六西格玛執行中的成功因素

1BreakthroughTechnologies,Inc.6执行中的成功因素SuccessFactorsinSixSigmaImplementationSteveZinkgrafSigmaBreakthroughTechnologies2BreakthroughTechnologies,Inc.概述Overview科特的领导变化蓝图Kotter’sLeadingChangeRoadmap每一步的基准Benchmarksforeachstep领导层执行蓝图LeadershipImplementationRoadmap总结Conclusions3BreakthroughTechnologies,Inc.科特的8个程序Kotter’sEightStageProcess要有急迫感Establishasenseofurgency产生领导性的合作Createaguidingcoalition规划远景和策略Developavisionandstrategy交流变化远景Communicatethechangevision赋予职员自由行动的空间Empoweremployeesforbroad-basedaction取得短期盈利Generateshort-termwins巩固盈利，制造更多的机会Consolidategainsandproducemorechange固定新方法Anchornewapproachesintheculture4BreakthroughTechnologies,Inc.第一步：要有紧迫感Step1:Establishasenseofurgency要素Elements调查市场竞争实体Examinemarketandcompetitiverealities识别危机，潜在危机和机会Identifycrises,potentialcrisesormajoropportunities附加Plus’s要有积极的紧迫感Positivesenseofurgencycreated:AlliedSignalandGE设定宏伟的税收、收入和生产力目标Setrevenue,income,productivitytargetsaggressively责任清晰Accountabilityclear要有高层领导SeniorleadershipalwayspresentDelta’s没有紧迫感Nosenseofurgencycreated–没有责任心noaccountability缺乏高层领导Absenceofseniorleadership没有领导性的责任来理解变化Nocommitmentofleadershiptounderstandchange5BreakthroughTechnologies,Inc.第二步：产生领导性的合作Step2:CreateaGuidingCoalition要素Elements集中力量领导团体改变Puttogetheragroupwithenoughpowertoleadchange让该团体像一个小组一样的合力工作Getthegrouptoworktogetherasateam附加Plus’s联合信号由责任清晰的冠军小组开始AlliedSignalstartswithgroupofChampionswithclearaccountability每月执行理事转变为6委员会ExecCouncilbecomesSixSigmaCouncileverymonthPolaroidcharterschampiongroup冠军要有强烈的职务能力，专业知识和可行性Championsidentifiedwithstrongpositionpower,expertiseand/orcredibility-Meetmonthly对先进的车间赋予重要责任并进行培训Heavycommitmenttoup-frontworkshopsandtrainingDelta’s冠军的职务能力差Championshavepoorpositionalpower没有建立正常的合作Noformalcoalitionestablished没有给予先进的车间相应的责任和培训Poorcommitmenttoup-frontworkshopsandtraining对结果没有分清责任Noclearaccountabilityforresults6BreakthroughTechnologies,Inc.第三步：计划远景和策略Step3:Developavisionandstrategy要素Elements创造远景指导改变工作Createavisiontohelpdirectthechangeeffort为该远景展开策略Developstrategiesforthatvision(alignment)附加Plus’s制作简单明确的远景Visionsimpleandclear6应与有力的行为相联系SixSigmaclearlylinkedtostrongperformanceMaytag/InvensyscombineSixSigmawithLeanManufacturing清楚的角色引导合并Clearroleforguidingcoalition远景的策略目标结构GoaltreesusedtolinkstrategytovisionDelta’s没有远景被开发，计划只是培训计划Novisiondeveloped-programisatrainingprogram没有急迫感支持远景Nosenseofurgencytosupportthevision用6来检查DoingSixSigmatocheckabox7BreakthroughTechnologies,Inc.第四步：交流变化远景Step4:CommunicatethechangevisionElements使用每一种可能的途径不断交流远景和策略Useeveryvehiclepossibletoconstantlycommunicatevisionandstrategies引导员工所期望的合并模型行为GuidingcoalitionmodelsbehaviorexpectedofemployeesPlus’sAlliedSignalandGE和通用公司展示了他们强有力的沟通demonstrateaggressivecommunication-communicateuntilyoupuke!清楚的、早期的沟通计划Clearandearlycommunicationplan用于沟通的很多论坛ManyforumsusedtocommunicateDelta’s没有沟通计划－6成为一种秘密计划Nocommunicationplan-SixSigmabecomesastealthprogram只在高层沟通没有低层沟通Communicatedatupperlevelsbutnotatthelowerlevels在承诺与沟通中看不到领导行为Leadershipnotvisibleintheircommitmentandcommunication8BreakthroughTechnologies,Inc.第五步：赋予员工广阔的行动空间Step5:Empoweremployeesforbroad-basedaction要素Elements扫除障碍Removeobstacles改变破坏变化远景的系统Changesystemsthatunderminechangevision要有承担危险的勇气EncouragerisktakingPlus’s冠军与领导积极参与6项目的选择、定范围、定制度ChampionsandleadersactiveinSixSigmaprojectselection,scopingandchartering项目与策略和远景相关Projectsareclearlylinkedtostrategyandvision领导层要经常下车间Leadershipattendsintense(2-4dayworkshops)强有力的预期培训计划并有相应的体系追踪结果Aggressivetrainingplanwithexpectationsandsystemstotrackresults清楚的支持6项目和计划的领导层ClearleadershipsupportofSixSigmaprojectsandprograms建立标准体系来核实结果MetricsSystemsestablishtoverifyresults领导层通过现场咨询来支持项目Leadershipsupportsprojectswithonsiteconsulting9BreakthroughTechnologies,Inc.Step5:Empoweremployeesforbroad-basedactionElements扫除障碍Removeobstacles改变破坏变化远景的系统Changesystemsthatunderminechangevision要有承担危险的勇气EncouragerisktakingDelta’s没有领导层的承诺加强车间管理和培训Noleadershipcommitmenttointenseworkshopsandtraining没有涉及计划选择Littleinvolvementinprojectselection没有相应的跟踪项目Noprojecttracking6被视为是好的培训计划SixSigmaviewedasanicetrainingprogram几乎没有现场项目来作支持Littleonsiteprojectsupportgiven10BreakthroughTechnologies,Inc.举例：策略计划Example:ProjectsforEachStrategy提高过程可靠性ImproveProcessReliability增加容量IncreaseCapacity减少操作成本ReduceOperatingCosts文化交流TransformtheCulture策略Strategies减少50％未作计划的停工期DecreaseunplannedDowntimeby50%提高10％没有资本的生产容量Improvecapacityby10%withnocapital减少25％COPQDecreaseCOPQby25%把6方法使用到商业中DeploySixSigmaintoBusinesses-增加冷却器的容量－DCS软件升级Increasechillercapacity-DCSSoftwareupgrade-增加丙三醇含量IncreaseGlycerolcapacity-凤凰安全启动Phoenixsafestartup-氢化容量Hydrogenationcapacity-最优化干燥过程Optimizedryingprocess-SmogHBTCopq-自动包装Automatepackagingarea-丙三醇线产量YieldonGlycerolline-培训黑带和绿带TrainBB’sandGB’s-执行追踪项目软件Implementprojecttrackingsoftware目标Goals计划Projects11BreakthroughTechnologies,Inc.Step6:产生短期盈利Generateshort-termwinsElements先期盈利计划Planforearlywins产生盈利Createthewins对获胜者给予明显的承认和奖励VisiblyrecognizeandrewardthewinnersPlus’s领导层集中于第一次的成功Leadershipfocusesonfirstwavesucce