6西格玛执行中的成功因素

1、6 执行中的成功因素Success Factors in Six Sigma ImplementationSteve ZinkgrafSigma Breakthrough Technologies概述Overview科特的领领导变化化蓝图KottersLeading ChangeRoadmap每一步的的基准Benchmarks foreach step领导层执执行蓝图图Leadership Implementation Roadmap总结Conclusions科特的8个程序序KottersEightStageProcess要有急迫迫感Establishasenseofurgency产生领导导性

2、的合合作Createaguiding coalition规划远景景和策略略Develop avision andstrategy交流变化化远景Communicatethechange vision赋予职员员自由行行动的空空间Empower employeesforbroad-basedaction取得短期期盈利Generateshort-term wins巩固盈利利，制造造更多的的机会Consolidategainsandproducemore change固定新方方法Anchornew approachesinthe culture第一步：要有紧紧迫感Step 1:Establishasen

3、seofurgency要素Elements调查市场场竞争实实体Examine marketandcompetitiverealities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

4、导SeniorleadershipalwayspresentDeltas没有紧迫迫感Nosenseofurgency created没有责任任心noaccountability缺乏高层层领导Absence of seniorleadership没有领导导性的责责任来理理解变化化Nocommitment of leadershiptounderstandchange第二步：产生领领导性的的合作Step 2:CreateaGuiding Coalition要素Elements集中力量量领导团团体改变变Puttogetheragroupwith enoughpowertolead change让该团

5、体体像一个个小组一一样的合合力工作作Getthe group to worktogetherasateam附加Pluss联合信号号由责任任清晰的的冠军小小组开始始AlliedSignalstarts withgroupofChampions withclearaccountability每月执行行理事转转变为6委委员会Exec CouncilbecomesSixSigmaCouncileverymonthPolaroidcharterschampiongroup冠军要有有强烈的的职务能能力，专专业知识识和可行行性Championsidentifiedwith strongpositionpow

6、er,expertise and/orcredibility- Meetmonthly对先进的的车间赋赋予重要要责任并并进行培培训Heavycommitment to up-front workshopsandtrainingDeltas冠军的职职务能力力差Championshavepoor positionalpower没有建立立正常的的合作Noformalcoalition established没有给予予先进的的车间相相应的责责任和培培训Poor commitmenttoup-frontworkshops andtraining对结果没没有分清清责任Noclearaccountabili

7、tyforresults第三步：计划远远景和策策略Step 3: Developavisionand strategy要素Elements创造远景景指导改改变工作作Createavisiontohelpdirectthe changeeffort为该远景景展开策策略Develop strategiesfor thatvision (alignment)附加Pluss制作简单单明确的的远景Visionsimple andclear6应与有力力的行为为相联系系SixSigmaclearlylinkedtostrong performanceMaytag/ Invensys combineSix S

8、igma withLean Manufacturing清楚的角角色引导导合并Clearrole forguiding coalition远景的策策略目标标结构Goal trees usedtolinkstrategytovisionDeltas没有远景景被开发发，计划划只是培培训计划划Novisiondeveloped -programisa training program没有急迫迫感支持持远景Nosenseofurgency to supportthe vision用6来来检查查DoingSixSigmatochecka box第四步：交流变变化远景景Step 4: Communicate

9、 thechangevisionElements使用每一一种可能能的途径径不断交交流远景景和策略略Useeveryvehiclepossibletoconstantly communicate visionandstrategies引导员工工所期望望的合并并模型行行为Guiding coalitionmodelsbehaviorexpectedofemployeesPlussAlliedSignalandGE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

10、Clearandearlycommunicationplan用于沟通通的很多多论坛Many forumsused to communicateDeltas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

11、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EncouragerisktakingPluss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Projectsare

12、clearlylinkedtostrategyand 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 veri

13、fyresults领导层通通过现场场咨询来来支持项项目Leadership supports projects withonsite consultingStep 5: Empoweremployees forbroad-basedactionElements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EncouragerisktakingDeltas没有领导导层的承承诺加强强车间管管理和培培训Noleadership commitmenttointenseworksho

14、psand training没有涉及及计划选选择Littleinvolvementinprojectselection没有相应应的跟踪踪项目Noproject tracking6被视为是是好的培培训计划划SixSigmaviewed as anicetrainingprogram几乎没有有现场项项目来作作支持Littleonsite projectsupportgiven举例：策策略计划划Example:ProjectsforEachStrategy提高过程程可靠性性Improve ProcessReliability增加容量量IncreaseCapacity减少操作作成本ReduceOper

15、ating Costs文化交流流Transformthe Culture策略Strategies减少50未作作计划的的停工期期DecreaseunplannedDowntimeby50%提高10没有有资本的的生产容容量Improve capacity by 10%with no capital减少25COPQDecreaseCOPQ by 25%把6方方法使用用到商业业中DeploySix Sigma intoBusinesses-增加冷却却器的容容量DCS软件升级级Increasechiller capacity-DCS Software upgrade-增加丙三三醇含量量IncreaseG

16、lycerolcapacity-凤凰安全全启动Phoenix safestartup-氢化容量量Hydrogenation capacity-最优化干干燥过程程Optimizedryingprocess-Smog HBTCopq-自动包装装Automatepackagingarea-丙三醇线线产量YieldonGlycerolline-培训黑带带和绿带带TrainBBs andGBs-执行追踪踪项目软软件Implementprojecttrackingsoftware目标Goals计划ProjectsStep 6:产生短期期盈利Generateshort-term winsElements先期

17、盈利利计划Plan forearlywins产生盈利利Createthe wins对获胜者者给予明明显的承承认和奖奖励Visibly recognizeandreward thewinnersPluss领导层集集中于第第一次的的成功Leadership focusesonfirstwavesuccess用清楚的的高级的的领导层层来表达达正式的的识别仪仪式Formalrecognitionceremonieswith clear presence of seniorleadership清楚的、强有力力的回报报和识别别标准Clearandaggressiverewardand recognitio

18、n standards财政支持持来建立立商业影影响Financialsupporttoestablishbusinessimpact在6培培训开开始后46个个月内的的结果Results in 4-6monthsafterSix Sigma training begins(in$Millions)Deltas没有建立立责任义义务Noaccountabilityestablished花了12个月多才才达到合合理的结结果More than12months to achievereasonableresults财政支持持不明显显FinancialsupportnotapparentStep 7:巩固收

19、获获，产生生更多的的变化Consolidategainsandproducemore changeElements变化体系系不符合合远景Changesystemsthat dont fitthevision雇佣、提提升、发发展执行行变化的的员工Hire,promote anddevelop peoplewhowillimplementthe change用新计划划、主题题和变化化代理来来进行新新的过程程Reinvigoratethe newprocess withnew projects,themesand changeagentsPluss让合格的的人进来来开始此此程序Qualifiedpe

20、ople broughtintokickstarttheprogram宏伟的大大黑带发发展计划划通常常是一种种新的角角色Aggressive MasterBBdevelopmentprograms- usuallyanewrole严谨的建建立和追追踪清楚楚的商业业标准Clearbusinessmetrics established andtracked religiously在6中中，提提升与成成功相联联Promotions areclearly linkedtosuccess in SixSigma计划在一一定范围围内逐渐渐加强Projectsareescalated in scope6被强

21、烈的的适用于于公司的的其他领领域SixSigmaismovedaggressively intootherareasofthe company(ops,productdevelopment,admin, etc.)明显的巨巨大财政政支持HeavyfinancialsupportapparentStep 7:巩固收获获，产生生更多的的变化Consolidategainsandproducemore changeElements变化体系系不符合合远景Changesystemsthat dont fitthevision雇佣、提提升、发发展执行行变化的的员工Hire,promote anddevel

22、op peoplewhowillimplementthe change用新计划划、主题题和变化化代理来来进行新新的过程程Reinvigoratethe newprocess withnew projects,themesand changeagentsPluss冠军们面面对面的的检查项项目Face-to-faceprojectreviews by ChampionsDeltas计划停止止Program stagnates内部专家家没有得得到发展展Internalexperts notdeveloped计划结果果没有一一步步按按照标准准追踪Program resultsnot carefully

23、tracked viametrics6被视为是是额外的的工作SixSigmaprojectsseenasextrawork thatdetractsfromday-to-day opsStep 8: AnchornewapproachesinthecultureElements通过顾客客和生产产力集中中行为产产生更好好的表现现Createbetter performance throughcustomerand productivityfocuses behavior连接改变变和成功功的关系系Articulate theconnectionsbetween changeandsuccess发展

24、意味味着保证证领导层层的发展展和成功功Develop means to insureleadership development andsuccessionPluss顾客在培培训中的的表现和和培训中中顾客数数据的使使用Customersshowupattrainingandcustomerdataused in training早期结果果调节文文化差异异Earlyresults leveragedinto culturechange在6中中，个个人变化化与表现现密切相相关PersonnelchangesareclearlylinkedtoperformanceinSix Sigma黑带，绿绿带

25、和大大黑带在在领导层层呈阶梯梯状上升升BBs,GBs andMBBsmove up laddertoleadership positionsquickly人们积极极的进行行6的的培训训Peopleactivelypursue SixSigmatraining执行新的的体系来来支持6Newsystemsimplementedtosupport SixSigma年度报告告清楚的的反应6的的效果Annualreportsclearly reflectimpact of SixSigmaStep 8:在文化中中确定新新方法Anchornew approachesinthe cultureElement

26、s通过顾客客和生产产力集中中行为产产生更好好的表现现Createbetter performance throughcustomerand productivityfocuses behavior连接改变变和成功功的关系系Articulate theconnectionsbetween changeandsuccess发展意味味着保证证领导层层的发展展和成功功Develop means to insureleadership development andsuccessionDeltas生意还是是照常进进行如如果6消消失，没有人人会注意意到Businessasusual- if SixSigm

27、adisappeared,noone would notice提升与6活活动无关关Promotions notlinkedtoSix Sigma activities没有大黑黑带的内内部资源源的发展展支持计计划NodevelopmentofMBBinternalresources to supportprogram从一个黑黑带到另另一个黑黑带，体体系和领领导方式式几乎没没有什么么变化Fewchangesinsystems andleadership style fromone WaveofBBstothenext学生常在在培训中中表现出出对小的的计划定定义模糊糊Studentsconsiste

28、ntlyshowattrainingwith poorlydefined,smallprojectsExample of using MetricstoDrivethe Program(Actual Q3 Metricsfor a$4B Business)SimpleSummaryofQ3Metrics长期计划划追踪Long-termProgramTrackingSix Sigma begins$37.4MMlessinCOPQ29%IncreaseinCapacity13%IncreaseinRolledYieldReal Resultsinthe First Year领导蓝图图用战略性性计

29、划阐阐明蓝图图建立生产产力基线线厂家、范围基于价值值、资源源、regd、时间的优优先项目目选择导入入领导层层的重点点项目责任检查查：业务务和个人人选择正确确的项目目选择培训训合适的的人员展开执行行改善计计划操作精通通管理维持获利利确保正确确的领导导和所属属展开培训训计划致力于培培训和应应用确保后备备支持的的来源测量过程程分析过程程改善过程程控制过程程经常检查查，扫除除障碍检核真实实的业务务影响（财政）持续沟通通进步与行为管管理和R&R联系起来来执行有效效控制计计划以过程为为中心的的定期行行为培训训每季度检检查系统统的有效效性不断识别别和推出出新计划划过程输出出:编号过程输入入:战略性年年度业务务目标现行开展展计划ActualDeploymentPlanMar15行政业务务小组概概述ExecutiveBusinessTeamOverviewApr12-14公司业务务小组Company Business TeamWorkshop(Officers andKeyDirectors)Apr21选择冠军军SelectChampions (BusinessTeam)Apr27-May28-Site AssessmentsJun2-4 冠军车间间ChampionWorkshopJun24