六西格瑪實施中成功因素(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
科特的領導變化藍圖Kotter’s Leading Change Roadmap
每一步的基準Benchmarks for each step
領導層執(zhí)行藍圖Leadership Implementation Roadmap
總結Conclusions
科特的8個程序Kotter’s Eight Stage Process
要有急迫感Establish a sense of urgency
產生領導性的合作Create a guiding coalition
規(guī)劃遠景和策略Develop a vision and strategy
交流變化遠景Communicate the change vision
賦予職員自由行動的空間Empower employees for broad-based action
取得短期盈利Generate short-term wins
鞏固盈利，制造更多的機會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
調查市場競爭實體Examine market and competitive realities
識別危機，潛在危機和機會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
設定宏偉的稅收、收入和生產力目標Set revenue, income, productivity targets aggressively
責任清晰Accountability clear
要有高層領導Senior leadership always present
Delta’s
沒有緊迫感No sense of urgency created – 沒有責任心no accountability
缺乏高層領導Absence of senior leadership
沒有領導性的責任來理解變化No commitment of leadership to understand change
第二步：產生領導性的合作Step 2: Create a Guiding Coalition
要素Elements
集中力量領導團體改變Put together a group with enough power to lead change
讓該團體像一個小組一樣的合力工作Get the group to work together as a team
附加Plus’s
聯(lián)合信號由責任清晰的冠軍小組開始AlliedSignal starts with group of Champions with clear accountability
每月執(zhí)行理事轉變?yōu)? 委員會Exec Council becomes Six Sigma Council every month
Polaroid charters champion group
冠軍要有強烈的職務能力，專業(yè)知識和可行性Champions identified with strong position power, expertise and/or credibility - Meet monthly
對先進的車間賦予重要責任并進行培訓Heavy commitment to up-front workshops and training
Delta’s
冠軍的職務能力差Champions have poor positional power
沒有建立正常的合作No formal coalition established
沒有給予先進的車間相應的責任和培訓Poor commitment to up-front workshops and training
對結果沒有分清責任No clear accountability for results

第三步：計劃遠景和策略Step 3: Develop a vision and strategy
要素Elements
創(chuàng)造遠景指導改變工作Create a vision to help direct the change effort
為該遠景展開策略Develop strategies for that vision (alignment)
附加Plus’s
制作簡單明確的遠景Vision simple and clear
6 應與有力的行為相聯(lián)系Six Sigma clearly linked to strong performance
Maytag/ Invensys combine Six Sigma with Lean Manufacturing
清楚的角色引導合并Clear role for guiding coalition
遠景的策略目標結構Goal trees used to link strategy to vision
Delta’s
沒有遠景被開發(fā)，計劃只是培訓計劃No vision developed - program is a training program
沒有急迫感支持遠景No sense of urgency to support the vision
用6 來檢查Doing Six Sigma to check a box
第四步：交流變化遠景Step 4: Communicate the change vision
Elements
使用每一種可能的途徑不斷交流遠景和策略Use every vehicle possible to constantly communicate vision and strategies
引導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有力的溝通 demonstrate aggressive communication - communicate until you puke!
清楚的、早期的溝通計劃Clear and early communication plan
用于溝通的很多論壇Many forums used to communicate
Delta’s
沒有溝通計劃－6 成為一種秘密計劃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導行為Leadership not visible in their commitment and communication
第五步：賦予員工廣闊的行動空間Step 5: Empower employees for broad-based action
要素Elements
掃除障礙Remove obstacles
改變破壞變化遠景的系統(tǒng)Change systems that undermine change vision
要有承擔危險的勇氣Encourage risk taking
Plus’s
冠軍與領導積極參與6 項目的選擇、定范圍、定制度Champions and leaders active in Six Sigma project selection, scoping and chartering
項目與策略和遠景相關Projects are clearly linked to strategy and vision
領導層要經(jīng)常下車間Leadership attends intense (2-4 day workshops)
強有力的預期培訓計劃并有相應的體系追蹤結果Aggressive training plan with expectations and systems to track results
清楚的支持6 項目和計劃的領導層Clear leadership support of Six Sigma projects and programs
建立標準體系來核實結果Metrics Systems establish to verify results
領導層通過現(xiàn)場咨詢來支持項目Leadership supports projects with onsite consulting
Step 5: Empower employees for broad-based action
Elements
掃除障礙Remove obstacles
改變破壞變化遠景的系統(tǒng)Change systems that undermine change vision
要有承擔危險的勇氣Encourage risk taking
Delta’s
沒有領導層的承諾加強車間管理和培訓No leadership commitment to intense workshops and training
沒有涉及計劃選擇Little involvement in project selection
沒有相應的跟蹤項目No project tracking
6 被視為是好的培訓計劃Six Sigma viewed as a nice training program
幾乎沒有現(xiàn)場項目來作支持Little onsite project support given
舉例：策略計劃Example: Projects for Each Strategy
Step 6: 產生短期盈利Generate short-term wins
Elements
先期盈利計劃Plan for early wins
產生盈利Create the wins
對獲勝者給予明顯的承認和獎勵Visibly recognize and reward the winners
Plus’s
領導層集中于第一次的成功Leadership focuses on first wave success
用清楚的高級的領導層來表達正式的識別儀式Formal recognition ceremonies with clear presence of senior leadership
清楚的、強有力的回報和識別標準Clear and aggressive reward and recognition standards
財政支持來建立商業(yè)影響Financial support to establish business impact
在6 培訓開始后4－6個月內的結果Results in 4-6 months after Six Sigma training begins (in $ Millions)
Delta’s
沒有建立責任義務No accountability established
花了12個月多才達到合理的結果More than 12 months to achieve reasonable results
財政支持不明顯Financial support not apparent
Step 7:鞏固收獲，產生更多的變化Consolidate gains and produce more change
Elements
變化體系不符合遠景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
用新計劃、主題和變化代理來進行新的過程Reinvigorate the new process with new projects, themes and change agents
Plus’s
讓合格的人進來開始此程序Qualified people brought in to kick start the program
宏偉的大黑帶發(fā)展計劃－通常是一種新的角色Aggressive Master BB development programs - usually a new role
嚴謹?shù)慕⒑妥粉櫱宄纳虡I(yè)標準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
計劃在一定范圍內逐漸加強Projects are escalated in scope
6 被強烈的適用于公司的其他領域Six Sigma is moved aggressively into other areas of the company (ops, product development, admin, etc.)
明顯的巨大財政支持Heavy financial support apparent
Step 7: 鞏固收獲，產生更多的變化Consolidate gains and produce more change
Elements
變化體系不符合遠景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
用新計劃、主題和變化代理來進行新的過程Reinvigorate the new process with new projects, themes and change agents
Plus’s
冠軍們面對面的檢查項目Face-to-face project reviews by Champions
Delta’s
計劃停止Program stagnates
內部專家沒有得到發(fā)展Internal experts not developed
計劃結果沒有一步步按照標準追蹤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
通過顧客和生產力集中行為產生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior
連接改變和成功的關系Articulate the connections between change and success
發(fā)展意味著保證領導層的發(fā)展和成功Develop means to insure leadership development and succession
Plus’s
顧客在培訓中的表現(xiàn)和培訓中顧客數(shù)據(jù)的使用Customers show up at training and customer data used in training
早期結果調節(jié)文化差異Early results leveraged into culture change
在6 中，個人變化與表現(xiàn)密切相關Personnel changes are clearly linked to performance in Six Sigma
黑帶，綠帶和大黑帶在領導層呈階梯狀上升BB’s, GB’s and MBB’s move up ladder to leadership positions quickly
人們積極的進行6 的培訓People actively pursue Six Sigma training
執(zhí)行新的體系來支持6 New systems implemented to support Six Sigma
年度報告清楚的反應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
通過顧客和生產力集中行為產生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior
連接改變和成功的關系Articulate the connections between change and success
發(fā)展意味著保證領導層的發(fā)展和成功Develop means to insure leadership development and succession
Delta’s
生意還是照常進行－如果6 消失，沒有人會注意到Business as usual - if Six Sigma disappeared, no one would notice
提升與6 活動無關Promotions not linked to Six Sigma activities
沒有大黑帶的內部資源的發(fā)展支持計劃No development of MBB internal resources to support program
從一個黑帶到另一個黑帶，體系和領導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
學生常在培訓中表現(xiàn)出對小的計劃定義模糊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
長期計劃追蹤Long-term Program Tracking
Real Results in the First Year
領導藍圖
現(xiàn)行開展計劃Actual Deployment Plan
Mar 15 – 行政業(yè)務小組概述Executive Business Team Overview
Apr 12-14 – 公司業(yè)務小組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 – 選擇項目并排出優(yōu)先級Select and prioritize projects
Jul 1 – 選擇黑帶和圖表項目Select BB’s and charter projects
Jul 30 – 最終項目/黑帶評審Final project/BB review
Aug 1 – 推出黑帶培訓Launch BB training

Lomega 贏得了Dell公司頒發(fā)的最好的供應商的稱號Iomega Wins Dell Most Improved Supplier Award
ROY, Utah--(BUSINESS WIRE)--April 15, 1999—lomega公司今天宣布被Dell授予最好的供應商獎，因為它在整個98年度及時供貨，質量又好，提供最好的顧客服務。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Iomega is clearly committed to providing best-in-class service to customers.”
“通過模擬生產和6 過程改善原則的采用的實施，lomega已經(jīng)在生產和分銷過程取得了實質性的改善。”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, 主運作員chief operating officer, Iomega Corporation.


六西格瑪實施中成功因素(ppt)