六西格玛在某公司执行中的成功因素

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,变,变化蓝图,Kotters Leading Change Roadmap,每一步的基准,Benchmarks foreach step,领导层执行蓝图,Leadership Implementation Roadmap,总结,Conclusions,科特的8个程序,Kotters EightStageProcess,要有急迫感,Establish a sense ofurgency,产生领导性的合,作,作,Createa guiding coalition,规划远景和策略,Developa vision andstrategy,交流变化远景,Communicate the change vision,赋予职员自由行,动,动的空间,Empoweremployees forbroad-based action,取得短期盈利,Generate short-term wins,巩固盈利，制造,更,更多的机会,Consolidate gains andproduce morechange,固定新方法,Anchornew approachesin theculture,第一步：要有紧,迫,迫感,Step 1:Establish asense of urgency,要素,Elements,调查市场竞争实,体,体,Examinemarketand competitive realities,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,Delta,s,没,有,有,紧,紧,迫,迫,感,感,Nosenseofurgencycreated,没,有,有,责,责,任,任,心,心,noaccountability,缺,乏,乏,高,高,层,层,领,领,导,导,Absenceofseniorleadership,没,有,有,领,领,导,导,性,性,的,的,责,责,任,任,来,来,理,理,解,解,变,变,化,化,Nocommitmentofleadershiptounderstandchange,第,二,二,步,步,：,：,产,产,生,生,领,领,导,导,性,性,的,的,合,合,作,作,Step2:CreateaGuidingCoalition,要,素,素,Elements,集,中,中,力,力,量,量,领,领,导,导,团,团,体,体,改,改,变,变,Put togethera group with enough power tolead change,让该团体像一,个,个小组一样的,合,合力工作,Get the group to work togetheras ateam,附加,Pluss,联合信号由责,任,任清晰的冠军,小,小组开始,AlliedSignalstarts withgroupof Champions withclearaccountability,每月执行理事,转,转变为6,委,委员会,Exec Councilbecomes SixSigmaCouncil every month,Polaroid charterschampion group,冠军要有强烈,的,的职务能力，,专,专业知识和可,行,行性,Champions identified with strong positionpower,expertise and/orcredibility-Meetmonthly,对先进的车间,赋,赋予重要责任,并,并进行培训,Heavycommitmenttoup-frontworkshopsandtraining,Delta,s,冠,军,军,的,的,职,职,务,务,能,能,力,力,差,差,Championshavepoorpositionalpower,没,有,有,建,建,立,立,正,正,常,常,的,的,合,合,作,作,Noformalcoalitionestablished,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,应与有力的行为,相,相联系,Six Sigma clearly linked tostrongperformance,Maytag/Invensys combine SixSigmawithLean Manufacturing,清楚的角色引导,合,合并,Clear role forguiding coalition,远景的策略目标,结,结构,Goal trees used to link strategy tovision,Deltas,没有远景被开发,，,，计划只是培训,计,计划,No vision developed-program is atraining program,没有急迫感支持,远,远景,No sense of urgency to support thevision,用6,来,来检查,Doing Six Sigma to checka box,第四步：交流变,化,化远景,Step 4:Communicate the change vision,Elements,使用每一种可能,的,的途径不断交流,远,远景和策略,Use every vehicle possible to constantly communicate vision andstrategies,引导员工所期望,的,的合并模型行为,Guidingcoalition models behavior expectedof employees,Pluss,AlliedSignaland GE,和通用公司展示,了,了他们强有力的,沟,沟通,demonstrate aggressive communication-communicate untilyou puke!,清楚的、早期的,沟,沟通计划,Clear and early communication plan,用于沟通的很多,论,论坛,Many forums used to communicate,Deltas,没有沟通计划6 成为,一,一种秘密计划,No communication plan-SixSigma becomesa stealth program,只在高层沟通没,有,有低层沟通,Communicated at upperlevelsbut not at the lowerlevels,在承诺与沟通中,看,看不到领导行为,Leadership notvisible in their commitmentand communication,第五步：赋予员,工,工广阔的行动空,间,间,Step 5:Empower employees for broad-basedaction,要素,Elements,扫除障碍,Removeobstacles,改变破坏变化远,景,景的系统,Changesystemsthat undermine change vision,要有承担危险的,勇,勇气,Encourage risktaking,Pluss,冠军与领导积极,参,参与6 项目的,选,选择、定范围、,定,定制度,Champions andleadersactivein SixSigmaprojectselection,scoping and chartering,项目与策略和远,景,景相关,Projects are clearlylinkedto strategy and vision,领导层要经常下,车,车间,Leadership attends intense(2-4 dayworkshops),强有力的预期培,训,训计划并有相应,的,的体系追踪结果,Aggressive training plan with expectationsand systems to trackresults,清楚的支持6,项,项目和计划的领,导,导层,Clear leadership support ofSix Sigma projects and programs,建立标准体系来,核,核实结果,MetricsSystems establish toverifyresults,领导层通过现场,咨,咨询来支持项目,Leadership supports projectswith onsite consulting,Step 5:Empower employees for broad-basedaction,Elements,扫除障碍,Removeobstacles,改变破坏变化远,景,景的系统,Changesystemsthat undermine change vision,要有承担危,险,险的勇气,Encouragerisktaking,Delta,s,没有领导层,的,的承诺加强,车,车间管理和,培,培训,No leadership commitmentto intenseworkshopsandtraining,没有涉及计,划,划选择,Little involvement in projectselection,没有相应的,跟,跟踪项目,No projecttracking,6,被视为是好,的,的培训计划,Six Sigmaviewed asa nice trainingprogram,几乎没有现,场,场项目来作,支,支持,Little onsite project supportgiven,举例：策略,计,计划,Example:Projects for Each Strategy,提高过程可,靠,靠性,Improve ProcessReliability,增加容量,IncreaseCapacity,减少操作成,本,本,Reduce Operating Costs,文化交流,Tran