六西格瑪在公司執(zhí)行中的成功因素

6

執(zhí)行中的成功因素Success

Factors

inSixSigma

ImplementationSteveZinkgrafSigma

Breakthrough

TechnologiesBreakthrough

Technologies,

Inc.概述OverviewBreakthrough

Technologies,

Inc.科特的領(lǐng)導(dǎo)變化藍(lán)圖Kotter’s

LeadingChange

Roadmap每一步的基準(zhǔn)Benchmarks

foreach

step領(lǐng)導(dǎo)層執(zhí)行藍(lán)圖Leadership

ImplementationRoadmap總結(jié)Conclusions科特的8個(gè)程序Kotter’s

EightStageProcessBreakthrough

Technologies,

Inc.要有急迫感Establish

a

sense

ofurgency產(chǎn)生領(lǐng)導(dǎo)性的合作Createa

guiding

coalition規(guī)劃遠(yuǎn)景和策略Developa

visionandstrategy交流變化遠(yuǎn)景Communicatethechangevision賦予職員自由行動(dòng)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(huì)Consolidategainsandproducemorechange固定新方法第一步：要有緊迫感Breakthrough

Technologies,

Inc.Step1:Establishasenseofurgency要素Elements調(diào)查市場(chǎng)競(jìng)爭(zhēng)實(shí)體Examinemarketandcompetitiverealities識(shí)別危機(jī)，潛在危機(jī)和機(jī)會(huì)Identifycrises,potentialcrisesormajoropportunities附加Plu’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)SeniorleadershipalwayspresentDelt’as’沒有緊迫感Nosenseofurgencycreated––沒有責(zé)任心noaccountability缺乏高層領(lǐng)導(dǎo)Absenceof

senior

leadership沒有領(lǐng)導(dǎo)性的責(zé)任第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作Step2:CreateaGuiding

Coalition要素Elements集中力量領(lǐng)導(dǎo)團(tuán)體改變Puttogethera

groupwith

enoughpower

tolead

change讓該團(tuán)體像一個(gè)小組一樣的合力工作Getthegroup

towork

togetherasateam附加Plu’s’聯(lián)合信號(hào)每月執(zhí)行理事轉(zhuǎn)變?yōu)?

委員會(huì)Exec

Council

becomes

SixSigma

Council

every

monthPolaroid

charters

champion

group冠軍要有強(qiáng)烈的職務(wù)能力，專業(yè)知識(shí)和可行性Championsidentified

with

strong

position

power,expertise

and/orcredibility-Meet

monthly對(duì)先進(jìn)的車間賦予重要責(zé)任并進(jìn)行培訓(xùn)Heavy

commitment

to

up-front

workshops

and

trainingDelta’s冠軍的職務(wù)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(jìn)的車間相應(yīng)的責(zé)任和培訓(xùn)Poor

commitment

to

up-front

workshops

and

training對(duì)結(jié)果沒有分清責(zé)任No

clear

accountability

for

resultsBreakthrough

Technologies,

Inc.第三步：計(jì)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Create

avisionto

helpdirect

the

changeeffort為該遠(yuǎn)景展開策略Developstrategies

for

thatvision

(alignment)附加Plu’s’制作簡(jiǎn)單明確的遠(yuǎn)景Vision

simple

and

clear6應(yīng)與有力的行為相聯(lián)系SixSigma

clearly

linkedtostrongperformanceMaytag/InvensyscombineSixSigma

withLeanManufacturing清楚的角色引導(dǎo)合并Clear

role

for

guiding

coalition遠(yuǎn)景的策略目標(biāo)結(jié)構(gòu)Goaltrees

usedto

linkstrategytovisionDelta’s沒有遠(yuǎn)景被開發(fā)，計(jì)劃只是培訓(xùn)計(jì)劃No

vision

developed-program

isa

trainingprogram沒有急迫感支持遠(yuǎn)景用6

來檢查Doing

Six

Sigma

to

check

a

boxBreakthrough

Technologies,

Inc.第四步：交流變化遠(yuǎn)景Step

4:CommunicatethechangevisionElements使用每一種可能的途徑不斷交流遠(yuǎn)景和策略

Useeveryvehiclepossibletoconstantly

communicatevisionandstrategies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

demonstrateaggressive

communication-communicateuntilyoupuke!清楚的、 期的溝通計(jì)劃Clearandearlycommunicationplan用于溝通的很多論壇Many

forumsused

to

communicateDelta’s沒有溝通計(jì)劃－6成為一種秘密計(jì)劃Nocommunication

plan-SixSigmabecomesa

stealthprogram只在高層溝通沒有低層溝通Communicatedatupperlevelsbutnotatthe

lower

levels在承諾與溝通中看不到領(lǐng)導(dǎo)行為L(zhǎng)eadership

notvisible

in

theircommitmentand

communicationBreakthrough

Technologies,

Inc.第五步：賦予員工廣闊的行動(dòng)空間Step

5:Empoweremployees

forbroad-basedactionBreakthrough

Technologies,

Inc.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(xiǎn)的勇氣EncouragerisktakingPlus’s冠軍與領(lǐng)導(dǎo)積極參與6項(xiàng)目的選擇、定范圍、定制度

Championsand

leaders

active

in

SixSigmaprojectselection,scoping

and

chartering項(xiàng)目與策略和遠(yuǎn)景相關(guān)Projects

are

clearlylinked

tostrategyandvision領(lǐng)導(dǎo)層要經(jīng)常下車間Leadershipattends

intense

(2-4dayworkshops)強(qiáng)有力的預(yù)期培訓(xùn)計(jì)劃并有相應(yīng)的體系追蹤結(jié)果

Aggressivetrainingplanwithexpectations

and

systemsto

trackresults清楚的支持6

項(xiàng)目和計(jì)劃的領(lǐng)導(dǎo)層Clearleadership

supportof

SixSigma

projects

andprograms建立標(biāo)準(zhǔn)體系來核實(shí)結(jié)果Metrics

SystemsestablishtoverifyresultsStep5:

Empoweremployeesforbroad-basedactionElements掃除障礙Remove

obstacles改變破壞變化遠(yuǎn)景的系統(tǒng)Change

systemsthatunderminechangevision要有承擔(dān)危險(xiǎn)的勇氣EncouragerisktakingDelt’as’沒有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn)Noleadershipcommitmentto

intenseworkshopsandtraining沒有涉及計(jì)劃選擇Little

involvement

in

projectselection沒有相應(yīng)的跟蹤項(xiàng)目No

projecttracking6被視為是好的培訓(xùn)計(jì)劃Six

Sigmaviewed

asa

nicetrainingprogram幾乎沒有現(xiàn)場(chǎng)項(xiàng)目來作支持Little

onsite

project

supportgivenBreakthrough

Technologies,

Inc.舉例：策略計(jì)劃Example:Projects

for

EachStrategy提高過程可靠性

ImproveProcessReliability增加容量IncreaseCapacity減少操作成本

Reduce

OperatingCosts文化交流

TransformtheCulture策略Strategies減少50％未作計(jì)劃的停工期Decrease

unplannedDowntime

by50%提高10％沒有資本的生產(chǎn)容量Improve

capacityby10%with

no

capital減少25％COPQDecrease

COPQby

25%把6方法使用到商業(yè)中

Deploy

SixSigma

intoBusinesses-增加冷卻器的容量－DCS軟件升級(jí)Increase

chiller

capacity-DCSSoftware

upgrade-增加丙三醇含量IncreaseGlycerol

capacity -鳳凰安全啟動(dòng)動(dòng)Phoenixsafe

startup-氫化容量Hydrogenation

capacity-最優(yōu)化干燥過程Optimizedryingprocess-SmogHBT

Copq-自動(dòng)包裝

Automate

packaging

area-丙三醇線產(chǎn)量Yieldon

Glycerol

line-培訓(xùn)黑帶和綠帶Breakthrough

Technologies,

Inc.TrainBB’sandGB’s-執(zhí)行追蹤項(xiàng)目目軟件Implementprojecttracking

software目標(biāo)Goals

計(jì)劃ProjectsStep6:產(chǎn)生短期盈利Generate

short-termwinsElements先期盈利計(jì)劃Planforearly

wins產(chǎn)生盈利Create

thewins對(duì)獲勝者給予明顯的承認(rèn)和獎(jiǎng)勵(lì)Visiblyrecognize

andrewardthewinnersPlu’s’領(lǐng)導(dǎo)層集中于第一次的成功Leadership

focuses

onfirstwavesuccess用清楚的高級(jí)的領(lǐng)導(dǎo)層來表達(dá)正式的識(shí)別儀式Formal

recognitionceremonies

with

clearpresence

ofseniorleadership清楚的、強(qiáng)有力的回報(bào)和識(shí)別標(biāo)準(zhǔn)Clearandaggressiverewardandrecognitionstandards財(cái)政支持來建立商業(yè)影響Financial

support

toestablishbusinessimpact在6培訓(xùn)開始后4－6個(gè)月內(nèi)的結(jié)果Resultsin

4-6

monthsafterSixSigma

training

begins(in

$Millions)Delta’s沒有建立責(zé)任義務(wù)No

accountability

established花了12個(gè)月多才達(dá)到合理的結(jié)果Morethan

12monthsto

achievereasonable

resultsBreakthrough

Technologies,

Inc.Step7:鞏固收獲，產(chǎn)生更多的變化Consolidategainsand

produce

more

changeElements變化體系不符合遠(yuǎn)景Change

systems

thatdon’t

fit

the

vision雇傭、提升、發(fā)展執(zhí)行變化的員工Hire,promote

and

developpeoplewhowill

implementthechange用新計(jì)劃、主題和變化代理來進(jìn)行新的過程

Reinvigoratethenewprocesswith

new

projects,themes

andchange

agentsPlu’s’讓合格的人進(jìn)來開始此程序Qualified

peoplebroughtinto

kickstarttheprogram宏偉的大黑帶發(fā)展計(jì)劃－通常是一種新的角色Aggressive

MasterBBdevelopmentprograms-usuallya

new

role嚴(yán)謹(jǐn)?shù)慕⒑妥粉櫱宄纳虡I(yè)標(biāo)準(zhǔn)Clear

business

metricsestablished

and

tracked

religiously在6中，提升與成功相聯(lián)Promotions

are

clearly

linkedtosuccessinSixSigma計(jì)劃在一定范圍內(nèi)逐漸加強(qiáng)Projectsareescalated

in

scope6被強(qiáng)烈的適用于公司的其他領(lǐng)域SixSigma

ismovedaggressivelyintoother

areasofthecompany(ops,productdevelopment,

admin,etc.)明顯的巨大財(cái)政支持Heavy

financialsupportapparent

Breakthrough

Technologies,Inc.Breakthrough

Technologies,

Inc.Step7:鞏固收獲，產(chǎn)生更多的變化

Consolidategains

and

produce

more

changeElements變化體系不符合遠(yuǎn)景Change

systems

thatdon’t

fit

the

vision雇傭、提升、發(fā)展執(zhí)行變化的員工Hire,promote

and

developpeoplewhowill

implementthechange用新計(jì)劃、主題和變化代理來進(jìn)行新的過程

Reinvigoratethenewprocesswith

new

projects,themes

andchange

agentsPlu’s’冠軍們面對(duì)面的檢查項(xiàng)目Face-to-faceprojectreviewsbyChampionsDelta’s計(jì)劃停止Programstagnates內(nèi)部專家沒有得到發(fā)展Internalexpertsnotdeveloped計(jì)劃結(jié)果沒有一步步按照標(biāo)準(zhǔn)追蹤Programresultsnotcarefullytracked

viametrics6被視為是額外的工作SixSigma

projects

seenas

extrawork

thatdetractsfromday-to-day

opsStep8:Anchor

new

approaches

inthecultureElements通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Create

betterperformance

through

customer

andproductivityfocusesbehavior連接改變和成功的關(guān)系A(chǔ)rticulate

the

connections

betweenchange

and

success發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功Developmeanstoinsureleadership

development

and

successionPlu’s’顧客在培訓(xùn)中的表現(xiàn)和培訓(xùn)中顧客數(shù)據(jù)的使用Customers

show

upattraining

and

customer

datausedintraining

期結(jié)果調(diào)節(jié)文化差異Early

resultsleveraged

intoculturechange在6中，個(gè)人變化與表現(xiàn)密切相關(guān)Personnel

changes

areclearlylinked

to

performance

in

SixSigma黑帶，綠帶和大黑帶在領(lǐng)導(dǎo)層呈階梯狀上升BB’s,GB’sandMBB’smove

upladderto

leadershippositions

quickly人們積極的進(jìn)行6

的培訓(xùn)Peopleactively

pursue

Six

Sigmatraining執(zhí)行新的體系來支持6New

systems

implemented

to

supportSixSigma年度報(bào)告清楚的反應(yīng)6的效果Annualreportsclearly

reflBerecaktthirmoughpTaecchntologies,Inc.Step

8:在文化中確定新方法Anchornewapproachesin

thecultureElements通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)

Createbetterperformance

through

customerand

productivityfocuses

behavior連接改變和成功的關(guān)系A(chǔ)rticulate

theconnectionsbetweenchangeand

success發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功Developmeansto

insureleadershipdevelopment

and

successionDelta’s生意還是照常進(jìn)行－如果6

消失，沒有人會(huì)注意到Business

asusual-if

Six

Sigma

disappeared,noone

would

notice提升與6活動(dòng)無關(guān)Promotions

notlinkedto

SixSigmaactivities沒有大黑帶的內(nèi)部資源的發(fā)展支持計(jì)劃No

developmentofMBBinternal

resources

to

support

program從一個(gè)黑帶到另一個(gè)黑帶，體系和領(lǐng)導(dǎo)方式幾乎沒有什么變化Fewchanges

insystems

and

leadership

style

fromone

Wave

of

BB’s’to

the

next學(xué)生常在培訓(xùn)中表現(xiàn)出對(duì)小的計(jì)劃定義模糊Studentsconsistentlyshow

at

training

with

poorly

defined,smallprojectsBreakthrough

Technologies,

Inc.Exampleof

using

Metrics

toDrivetheProgram(ActualQ3

Metrics

for

a

$4BBusiness)Breakthrough

Technologies,

Inc.SimpleSummaryof

Q3MetricsBreakthrough

Technologies,

Inc.長(zhǎng)期計(jì)劃追蹤Long-term

Program

TrackingSix

Sigma

beginsBreakthrough

Technologies,

Inc.$37.4MMlessinCOPQ29%Increase

inCapacity13%Increase

inRolled

YieldReal

Results

in

the

First

YearBreakthrough

Technologies,

Inc.領(lǐng)導(dǎo)藍(lán)圖、選擇正確的項(xiàng)目選擇培訓(xùn)合適的展開執(zhí)行改善計(jì)劃操作精通管理維持獲利用戰(zhàn)略性計(jì)劃闡明藍(lán)圖建立生產(chǎn)力基線廠家、范圍基于價(jià)值、資源、reg’d時(shí)間的優(yōu)先項(xiàng)目選擇導(dǎo)入領(lǐng)導(dǎo)層的重點(diǎn)項(xiàng)目責(zé)任檢查：業(yè)務(wù)和個(gè)人確保正確的領(lǐng)導(dǎo)和所屬展開培訓(xùn)計(jì)劃致力于培訓(xùn)和應(yīng)用確保后備支持的來源測(cè)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(shí)的業(yè)務(wù)影響（財(cái)政）持續(xù)溝通進(jìn)步與行為管理和R&R聯(lián)系起來執(zhí)行有效控制計(jì)劃以過程為中心的定期行為培訓(xùn)每季度檢查系統(tǒng)的有效性不斷識(shí)別和推出新計(jì)劃Breakthrough

Technologies,

Inc.過程輸出:編號(hào)過程輸入:戰(zhàn)略性年度業(yè)務(wù)目標(biāo)現(xiàn)行開展計(jì)劃Act