西格玛执行中的成功因素.PPT

6执行中的成功因素SuccessFactorsinSixSigmaImplementation,SteveZinkgrafSigmaBreakthroughTechnologies,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Conclusions,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Anchornewapproachesintheculture,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SeniorleadershipalwayspresentDelta’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Nocommitmentofleadershiptounderstandchange,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ExecCouncilbecomesSixSigmaCouncileverymonthPolaroidcharterschampiongroup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-frontworkshopsandtrainingDelta’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,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Visionsimpleandclear6应与有力的行为相联系SixSigmaclearlylinkedtostrongperformanceMaytag/InvensyscombineSixSigmawithLeanManufacturing清楚的角色引导合并Clearroleforguidingcoalition远景的策略目标结构GoaltreesusedtolinkstrategytovisionDelta’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,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GuidingcoalitionmodelsbehaviorexpectedofemployeesPlus’sAlliedSignalandGE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ManyforumsusedtocommunicateDelta’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,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EncouragerisktakingPlus’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Leadershipsupportsprojectswithonsiteconsulting,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EncouragerisktakingDelta’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Noprojecttracking6被视为是好的培训计划SixSigmaviewedasanicetrainingprogram几乎没有现场项目来作支持Littleonsiteprojectsupportgiven,,,,,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Projects,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VisiblyrecognizeandrewardthewinnersPlus’s领导层集中于第一次的成功Leadershipfocusesonfirstwavesuccess用清楚的高级的领导层来表达正式的识别仪式Formalrecognitionceremonieswithclearpresenceofseniorleadership清楚的、强有力的回报和识别标准Clearandaggressiverewardandrecognitionstandards财政支持来建立商业影响Financialsupporttoestablishbusinessimpact在6培训开始后4－6个月内的结果Resultsin4-6monthsafterSixSigmatrainingbegins(in$Millions)Delta’s没有建立责任义务Noaccountabilityestablished花了12个月多才达到合理的结果Morethan12monthstoachievereasonableresults财政支持不明显Financialsupportnotapparent,Step7:巩固收获，产生更多的变化Consolidategainsandproducemorechange,Elements变化体系不符合远景Changesystemsthatdon’tfitthevision雇佣、提升、发展执行变化的员工Hire,promoteanddeveloppeoplewhowillimplementthechange用新计划、主题和变化代理来进行新的过程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPlus’s让合格的人进来开始此程序Qualifiedpeoplebroughtintokickstarttheprogram宏伟的大黑带发展计划－通常是一种新的角色AggressiveMasterBBdevelopmentprograms-usuallyanewrole严谨的建立和追踪清楚的商业标准Clearbusinessmetricsestablishedandtrackedreligiously在6中，提升与成功相联PromotionsareclearlylinkedtosuccessinSixSigma计划在一定范围内逐渐加强Projectsareescalatedinscope6被强烈的适用于公司的其他领域SixSigmaismovedaggressivelyintootherareasofthecompany(ops,productdevelopment,admin,etc.)明显的巨大财政支持Heavyfinancialsupportapparent,Step7:巩固收获，产生更多的变化Consolidategainsandproducemorechange,Elements变化体系不符合远景Changesystemsthatdon’tfitthevision雇佣、提升、发展执行变化的员工Hire,promoteanddeveloppeoplewhowillimplementthechange用新计划、主题和变化代理来进行新的过程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPlus’s冠军们面对面的检查项目Face-to-faceprojectreviewsbyChampionsDelta’s计划停止Programstagnates内部专家没有得到发展Internalexpertsnotdeveloped计划结果没有一步步按照标准追踪Programresultsnotcarefullytrackedviametrics6被视为是额外的工作SixSigmaprojectsseenasextraworkthatdetractsfromday-to-dayops,Step8:Anchornewapproachesintheculture,Elements通过顾客和生产力集中行为产生更好的表现Createbetterperformancethroughcustomerandproductivityfocusesbehavior连接改变和成功的关系Articulatetheconnectionsbetweenchangeandsuccess发展意味着保证领导层的发展和成功DevelopmeanstoinsureleadershipdevelopmentandsuccessionPlus’s顾客在培训中的表现和培训中顾客数据的使用Customersshowupattrainingandcustomerdatausedintraining早期结果调节文化差异Earlyresultsleveragedintoculturechange在6中，个人变化与表现密切相关PersonnelchangesareclearlylinkedtoperformanceinSixSigma黑带，绿带和大黑带在领导层呈阶梯状上升BB’s,GB’sandMBB’smoveupladdertoleadershippositionsquickly人们积极的进行6的培训PeopleactivelypursueSixSigmatraining执行新的体系来支持6NewsystemsimplementedtosupportSixSigma年度报告清楚的反应6的效果AnnualreportsclearlyreflectimpactofSixSigma,Step8:在文化中确定新方法Anchornewapproachesintheculture,Elements通过顾客和生产力集中行为产生更好的表现Createbetterperformancethroughcustomerandproductivityfocusesbehavior连接改变和成功的关系Articulatetheconnectionsbetweenchangeandsuccess发展意味着保证领导层的发展和成功DevelopmeanstoinsureleadershipdevelopmentandsuccessionDelta’s生意还是照常进行－如果6消失，没有人会注意到Businessasusual-ifSixSigmadisappeared,noonewouldnotice提升与6活动无关PromotionsnotlinkedtoSixSigmaactivities没有大黑带的内部资源的发展支持计划NodevelopmentofMBBinternalresourcestosupportprogram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FewchangesinsystemsandleadershipstylefromoneWaveofBB’stothenext学生常在培训中表现出对小的计划定义模糊Studentsconsistentlyshowattrainingwithpoorlydefined,smallprojects,ExampleofusingMetricstoDrivetheProgram(ActualQ3Metricsfora$4BBusiness),SimpleSummaryofQ3Metrics,,,,,,,,,,,,,,,,,,长期计划追踪Long-termProgramTracking,$37.4MMlessinCOPQ,29%IncreaseinCapacity,13%IncreaseinRolledYield,RealResultsintheFirstYear,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、reg’d、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ActualDeploymentPlan,Mar15–行政业务小组概述ExecutiveBusinessTeamOverviewApr12-14–公司业务小组CompanyBusinessTeamWorkshop(OfficersandKeyDirectors)Apr21–选择冠军SelectChampions(BusinessTeam)Apr27-May28-SiteAssessmentsJun2-4–冠军车间ChampionWorkshopJun24–选择项目并排出优先级SelectandprioritizeprojectsJul1–选择黑带和图表项目SelectBB’sandcharterprojectsJul30–最终项目/黑带评审Finalproject/BBreviewAug1–推出黑带培训LaunchBBtraining,Lomega赢得了Dell公司颁发的最好的供应商的称号IomegaWinsDellMostImprovedSupplierAward,ROY,Utah--(BUSINESSWIRE)--April15,1999—lomega公司今天宣布被Dell授予最好的供应商奖，因为它在整个98年度及时供货，质量又好，提供最好的顾客服务。IomegaCorporation(NYSE:IOM)todayannouncedthatitwasawardedthe"MostImprovedSupplierAward"byDellComputerCorporationforitson-timedeliveryofhigh-qualityZip(R)drivesandbest-in-classcustomerserviceduring1998.MartyGarvin,vicepresident,procurement,Dell,states,“lomega公司一直都在为顾客提供最好的服务Iomegaisclearlycommittedtoprovidingbest-in-classservicetocustomers.”“通过模拟生产和6过程改善原则的采用的实施，lomega已经在生产和分销过程取得了实质性的改善。”ThroughimplementationofvirtualmanufacturingandadoptionoftheSixSigmaprocessimprovementprinciples,IomegahasmadesignificantimprovementstotheCompany‘smanufacturinganddistributionprocesses,“saidScottFlaig,主运作员chiefoperatingofficer,IomegaCorporation.,