质量管理-人本西格玛PPT课件教材讲义

盖洛普路径GallupPath从此进入发现优势因才适用优秀经理敬业员工忠实客户可持续发展实际利润增长股票增值优化人本西格玛™1目标:人本西格玛™--最优化QuadIQuadIIQuadIIIQuadIV50thPercentile50thPercentileEmployeeMetrics(Q12)CustomerMetrics(CE11)第一年第二年QuadIQuadIIQuadIIIQuadIV50thPercentile50thPercentileEmployeeMetrics(Q12)CustomerMetrics(CE11)

=营业单位最优化的企业是那些在员工和顾客矩阵得分处于前50%的企业…它们员工敬业和顾客参与度得分很平衡21509915099Q12CE1115099150991509915099Q12CE11IIIIIIIVVVIHS等级频率11.6%219.2%339.7%421.2%517.9%60.4%Copyright©2003TheGallupOrganization,Princeton,NJ.Allrightsreserved.人本西格玛™3员工敬业度客户忠实度44.14.24.34.44.54.64.74.82.533.544.5575th%位25th%位最优化42.93.33.74.14.52.93.33.74.14.5客户忠实度员工敬业度SallyCarlosPeterBilly人本西格玛™管理5Copyright©2003TheGallupOrganization,Princeton,NJ.Allrightsreserved.2.93.33.74.14.52.93.33.74.14.5员工敬业度客户忠实度20%的指标优化可以使：营业额增长翻一翻利润增长提高3倍人本西格玛™6人本西格玛™

案例#3：优化vs.非优化银行–网点营业额增长6倍于非优化网点优化=+12%平均=+3%非优化=+2%优化网点的利润比非优化网点平均高出

$26,300,0007人本西格玛™

案例#6：优化vs.非优化汽车生产商顶级(CE11

和Q12指标)销售商售出汽车毛利比末级销售商每辆高出

$427

仅此“人的差异”一项就为销售商带来年均$670,000的收入8差异=13%税后净利润人本西格玛™汽车生产商*注：优化部门的平均Q12

得分为4.23；CE11

得分为4.59;非优化部门的平均Q12

得分为3.41；CE11

得分为4.43Copyright©2003TheGallupOrganization,Princeton,NJ.Allrightsreserved.9销售额营业利润员工流失QuadIQuadIIQuadIIIQuadIV第一年第二年销售额营业利润员工流失QuadIQuadIIQuadIIIQuadIV顶级部门带来超常的财务表现……而后进的部门将企业拖进泥潭。优化部门代表了企业的核心竞争力：效率和利润Copyright©2003TheGallupOrganization,Princeton,NJ.Allrightsreserved.10Gallup50vsS&P500020040060080010001200140016001983198519871989199119931995199719992001S&P500(lessGallup50)Gallup50“S&P500”referstothemembershipoftheS&P500onSeptember1,2002Copyright©2003TheGallupOrganization,Princeton,NJ.Allrightsreserved.净收入(1983=100)11Gallup50vsS&P500

税前利润(1983=100)020040060080010001200140016001983198519871989199119931995199719992001S&P500(lessGallup50)Gallup50“S&P500”referstothemembershipoftheS&P500onSeptember1,2002Copyright©2003TheGallupOrganization,Princeton,NJ.Allrightsreserved.12Gallup50vsS&P500

平均市值(1983=100)010020030040050060070080090010001983198519871989199119931995199719992001S&P500(lessGallup50)Gallup50“S&P500”referstothe