6西格瑪執(zhí)行中的成功因素(ppt 22頁)PPT課件

1、1Breakthrough Technologies, Inc.6西格瑪執(zhí)行中的成功因素西格瑪執(zhí)行中的成功因素(ppt 22頁頁)2Breakthrough Technologies, Inc.概述概述Overview科特的領(lǐng)導(dǎo)變化藍圖科特的領(lǐng)導(dǎo)變化藍圖Kotters Leading Change Roadmap每一步的基準(zhǔn)每一步的基準(zhǔn)Benchmarks for each step 領(lǐng)導(dǎo)層執(zhí)行藍圖領(lǐng)導(dǎo)層執(zhí)行藍圖Leadership Implementation Roadmap總結(jié)總結(jié)Conclusions3Breakthrough Technologies, Inc.科特的科特的8個程序個程

2、序Kotters Eight Stage Process要有急迫感要有急迫感Establish a sense of urgency產(chǎn)生領(lǐng)導(dǎo)性的合作產(chǎn)生領(lǐng)導(dǎo)性的合作Create a guiding coalition規(guī)劃遠景和策略規(guī)劃遠景和策略Develop a vision and strategy交流變化遠景交流變化遠景Communicate the change vision賦予職員自由行動的空間賦予職員自由行動的空間Empower employees for broad-based action取得短期盈利取得短期盈利Generate short-term wins鞏固盈利，制造更多的

3、機會鞏固盈利，制造更多的機會Consolidate gains and produce more change固定新方法固定新方法Anchor new approaches in the culture4Breakthrough Technologies, Inc.第一步：要有緊迫感第一步：要有緊迫感Step 1: Establish a sense of urgency要素要素Elements-調(diào)查市場競爭實體調(diào)查市場競爭實體Examine market and competitive realities-識別危機，潛在危機和機會識別危機，潛在危機和機會Identify crises, po

4、tential crises or major opportunities附加附加Pluss-要有積極的緊迫感要有積極的緊迫感Positive sense of urgency created: Allied Signal and GE設(shè)定宏偉的稅收、收入和生產(chǎn)力目標(biāo)設(shè)定宏偉的稅收、收入和生產(chǎn)力目標(biāo)Set revenue, income, productivity targets aggressively-責(zé)任清晰責(zé)任清晰Accountability clear-要有高層領(lǐng)導(dǎo)要有高層領(lǐng)導(dǎo)Senior leadership always presentDeltas-沒有緊迫感沒有緊迫感No se

5、nse of urgency created 沒有責(zé)任心沒有責(zé)任心no accountability-缺乏高層領(lǐng)導(dǎo)缺乏高層領(lǐng)導(dǎo)Absence of senior leadership-沒有領(lǐng)導(dǎo)性的責(zé)任來理解變化沒有領(lǐng)導(dǎo)性的責(zé)任來理解變化No commitment of leadership to understand change5Breakthrough Technologies, Inc.第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作Step 2: Create a Guiding Coalition要素要素Elements-集中力量領(lǐng)導(dǎo)團體改變集中力量領(lǐng)導(dǎo)團體改變Put togethe

6、r a group with enough power to lead change-讓該團體像一個小組一樣的合力工作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附加附加Pluss-聯(lián)合信號由責(zé)任清晰的冠軍小組開始聯(lián)合信號由責(zé)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(zhuǎn)變?yōu)槊吭聢?zhí)行理事轉(zhuǎn)變?yōu)? 委員會委員會Exec Council becomes Six Sigma Council every mo

7、nth-Polaroid charters champion group-冠軍要有強烈的職務(wù)能力，專業(yè)知識和可行性冠軍要有強烈的職務(wù)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(zé)任并進行培訓(xùn)對先進的車間賦予重要責(zé)任并進行培訓(xùn)Heavy commitment to up-front workshops and trainingDeltas-冠軍的職務(wù)能力差冠軍的職務(wù)能力差Champions have poor po

8、sitional power-沒有建立正常的合作沒有建立正常的合作No formal coalition established-沒有給予先進的車間相應(yīng)的責(zé)任和培訓(xùn)沒有給予先進的車間相應(yīng)的責(zé)任和培訓(xùn)Poor commitment to up-front workshops and training-對結(jié)果沒有分清責(zé)任對結(jié)果沒有分清責(zé)任No clear accountability for results6Breakthrough Technologies, Inc.第三步：計劃遠景和策略第三步：計劃遠景和策略Step 3: Develop a vision and strategy要素要素El

9、ements-創(chuàng)造遠景指導(dǎo)改變工作創(chuàng)造遠景指導(dǎo)改變工作Create a vision to help direct the change effort-為該遠景展開策略為該遠景展開策略Develop strategies for that vision (alignment)附加附加Pluss-制作簡單明確的遠景制作簡單明確的遠景Vision simple and clear-6 應(yīng)與有力的行為相聯(lián)系應(yīng)與有力的行為相聯(lián)系Six Sigma clearly linked to strong performance-Maytag/ Invensys combine Six Sigma with L

10、ean Manufacturing-清楚的角色引導(dǎo)合并清楚的角色引導(dǎo)合并Clear role for guiding coalition-遠景的策略目標(biāo)結(jié)構(gòu)遠景的策略目標(biāo)結(jié)構(gòu)Goal trees used to link strategy to visionDeltas-沒有遠景被開發(fā)，計劃只是培訓(xùn)計劃沒有遠景被開發(fā)，計劃只是培訓(xùn)計劃No vision developed - program is a training program-沒有急迫感支持遠景沒有急迫感支持遠景No sense of urgency to support the vision-用用6 來檢查來檢查Doing Six

11、Sigma to check a box7Breakthrough Technologies, Inc.第四步：交流變化遠景第四步：交流變化遠景Step 4: Communicate the change visionElements-使用每一種可能的途徑不斷交流遠景和策略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(dǎo)員工所期望的合并模型行為引導(dǎo)員工所期望的合并模型行為Guiding coalition models behavior expecte

12、d of employeesPluss-AlliedSignal and GE和通用公司展示了他們強有力的溝通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、早期的溝通計劃清楚的、早期的溝通計劃Clear and early communication plan-用于溝通的很多論壇用于溝通的很多論壇Many forums used to communicateDeltas-沒有溝通計劃沒有溝通計劃6 成為一種秘密計劃成為一種秘密計劃No communication p

13、lan - Six Sigma becomes a stealth program-只在高層溝通沒有低層溝通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(lǐng)導(dǎo)行為在承諾與溝通中看不到領(lǐng)導(dǎo)行為Leadership not visible in their commitment and communication8Breakthrough Technologies, Inc.第五步：賦予員工廣闊的行動空間第五步：賦予員工廣闊的行動空間Step 5: Empower employees f

14、or broad-based action要素要素Elements-掃除障礙掃除障礙Remove obstacles-改變破壞變化遠景的系統(tǒng)改變破壞變化遠景的系統(tǒng)Change systems that undermine change vision-要有承擔(dān)危險的勇氣要有承擔(dān)危險的勇氣Encourage risk takingPluss-冠軍與領(lǐng)導(dǎo)積極參與冠軍與領(lǐng)導(dǎo)積極參與6 項目的選擇、定范圍、定制度項目的選擇、定范圍、定制度Champions and leaders active in Six Sigma project selection, scoping and chartering-

15、項目與策略和遠景相關(guān)項目與策略和遠景相關(guān)Projects are clearly linked to strategy and vision-領(lǐng)導(dǎo)層要經(jīng)常下車間領(lǐng)導(dǎo)層要經(jīng)常下車間Leadership attends intense (2-4 day workshops)-強有力的預(yù)期培訓(xùn)計劃并有相應(yīng)的體系追蹤結(jié)果強有力的預(yù)期培訓(xùn)計劃并有相應(yīng)的體系追蹤結(jié)果Aggressive training plan with expectations and systems to track results-清楚的支持清楚的支持6 項目和計劃的領(lǐng)導(dǎo)層項目和計劃的領(lǐng)導(dǎo)層Clear leadership sup

16、port of Six Sigma projects and programs-建立標(biāo)準(zhǔn)體系來核實結(jié)果建立標(biāo)準(zhǔn)體系來核實結(jié)果Metrics Systems establish to verify results-領(lǐng)導(dǎo)層通過現(xiàn)場咨詢來支持項目領(lǐng)導(dǎo)層通過現(xiàn)場咨詢來支持項目Leadership supports projects with onsite consulting9Breakthrough Technologies, Inc.Step 5: Empower employees for broad-based actionElements-掃除障礙掃除障礙Remove obstacles-改

17、變破壞變化遠景的系統(tǒng)改變破壞變化遠景的系統(tǒng)Change systems that undermine change vision-要有承擔(dān)危險的勇氣要有承擔(dān)危險的勇氣Encourage risk takingDeltas-沒有領(lǐng)導(dǎo)層的承諾加強車間管理和培訓(xùn)沒有領(lǐng)導(dǎo)層的承諾加強車間管理和培訓(xùn)No leadership commitment to intense workshops and training -沒有涉及計劃選擇沒有涉及計劃選擇Little involvement in project selection-沒有相應(yīng)的跟蹤項目沒有相應(yīng)的跟蹤項目No project tracking-6

18、 被視為是好的培訓(xùn)計劃被視為是好的培訓(xùn)計劃Six Sigma viewed as a nice training program-幾乎沒有現(xiàn)場項目來作支持幾乎沒有現(xiàn)場項目來作支持Little onsite project support given10Breakthrough Technologies, Inc.舉例：策略計劃舉例：策略計劃Example: Projects for Each Strategy提高過程可靠性提高過程可靠性Improve Process Reliability增加容量增加容量Increase Capacity 減少操作成本減少操作成本Reduce Operatin

19、g Costs文化交流文化交流Transform the Culture策略策略Strategies減少減少50未作計劃的停未作計劃的停工期工期Decrease unplanned Downtime by 50%提高提高10沒有資本的生沒有資本的生產(chǎn)容量產(chǎn)容量Improve capacity by 10% with no capital減少減少25COPQDecrease COPQ by 25%把把6 方法使用到商業(yè)中方法使用到商業(yè)中Deploy Six Sigma into Businesses- 增加冷卻器的容量增加冷卻器的容量DCS軟軟件升級件升級Increase chiller cap

20、acity - DCS Software upgrade - 增加丙三醇含量增加丙三醇含量Increase Glycerol capacity - 鳳凰安全鳳凰安全啟動啟動Phoenix safe startup - 氫化容量氫化容量Hydrogenation capacity - 最優(yōu)化干燥過程最優(yōu)化干燥過程Optimize drying process - Smog HBT Copq - 自動包裝自動包裝Automate packaging area -丙三醇線產(chǎn)丙三醇線產(chǎn)量量Yield on Glycerol line - 培訓(xùn)黑帶和綠帶培訓(xùn)黑帶和綠帶Train BBs and GBs

21、- 執(zhí)行追蹤項執(zhí)行追蹤項目軟件目軟件 Implement project tracking software目標(biāo)目標(biāo)Goals計劃計劃Projects11Breakthrough Technologies, Inc.Step 6: 產(chǎn)生短期盈利產(chǎn)生短期盈利Generate short-term winsElements-先期盈利計劃先期盈利計劃Plan for early wins-產(chǎn)生盈利產(chǎn)生盈利Create the wins-對獲勝者給予明顯的承認和獎勵對獲勝者給予明顯的承認和獎勵Visibly recognize and reward the winnersPluss-領(lǐng)導(dǎo)層集中于第一次

22、的成功領(lǐng)導(dǎo)層集中于第一次的成功Leadership focuses on first wave success-用清楚的高級的領(lǐng)導(dǎo)層來表達正式的識別儀式用清楚的高級的領(lǐng)導(dǎo)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(biāo)準(zhǔn)清楚的、強有力的回報和識別標(biāo)準(zhǔn)Clear and aggressive reward and recognition standards-財政支持來建立商業(yè)影響財政支持來建立商業(yè)影響Financial support to establ

23、ish business impact-在在6 培訓(xùn)開始后培訓(xùn)開始后46個月內(nèi)的結(jié)果個月內(nèi)的結(jié)果Results in 4-6 months after Six Sigma training begins (in $ Millions)Deltas-沒有建立責(zé)任義務(wù)沒有建立責(zé)任義務(wù)No accountability established-花了花了12個月多才達到合理的結(jié)果個月多才達到合理的結(jié)果More than 12 months to achieve reasonable results-財政支持不明顯財政支持不明顯Financial support not apparent12Breakt

24、hrough Technologies, Inc.Step 7:鞏固收獲，產(chǎn)生更多的變化鞏固收獲，產(chǎn)生更多的變化Consolidate gains and produce more changeElements-變化體系不符合遠景變化體系不符合遠景Change systems that dont fit the vision-雇傭、提升、發(fā)展執(zhí)行變化的員工雇傭、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用新計劃、主題和變化代理來進行新的過程Reinv

25、igorate the new process with new projects, themes and change agentsPluss-讓合格的人進來開始此程序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(yán)謹?shù)慕⒑妥粉櫱宄纳虡I(yè)標(biāo)準(zhǔn)嚴(yán)謹?shù)慕⒑妥粉櫱宄纳虡I(yè)標(biāo)準(zhǔn)Clear business met

26、rics established and tracked religiously -在在6 中，提升與成功相聯(lián)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(nèi)逐漸加強計劃在一定范圍內(nèi)逐漸加強Projects are escalated in scope-6 被強烈的適用于公司的其他領(lǐng)域被強烈的適用于公司的其他領(lǐng)域Six Sigma is moved aggressively into other areas of the company (ops, product development, admin

27、, etc.)-明顯的巨大財政支持明顯的巨大財政支持Heavy financial support apparent13Breakthrough Technologies, Inc.Step 7: 鞏固收獲，產(chǎn)生更多的變化鞏固收獲，產(chǎn)生更多的變化Consolidate gains and produce more changeElements-變化體系不符合遠景變化體系不符合遠景Change systems that dont fit the vision-雇傭、提升、發(fā)展執(zhí)行變化的員工雇傭、提升、發(fā)展執(zhí)行變化的員工Hire, promote and develop people who wi

28、ll implement the change-用新計劃、主題和變化代理來進行新的過程用新計劃、主題和變化代理來進行新的過程Reinvigorate the new process with new projects, themes and change agentsPluss-冠軍們面對面的檢查項目冠軍們面對面的檢查項目Face-to-face project reviews by ChampionsDeltas-計劃停止計劃停止Program stagnates-內(nèi)部專家沒有得到發(fā)展內(nèi)部專家沒有得到發(fā)展Internal experts not developed-計劃結(jié)果沒有一步步按照標(biāo)準(zhǔn)

29、追蹤計劃結(jié)果沒有一步步按照標(biāo)準(zhǔn)追蹤Program results not carefully tracked via metrics-6 被視為是額外的工作被視為是額外的工作Six Sigma projects seen as extra work that detracts from day-to-day ops14Breakthrough Technologies, Inc.Step 8: Anchor new approaches in the cultureElements-通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Create better perf

30、ormance through customer and productivity focuses behavior-連接改變和成功的關(guān)系連接改變和成功的關(guān)系A(chǔ)rticulate the connections between change and success-發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功Develop means to insure leadership development and succession Pluss-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Customers show up at traini

31、ng and customer data used in training-早期結(jié)果調(diào)節(jié)文化差異早期結(jié)果調(diào)節(jié)文化差異Early results leveraged into culture change-在在6 中，個人變化與表現(xiàn)密切相關(guān)中，個人變化與表現(xiàn)密切相關(guān)Personnel changes are clearly linked to performance in Six Sigma-黑帶，綠帶和大黑帶在領(lǐng)導(dǎo)層呈階梯狀上升黑帶，綠帶和大黑帶在領(lǐng)導(dǎo)層呈階梯狀上升BBs, GBs and MBBs move up ladder to leadership positions quickly-

32、人們積極的進行人們積極的進行6 的培訓(xùn)的培訓(xùn)People actively pursue Six Sigma training-執(zhí)行新的體系來支持執(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(yīng)年度報告清楚的反應(yīng)6 的效果的效果Annual reports clearly reflect impact of Six Sigma 15Breakthrough Technologies, Inc.Step 8: 在文化中確定新方法在文化中確定新方法Anchor new approaches in the cultur

33、eElements-通過顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)通過顧客和生產(chǎn)力集中行為產(chǎn)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(guān)系連接改變和成功的關(guān)系A(chǔ)rticulate the connections between change and success-發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功Develop means to insure leadership development and succession Deltas-

34、生意還是照常進行如果生意還是照常進行如果6 消失，沒有人會注意到消失，沒有人會注意到Business as usual - if Six Sigma disappeared, no one would notice-提升與提升與6 活動無關(guān)活動無關(guān)Promotions not linked to Six Sigma activities-沒有大黑帶的內(nèi)部資源的發(fā)展支持計劃沒有大黑帶的內(nèi)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(lǐng)導(dǎo)方式幾乎沒有什么變化從一個黑帶到另一個

35、黑帶，體系和領(lǐng)導(dǎo)方式幾乎沒有什么變化Few changes in systems and leadership style from one Wave of BBs to the next-學(xué)生常在培訓(xùn)中表現(xiàn)出對小的計劃定義模糊學(xué)生常在培訓(xùn)中表現(xiàn)出對小的計劃定義模糊Students consistently show at training with poorly defined, small projects16Breakthrough Technologies, Inc.Example of using Metrics to Drive the Program(Actual Q3 Metr

36、ics for a $4B Business)SBURTY(%)COPQ(K$)Capacity(Ratio)BusinessImpactRealDollarsBaselineGoalNowBaselineGoalNowBaselineGoalNowYDTDivision A72.682.576.881,84348,82827.5671.001.311.48$23.7MDivision B81.385.486.5255,779200,93573,5161.001.101.16$14.2MDivision C83.385.787.7334,56631,93624,6291.001.061.06$

37、4.7MDivision D86.392.691.537,80025,50023,2251.001.201.21$4.6MDivision E63.770.570.0111,16773,19664,4791.001.211.22$5.1MCompanySummary78.182.580.8539,023394,891215,4401.001.141.22$52.3M17Breakthrough Technologies, Inc.Simple Summary of Q3 MetricsDivision ADivision BDivision CDivision DDivision ECompa

38、nySummaryRTYRedRedGreenRedRedRedCOPQGreenGreenGreenGreenGreenGreenC-PGreenRedGreenGreenGreenGreenYTD Savings$23,723K$14,188K$4,626K$4,690K$5,075K$52,302K18Breakthrough Technologies, Inc.長期計劃追蹤長期計劃追蹤Long-term Program TrackingOperational Excellence ResultsR TY (% )C -P (M-lbs)C OPQ ($M)199419951996199

39、719941995199519971994199519961997Plant OneProduct Line 180.079.380.181.9116.0113.3115.1121.720.618.115.412.9Product Line 266.072.172.274.057.064.763.467.119.115.614.212.1Product Line 378.385.591.192.8182.0208.1268.5269.331.720.212.79.0Total Plant A76.981.185.687.2355.0386.1447.0458.171.453.942.334.0

40、Six Sigma begins$37.4MM less in COPQ29% Increase in Capacity13% Increase in Rolled Yield19Breakthrough Technologies, Inc.Real Results in the First YearStrategic Business UnitsPT $ ImpactYear EndPT $ Impact Q1Plant 1Plant 2Plant 3Plant 4Plant 5Plant 6$ 1,325K$ 6,720K$ 8,460K$ 3,850K$ 6,836K$ 2,227K$ 1,064K$ 4,184K$ 606K*TO COME$2,566K$ 300KPolymers-Sub total$29,418K$8,720KtentiativeFluoride$45,689K$7,448KLamination Plant 1Lamination Plan