6執(zhí)行中的成功因素SuccessFactorsinSixSigmaImplementation,SteveZinkgrafSigmaBreakthroughTechnologies,概述Overview,科特的領(lǐng)導(dǎo)變化藍(lán)圖KottersLeadingChangeRoadmap每一步的基準(zhǔn)Benchmarksforeachstep領(lǐng)導(dǎo)層執(zhí)行藍(lán)圖LeadershipImplementationRoadmap總結(jié)Conclusions,科特的8個(gè)程序KottersEightStageProcess,要有急迫感Establishasenseofurgency產(chǎn)生領(lǐng)導(dǎo)性的合作Createaguidingcoalition規(guī)劃遠(yuǎn)景和策略Developavisionandstrategy交流變化遠(yuǎn)景Communicatethechangevision賦予職員自由行動(dòng)的空間Empoweremployeesforbroad-basedaction取得短期盈利Generateshort-termwins鞏固盈利，制造更多的機(jī)會(huì)Consolidategainsandproducemorechange固定新方法Anchornewapproachesintheculture,第一步：要有緊迫感Step1:Establishasenseofurgency,要素Elements調(diào)查市場(chǎng)競(jìng)爭(zhēng)實(shí)體Examinemarketandcompetitiverealities識(shí)別危機(jī)，潛在危機(jī)和機(jī)會(huì)Identifycrises,potentialcrisesormajoropportunities附加Pluss要有積極的緊迫感Positivesenseofurgencycreated:AlliedSignalandGE設(shè)定宏偉的稅收、收入和生產(chǎn)力目標(biāo)Setrevenue,income,productivitytargetsaggressively責(zé)任清晰Accountabilityclear要有高層領(lǐng)導(dǎo)SeniorleadershipalwayspresentDeltas沒有緊迫感Nosenseofurgencycreated沒有責(zé)任心noaccountability缺乏高層領(lǐng)導(dǎo)Absenceofseniorleadership沒有領(lǐng)導(dǎo)性的責(zé)任來理解變化Nocommitmentofleadershiptounderstandchange,第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作Step2:CreateaGuidingCoalition,要素Elements集中力量領(lǐng)導(dǎo)團(tuán)體改變Puttogetheragroupwithenoughpowertoleadchange讓該團(tuán)體像一個(gè)小組一樣的合力工作Getthegrouptoworktogetherasateam附加Pluss聯(lián)合信號(hào)由責(zé)任清晰的冠軍小組開始AlliedSignalstartswithgroupofChampionswithclearaccountability每月執(zhí)行理事轉(zhuǎn)變?yōu)?委員會(huì)ExecCouncilbecomesSixSigmaCouncileverymonthPolaroidcharterschampiongroup冠軍要有強(qiáng)烈的職務(wù)能力，專業(yè)知識(shí)和可行性Championsidentifiedwithstrongpositionpower,expertiseand/orcredibility-Meetmonthly對(duì)先進(jìn)的車間賦予重要責(zé)任并進(jìn)行培訓(xùn)Heavycommitmenttoup-frontworkshopsandtrainingDeltas冠軍的職務(wù)能力差Championshavepoorpositionalpower沒有建立正常的合作Noformalcoalitionestablished沒有給予先進(jìn)的車間相應(yīng)的責(zé)任和培訓(xùn)Poorcommitmenttoup-frontworkshopsandtraining對(duì)結(jié)果沒有分清責(zé)任Noclearaccountabilityforresults,第三步：計(jì)劃遠(yuǎn)景和策略Step3:Developavisionandstrategy,要素Elements創(chuàng)造遠(yuǎn)景指導(dǎo)改變工作Createavisiontohelpdirectthechangeeffort為該遠(yuǎn)景展開策略Developstrategiesforthatvision(alignment)附加Pluss制作簡(jiǎn)單明確的遠(yuǎn)景Visionsimpleandclear6應(yīng)與有力的行為相聯(lián)系SixSigmaclearlylinkedtostrongperformanceMaytag/InvensyscombineSixSigmawithLeanManufacturing清楚的角色引導(dǎo)合并Clearroleforguidingcoalition遠(yuǎn)景的策略目標(biāo)結(jié)構(gòu)GoaltreesusedtolinkstrategytovisionDeltas沒有遠(yuǎn)景被開發(fā)，計(jì)劃只是培訓(xùn)計(jì)劃Novisiondeveloped-programisatrainingprogram沒有急迫感支持遠(yuǎn)景Nosenseofurgencytosupportthevision用6來檢查DoingSixSigmatocheckabox,第四步：交流變化遠(yuǎn)景Step4:Communicatethechangevision,Elements使用每一種可能的途徑不斷交流遠(yuǎn)景和策略Useeveryvehiclepossibletoconstantlycommunicatevisionandstrategies引導(dǎo)員工所期望的合并模型行為GuidingcoalitionmodelsbehaviorexpectedofemployeesPlussAlliedSignalandGE和通用公司展示了他們強(qiáng)有力的溝通demonstrateaggressivecommunication-communicateuntilyoupuke!清楚的、早期的溝通計(jì)劃Clearandearlycommunicationplan用于溝通的很多論壇ManyforumsusedtocommunicateDeltas沒有溝通計(jì)劃6成為一種秘密計(jì)劃Nocommunicationplan-SixSigmabecomesastealthprogram只在高層溝通沒有低層溝通Communicatedatupperlevelsbutnotatthelowerlevels在承諾與溝通中看不到領(lǐng)導(dǎo)行為L(zhǎng)eadershipnotvisibleintheircommitmentandcommunication,第五步：賦予員工廣闊的行動(dòng)空間Step5:Empoweremployeesforbroad-basedaction,要素Elements掃除障礙Removeobstacles改變破壞變化遠(yuǎn)景的系統(tǒng)Changesystemsthatunderminechangevision要有承擔(dān)危險(xiǎn)的勇氣EncouragerisktakingPluss冠軍與領(lǐng)導(dǎo)積極參與6項(xiàng)目的選擇、定范圍、定制度ChampionsandleadersactiveinSixSigmaprojectselection,scopingandchartering項(xiàng)目與策略和遠(yuǎn)景相關(guān)Projectsareclearlylinkedtostrategyandvision領(lǐng)導(dǎo)層要經(jīng)常下車間Leadershipattendsintense(2-4dayworkshops)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Aggressivetrainingplanwithexpectationsandsystemstotrackresults清楚的支持6項(xiàng)目和計(jì)劃的領(lǐng)導(dǎo)層ClearleadershipsupportofSixSigmaprojectsandprograms建立標(biāo)準(zhǔn)體系來核實(shí)結(jié)果MetricsSystemsestablishtoverifyresults領(lǐng)導(dǎo)層通過現(xiàn)場(chǎng)咨詢來支持項(xiàng)目Leadershipsupportsprojectswithonsiteconsulting,Step5:Empoweremployeesforbroad-basedaction,Elements掃除障礙Removeobstacles改變破壞變化遠(yuǎn)景的系統(tǒng)Changesystemsthatunderminechangevision要有承擔(dān)危險(xiǎn)的勇氣EncouragerisktakingDeltas沒有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn)Noleadershipcommitmenttointenseworkshopsandtraining沒有涉及計(jì)劃選擇Littleinvolvementinprojectselection沒有相應(yīng)的跟蹤項(xiàng)目Noprojecttracking6被視為是好的培訓(xùn)計(jì)劃SixSigmaviewedasanicetrainingprogram幾乎沒有現(xiàn)場(chǎng)項(xiàng)目來作支持Littleonsiteprojectsupportgiven,舉例：策略計(jì)劃Example:ProjectsforEachStrategy,提高過程可靠性ImproveProcessReliability,增加容量IncreaseCapacity,減少操作成本ReduceOperatingCosts,文化交流TransformtheCulture,策略Strategies,減少50未作計(jì)劃的停工期DecreaseunplannedDowntimeby50%,提高10沒有資本的生產(chǎn)容量Improvecapacityby10%withnocapital,減少25COPQDecreaseCOPQby25%,把6方法使用到商業(yè)中DeploySixSigmaintoBusinesses,-增加冷卻器的容量DCS軟件升級(jí)Increasechillercapacity-DCSSoftwareupgrade,-增加丙三醇含量IncreaseGlycerolcapacity-鳳凰安全啟動(dòng)Phoenixsafestartup-氫化容量Hydrogenationcapacity-最優(yōu)化干燥過程Optimizedryingprocess,-SmogHBTCopq-自動(dòng)包裝Automatepackagingarea-丙三醇線產(chǎn)量YieldonGlycerolline,-培訓(xùn)黑帶和綠帶TrainBBsandGBs-執(zhí)行追蹤項(xiàng)目軟件Implementprojecttrackingsoftware,目標(biāo)Goals,計(jì)劃Projects,Step6:產(chǎn)生短期盈利Generateshort-termwins,Elements先期盈利計(jì)劃Planforearlywins產(chǎn)生盈利Createthewins對(duì)獲勝者給予明顯的承認(rèn)和獎(jiǎng)勵(lì)VisiblyrecognizeandrewardthewinnersPluss領(lǐng)導(dǎo)層集中于第一次的成功Leadershipfocusesonfirstwavesuccess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Formalrecognitionceremonieswithclearpresenceofseniorleadership清楚的、強(qiáng)有力的回報(bào)和識(shí)別標(biāo)準(zhǔn)Clearandaggressiverewardandrecognitionstandards財(cái)政支持來建立商業(yè)影響Financialsupporttoestablishbusinessimpact在6培訓(xùn)開始后46個(gè)月內(nèi)的結(jié)果Resultsin4-6monthsafterSixSigmatrainingbegins(in$Millions)Deltas沒有建立責(zé)任義務(wù)Noaccountabilityestablished花了12個(gè)月多才達(dá)到合理的結(jié)果Morethan12monthstoachievereasonableresults財(cái)政支持不明顯Financialsupportnotapparent,Step7:鞏固收獲，產(chǎn)生更多的變化Consolidategainsandproducemorechange,Elements變化體系不符合遠(yuǎn)景Changesystemsthatdontfitthevision雇傭、提升、發(fā)展執(zhí)行變化的員工Hire,promoteanddeveloppeoplewhowillimplementthechange用新計(jì)劃、主題和變化代理來進(jìn)行新的過程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPluss讓合格的人進(jìn)來開始此程序Qualifiedpeoplebroughtintokickstarttheprogram宏偉的大黑帶發(fā)展計(jì)劃通常是一種新的角色AggressiveMasterBBdevelopmentprograms-usuallyanewrole嚴(yán)謹(jǐn)?shù)慕⒑妥粉櫱宄纳虡I(yè)標(biāo)準(zhǔn)Clearbusinessmetricsestablishedandtrackedreligiously在6中，提升與成功相聯(lián)PromotionsareclearlylinkedtosuccessinSixSigma計(jì)劃在一定范圍內(nèi)逐漸加強(qiáng)Projectsareescalatedinscope6被強(qiáng)烈的適用于公司的其他領(lǐng)域SixSigmaismovedaggressivelyintootherareasofthecompany(ops,productdevelopment,admin,etc.)明顯的巨大財(cái)政支持Heavyfinancialsupportapparent,Step7:鞏固收獲，產(chǎn)生更多的變化Consolidategainsandproducemorechange,Elements變化體系不符合遠(yuǎn)景Changesystemsthatdontfitthevision雇傭、提升、發(fā)展執(zhí)行變化的員工Hire,promoteanddeveloppeoplewhowillimplementthechange用新計(jì)劃、主題和變化代理來進(jìn)行新的過程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPluss冠軍們面對(duì)面的檢查項(xiàng)目Face-to-faceprojectreviewsbyChampionsDeltas計(jì)劃停止Programstagnates內(nèi)部專家沒有得到發(fā)展Internalexpertsnotdeveloped計(jì)劃結(jié)果沒有一步步按照標(biāo)準(zhǔn)追蹤Programresultsnotcarefullytrackedviametrics6被視為是額外的工作SixSigmaprojectsseenasextraworkthatdetractsfromday-to-dayops,Step8:Anchornewapproachesintheculture,Elements通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接改變和成功的關(guān)系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功DevelopmeanstoinsureleadershipdevelopmentandsuccessionPluss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Customersshowupattrainingandcustomerdatausedintraining早期結(jié)果調(diào)節(jié)文化差異Earlyresultsleveragedintoculturechange在6中，個(gè)人變化與表現(xiàn)密切相關(guān)PersonnelchangesareclearlylinkedtoperformanceinSixSigma黑帶，綠帶和大黑帶在領(lǐng)導(dǎo)層呈階梯狀上升BBs,GBsandMBBsmoveupladdertoleadershippositionsquickly人們積極的進(jìn)行6的培訓(xùn)PeopleactivelypursueSixSigmatraining執(zhí)行新的體系來支持6NewsystemsimplementedtosupportSixSigma年度報(bào)告清楚的反應(yīng)6的效果AnnualreportsclearlyreflectimpactofSixSigma,Step8:在文化中確定新方法Anchornewapproachesintheculture,Elements通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接改變和成功的關(guān)系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功DevelopmeanstoinsureleadershipdevelopmentandsuccessionDeltas生意還是照常進(jìn)行如果6消失，沒有人會(huì)注意到Businessasusual-ifSixSigmadisappeared,noonewouldnotice提升與6活動(dòng)無關(guān)PromotionsnotlinkedtoSixSigmaactivities沒有大黑帶的內(nèi)部資源的發(fā)展支持計(jì)劃NodevelopmentofMBBinternalresourcestosupportprogram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FewchangesinsystemsandleadershipstylefromoneWaveofBBstothenext學(xué)生常在培訓(xùn)中表現(xiàn)出對(duì)小的計(jì)劃定義模糊Studentsconsistentlyshowattrainingwithpoorlydefined,smallprojects,ExampleofusingMetricstoDrivetheProgram(ActualQ3Metricsfora$4BBusiness),SimpleSummaryofQ3Metrics,長(zhǎng)期計(jì)劃追蹤Long-termProgramTracking,$37.4MMlessinCOPQ,29%IncreaseinCapacity,13%IncreaseinRolledYield,RealResultsintheFirstYear,領(lǐng)導(dǎo)藍(lán)圖,用戰(zhàn)略性計(jì)劃闡明藍(lán)圖建立生產(chǎn)力基線廠家、范圍基于價(jià)值、資源、regd、時(shí)間的優(yōu)先項(xiàng)目選擇導(dǎo)入領(lǐng)導(dǎo)層的重點(diǎn)項(xiàng)目責(zé)任檢查：業(yè)務(wù)和個(gè)人,選擇正確的項(xiàng)目,選擇培訓(xùn)合適的人員,展開執(zhí)行改善計(jì)劃,操作精通管理,維持獲利,確保正確的領(lǐng)導(dǎo)和所屬展開培訓(xùn)計(jì)劃致力于培訓(xùn)和應(yīng)用確保后備支持的來源,測(cè)量過程分析過程改善過程控制過程,經(jīng)常檢查，掃除障礙檢核真實(shí)的業(yè)務(wù)影響（財(cái)政）持續(xù)溝通進(jìn)步與行為管理和R&R聯(lián)系起來,執(zhí)行有效控制計(jì)劃以過程為中心的定期行為培訓(xùn)每季度檢查系統(tǒng)的有效性不斷識(shí)別和推出新計(jì)劃,過程輸出:編號(hào),過程輸入:戰(zhàn)略性年度業(yè)務(wù)目標(biāo),現(xiàn)行開展計(jì)劃ActualDeploymentPlan,Mar15行政業(yè)務(wù)小組概述ExecutiveBusinessTeamOverviewApr12-14公司業(yè)務(wù)小組CompanyBusinessTeamWorkshop(OfficersandKeyDirectors)Apr21選擇冠軍SelectChampions(BusinessTeam)Apr27-May28-SiteAssessmentsJun2-4冠軍車間ChampionWorkshopJun24選擇項(xiàng)目并排出優(yōu)先級(jí)Selecta