6西格瑪執(zhí)行中的成功因素(ppt 22頁)(中英文)

1、6 執(zhí)行中的成功因素Success Factors in Six Sigma ImplementationSteve ZinkgrafSigma Breakthrough Technologies概述Overview科特的領導變化藍圖Kotters Leading Change Roadmap每一步的基準Benchmarks for each step 領導層執(zhí)行藍圖Leadership Implementation Roadmap總結Conclusions科特的8個程序Kotters Eight Stage Process要有急迫感Establish a sense of urgency產(chǎn)生

2、領導性的合作Create a guiding coalition規(guī)劃遠景和策略Develop a vision and strategy交流變化遠景Communicate the change vision賦予職員自由行動的空間Empower employees for broad-based action取得短期盈利Generate short-term wins鞏固盈利，制造更多的機會Consolidate gains and produce more change固定新方法Anchor new approaches in the culture第一步：要有緊迫感Step 1: Estab

3、lish a sense of urgency要素Elements調查市場競爭實體Examine market and competitive realities識別危機，潛在危機和機會Identify crises, potential crises or major opportunities附加Pluss要有積極的緊迫感Positive sense of urgency created: Allied Signal and GE設定宏偉的稅收、收入和生產(chǎn)力目標Set revenue, income, productivity targets aggressively責任清晰Account

4、ability clear要有高層領導Senior leadership always presentDeltas沒有緊迫感No sense of urgency created 沒有責任心no accountability缺乏高層領導Absence of senior leadership沒有領導性的責任來理解變化No commitment of leadership to understand change第二步：產(chǎn)生領導性的合作Step 2: Create a Guiding Coalition要素Elements集中力量領導團體改變Put together a group with e

5、nough power to lead change讓該團體像一個小組一樣的合力工作Get the group to work together as a team附加Pluss聯(lián)合信號由責任清晰的冠軍小組開始AlliedSignal starts with group of Champions with clear accountability每月執(zhí)行理事轉變?yōu)? 委員會Exec Council becomes Six Sigma Council every monthPolaroid charters champion group冠軍要有強烈的職務能力，專業(yè)知識和可行性Champions

6、identified with strong position power, expertise and/or credibility - Meet monthly對先進的車間賦予重要責任并進行培訓Heavy commitment to up-front workshops and trainingDeltas冠軍的職務能力差Champions have poor positional power沒有建立正常的合作No formal coalition established沒有給予先進的車間相應的責任和培訓Poor commitment to up-front workshops and t

7、raining對結果沒有分清責任No clear accountability for results第三步：計劃遠景和策略Step 3: Develop a vision and strategy要素Elements創(chuàng)造遠景指導改變工作Create a vision to help direct the change effort為該遠景展開策略Develop strategies for that vision (alignment)附加Pluss制作簡單明確的遠景Vision simple and clear6 應與有力的行為相聯(lián)系Six Sigma clearly linked to

8、strong performanceMaytag/ Invensys combine Six Sigma with Lean Manufacturing清楚的角色引導合并Clear role for guiding coalition遠景的策略目標結構Goal trees used to link strategy to visionDeltas沒有遠景被開發(fā)，計劃只是培訓計劃No vision developed - program is a training program沒有急迫感支持遠景No sense of urgency to support the vision用6 來檢查Doi

9、ng Six Sigma to check a box第四步：交流變化遠景Step 4: Communicate the change visionElements使用每一種可能的途徑不斷交流遠景和策略Use every vehicle possible to constantly communicate vision and strategies引導員工所期望的合并模型行為Guiding coalition models behavior expected of employeesPlussAlliedSignal and GE和通用公司展示了他們強有力的溝通 demonstrate agg

10、ressive communication - communicate until you puke!清楚的、早期的溝通計劃Clear and early communication plan用于溝通的很多論壇Many forums used to communicateDeltas沒有溝通計劃6 成為一種秘密計劃No communication plan - Six Sigma becomes a stealth program只在高層溝通沒有低層溝通Communicated at upper levels but not at the lower levels在承諾與溝通中看不到領導行為L

11、eadership not visible in their commitment and communication第五步：賦予員工廣闊的行動空間Step 5: Empower employees for broad-based action要素Elements掃除障礙Remove obstacles改變破壞變化遠景的系統(tǒng)Change systems that undermine change vision要有承擔危險的勇氣Encourage risk takingPluss冠軍與領導積極參與6 項目的選擇、定范圍、定制度Champions and leaders active in Six

12、 Sigma project selection, scoping and chartering項目與策略和遠景相關Projects are clearly linked to strategy and vision領導層要經(jīng)常下車間Leadership attends intense (2-4 day workshops)強有力的預期培訓計劃并有相應的體系追蹤結果Aggressive training plan with expectations and systems to track results清楚的支持6 項目和計劃的領導層Clear leadership support of S

13、ix Sigma projects and programs建立標準體系來核實結果Metrics Systems establish to verify results領導層通過現(xiàn)場咨詢來支持項目Leadership supports projects with onsite consultingStep 5: Empower employees for broad-based actionElements掃除障礙Remove obstacles改變破壞變化遠景的系統(tǒng)Change systems that undermine change vision要有承擔危險的勇氣Encourage ri

14、sk takingDeltas沒有領導層的承諾加強車間管理和培訓No leadership commitment to intense workshops and training 沒有涉及計劃選擇Little involvement in project selection沒有相應的跟蹤項目No project tracking6 被視為是好的培訓計劃Six Sigma viewed as a nice training program幾乎沒有現(xiàn)場項目來作支持Little onsite project support given舉例：策略計劃Example: Projects for Eac

15、h Strategy提高過程可靠性Improve Process Reliability增加容量Increase Capacity 減少操作成本Reduce Operating Costs文化交流Transform the Culture策略Strategies減少50未作計劃的停工期Decrease unplanned Downtime by 50%提高10沒有資本的生產(chǎn)容量Improve capacity by 10% with no capital減少25COPQDecrease COPQ by 25%把6 方法使用到商業(yè)中Deploy Six Sigma into Businesses

16、- 增加冷卻器的容量DCS軟件升級Increase chiller capacity - DCS Software upgrade - 增加丙三醇含量Increase Glycerol capacity - 鳳凰安全啟動Phoenix safe startup - 氫化容量Hydrogenation capacity - 最優(yōu)化干燥過程Optimize drying process - Smog HBT Copq - 自動包裝Automate packaging area -丙三醇線產(chǎn)量Yield on Glycerol line - 培訓黑帶和綠帶Train BBs and GBs - 執(zhí)行

17、追蹤項目軟件 Implement project tracking software目標Goals計劃ProjectsStep 6: 產(chǎn)生短期盈利Generate short-term winsElements先期盈利計劃Plan for early wins產(chǎn)生盈利Create the wins對獲勝者給予明顯的承認和獎勵Visibly recognize and reward the winnersPluss領導層集中于第一次的成功Leadership focuses on first wave success用清楚的高級的領導層來表達正式的識別儀式Formal recognition c

18、eremonies with clear presence of senior leadership清楚的、強有力的回報和識別標準Clear and aggressive reward and recognition standards財政支持來建立商業(yè)影響Financial support to establish business impact在6 培訓開始后46個月內(nèi)的結果Results in 4-6 months after Six Sigma training begins (in $ Millions)Deltas沒有建立責任義務No accountability establis

19、hed花了12個月多才達到合理的結果More than 12 months to achieve reasonable results財政支持不明顯Financial support not apparentStep 7:鞏固收獲，產(chǎn)生更多的變化Consolidate gains and produce more changeElements變化體系不符合遠景Change systems that dont fit the vision雇傭、提升、發(fā)展執(zhí)行變化的員工Hire, promote and develop people who will implement the change用新計

20、劃、主題和變化代理來進行新的過程Reinvigorate the new process with new projects, themes and change agentsPluss讓合格的人進來開始此程序Qualified people brought in to kick start the program宏偉的大黑帶發(fā)展計劃通常是一種新的角色Aggressive Master BB development programs - usually a new role嚴謹?shù)慕⒑妥粉櫱宄纳虡I(yè)標準Clear business metrics established and tracked

21、 religiously 在6 中，提升與成功相聯(lián)Promotions are clearly linked to success in Six Sigma計劃在一定范圍內(nèi)逐漸加強Projects are escalated in scope6 被強烈的適用于公司的其他領域Six Sigma is moved aggressively into other areas of the company (ops, product development, admin, etc.)明顯的巨大財政支持Heavy financial support apparentStep 7: 鞏固收獲，產(chǎn)生更多的變

22、化Consolidate gains and produce more changeElements變化體系不符合遠景Change systems that dont fit the vision雇傭、提升、發(fā)展執(zhí)行變化的員工Hire, promote and develop people who will implement the change用新計劃、主題和變化代理來進行新的過程Reinvigorate the new process with new projects, themes and change agentsPluss冠軍們面對面的檢查項目Face-to-face proje

23、ct reviews by ChampionsDeltas計劃停止Program stagnates內(nèi)部專家沒有得到發(fā)展Internal experts not developed計劃結果沒有一步步按照標準追蹤Program results not carefully tracked via metrics6 被視為是額外的工作Six Sigma projects seen as extra work that detracts from day-to-day opsStep 8: Anchor new approaches in the cultureElements通過顧客和生產(chǎn)力集中行為

24、產(chǎn)生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior連接改變和成功的關系Articulate the connections between change and success發(fā)展意味著保證領導層的發(fā)展和成功Develop means to insure leadership development and succession Pluss顧客在培訓中的表現(xiàn)和培訓中顧客數(shù)據(jù)的使用Customers show up at training and customer data use

25、d in training早期結果調節(jié)文化差異Early results leveraged into culture change在6 中，個人變化與表現(xiàn)密切相關Personnel changes are clearly linked to performance in Six Sigma黑帶，綠帶和大黑帶在領導層呈階梯狀上升BBs, GBs and MBBs move up ladder to leadership positions quickly人們積極的進行6 的培訓People actively pursue Six Sigma training執(zhí)行新的體系來支持6 New sys

26、tems implemented to support Six Sigma年度報告清楚的反應6 的效果Annual reports clearly reflect impact of Six Sigma Step 8: 在文化中確定新方法Anchor new approaches in the cultureElements通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior連接改變和成功的關系Articulate the connections betwe

27、en change and success發(fā)展意味著保證領導層的發(fā)展和成功Develop means to insure leadership development and succession Deltas生意還是照常進行如果6 消失，沒有人會注意到Business as usual - if Six Sigma disappeared, no one would notice提升與6 活動無關Promotions not linked to Six Sigma activities沒有大黑帶的內(nèi)部資源的發(fā)展支持計劃No development of MBB internal resour

28、ces to support program從一個黑帶到另一個黑帶，體系和領導方式幾乎沒有什么變化Few changes in systems and leadership style from one Wave of BBs to the next學生常在培訓中表現(xiàn)出對小的計劃定義模糊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長期計劃追蹤Long-term Program TrackingSix Sigma begins$37.4MM less in COPQ29% Increase in Capacity13% Increase in Rolled YieldReal Results in the First Year領導藍圖用戰(zhàn)略性計劃闡明藍圖建立生產(chǎn)力基線廠家、范圍基于價值、資源、regd、時間的優(yōu)先項目選擇導入領導層的重點項目責任檢查：業(yè)務和個人選擇正確的項目選擇培訓合適的人員展開執(zhí)行改善計劃操作精通管理維持獲利確保正確的領導和所屬展開培訓計劃致力于

30、培訓和應用確保后備支持的來源測量過程分析過程改善過程控制過程經(jīng)常檢查，掃除障礙檢核真實的業(yè)務影響（財政）持續(xù)溝通進步與行為管理和R&R聯(lián)系起來執(zhí)行有效控制計劃以過程為中心的定期行為培訓每季度檢查系統(tǒng)的有效性不斷識別和推出新計劃過程輸出:編號過程輸入:戰(zhàn)略性年度業(yè)務目標現(xiàn)行開展計劃Actual Deployment PlanMar 15 行政業(yè)務小組概述Executive Business Team OverviewApr 12-14 公司業(yè)務小組Company Business Team Workshop (Officers and Key Directors)Apr 21 選擇冠軍Selec

31、t Champions (Business Team)Apr 27 - May 28 - Site AssessmentsJun 2-4 冠軍車間Champion WorkshopJun 24 選擇項目并排出優(yōu)先級Select and prioritize projectsJul 1 選擇黑帶和圖表項目Select BBs and charter projectsJul 30 最終項目/黑帶評審Final project/BB reviewAug 1 推出黑帶培訓Launch BB trainingLomega 贏得了Dell公司頒發(fā)的最好的供應商的稱號Iomega Wins Dell Most Improved Supplier AwardROY, Utah-(BUSINESS WIRE)-April 15, 1999lomega公司今天宣布被Dell授予最好的供應商獎，因為它在整個98年度及時供貨，質量又好，提供最好的顧客服務。Iomega Corporation (NYSE: IOM) today announced that it was awarded the Most Improv