西格玛执行中的成功因素.ppt

1、6 执行中的成功因素Success Factors in Six Sigma Implementation,Steve Zinkgraf Sigma Breakthrough Technologies,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,科特的8个程序Kotters Eight Stage Process,要有急迫感Establish a sense of u

2、rgency 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 approaches in the culture,第一步：要有

3、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, income, productivity targets a

4、ggressively 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,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

5、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 Council becomes Six Sigma Council every month Polaroid charters champion

6、 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 positional 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P

7、oor 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 strategies for that vision (alignment) 附加Pluss 制作简单明确的远景Vision simple

8、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

9、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 strategies 引导员工所期望的合并模型行为Guiding coalition models behavior expected of empl

10、oyees 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 communication plan - Six Sigma becomes a stealth program 只在高层沟通没有低层沟通Com

11、municated 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 改变破坏变化远景的系统Change systems that undermine change vision 要有承担危险的勇气Encourage r

12、isk 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 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 expecta

13、tions 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 consulting,Step 5: Empower employees for broad-based action,Elements 扫除障碍Remove

14、 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Little 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 trai

15、ning 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 cap

16、acity 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 Glycerol 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,- Smo

17、g 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 short-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

18、 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 aggressive 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