六西格瑪執(zhí)行中的成功因素

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執(zhí)行中的成功因素SuccessFactorsinSixSigmaImplementationSteveZinkgrafSigmaBreakthroughTechnologies概述Overview 科特的領(lǐng)導(dǎo)變化藍(lán)圖Kotter’sLeadingChangeRoadmap每一步的基準(zhǔn)Benchmarksforeachstep領(lǐng)導(dǎo)層執(zhí)行藍(lán)圖LeadershipImplementationRoadmap總結(jié)Conclusions科特的8個程序Kotter’sEightStageProcess要有急迫感Establishasenseofurgency產(chǎn)生領(lǐng)導(dǎo)性的合作Createaguidingcoalition規(guī)劃遠(yuǎn)景和策略Developavisionandstrategy交流變化遠(yuǎn)景Communicatethechangevision賦予職員自由行動的空間Empoweremployeesforbroad-basedaction取得短期盈利Generateshort-termwins鞏固盈利，制造更多的機(jī)會Consolidategainsandproducemorechange固定新方法Anchornewapproachesintheculture第一步：要有緊迫感Step1:Establishasenseofurgency要素Elements調(diào)查市場競爭實(shí)體Examinemarketandcompetitiverealities識別危機(jī)，潛在危機(jī)和機(jī)會Identifycrises,potentialcrisesormajoropportunities附加Plus’s要有積極的緊迫感Positivesenseofurgencycreated:AlliedSignalandGE設(shè)定宏偉的稅收、收入和生產(chǎn)力目標(biāo)Setrevenue,income,productivitytargetsaggressively責(zé)任清晰Accountabilityclear要有高層領(lǐng)導(dǎo)SeniorleadershipalwayspresentDelta’s沒有緊迫感Nosenseofurgencycreated–沒有責(zé)任心noaccountability缺乏高層領(lǐng)導(dǎo)Absenceofseniorleadership沒有領(lǐng)導(dǎo)性的責(zé)任來理解變化Nocommitmentofleadershiptounderstandchange第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作Step2:CreateaGuidingCoalition要素Elements集中力量領(lǐng)導(dǎo)團(tuán)體改變Puttogetheragroupwithenoughpowertoleadchange讓該團(tuán)體像一個小組一樣的合力工作Getthegrouptoworktogetherasateam附加Plus’s聯(lián)合信號由責(zé)任清晰的冠軍小組開始AlliedSignalstartswithgroupofChampionswithclearaccountability每月執(zhí)行理事轉(zhuǎn)變?yōu)?委員會ExecCouncilbecomesSixSigmaCouncileverymonthPolaroidcharterschampiongroup冠軍要有強(qiáng)烈的職務(wù)能力，專業(yè)知識和可行性Championsidentifiedwithstrongpositionpower,expertiseand/orcredibility-Meetmonthly對先進(jìn)的車間賦予重要責(zé)任并進(jìn)行培訓(xùn)Heavycommitmenttoup-frontworkshopsandtrainingDelta’s冠軍的職務(wù)能力差Championshavepoorpositionalpower沒有建立正常的合作Noformalcoalitionestablished沒有給予先進(jìn)的車間相應(yīng)的責(zé)任和培訓(xùn)Poorcommitmenttoup-frontworkshopsandtraining對結(jié)果沒有分清責(zé)任Noclearaccountabilityforresults第三步：計劃遠(yuǎn)景和策略Step3:Developavisionandstrategy要素Elements創(chuàng)造遠(yuǎn)景指導(dǎo)改變工作Createavisiontohelpdirectthechangeeffort為該遠(yuǎn)景展開策略Developstrategiesforthatvision(alignment)附加Plus’s制作簡單明確的遠(yuǎn)景Visionsimpleandclear6應(yīng)與有力的行為相聯(lián)系SixSigmaclearlylinkedtostrongperformanceMaytag/InvensyscombineSixSigmawithLeanManufacturing清楚的角色引導(dǎo)合并Clearroleforguidingcoalition遠(yuǎn)景的策略目標(biāo)結(jié)構(gòu)GoaltreesusedtolinkstrategytovisionDelta’s沒有遠(yuǎn)景被開發(fā)，計劃只是培訓(xùn)計劃Novisiondeveloped-programisatrainingprogram沒有急迫感支持遠(yuǎn)景Nosenseofurgencytosupportthevision用6來檢查DoingSixSigmatocheckabox第四步：交流變化遠(yuǎn)景Step4:CommunicatethechangevisionElements使用每一種可能的途徑不斷交流遠(yuǎn)景和策略Useeveryvehiclepossibletoconstantlycommunicatevisionandstrategies引導(dǎo)員工所期望的合并模型行為GuidingcoalitionmodelsbehaviorexpectedofemployeesPlus’sAlliedSignalandGE和通用公司展示了他們強(qiáng)有力的溝通demonstrateaggressivecommunication-communicateuntilyoupuke!清楚的、早期的溝通計劃Clearandearlycommunicationplan用于溝通的很多論壇ManyforumsusedtocommunicateDelta’s沒有溝通計劃－6成為一種秘密計劃Nocommunicationplan-SixSigmabecomesastealthprogram只在高層溝通沒有低層溝通Communicatedatupperlevelsbutnotatthelowerlevels在承諾與溝通中看不到領(lǐng)導(dǎo)行為Leadershipnotvisibleintheircommitmentandcommunication第五步：賦予員工廣闊的行動空間Step5:Empoweremployeesforbroad-basedaction要素Elements掃除障礙Removeobstacles改變破壞變化遠(yuǎn)景的系統(tǒng)Changesystemsthatunderminechangevision要有承擔(dān)危險的勇氣EncouragerisktakingPlus’s冠軍與領(lǐng)導(dǎo)積極參與6項目的選擇、定范圍、定制度ChampionsandleadersactiveinSixSigmaprojectselection,scopingandchartering項目與策略和遠(yuǎn)景相關(guān)Projectsareclearlylinkedtostrategyandvision領(lǐng)導(dǎo)層要經(jīng)常下車間Leadershipattendsintense(2-4dayworkshops)強(qiáng)有力的預(yù)期培訓(xùn)計劃并有相應(yīng)的體系追蹤結(jié)果Aggressivetrainingplanwithexpectationsandsystemstotrackresults清楚的支持6項目和計劃的領(lǐng)導(dǎo)層ClearleadershipsupportofSixSigmaprojectsandprograms建立標(biāo)準(zhǔn)體系來核實(shí)結(jié)果MetricsSystemsestablishtoverifyresults領(lǐng)導(dǎo)層通過現(xiàn)場咨詢來支持項目LeadershipsupportsprojectswithonsiteconsultingStep5:Empoweremployeesforbroad-basedactionElements掃除障礙Removeobstacles改變破壞變化遠(yuǎn)景的系統(tǒng)Changesystemsthatunderminechangevision要有承擔(dān)危險的勇氣EncouragerisktakingDelta’s沒有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn)Noleadershipcommitmenttointenseworkshopsandtraining沒有涉及計劃選擇Littleinvolvementinprojectselection沒有相應(yīng)的跟蹤項目Noprojecttracking6被視為是好的培訓(xùn)計劃SixSigmaviewedasanicetrainingprogram幾乎沒有現(xiàn)場項目來作支持Littleonsiteprojectsupportgiven舉例：策略計劃Example:ProjectsforEachStrategy提高過程可靠性ImproveProcessReliability增加容量IncreaseCapacity減少操作成本ReduceOperatingCosts文化交流TransformtheCulture策略Strategies減少50％未作計劃的停工期DecreaseunplannedDowntimeby50%提高10％沒有資本的生產(chǎn)容量Improvecapacityby10%withnocapital減少25％COPQDecreaseCOPQby25%把6方法使用到商業(yè)中DeploySixSigmaintoBusinesses-增加冷卻器的容量－DCS軟件升級Increasechillercapacity-DCSSoftwareupgrade-增加丙三醇含量IncreaseGlycerolcapacity-鳳凰安全啟動Phoenixsafestartup-氫化容量Hydrogenationcapacity-最優(yōu)化干燥過程Optimizedryingprocess-SmogHBTCopq-自動包裝Automatepackagingarea-丙三醇線產(chǎn)量YieldonGlycerolline-培訓(xùn)黑帶和綠帶TrainBB’sandGB’s-執(zhí)行追蹤項目軟件Implementprojecttracking software目標(biāo)Goals計劃ProjectsStep6:產(chǎn)生生短短期期盈盈利利Generateshort-termwinsElements先期期盈盈利利計計劃劃Planforearlywins產(chǎn)生生盈盈利利Createthewins對獲獲勝勝者者給給予予明明顯顯的的承承認(rèn)認(rèn)和和獎獎勵勵VisiblyrecognizeandrewardthewinnersPlus’’s領(lǐng)導(dǎo)導(dǎo)層層集集中中于于第第一一次次的的成成功功Leadershipfocusesonfirstwavesuccess用清清楚楚的的高高級級的的領(lǐng)領(lǐng)導(dǎo)導(dǎo)層層來來表表達(dá)達(dá)正正式式的的識識別別儀儀式式Formalrecognitionceremonieswithclearpresenceofseniorleadership清楚楚的的、、強(qiáng)強(qiáng)有有力力的的回回報報和和識識別別標(biāo)標(biāo)準(zhǔn)準(zhǔn)Clearandaggressiverewardandrecognitionstandards財政政支支持持來來建建立立商商業(yè)業(yè)影影響響Financialsupporttoestablishbusinessimpact在6培培訓(xùn)訓(xùn)開開始始后后4－－6個個月月內(nèi)內(nèi)的的結(jié)結(jié)果果Resultsin4-6monthsafterSixSigmatrainingbegins(in$Millions)Delta’’s沒有有建建立立責(zé)責(zé)任任義義務(wù)務(wù)Noaccountabilityestablished花了了12個月月多多才才達(dá)達(dá)到到合合理理的的結(jié)結(jié)果果Morethan12monthstoachievereasonableresults財政政支支持持不不明明顯顯FinancialsupportnotapparentStep7:鞏固固收收獲獲，，產(chǎn)產(chǎn)生生更更多多的的變變化化ConsolidategainsandproducemorechangeElements變化化體體系系不不符符合合遠(yuǎn)遠(yuǎn)景景Changesystemsthatdon’’tfitthevision雇傭傭、、提提升升、、發(fā)發(fā)展展執(zhí)執(zhí)行行變變化化的的員員工工Hire,promoteanddeveloppeoplewhowillimplementthechange用新新計計劃劃、、主主題題和和變變化化代代理理來來進(jìn)進(jìn)行行新新的的過過程程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPlus’’s讓合合格格的的人人進(jìn)進(jìn)來來開開始始此此程程序序Qualifiedpeoplebroughtintokickstarttheprogram宏偉偉的的大大黑黑帶帶發(fā)發(fā)展展計計劃劃－－通通常常是是一一種種新新的的角角色色AggressiveMasterBBdevelopmentprograms-usuallyanewrole嚴(yán)謹(jǐn)謹(jǐn)?shù)牡慕ń⒘⒑秃妥纷粉欅櫱迩宄牡纳躺虡I(yè)業(yè)標(biāo)標(biāo)準(zhǔn)準(zhǔn)Clearbusinessmetricsestablishedandtrackedreligiously在6中中，，提提升升與與成成功功相相聯(lián)聯(lián)PromotionsareclearlylinkedtosuccessinSixSigma計劃劃在在一一定定范范圍圍內(nèi)內(nèi)逐逐漸漸加加強(qiáng)強(qiáng)Projectsareescalatedinscope6被強(qiáng)強(qiáng)烈烈的的適適用用于于公公司司的的其其他他領(lǐng)領(lǐng)域域SixSigmaismovedaggressivelyintootherareasofthecompany(ops,productdevelopment,admin,etc.)明顯顯的的巨巨大大財財政政支支持持HeavyfinancialsupportapparentStep7:鞏固固收收獲獲，，產(chǎn)產(chǎn)生生更更多多的的變變化化ConsolidategainsandproducemorechangeElements變化化體體系系不不符符合合遠(yuǎn)遠(yuǎn)景景Changesystemsthatdon’’tfitthevision雇傭傭、、提提升升、、發(fā)發(fā)展展執(zhí)執(zhí)行行變變化化的的員員工工Hire,promoteanddeveloppeoplewhowillimplementthechange用新新計計劃劃、、主主題題和和變變化化代代理理來來進(jìn)進(jìn)行行新新的的過過程程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPlus’’s冠軍們面面對面的的檢查項項目Face-to-faceprojectreviewsbyChampionsDelta’s計劃停止止Programstagnates內(nèi)部專家家沒有得得到發(fā)展展Internalexpertsnotdeveloped計劃結(jié)果果沒有一一步步按按照標(biāo)準(zhǔn)準(zhǔn)追蹤Programresultsnotcarefullytrackedviametrics6被視為是是額外的的工作SixSigmaprojectsseenasextraworkthatdetractsfromday-to-dayopsStep8:AnchornewapproachesinthecultureElements通過顧客客和生產(chǎn)產(chǎn)力集中中行為產(chǎn)產(chǎn)生更好好的表現(xiàn)現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接改變變和成功功的關(guān)系系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展意味味著保證證領(lǐng)導(dǎo)層層的發(fā)展展和成功功DevelopmeanstoinsureleadershipdevelopmentandsuccessionPlus’s顧客在培培訓(xùn)中的的表現(xiàn)和和培訓(xùn)中中顧客數(shù)數(shù)據(jù)的使使用Customersshowupattrainingandcustomerdatausedintraining早期結(jié)果果調(diào)節(jié)文文化差異異Earlyresultsleveragedintoculturechange在6中中，個個人變化化與表現(xiàn)現(xiàn)密切相相關(guān)PersonnelchangesareclearlylinkedtoperformanceinSixSigma黑帶，綠綠帶和大大黑帶在在領(lǐng)導(dǎo)層層呈階梯梯狀上升升BB’s,GB’sandMBB’’smoveupladdertoleadershippositionsquickly人們積極極的進(jìn)行行6的的培訓(xùn)訓(xùn)PeopleactivelypursueSixSigmatraining執(zhí)行新的的體系來來支持6NewsystemsimplementedtosupportSixSigma年度報告告清楚的的反應(yīng)6的的效果AnnualreportsclearlyreflectimpactofSixSigmaStep8:在文化中中確定新新方法AnchornewapproachesinthecultureElements通過顧客客和生產(chǎn)產(chǎn)力集中中行為產(chǎn)產(chǎn)生更好好的表現(xiàn)現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接改變變和成功功的關(guān)系系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展意味味著保證證領(lǐng)導(dǎo)層層的發(fā)展展和成功功DevelopmeanstoinsureleadershipdevelopmentandsuccessionDelta’s生意還是是照常進(jìn)進(jìn)行－如如果6消消失，，沒有人人會注意意到Businessasusual-ifSixSigmadisappeared,noonewouldnotice提升與6活活動無關(guān)關(guān)PromotionsnotlinkedtoSixSigmaactivities沒有大大黑帶帶的內(nèi)內(nèi)部資資源的的發(fā)展展支持持計劃劃NodevelopmentofMBBinternalresourcestosupportprogram從一個個黑帶帶到另另一個個黑帶帶，體體系和和領(lǐng)導(dǎo)導(dǎo)方式式幾乎乎沒有有什么么變化化FewchangesinsystemsandleadershipstylefromoneWaveofBB’stothenext學(xué)生常常在培培訓(xùn)中中表現(xiàn)現(xiàn)出對對小的的計劃劃定義義模糊糊Studentsconsistentlyshowattrainingwithpoorlydefined,smallprojectsExampleofusingMetricstoDrivetheProgram(ActualQ3Metricsfora$4BBusiness)SimpleSummaryofQ3Metrics長期計計劃追追蹤Long-termProgramTrackingSixSigmabegins$37.4MMlessinCOPQ29%IncreaseinCapacity13%IncreaseinRolledYieldRealResultsintheFirstYear領(lǐng)導(dǎo)藍(lán)藍(lán)圖用戰(zhàn)略略性計計劃闡闡明藍(lán)藍(lán)圖建立生生產(chǎn)力力基線線廠家家、范范圍基于價價值、、資源源、reg’d、時間的的優(yōu)先先項目目選擇導(dǎo)導(dǎo)入領(lǐng)領(lǐng)導(dǎo)層層的重重點(diǎn)項項目責(zé)任檢檢查：：業(yè)務(wù)務(wù)和個個人選擇正正確的的項目目選擇培培訓(xùn)合合適的的人員員展開執(zhí)執(zhí)行改改善計計劃操作精精通管管理維持獲獲利確保正正確的的領(lǐng)導(dǎo)導(dǎo)和所所屬展開培培訓(xùn)計計劃致力于于培訓(xùn)訓(xùn)和應(yīng)應(yīng)用確保后后備支支持的的來源源測量過過程分析過過程改善過過程控制過過程經(jīng)常檢檢查，，掃除除障礙礙檢核真真實(shí)的的業(yè)務(wù)務(wù)影響響（財財政））持續(xù)溝溝通進(jìn)進(jìn)步與行為為管理理和R&R聯(lián)系起起來執(zhí)行有有效控控制計計劃以過程程為中中心的的定期期行為為培訓(xùn)訓(xùn)每季度度檢查查系統(tǒng)統(tǒng)的有有效性性不斷識識別和和推出出新計計劃過程輸輸出:編號過程輸輸入:戰(zhàn)略性性年度度業(yè)務(wù)務(wù)目標(biāo)標(biāo)現(xiàn)行開開展計計劃ActualDeploymentPlanMar15––行政業(yè)業(yè)務(wù)小小組概概述ExecutiveBusinessTeamOverviewApr12-14––公司業(yè)業(yè)務(wù)小小組CompanyBusinessTeamWorkshop(OfficersandKeyDirectors)Apr21––選擇冠冠軍SelectChampions(BusinessTeam)Apr27-May28-SiteAssessmentsJun2-4––冠軍車車間ChampionWorkshopJun24––選擇項項目并并排出出優(yōu)先先級SelectandprioritizeprojectsJul1––選擇黑黑帶和和圖表表項目目SelectBB’sand