六西格玛在某公司执行中的成功因素

1、Breakthrough Technologies, Inc.6 执行中的成功因素执行中的成功因素Success Factors in Six Sigma ImplementationSteve ZinkgrafSigma Breakthrough TechnologiesBreakthrough Technologies, Inc.概述概述Overview科特的领导变化蓝图科特的领导变化蓝图Kotters Leading Change Roadmap每一步的基准每一步的基准Benchmarks for each step 领导层执行蓝图领导层执行蓝图Leadership Implementa

2、tion Roadmap总结总结ConclusionsBreakthrough Technologies, Inc.科特的科特的8个程序个程序Kotters Eight Stage Process要有急迫感要有急迫感Establish a sense of urgency产生领导性的合作产生领导性的合作Create a guiding coalition规划远景和策略规划远景和策略Develop a vision and strategy交流变化远景交流变化远景Communicate the change vision赋予职员自由行动的空间赋予职员自由行动的空间Empower employee

3、s for broad-based action取得短期盈利取得短期盈利Generate short-term wins巩固盈利，制造更多的机会巩固盈利，制造更多的机会Consolidate gains and produce more change固定新方法固定新方法Anchor new approaches in the cultureBreakthrough Technologies, Inc.第一步：要有紧迫感第一步：要有紧迫感Step 1: Establish a sense of urgency要素要素Elements-调查市场竞争实体调查市场竞争实体Examine market

4、and competitive realities-识别危机，潜在危机和机会识别危机，潜在危机和机会Identify crises, potential crises or major opportunities附加附加Pluss-要有积极的紧迫感要有积极的紧迫感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-责任清晰责任清晰Accountability cle

5、ar-要有高层领导要有高层领导Senior leadership always presentDeltas-没有紧迫感没有紧迫感No sense of urgency created 没有责任心没有责任心no accountability-缺乏高层领导缺乏高层领导Absence of senior leadership-没有领导性的责任来理解变化没有领导性的责任来理解变化No commitment of leadership to understand changeBreakthrough Technologies, Inc.第二步：产生领导性的合作第二步：产生领导性的合作Step 2: Cr

6、eate a Guiding Coalition要素要素Elements-集中力量领导团体改变集中力量领导团体改变Put together a group with enough power to lead change-让该团体像一个小组一样的合力工作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附加附加Pluss-联合信号由责任清晰的冠军小组开始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

7、事转变为每月执行理事转变为6 委员会委员会Exec Council becomes Six Sigma Council every month-Polaroid charters champion group-冠军要有强烈的职务能力，专业知识和可行性冠军要有强烈的职务能力，专业知识和可行性Champions 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对先进的车间赋予重要责任并进行培训Heavy commitment to up-front

8、 workshops and trainingDeltas-冠军的职务能力差冠军的职务能力差Champions have poor positional power-没有建立正常的合作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没有给予先进的车间相应的责任和培训Poor commitment to up-front workshops and training-对结果没有分清责任对结果没有分清责任No clear accountability for resultsBreakthrough Technologies, In

9、c.第三步：计划远景和策略第三步：计划远景和策略Step 3: Develop a vision and strategy要素要素Elements-创造远景指导改变工作创造远景指导改变工作Create a vision to help direct the change effort-为该远景展开策略为该远景展开策略Develop strategies for that vision (alignment)附加附加Pluss-制作简单明确的远景制作简单明确的远景Vision simple and clear-6 应与有力的行为相联系应与有力的行为相联系Six Sigma clearly lin

10、ked to strong performance-Maytag/ Invensys combine Six Sigma with Lean Manufacturing-清楚的角色引导合并清楚的角色引导合并Clear role for guiding coalition-远景的策略目标结构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没有急迫

11、感支持远景No sense of urgency to support the vision-用用6 来检查来检查Doing Six Sigma to check a boxBreakthrough Technologies, Inc.第四步：交流变化远景第四步：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

12、工所期望的合并模型行为引导员工所期望的合并模型行为Guiding coalition models behavior expected of employeesPluss-AlliedSignal and GE和通用公司展示了他们强有力的沟通和通用公司展示了他们强有力的沟通 demonstrate aggressive communication - communicate until you puke!-清楚的、早期的沟通计划清楚的、早期的沟通计划Clear and early communication plan-用于沟通的很多论坛用于沟通的很多论坛Many forums used to

13、communicateDeltas-没有沟通计划没有沟通计划6 成为一种秘密计划成为一种秘密计划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在承诺与沟通中看不到领导行为Leadership not visible in their commitment and communicationBreakthrough Technologi

14、es, Inc.第五步：赋予员工广阔的行动空间第五步：赋予员工广阔的行动空间Step 5: Empower employees for broad-based action要素要素Elements-扫除障碍扫除障碍Remove obstacles-改变破坏变化远景的系统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要有承担危险的勇气Encourage risk takingPluss-冠军与领导积极参与冠军与领导积极参与6 项目的选择、定范围、定制度项目的选择、定范围、定制度Champions and leade

15、rs active in Six Sigma project selection, scoping and chartering-项目与策略和远景相关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

16、 track results-清楚的支持清楚的支持6 项目和计划的领导层项目和计划的领导层Clear leadership support of Six Sigma projects and programs-建立标准体系来核实结果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领导层通过现场咨询来支持项目Leadership supports projects with onsite consultingBreakthrough Technologies, Inc.Step 5: Empower emp

17、loyees for broad-based actionElements-扫除障碍扫除障碍Remove obstacles-改变破坏变化远景的系统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要有承担危险的勇气Encourage risk takingDeltas-没有领导层的承诺加强车间管理和培训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 -没有涉及计划选择没有涉及计划选择Little involvem

18、ent in project selection-没有相应的跟踪项目没有相应的跟踪项目No project tracking-6 被视为是好的培训计划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几乎没有现场项目来作支持Little onsite project support givenBreakthrough Technologies, Inc.举例：策略计划举例：策略计划Example: Projects for Each Strategy提高过程可靠性提高过程可靠性Improve Process Re

19、liability增加容量增加容量Increase Capacity 减少操作成本减少操作成本Reduce Operating Costs文化交流文化交流Transform the Culture策略策略Strategies减少减少50未作计划的停未作计划的停工期工期Decrease unplanned Downtime by 50%提高提高10没有资本的生没有资本的生产容量产容量Improve capacity by 10% with no capital减少减少25COPQDecrease COPQ by 25%把把6 方法使用到商业中方法使用到商业中Deploy Six Sigma in

20、to Businesses- 增加冷却器的容量增加冷却器的容量DCS软软件升级件升级Increase chiller capacity - DCS Software upgrade - 增加丙三醇含量增加丙三醇含量Increase Glycerol capacity - 凤凰安全凤凰安全启动启动Phoenix safe startup - 氢化容量氢化容量Hydrogenation capacity - 最优化干燥过程最优化干燥过程Optimize drying process - Smog HBT Copq - 自动包装自动包装Automate packaging area -丙三醇线产丙三

21、醇线产量量Yield on Glycerol line - 培训黑带和绿带培训黑带和绿带Train BBs and GBs - 执行追踪项执行追踪项目软件目软件 Implement project tracking software目标目标Goals计划计划ProjectsBreakthrough Technologies, Inc.Step 6: 产生短期盈利产生短期盈利Generate short-term winsElements-先期盈利计划先期盈利计划Plan for early wins-产生盈利产生盈利Create the wins-对获胜者给予明显的承认和奖励对获胜者给予明显的

22、承认和奖励Visibly recognize and reward the winnersPluss-领导层集中于第一次的成功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用清楚的高级的领导层来表达正式的识别仪式Formal recognition ceremonies with clear presence of senior leadership-清楚的、强有力的回报和识别标准清楚的、强有力的回报和识别标准Clear and aggressive reward and recognition

23、 standards-财政支持来建立商业影响财政支持来建立商业影响Financial support to establish business impact-在在6 培训开始后培训开始后46个月内的结果个月内的结果Results in 4-6 months after Six Sigma training begins (in $ Millions)Deltas-没有建立责任义务没有建立责任义务No accountability established-花了花了12个月多才达到合理的结果个月多才达到合理的结果More than 12 months to achieve reasonable

24、results-财政支持不明显财政支持不明显Financial support not apparentBreakthrough Technologies, Inc.Step 7:巩固收获，产生更多的变化巩固收获，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雇佣、提升、发展执行变化的员工Hire, promote and develop people who will implem

25、ent the change-用新计划、主题和变化代理来进行新的过程用新计划、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-让合格的人进来开始此程序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

26、 new role-严谨的建立和追踪清楚的商业标准严谨的建立和追踪清楚的商业标准Clear business metrics established and tracked religiously -在在6 中，提升与成功相联中，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计划在一定范围内逐渐加强Projects are escalated in scope-6 被强烈的适用于公司的其他领域被强烈的适用于公司的其他领域Six Sigma is moved aggressively into o

27、ther areas of the company (ops, product development, admin, etc.)-明显的巨大财政支持明显的巨大财政支持Heavy financial support apparentBreakthrough Technologies, Inc.Step 7: 巩固收获，产生更多的变化巩固收获，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

28、员工雇佣、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冠军们面对面的检查项目Face-to-face project reviews by ChampionsDeltas-计划停止计划停止Program stagnates-内部专家没有得到

29、发展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计划结果没有一步步按照标准追踪Program results not carefully tracked via metrics-6 被视为是额外的工作被视为是额外的工作Six Sigma projects seen as extra work that detracts from day-to-day opsBreakthrough Technologies, Inc.Step 8: Anchor new approaches in the cultureElements-通过

30、顾客和生产力集中行为产生更好的表现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

31、顾客数据的使用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 used in training-早期结果调节文化差异早期结果调节文化差异Early results leveraged into culture change-在在6 中，个人变化与表现密切相关中，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黑带，绿带和大黑带在领导层呈阶梯状上升BBs, GBs an

32、d MBBs move up ladder to leadership positions quickly-人们积极的进行人们积极的进行6 的培训的培训People actively pursue Six Sigma training-执行新的体系来支持执行新的体系来支持6 New systems implemented to support Six Sigma-年度报告清楚的反应年度报告清楚的反应6 的效果的效果Annual reports clearly reflect impact of Six Sigma Breakthrough Technologies, Inc.Step 8: 在

33、文化中确定新方法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发展意味着保证领导层的发展和成功Develop means to

34、insure leadership development and succession Deltas-生意还是照常进行如果生意还是照常进行如果6 消失，没有人会注意到消失，没有人会注意到Business as usual - if Six Sigma disappeared, no one would notice-提升与提升与6 活动无关活动无关Promotions not linked to Six Sigma activities-没有大黑带的内部资源的发展支持计划没有大黑带的内部资源的发展支持计划No development of MBB internal resources to

35、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 projectsBreakthrough Technologies, Inc.Example of

36、 using Metrics to Drive the Program(Actual Q3 Metrics for a $4B Business)SBURTY(%)COPQ(K$)Capacity(Ratio)BusinessImpactRealDollarsBaselineGoalNowBaselineGoalNowBaselineGoalNowYDTDivision A72.682.576.881,84348,82827.5671.001.311.48$23.7MDivision B81.385.486.5255,779200,93573,5161.001.101.16$14.2MDivi

37、sion C83.385.787.7334,56631,93624,6291.001.061.06$4.7MDivision D86.392.691.537,80025,50023,2251.001.201.21$4.6MDivision E63.770.570.0111,16773,19664,4791.001.211.22$5.1MCompanySummary78.182.580.8539,023394,891215,4401.001.141.22$52.3MBreakthrough Technologies, Inc.Simple Summary of Q3 MetricsDivisio

38、n ADivision BDivision CDivision DDivision ECompanySummaryRTYRedRedGreenRedRedRedCOPQGreenGreenGreenGreenGreenGreenC-PGreenRedGreenGreenGreenGreenYTD Savings$23,723K$14,188K$4,626K$4,690K$5,075K$52,302KBreakthrough Technologies, Inc.长期计划追踪长期计划追踪Long-term Program TrackingOperational Excellence Results

39、R TY (% )C -P (M-lbs)C OPQ ($M)199419951996199719941995199519971994199519961997Plant OneProduct Line 180.079.380.181.9116.0113.3115.1121.720.618.115.412.9Product Line 266.072.172.274.057.064.763.467.119.115.614.212.1Product Line 378.385.591.192.8182.0208.1268.5269.331.720.212.79.0Total Plant A76.981

40、.185.687.2355.0386.1447.0458.171.453.942.334.0Six Sigma begins$37.4MM less in COPQ29% Increase in Capacity13% Increase in Rolled YieldBreakthrough Technologies, Inc.Real Results in the First YearStrategic Business UnitsPT $ ImpactYear EndPT $ Impact Q1Plant 1Plant 2Plant 3Plant 4Plant 5Plant 6$ 1,32

41、5K$ 6,720K$ 8,460K$ 3,850K$ 6,836K$ 2,227K$ 1,064K$ 4,184K$ 606K*TO COME$2,566K$ 300KPolymers-Sub total$29,418K$8,720KtentiativeFluoride$45,689K$7,448KLamination Plant 1Lamination Plant 2Lamination Plant 3$ 3,145K$ 600K$ 3,188K$ 769KTO COMETO COMELamination Total$6,933K $769kPerformance Materials$7,

42、498K$1,169.5KCarbon$944K$ 274KNon JV Subtotal$90,382K$18380.5tentativeJoint Venture 1$2,311KN/RJoint Venture 2$2,328K$ 466.5K1995 TOTAL Six SigmaBenefits$95,121K$18846.0tentativeBreakthrough Technologies, Inc.领导蓝图领导蓝图 用战略性计划阐明蓝图用战略性计划阐明蓝图 建立生产力基线厂家、建立生产力基线厂家、范围范围 基于价值、资源、基于价值、资源、regd、时间的优先项时间的优先项目目

43、选择导入领导层的重点选择导入领导层的重点项目项目 责任检查：业务和个人责任检查：业务和个人选择正确选择正确的项目的项目选择培训合选择培训合适的人员适的人员展开执行改展开执行改善计划善计划操作精通管操作精通管理理维持获利维持获利 确保正确的领导和所确保正确的领导和所属属 展开培训计划展开培训计划 致力于培训和应用致力于培训和应用 确保后备支持的来源确保后备支持的来源 测量过程测量过程 分析过程分析过程 改善过程改善过程 控制过程控制过程 经常检查，扫除障碍经常检查，扫除障碍 检核真实的业务影响检核真实的业务影响（财政）（财政） 持续沟通进步持续沟通进步 与行为管理和与行为管理和R&R联联系起来系起来 执行有效控制计划执行有效控制计划 以过程为中心的定期行以过程为中心的定期行为培训为培训 每季度检查系统的有效每季度检查系统的有效性性 不断识别和推出新计划不断识别和推出新计划:编号编号:战略性年度业务目标战略性年度业务