六西格瑪實(shí)施中成功因素(ppt)
6 執(zhí)行中的成功因素Success Factors in Six Sigma Implementation
Steve Zinkgraf
Sigma Breakthrough Technologies
概述Overview
科特的領(lǐng)導(dǎo)變化藍(lán)圖Kotter’s Leading Change Roadmap
每一步的基準(zhǔn)Benchmarks for each step
領(lǐng)導(dǎo)層執(zhí)行藍(lán)圖Leadership Implementation Roadmap
總結(jié)Conclusions
科特的8個(gè)程序Kotter’s Eight Stage Process
要有急迫感Establish a sense of urgency
產(chǎn)生領(lǐng)導(dǎo)性的合作Create a guiding coalition
規(guī)劃遠(yuǎn)景和策略Develop a vision and strategy
交流變化遠(yuǎn)景Communicate the change vision
賦予職員自由行動(dòng)的空間Empower employees for broad-based action
取得短期盈利Generate short-term wins
鞏固盈利，制造更多的機(jī)會(huì)Consolidate gains and produce more change
固定新方法Anchor new approaches in the culture
第一步：要有緊迫感Step 1: Establish a sense of urgency
要素Elements
調(diào)查市場(chǎng)競(jìng)爭(zhēng)實(shí)體Examine market and competitive realities
識(shí)別危機(jī)，潛在危機(jī)和機(jī)會(huì)Identify crises, potential crises or major opportunities
附加Plus’s
要有積極的緊迫感Positive sense of urgency created: Allied Signal and GE
設(shè)定宏偉的稅收、收入和生產(chǎn)力目標(biāo)Set revenue, income, productivity targets aggressively
責(zé)任清晰Accountability clear
要有高層領(lǐng)導(dǎo)Senior leadership always present
Delta’s
沒有緊迫感No sense of urgency created – 沒有責(zé)任心no accountability
缺乏高層領(lǐng)導(dǎo)Absence of senior leadership
沒有領(lǐng)導(dǎo)性的責(zé)任來理解變化No commitment of leadership to understand change
第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作Step 2: Create a Guiding Coalition
要素Elements
集中力量領(lǐng)導(dǎo)團(tuán)體改變Put together a group with enough power to lead change
讓該團(tuán)體像一個(gè)小組一樣的合力工作Get the group to work together as a team
附加Plus’s
聯(lián)合信號(hào)由責(zé)任清晰的冠軍小組開始AlliedSignal starts with group of Champions with clear accountability
每月執(zhí)行理事轉(zhuǎn)變?yōu)? 委員會(huì)Exec Council becomes Six Sigma Council every month
Polaroid 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Champions identified with strong position power, expertise and/or credibility - 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 training
Delta’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 results

第三步：計(jì)劃遠(yuǎn)景和策略Step 3: Develop a vision and strategy
要素Elements
創(chuàng)造遠(yuǎn)景指導(dǎo)改變工作Create a vision to help direct the change effort
為該遠(yuǎn)景展開策略Develop strategies for that vision (alignment)
附加Plus’s
制作簡(jiǎn)單明確的遠(yuǎn)景Vision simple and clear
6 應(yīng)與有力的行為相聯(lián)系Six Sigma clearly linked to strong performance
Maytag/ Invensys combine Six Sigma with Lean Manufacturing
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)Goal trees used to link strategy to vision
Delta’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 is a training program
沒有急迫感支持遠(yuǎn)景No sense of urgency to support the vision
用6 來檢查Doing Six Sigma to check a box
第四步：交流變化遠(yuǎn)景Step 4: Communicate the change vision
Elements
使用每一種可能的途徑不斷交流遠(yuǎn)景和策略Use every vehicle possible to constantly communicate vision and strategies
引導(dǎo)員工所期望的合并模型行為Guiding coalition models behavior expected of employees
Plus’s
AlliedSignal and GE和通用公司展示了他們強(qiáng)有力的溝通 demonstrate aggressive communication - communicate until you puke!
清楚的、早期的溝通計(jì)劃Clear and early communication plan
用于溝通的很多論壇Many forums used to communicate
Delta’s
沒有溝通計(jì)劃－6 成為一種秘密計(jì)劃No communication plan - Six Sigma becomes a stealth program
只在高層溝通沒有低層溝通Communicated at upper levels but not at the lower levels
在承諾與溝通中看不到領(lǐng)導(dǎo)行為L(zhǎng)eadership not visible in their commitment and communication
第五步：賦予員工廣闊的行動(dòng)空間Step 5: Empower employees for broad-based action
要素Elements
掃除障礙Remove obstacles
改變破壞變化遠(yuǎn)景的系統(tǒng)Change systems that undermine change vision
要有承擔(dān)危險(xiǎn)的勇氣Encourage risk taking
Plus’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Champions and leaders active in Six Sigma project selection, scoping and chartering
項(xiàng)目與策略和遠(yuǎn)景相關(guān)Projects are clearly linked to strategy and vision
領(lǐng)導(dǎo)層要經(jīng)常下車間Leadership attends intense (2-4 day workshops)
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Aggressive training plan with expectations and systems to track results
清楚的支持6 項(xiàng)目和計(jì)劃的領(lǐng)導(dǎo)層Clear leadership support of Six Sigma projects and programs
建立標(biāo)準(zhǔn)體系來核實(shí)結(jié)果Metrics Systems establish to verify results
領(lǐng)導(dǎo)層通過現(xiàn)場(chǎng)咨詢來支持項(xiàng)目Leadership supports projects with onsite consulting
Step 5: Empower employees for broad-based action
Elements
掃除障礙Remove obstacles
改變破壞變化遠(yuǎn)景的系統(tǒng)Change systems that undermine change vision
要有承擔(dān)危險(xiǎn)的勇氣Encourage risk taking
Delta’s
沒有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn)No leadership commitment to intense workshops and training
沒有涉及計(jì)劃選擇Little involvement in project selection
沒有相應(yīng)的跟蹤項(xiàng)目No project tracking
6 被視為是好的培訓(xùn)計(jì)劃Six Sigma viewed as a nice training program
幾乎沒有現(xiàn)場(chǎng)項(xiàng)目來作支持Little onsite project support given
舉例：策略計(jì)劃Example: Projects for Each Strategy
Step 6: 產(chǎn)生短期盈利Generate short-term wins
Elements
先期盈利計(jì)劃Plan for early wins
產(chǎn)生盈利Create the wins
對(duì)獲勝者給予明顯的承認(rèn)和獎(jiǎng)勵(lì)Visibly recognize and reward the winners
Plus’s
領(lǐng)導(dǎo)層集中于第一次的成功Leadership focuses on first wave success
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 recognition ceremonies with clear presence of senior leadership
清楚的、強(qiáng)有力的回報(bào)和識(shí)別標(biāo)準(zhǔn)Clear and aggressive reward and recognition standards
財(cái)政支持來建立商業(yè)影響Financial support to establish business impact
在6 培訓(xùn)開始后4－6個(gè)月內(nèi)的結(jié)果Results in 4-6 months after Six Sigma 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More than 12 months to achieve reasonable results
財(cái)政支持不明顯Financial support not apparent
Step 7:鞏固收獲，產(chǎn)生更多的變化Consolidate gains and produce more change
Elements
變化體系不符合遠(yuǎn)景Change systems that don’t fit the vision
雇傭、提升、發(fā)展執(zhí)行變化的員工Hire, promote and develop people who will implement the change
用新計(jì)劃、主題和變化代理來進(jìn)行新的過程Reinvigorate the new process with new projects, themes and change agents
Plus’s
讓合格的人進(jìn)來開始此程序Qualified people brought in to kick start the program
宏偉的大黑帶發(fā)展計(jì)劃－通常是一種新的角色Aggressive Master BB development programs - usually a new role
嚴(yán)謹(jǐn)?shù)慕⒑妥粉櫱宄纳虡I(yè)標(biāo)準(zhǔn)Clear business metrics established and tracked religiously
在6 中，提升與成功相聯(lián)Promotions are clearly linked to success in Six Sigma
計(jì)劃在一定范圍內(nèi)逐漸加強(qiáng)Projects are escalated in scope
6 被強(qiáng)烈的適用于公司的其他領(lǐng)域Six Sigma is moved aggressively into other areas of the company (ops, product development, admin, etc.)
明顯的巨大財(cái)政支持Heavy financial support apparent
Step 7: 鞏固收獲，產(chǎn)生更多的變化Consolidate gains and produce more change
Elements
變化體系不符合遠(yuǎn)景Change systems that don’t fit the vision
雇傭、提升、發(fā)展執(zhí)行變化的員工Hire, promote and develop people who will implement the change
用新計(jì)劃、主題和變化代理來進(jìn)行新的過程Reinvigorate the new process with new projects, themes and change agents
Plus’s
冠軍們面對(duì)面的檢查項(xiàng)目Face-to-face project reviews by Champions
Delta’s
計(jì)劃停止Program stagnates
內(nèi)部專家沒有得到發(fā)展Internal experts not developed
計(jì)劃結(jié)果沒有一步步按照標(biāo)準(zhǔn)追蹤Program results not carefully tracked via metrics
6 被視為是額外的工作Six Sigma projects seen as extra work that detracts from day-to-day ops
Step 8: Anchor new approaches in the culture
Elements
通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior
連接改變和成功的關(guān)系A(chǔ)rticulate the connections between change and success
發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功Develop means to insure leadership development and succession
Plus’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 up at training and customer data used in training
早期結(jié)果調(diào)節(jié)文化差異Early results leveraged into culture change
在6 中，個(gè)人變化與表現(xiàn)密切相關(guān)Personnel changes are clearly linked to performance in Six Sigma
黑帶，綠帶和大黑帶在領(lǐng)導(dǎo)層呈階梯狀上升BB’s, GB’s and MBB’s move up ladder to leadership positions quickly
人們積極的進(jìn)行6 的培訓(xùn)People actively pursue Six Sigma training
執(zhí)行新的體系來支持6 New systems implemented to support Six Sigma
年度報(bào)告清楚的反應(yīng)6 的效果Annual reports clearly reflect impact of Six Sigma
Step 8: 在文化中確定新方法Anchor new approaches in the culture
Elements
通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior
連接改變和成功的關(guān)系A(chǔ)rticulate the connections between change and success
發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功Develop means to insure leadership development and succession
Delta’s
生意還是照常進(jìn)行－如果6 消失，沒有人會(huì)注意到Business as usual - if Six Sigma disappeared, no one would notice
提升與6 活動(dòng)無關(guān)Promotions not linked to Six Sigma activities
沒有大黑帶的內(nèi)部資源的發(fā)展支持計(jì)劃No development of MBB internal 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Few changes in systems and leadership style from one 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Students consistently show at training with poorly defined, small projects
Example of using Metrics to Drive the Program (Actual Q3 Metrics for a $4B Business)
Simple Summary of Q3 Metrics
長(zhǎng)期計(jì)劃追蹤Long-term Program Tracking
Real Results in the First Year
領(lǐng)導(dǎo)藍(lán)圖
現(xiàn)行開展計(jì)劃Actual Deployment Plan
Mar 15 – 行政業(yè)務(wù)小組概述Executive Business Team Overview
Apr 12-14 – 公司業(yè)務(wù)小組Company Business Team Workshop (Officers and Key Directors)
Apr 21 – 選擇冠軍Select Champions (Business Team)
Apr 27 - May 28 - Site Assessments
Jun 2-4 – 冠軍車間Champion Workshop
Jun 24 – 選擇項(xiàng)目并排出優(yōu)先級(jí)Select and prioritize projects
Jul 1 – 選擇黑帶和圖表項(xiàng)目Select BB’s and charter projects
Jul 30 – 最終項(xiàng)目/黑帶評(píng)審Final project/BB review
Aug 1 – 推出黑帶培訓(xùn)Launch BB training

Lomega 贏得了Dell公司頒發(fā)的最好的供應(yīng)商的稱號(hào)Iomega Wins Dell Most Improved Supplier Award
ROY, Utah--(BUSINESS WIRE)--April 15, 1999—lomega公司今天宣布被Dell授予最好的供應(yīng)商獎(jiǎng)，因?yàn)樗谡麄€(gè)98年度及時(shí)供貨，質(zhì)量又好，提供最好的顧客服務(wù)。Iomega Corporation (NYSE: IOM) today announced that it was awarded the "Most Improved Supplier Award" by Dell Computer Corporation for its on-time delivery of high-quality Zip(R) drives and best-in-class customer service during 1998.
Marty Garvin, vice president, procurement, Dell, states, “lomega公司一直都在為顧客提供最好的服務(wù)Iomega is clearly committed to providing best-in-class service to customers.”
“通過模擬生產(chǎn)和6 過程改善原則的采用的實(shí)施，lomega已經(jīng)在生產(chǎn)和分銷過程取得了實(shí)質(zhì)性的改善。”Through implementation of virtual manufacturing and adoption of the Six Sigma process improvement principles, Iomega has made significant improvements to the Company‘s manufacturing and distribution processes,“ said Scott Flaig, 主運(yùn)作員chief operating officer, Iomega Corporation.


六西格瑪實(shí)施中成功因素(ppt)