6西格玛执行中的成功因素(ppt 22页)(中英文)

1、6 执行中的成功因素Success Factors in Six Sigma ImplementationSteve ZinkgrafSigma 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

2、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巩固盈利，制造更多的机会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: Estab

3、lish a sense of urgency要素Elements调查市场竞争实体Examine market and competitive realities识别危机，潜在危机和机会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责任清晰Account

4、ability clear要有高层领导Senior leadership always presentDeltas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 e

5、nough 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联合信号由责任清晰的冠军小组开始AlliedSignal starts with group of Champions with clear accountability每月执行理事转变为6 委员会Exec Council becomes Six Sigma Council every monthPolaroid charters champion group冠军要有强烈的职务能力，专业知识和可行性Champions

6、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 trainingDeltas冠军的职务能力差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 t

7、raining对结果没有分清责任No clear accountability for results第三步：计划远景和策略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 clear6 应与有力的行为相联系Six Sigma clearly linked to

8、strong performanceMaytag/ 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 visionDeltas没有远景被开发，计划只是培训计划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Doi

9、ng Six Sigma to check a box第四步：交流变化远景Step 4: Communicate the change visionElements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 employeesPlussAlliedSignal and GE和通用公司展示了他们强有力的沟通 demonstrate agg

10、ressive communication - communicate until you puke!清楚的、早期的沟通计划Clear and early communication plan用于沟通的很多论坛Many forums used to communicateDeltas没有沟通计划6 成为一种秘密计划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L

11、eadership 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 takingPluss冠军与领导积极参与6 项目的选择、定范围、定制度Champions and leaders active in Six

12、 Sigma project selection, scoping and chartering项目与策略和远景相关Projects are clearly linked to strategy and vision领导层要经常下车间Leadership attends intense (2-4 day workshops)强有力的预期培训计划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 项目和计划的领导层Clear leadership support of S

13、ix 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项目Leadership supports projects with onsite consultingStep 5: Empower employees for broad-based actionElements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 ri

14、sk takingDeltas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 没有涉及计划选择Little involvement in project selection没有相应的跟踪项目No project tracking6 被视为是好的培训计划Six Sigma viewed as a nice training program几乎没有现场项目来作支持Little onsite project support given举例：策略计划Example: Projects for Eac

15、h Strategy提高过程可靠性Improve Process Reliability增加容量Increase Capacity 减少操作成本Reduce Operating Costs文化交流Transform the Culture策略Strategies减少50未作计划的停工期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25COPQDecrease COPQ by 25%把6 方法使用到商业中Deploy Six Sigma into Businesses

16、- 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 - 凤凰安全启动Phoenix safe startup - 氢化容量Hydrogenation capacity - 最优化干燥过程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

17、追踪项目软件 Implement project tracking software目标Goals计划ProjectsStep 6: 产生短期盈利Generate short-term winsElements先期盈利计划Plan for early wins产生盈利Create the wins对获胜者给予明显的承认和奖励Visibly recognize and reward the winnersPluss领导层集中于第一次的成功Leadership focuses on first wave success用清楚的高级的领导层来表达正式的识别仪式Formal recognition c

18、eremonies with clear presence of senior leadership清楚的、强有力的回报和识别标准Clear and aggressive reward and recognition standards财政支持来建立商业影响Financial support to establish business impact在6 培训开始后46个月内的结果Results in 4-6 months after Six Sigma training begins (in $ Millions)Deltas没有建立责任义务No accountability establis

19、hed花了12个月多才达到合理的结果More than 12 months to achieve reasonable results财政支持不明显Financial support not apparentStep 7:巩固收获，产生更多的变化Consolidate gains and produce more changeElements变化体系不符合远景Change systems that dont fit the vision雇佣、提升、发展执行变化的员工Hire, promote and develop people who will implement the change用新计

20、划、主题和变化代理来进行新的过程Reinvigorate the new process with new projects, themes and change agentsPluss让合格的人进来开始此程序Qualified people brought in to kick start the program宏伟的大黑带发展计划通常是一种新的角色Aggressive Master BB development programs - usually a new role严谨的建立和追踪清楚的商业标准Clear business metrics established and tracked

21、 religiously 在6 中，提升与成功相联Promotions are clearly linked to success in Six Sigma计划在一定范围内逐渐加强Projects are escalated in scope6 被强烈的适用于公司的其他领域Six Sigma is moved aggressively into other areas of the company (ops, product development, admin, etc.)明显的巨大财政支持Heavy financial support apparentStep 7: 巩固收获，产生更多的变

22、化Consolidate gains and produce more changeElements变化体系不符合远景Change systems that dont fit the vision雇佣、提升、发展执行变化的员工Hire, promote and develop people who will implement the change用新计划、主题和变化代理来进行新的过程Reinvigorate the new process with new projects, themes and change agentsPluss冠军们面对面的检查项目Face-to-face proje

23、ct reviews by ChampionsDeltas计划停止Program stagnates内部专家没有得到发展Internal experts not developed计划结果没有一步步按照标准追踪Program results not carefully tracked via metrics6 被视为是额外的工作Six Sigma projects seen as extra work that detracts from day-to-day opsStep 8: Anchor new approaches in the cultureElements通过顾客和生产力集中行为

24、产生更好的表现Create better performance through customer and productivity focuses behavior连接改变和成功的关系Articulate the connections between change and success发展意味着保证领导层的发展和成功Develop means to insure leadership development and succession Pluss顾客在培训中的表现和培训中顾客数据的使用Customers show up at training and customer data use

25、d in training早期结果调节文化差异Early results leveraged into culture change在6 中，个人变化与表现密切相关Personnel changes are clearly linked to performance in Six Sigma黑带，绿带和大黑带在领导层呈阶梯状上升BBs, GBs and MBBs move up ladder to leadership positions quickly人们积极的进行6 的培训People actively pursue Six Sigma training执行新的体系来支持6 New sys

26、tems implemented to support Six Sigma年度报告清楚的反应6 的效果Annual reports clearly reflect impact of Six Sigma Step 8: 在文化中确定新方法Anchor new approaches in the cultureElements通过顾客和生产力集中行为产生更好的表现Create better performance through customer and productivity focuses behavior连接改变和成功的关系Articulate the connections betwe

27、en change and success发展意味着保证领导层的发展和成功Develop means to insure leadership development and succession Deltas生意还是照常进行如果6 消失，没有人会注意到Business as usual - if Six Sigma disappeared, no one would notice提升与6 活动无关Promotions not linked to Six Sigma activities没有大黑带的内部资源的发展支持计划No development of MBB internal resour

28、ces to support program从一个黑带到另一个黑带，体系和领导方式几乎没有什么变化Few changes in systems and leadership style from one Wave of BBs to the next学生常在培训中表现出对小的计划定义模糊Students consistently show at training with poorly defined, small projectsExample of using Metrics to Drive the Program(Actual Q3 Metrics for a $4B Business

29、)Simple Summary of Q3 Metrics长期计划追踪Long-term Program TrackingSix Sigma begins$37.4MM less in COPQ29% Increase in Capacity13% Increase in Rolled YieldReal Results in the First Year领导蓝图用战略性计划阐明蓝图建立生产力基线厂家、范围基于价值、资源、regd、时间的优先项目选择导入领导层的重点项目责任检查：业务和个人选择正确的项目选择培训合适的人员展开执行改善计划操作精通管理维持获利确保正确的领导和所属展开培训计划致力于

30、培训和应用确保后备支持的来源测量过程分析过程改善过程控制过程经常检查，扫除障碍检核真实的业务影响（财政）持续沟通进步与行为管理和R&R联系起来执行有效控制计划以过程为中心的定期行为培训每季度检查系统的有效性不断识别和推出新计划过程输出:编号过程输入:战略性年度业务目标现行开展计划Actual Deployment PlanMar 15 行政业务小组概述Executive Business Team OverviewApr 12-14 公司业务小组Company Business Team Workshop (Officers and Key Directors)Apr 21 选择冠军Selec

31、t Champions (Business Team)Apr 27 - May 28 - Site AssessmentsJun 2-4 冠军车间Champion WorkshopJun 24 选择项目并排出优先级Select and prioritize projectsJul 1 选择黑带和图表项目Select BBs and charter projectsJul 30 最终项目/黑带评审Final project/BB reviewAug 1 推出黑带培训Launch BB trainingLomega 赢得了Dell公司颁发的最好的供应商的称号Iomega Wins Dell Most Improved Supplier AwardROY, Utah-(BUSINESS WIRE)-April 15, 1999lomega公司今天宣布被Dell授予最好的供应商奖，因为它在整个98年度及时供货，质量又好，提供最好的顾客服务。Iomega Corporation (NYSE: IOM) today announced that it was awarded the Most Improv