step 2:Create a Guiding Coalition,要素,Elements,集中力量领导团体改变,Put together a group with enough power to lead change,让该团体像一个小组一样的合力工作,Get the group to work together as a team,附加,Pluss,联合信号由责任清楚的冠 小组开始,AlliedSignal starts with group of Champions with clear accountability,每月执行理事转变为6 会,Exec Council becomes Six Sigma Council every month,Polaroid charters champion group,冠 要有强烈的职务能力，专业知识和可行性,Champions identified with strong position power,expertise and/or credibility-Meet monthly,对先进的车间赋予重要责任并进行培训,Heavy commitment to up-front workshops and training,Deltas,冠 的职务能力差,Champions have poor positional power,没有建立正常的合作,No formal coalition established,没有给予先进的车间相应的责任和培训,Poor commitment to up-front workshops and training,对结果没有分清责任,No clear accountability for results,第三步：方案远景和策略,Step 3:Develop a vision and strategy,要素,Elements,创造远景指导改变工作,Create a vision to help direct the change effort,为该远景展开策略,Develop strategies for that vision(alignment),附加,Pluss,制作简单明确的远景,Vision simple and clear,6,应与有力的行为相联系,Six Sigma clearly linked to strong performance,Maytag/Invensys combine Six Sigma with Lean Manufacturing,清楚的角色引导合并,Clear role for guiding coalition,远景的策略目标结构,Goal trees used to link strategy to vision,Deltas,没有远景被开辟，方案只是培训方案,No vision developed-program is a training program,没有急迫感支持远景,No sense of urgency to support the vision,用6 来检查,Doing Six Sigma to check a box,第四步：交流变化远景,Step 4:Communicate the change vision,Elements,使用每一种可能的途径不断交流远景和策略,Use every vehicle possible to constantly communicate vision and strategies,引导员工所期望的合并模型行为,Guiding coalition models behavior expected of employees,Pluss,AlliedSignal and GE,和通用公司展示了他们强有力的沟通,demonstrate aggressive communication-communicate until you puke!,清楚的、早期的沟通方案,Clear and early communication plan,用于沟通的很多论坛,Many forums used to communicate,Deltas,没有沟通方案6 成为一种秘密方案,No communication plan-Six Sigma becomes a stealth program,只在高层沟通没有低层沟通,Communicated at upper levels but not at the lower levels,在承诺与沟通中看不到领导行为,Leadership not visible in their commitment and communication,第五步：赋予员工广阔的行动空间,Step 5:Empower employees for broad-based action,要素,Elements,扫除障碍,Remove obstacles,改变破坏变化远景的系统,Change systems that undermine change vision,要有承担危险的勇气,Encourage risk taking,Pluss,冠 与领导积极参与6 工程的选择、定范围、定制度,Champions and leaders active in Six Sigma project selection,scoping and chartering,工程与策略和远景相关,Projects are clearly linked to strategy and vision,领导层要经常下车间,Leadership attends intense(2-4 day workshops),强有力的预期培训方案并有相应的体系追踪结果,Aggressive training plan with expectations and systems to track results,清楚的支持6 工程和方案的领导层,Clear leadership support of Six Sigma projects and programs,建立标准体系来核实结果,Metrics Systems establish to verify results,领导层通过现场咨询来支持工程,Leadership supports projects with onsite consulting,Step 5:Empower employees for broad-based action,Elements,扫除障碍,Remove obstacles,改变破坏变化远景的系统,Change systems that undermine change vision,要有承担危险的勇气,Encourage risk taking,Deltas,没有领导层的承诺加强车间管理和培训,No leadership commitment to intense workshops and training,没有涉及方案选择,Little involvement in project selection,没有相应的跟踪工程,No project tracking,6,被视为是好的培训方案,Six Sigma viewed as a nice training program,几乎没有现场工程来作支持,Little onsite project support given,举例：策略方案,Example:Projects for Each Strategy,提高过程可靠性,Improve Process Reliability,增加容量,Increase Capacity,减少操作本钱,Reduce Operating Costs,文化交流,Transform the Culture,策略,Strategies,减少50未作方案的停工期,Decrease unplanned Downtime by 50%,提高10没有资本的生产容量,Improve capacity by 10%with no capital,减少25,COPQ,Decrease COPQ by 25%,把6 方法使用到商业中,Deploy Six Sigma into Businesses,-,增加冷却器的容量,DCS,软件升级,Increase chiller capacity -DCS Software upgrade,-,增加丙三醇含量,Increase Glycerol capacity -,凤凰平安启动,Phoenix safe startup -,氢化容量,Hydrogenation capacity -,最优化枯燥过程,Optimize drying process,-Smog HBT Copq -,自动包装,Automate packaging area -,丙三醇线产量,Yield on Glycerol line,-,培训黑带和绿带,Train BBs and GBs -,执行追踪工程软件,Implement projec