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執(zhí)行中的成功因素SuccessFactorsinSixSigmaImplementationSteveZinkgrafSigmaBreakthroughTechnologies概述Overview 科特的領(lǐng)導(dǎo)變化藍(lán)圖Kotter’sLeadingChangeRoadmap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Kotter’sEightStageProcess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Plus’s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)SeniorleadershipalwayspresentDelta’s沒(méi)有緊迫感Nosenseofurgencycreated–沒(méi)有責(zé)任心noaccountability缺乏高層領(lǐng)導(dǎo)Absenceofseniorleadership沒(méi)有領(lǐng)導(dǎo)性的責(zé)任來(lái)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Plus’s聯(lián)合信號(hào)由責(zé)任清晰的冠軍小組開(kāi)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-frontworkshopsandtrainingDelta’s冠軍的職務(wù)能力差Championshavepoorpositionalpower沒(méi)有建立正常的合作Noformalcoalitionestablished沒(méi)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(méi)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(kāi)策略Developstrategiesforthatvision(alignment)附加Plus’s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)GoaltreesusedtolinkstrategytovisionDelta’s沒(méi)有遠(yuǎn)景被開(kāi)發(fā)，計(jì)劃只是培訓(xùn)計(jì)劃Novisiondeveloped-programisatrainingprogram沒(méi)有急迫感支持遠(yuǎn)景Nosenseofurgencytosupportthevision用6來(lái)檢查DoingSixSigmatocheckabox第四步：交流變化遠(yuǎn)景Step4:CommunicatethechangevisionElements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GuidingcoalitionmodelsbehaviorexpectedofemployeesPlus’sAlliedSignalandGE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ManyforumsusedtocommunicateDelta’s沒(méi)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(méi)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EncouragerisktakingPlus’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(lái)核實(shí)結(jié)果MetricsSystemsestablishtoverifyresults領(lǐng)導(dǎo)層通過(guò)現(xiàn)場(chǎng)咨詢來(lái)支持項(xiàng)目LeadershipsupportsprojectswithonsiteconsultingStep5:Empoweremployeesforbroad-basedactionElements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EncouragerisktakingDelta’s沒(méi)有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn)Noleadershipcommitmenttointenseworkshopsandtraining沒(méi)有涉及計(jì)劃選擇Littleinvolvementinprojectselection沒(méi)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(méi)有現(xiàn)場(chǎng)項(xiàng)目來(lái)作支持Littleonsiteprojectsupportgiven舉例：策略計(jì)劃Example:ProjectsforEachStrategy提高過(guò)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(méi)有資本的生產(chǎn)容量Improvecapacityby10%withnocapital減少25％COPQDecreaseCOPQby25%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(guò)程O(píng)ptimizedryingprocess-SmogHBTCopq-自動(dòng)包裝Automatepackagingarea-丙三醇線產(chǎn)量YieldonGlycerolline-培訓(xùn)黑帶和綠帶TrainBB’sandGB’s-執(zhí)行追蹤項(xiàng)目軟件Implementprojecttracking software目標(biāo)Goals計(jì)劃ProjectsStep6:產(chǎn)生生短短期期盈盈利利Generateshort-termwinsElements先期期盈盈利利計(jì)計(jì)劃劃Planforearlywins產(chǎn)生盈盈利Createthewins對(duì)獲勝勝者給給予明明顯的的承認(rèn)認(rèn)和獎(jiǎng)獎(jiǎng)勵(lì)VisiblyrecognizeandrewardthewinnersPlus’’s領(lǐng)導(dǎo)層集中中于第一次次的成功Leadershipfocusesonfirstwavesuccess用清楚的的高級(jí)的的領(lǐng)導(dǎo)層層來(lái)表達(dá)達(dá)正式的的識(shí)別儀儀式Formalrecognitionceremonieswithclearpresenceofseniorleadership清楚的、、強(qiáng)有力力的回報(bào)報(bào)和識(shí)別財(cái)政支持來(lái)建立商業(yè)影響Financialsupporttoestablishbusinessimpact在6培訓(xùn)開(kāi)始后4－6個(gè)月內(nèi)的結(jié)果Resultsin4-6monthsafterSixSigmatrainingbegins(in$Millions)Delta’s沒(méi)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FinancialsupportnotapparentStep7:鞏固收獲獲，產(chǎn)生生更多的的變化ConsolidategainsandproducemorechangeElements變化化體體系系不不符符合合遠(yuǎn)遠(yuǎn)景景Changesystemsthatdon’’tfitthevision雇傭傭、、提提升升、、發(fā)發(fā)展展執(zhí)執(zhí)行行變變化化的的員員工工Hire,promoteanddeveloppeoplewhowillimplementthechange用新新計(jì)計(jì)劃劃、、主主題題和和變變化化代代理理來(lái)來(lái)Plus’s讓合格的人進(jìn)來(lái)開(kāi)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HeavyfinancialsupportapparentStep7:鞏固收收獲，，產(chǎn)生生更多多的變變化ConsolidategainsandproducemorechangeElements變化體體系不不符合合遠(yuǎn)景景Changesystemsthatdon’tfitthevision雇傭、、提升升、發(fā)發(fā)展執(zhí)執(zhí)行變變化的的員工工Hire,promoteanddeveloppeoplewhowillimplementthechange用新計(jì)計(jì)劃、、主題題和變變化代代理來(lái)來(lái)進(jìn)行行新的的過(guò)程程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPlus’’s冠軍們們面對(duì)對(duì)面的的檢查查項(xiàng)目目Face-to-faceprojectreviewsbyChampionsDelta’s計(jì)劃停停止Programstagnates內(nèi)部專專家沒(méi)沒(méi)有得得到發(fā)發(fā)展Internalexpertsnotdeveloped計(jì)劃結(jié)結(jié)果沒(méi)沒(méi)有一一步步步按照照標(biāo)準(zhǔn)準(zhǔn)追蹤蹤Programresultsnotcarefullytrackedviametrics6被視為是額外外的工作SixSigmaprojectsseenasextraworkthatdetractsfromday-to-dayopsStep8:AnchornewapproachesinthecultureElements通過(guò)顧客和生生產(chǎn)力集中行行為產(chǎn)生更好好的表現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接接改改變變和和成成功功的的關(guān)關(guān)系系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展展意意味味著著保保證證領(lǐng)領(lǐng)導(dǎo)導(dǎo)層層的的發(fā)發(fā)展展和和成成功功DevelopmeanstoinsureleadershipdevelopmentandsuccessionPlus’’s顧客客在在培培訓(xùn)訓(xùn)中中的的表表現(xiàn)現(xiàn)和和培培訓(xùn)訓(xùn)中中顧顧客客數(shù)數(shù)據(jù)據(jù)的的使使用用Customersshowupattrainingandcustomerdatausedintraining早期期結(jié)結(jié)果果調(diào)調(diào)節(jié)節(jié)文文化化差差異異Earlyresultsleveragedintoculturechange在6中中，，個(gè)個(gè)人人變變化化與與表表現(xiàn)現(xiàn)密密切黑帶，綠帶和大黑帶在領(lǐng)導(dǎo)層呈階梯狀上升BB’s,GB’sandMBB’smoveupladdertoleadershippositionsquickly人們積極的進(jìn)行6的培訓(xùn)PeopleactivelypursueSixSigmatraining執(zhí)行新的體系來(lái)支持6NewsystemsimplementedtosupportSixSigma年度報(bào)告清楚的反應(yīng)6的效果AnnualreportsclearlyreflectimpactofSixSigmaStep8:在文化中確確定新方法法AnchornewapproachesinthecultureElements通過(guò)顧客和和生產(chǎn)力集集中行為產(chǎn)產(chǎn)生更好的的表現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接改變和和成功的關(guān)關(guān)系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展意味著著保證領(lǐng)導(dǎo)導(dǎo)層的發(fā)展展和成功DevelopmeanstoinsureleadershipdevelopmentandsuccessionDelta’s生意還是照照常進(jìn)行－－如果6消消失，提升與6活動(dòng)無(wú)關(guān)PromotionsnotlinkedtoSixSigmaactivities沒(méi)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(méi)有什么變化FewchangesinsystemsandleadershipstylefromoneWaveofBB’stothenext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,smallprojectsExampleofusingMetricstoDrivetheProgram(ActualQ3Metricsfora$4BBusiness)SimpleSummaryofQ3Metrics長(zhǎng)期計(jì)劃追追蹤Long-termProgramTrackingSixSigmabegins$37.4MMlessinCOPQ29%IncreaseinCapacity13%IncreaseinRolledYieldRealResultsintheFirstYear領(lǐng)導(dǎo)藍(lán)圖用戰(zhàn)略性計(jì)計(jì)劃闡明藍(lán)藍(lán)圖建立生產(chǎn)力力基線廠家家、范圍基于價(jià)值、、資源、reg’d、時(shí)間的優(yōu)先先項(xiàng)目選擇導(dǎo)入領(lǐng)領(lǐng)導(dǎo)層的重重點(diǎn)項(xiàng)目責(zé)任檢查：：業(yè)務(wù)和個(gè)個(gè)人選擇正確的的項(xiàng)目選擇培訓(xùn)合合適的人員員展開(kāi)執(zhí)行改改善計(jì)劃操作精通管管理維持獲利確保保正正確確的的領(lǐng)領(lǐng)導(dǎo)導(dǎo)和和所所屬屬展開(kāi)培訓(xùn)訓(xùn)計(jì)劃致力于培培訓(xùn)和應(yīng)應(yīng)用確保后備備支持的的來(lái)源測(cè)量過(guò)程程分析過(guò)程程改善過(guò)程程控制過(guò)程程經(jīng)常檢查查，掃除除障礙檢核真實(shí)實(shí)的業(yè)務(wù)務(wù)影響（（財(cái)政））持續(xù)溝通通進(jìn)步與行為管管理和R&R聯(lián)系起來(lái)來(lái)執(zhí)行有效效控制計(jì)計(jì)劃以過(guò)程為為中心的的定期行行為培訓(xùn)訓(xùn)每季度檢檢查系統(tǒng)統(tǒng)的有效效性不斷識(shí)別別和推出出新計(jì)劃劃過(guò)程輸出出:編號(hào)過(guò)程輸入入:戰(zhàn)略性年年度業(yè)務(wù)務(wù)目標(biāo)現(xiàn)行開(kāi)展展計(jì)劃ActualDeploymentPlanMar15––行政業(yè)務(wù)務(wù)小組概概述ExecutiveBusinessTeamOverviewApr12-14––公司業(yè)務(wù)務(wù)小組CompanyBusinessTeamWorkshop(OfficersandKeyDirectors)Apr21––選擇冠軍軍SelectChampions(BusinessTeam)Apr27-May28-SiteAssessmentsJun2-4–冠軍車間ChampionWorkshopJun24–選擇項(xiàng)目并并排出優(yōu)先先級(jí)SelectandprioritizeprojectsJul1–選擇黑帶和和圖表項(xiàng)目目SelectBB’sandcharterprojectsJul30–最終項(xiàng)目/黑帶評(píng)審審Finalproject/BBreviewAug1––推出黑黑帶培培訓(xùn)LaunchBBtrainingLomega贏得了了Dell公司頒頒發(fā)的的最好好的供供應(yīng)商商的稱稱號(hào)IomegaWinsDellMostImprovedSupplierAwardROY,Utah--(BUSINESSWIRE)--April15,1999——lomega公司今今天宣宣布被被Dell授予最最好的的供應(yīng)應(yīng)商獎(jiǎng)獎(jiǎng)，因因?yàn)樗谡麄€(gè)98年年度及及時(shí)供供貨，，質(zhì)量量又好好，提提供最最好的的顧客客服務(wù)務(wù)。IomegaCorporation(NYSE:IOM)todayannouncedthatitwasawardedthe"MostImprovedSupplierAward"byDellComputerCorporationforitson-timedeliveryofhigh-qualityZip(R)drivesandbest-in-classcustomerserviceduring1998.MartyGarvin,vicepresident,procurement,Dell,states,““l(fā)omega公司一一直都都在為為顧客客提供供最好好的服服務(wù)Iomegaisclearlycommittedtoprovidingbest-in-classservicetocustomers.”“通過(guò)模模擬生生產(chǎn)和和6過(guò)過(guò)程程改善善原則則的采采用的的實(shí)施施，lomega已經(jīng)在在生產(chǎn)產(chǎn)和分分銷過(guò)過(guò)程取取得了了實(shí)質(zhì)質(zhì)性的的改善善?！薄盩hroughimplementationofvirtualmanufacturingandadoptionoftheSixSigmaprocessimprovementprinciples,IomegahasmadesignificantimprovementstotheCompany‘smanufacturinganddistributionprocesses,“saidScottFlaig,主運(yùn)作作員chiefoperatingofficer,IomegaCorporation.9、靜夜四四無(wú)鄰，，荒居舊舊業(yè)貧。。。12月-2212月-22Wednesday,December7,202210、雨中黃黃葉樹(shù)，，燈下白白頭人。。。22:48:4222:48:4222:4812/7/202210:48:42PM11、以我我獨(dú)沈沈久，，愧君君相見(jiàn)見(jiàn)頻。。。12月月-2222:48:4222:48Dec-2207-Dec-2212、故人江海別別，幾度隔山山川。。22:48:4222:48:4222:48Wednesday,December7,202213、乍見(jiàn)翻翻疑夢(mèng)，，相悲各各問(wèn)年。。。12月-2212月-2222:48:4222:48:42December7,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。07十二月月202210:48:42下午午22:48:4212月-2215、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。十二二月月2210:48下下午午12月月-2222:48December7,202216、行行動(dòng)動(dòng)出出成成果果，，工工作作出出財(cái)財(cái)富富。。。。2022/12/722:48:4222:48:4207December202217、做前，能夠夠環(huán)視四周；；做時(shí)，你只只能或者最好好沿著以腳為為起點(diǎn)的射線線向前。。10:48:42下午午10:48下下午22:48:4212月-229、沒(méi)有失敗敗，只有暫暫時(shí)停止成成功！。12月-2212月-22Wednesday,December7,202210、很很多多事事情情努努力力了了未未必必有有結(jié)結(jié)果果，，但但是是不不努努力力卻卻什什么么改改變變也也沒(méi)沒(méi)有有。。。。22:48:4222:48:4222:4812/7/202210:48:42PM11、成功就是日日復(fù)一日那一一點(diǎn)點(diǎn)小小努努力的積累。。。12月-2222:48:4222:48Dec-2207-Dec-2212、世間成事事，不求其其絕對(duì)圓滿滿，留一份份不足，可可得無(wú)限完完美。。22:48:4222:48:4222:48Wednesday,December7,202213、不知香積積寺，數(shù)里里入云峰。。。12月-2212月-2222:48:4322:48:43December7,202214、意