6sigma执行中的成功因素.ppt

1、6 执行中的成功因素Success Factors in Six Sigma Implementation,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,概述Overview,科特的领导变化蓝图Kotters Leading Change Roadmap 每一步的基准Benchmarks for each step 领导层执行蓝图Leadership Implementation Roadmap 总结Conclusions,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,科特的8个程序Kotters Eight Stage Proc

2、ess,要有急迫感Establish a sense of urgency 产生领导性的合作Create a guiding coalition 规划远景和策略Develop a vision and strategy 交流变化远景Communicate the change vision 赋予职员自由行动的空间Empower employees for broad-based action 取得短期盈利Generate short-term wins 巩固盈利，制造更多的机会Consolidate gains and produce more change 固定新方法Anchor new a

3、pproaches in the culture,第一步：要有紧迫感Step 1: Establish a sense of urgency,要素Elements 调查市场竞争实体Examine market and competitive realities 识别危机，潜在危机和机会Identify crises, potential crises or major opportunities 附加Pluss 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Set revenue,

4、 income, productivity targets aggressively 责任清晰Accountability clear 要有高层领导Senior leadership always present Deltas 没有紧迫感No sense of urgency created 没有责任心no accountability 缺乏高层领导Absence of senior leadership 没有领导性的责任来理解变化No commitment of leadership to understand change,天马行空官方博客： ；QQ:1318241189；QQ群：1755

5、69632,第二步：产生领导性的合作Step 2: Create a Guiding Coalition,要素Elements 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Get the group to work together as a team 附加Pluss 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 每月执行理事转变为6 委员会Exec Co

6、uncil 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Heavy commitment to up-front workshops and training Deltas 冠军的职务能力差Champions have poor positi

7、onal power 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Poor commitment to up-front workshops and training 对结果没有分清责任No clear accountability for results,第三步：计划远景和策略Step 3: Develop a vision and strategy,要素Elements 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Develop

8、strategies for that vision (alignment) 附加Pluss 制作简单明确的远景Vision simple and clear 6 应与有力的行为相联系Six Sigma clearly linked to strong performance Maytag/ Invensys combine Six Sigma with Lean Manufacturing 清楚的角色引导合并Clear role for guiding coalition 远景的策略目标结构Goal trees used to link strategy to vision Deltas 没

9、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No sense of urgency to support the vision 用6 来检查Doing Six Sigma to check a box,第四步：交流变化远景Step 4: Communicate the change vision,Elements 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 strat

10、egies 引导员工所期望的合并模型行为Guiding coalition models behavior expected of employees Pluss AlliedSignal and GE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Clear and early communication plan 用于沟通的很多论坛Many forums used to communicate Deltas 没有沟通计划6 成为一种秘密计划No co

11、mmunication plan - Six Sigma becomes a stealth program 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Leadership not visible in their commitment and communication,第五步：赋予员工广阔的行动空间Step 5: Empower employees for broad-based action,要素Elements 扫除障碍Remove obstacles 改变破坏变

12、化远景的系统Change systems that undermine change vision 要有承担危险的勇气Encourage risk taking Pluss 冠军与领导积极参与6 项目的选择、定范围、定制度Champions and leaders active in Six Sigma project selection, scoping and chartering 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Leadership attends intense (2-4 day

13、 workshops) 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 track results 清楚的支持6 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Metrics Systems establish to verify results 领导层通过现场咨询来支持项目Leadership supports projects with onsite consultin

14、g,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,Step 5: Empower employees for broad-based action,Elements 扫除障碍Remove obstacles 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Encourage risk taking Deltas 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Lit

15、tle involvement in project selection 没有相应的跟踪项目No project tracking 6 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Little onsite project support given,举例：策略计划Example: Projects for Each Strategy,提高过程可靠性Improve Process Reliability,增加容量Increase Capacity,减少操作成本Reduce Operating Costs,文

16、化交流Transform the Culture,策略Strategies,减少50未作计划的停工期Decrease unplanned Downtime by 50%,提高10没有资本的生产容量Improve capacity by 10% with no capital,减少25COPQDecrease COPQ by 25%,把6 方法使用到商业中Deploy Six Sigma into Businesses,- 增加冷却器的容量DCS软件升级Increase chiller capacity - DCS Software upgrade,- 增加丙三醇含量Increase Glyce

17、rol capacity - 凤凰安全启动Phoenix safe startup - 氢化容量Hydrogenation capacity - 最优化干燥过程Optimize drying process,- Smog HBT Copq - 自动包装Automate packaging area -丙三醇线产量Yield on Glycerol line,- 培训黑带和绿带Train BBs and GBs - 执行追踪项目软件 Implement project tracking software,目标Goals,计划Projects,Step 6: 产生短期盈利Generate shor

18、t-term wins,Elements 先期盈利计划Plan for early wins 产生盈利Create the wins 对获胜者给予明显的承认和奖励Visibly recognize and reward the winners Pluss 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Formal recognition ceremonies with clear presence of senior leadership 清楚的、强有力的回报和识别标准Clear and agg

19、ressive reward and recognition standards 财政支持来建立商业影响Financial support to establish business impact 在6 培训开始后46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No accountability established 花了12个月多才达到合理的结果More than 12 months to achieve reasonable results 财政支持不

20、明显Financial support not apparent,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,Step 7:巩固收获，产生更多的变化Consolidate gains and produce more change,Elements 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Reinvigorate

21、 the new process with new projects, themes and change agents Pluss 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Aggressive Master BB development programs - usually a new role 严谨的建立和追踪清楚的商业标准Clear business metrics established and tracked religiously 在6 中，提升与成功相

22、联Promotions are clearly linked to success in Six Sigma 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Six Sigma is moved aggressively into other areas of the company (ops, product development, admin, etc.) 明显的巨大财政支持Heavy financial support apparent,Step 7: 巩固收获，产生更多的变化Consolidate gains a

23、nd produce more change,Elements 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Reinvigorate the new process with new projects, themes and change agents Pluss 冠军们面对面的检查项目Face-to-face project reviews by

24、Champions Deltas 计划停止Program stagnates 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Program results not carefully tracked via metrics 6 被视为是额外的工作Six Sigma projects seen as extra work that detracts from day-to-day ops,Step 8: Anchor new approaches in the culture,Elements 通过顾客和生产力集中行为产生更好的表

25、现Create better performance through customer and productivity focuses behavior 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Develop means to insure leadership development and succession Pluss 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 i

26、n training 早期结果调节文化差异Early results leveraged into culture change 在6 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BBs, GBs and MBBs move up ladder to leadership positions quickly 人们积极的进行6 的培训People actively pursue Six Sigma training 执行新的体系来支持6 New s

27、ystems implemented to support Six Sigma 年度报告清楚的反应6 的效果Annual reports clearly reflect impact of Six Sigma,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,Step 8: 在文化中确定新方法Anchor new approaches in the culture,Elements 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 behavi

28、or 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Develop means to insure leadership development and succession Deltas 生意还是照常进行如果6 消失，没有人会注意到Business as usual - if Six Sigma disappeared, no one would notice 提升与6 活动无关Promotions not linked to Six Sigma activities 没有大黑带

29、的内部资源的发展支持计划No development of MBB internal resources to 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Students consistently show at training with poorly defined, small projects,Example of using Metrics to Dr

30、ive the Program(Actual Q3 Metrics for a $4B Business),Simple Summary of Q3 Metrics,天马行空官方博客： ；QQ:1318241189；QQ群：175569632,长期计划追踪Long-term Program Tracking,$37.4MM less in COPQ,29% Increase in Capacity,13% Increase in Rolled Yield,Real Results in the First Year,领导蓝图,用战略性计划阐明蓝图 建立生产力基线厂家、范围 基于价值、资源、re

31、gd、时间的优先项目 选择导入领导层的重点项目 责任检查：业务和个人,选择正确的项目,选择培训合适的人员,展开执行改善计划,操作精通管理,维持获利,确保正确的领导和所属 展开培训计划 致力于培训和应用 确保后备支持的来源,测量过程 分析过程 改善过程 控制过程,经常检查，扫除障碍 检核真实的业务影响（财政） 持续沟通进步 与行为管理和R&R联系起来,执行有效控制计划 以过程为中心的定期行为培训 每季度检查系统的有效性 不断识别和推出新计划,过程输出: 编号,过程输入: 战略性年度业务目标,现行开展计划Actual Deployment Plan,Mar 15 行政业务小组概述Executive Business Team Overview Apr 12-14 公司业务小组Company Business Team Workshop (Officers and Key Directors) Apr 21 选择冠军Select Champions (Business Team) Apr 27 - May 28 - Site Assessments Jun 2-4 冠军车间Champion Worksho