六西格瑪執(zhí)行中的成功因素

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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(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(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(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Optimizedryingprocess-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)生生盈盈利利Createthewins對(duì)獲獲勝勝者者給給予予明明顯顯的的承承認(rèn)認(rèn)和和獎(jiǎng)獎(jiǎng)勵(lì)勵(lì)VisiblyrecognizeandrewardthewinnersPlus’’s領(lǐng)導(dǎo)導(dǎo)層層集集中中于于第第一一次次的的成成功功Leadershipfocusesonfirstwavesuccess用清清楚楚的的高高級(jí)級(jí)的的領(lǐng)領(lǐng)導(dǎo)導(dǎo)層層來(lái)來(lái)表表達(dá)達(dá)正正式式的的識(shí)識(shí)別別儀儀式式Formalrecognitionceremonieswithclearpresenceofseniorleadership清楚楚的的、、強(qiáng)強(qiáng)有有力力的的回回報(bào)報(bào)和和識(shí)識(shí)別別標(biāo)標(biāo)準(zhǔn)準(zhǔn)Clearandaggressiverewardandrecognitionstandards財(cái)政政支支持持來(lái)來(lái)建建立立商商業(yè)業(yè)影影響響Financialsupporttoestablishbusinessimpact在6培培訓(xùn)訓(xùn)開開始始后后4－－6個(gè)個(gè)月月內(nèi)內(nèi)的的結(jié)結(jié)果果Resultsin4-6monthsafterSixSigmatrainingbegins(in$Millions)Delta’’s沒有有建建立立責(zé)責(zé)任任義義務(wù)務(wù)Noaccountabilityestablished花了了12個(gè)月月多多才才達(dá)達(dá)到到合合理理的的結(jié)結(jié)果果Morethan12monthstoachievereasonableresults財(cái)政政支支持持不不明明顯顯FinancialsupportnotapparentStep7:鞏固固收收獲獲，，產(chǎn)產(chǎn)生生更更多多的的變變化化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)進(jìn)進(jìn)行行新新的的過(guò)過(guò)程程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPlus’’s讓合合格格的的人人進(jìn)進(jìn)來(lái)來(lái)開開始始此此程程序序Qualifiedpeoplebroughtintokickstarttheprogram宏偉偉的的大大黑黑帶帶發(fā)發(fā)展展計(jì)計(jì)劃劃－－通通常常是是一一種種新新的的角角色色AggressiveMasterBBdevelopmentprograms-usuallyanewrole嚴(yán)謹(jǐn)謹(jǐn)?shù)牡慕ń⒘⒑秃妥纷粉欅櫱迩宄牡纳躺虡I(yè)業(yè)標(biāo)標(biāo)準(zhǔn)準(zhǔn)Clearbusinessmetricsestablishedandtrackedreligiously在6中中，，提提升升與與成成功功相相聯(lián)聯(lián)PromotionsareclearlylinkedtosuccessinSixSigma計(jì)劃劃在在一一定定范范圍圍內(nèi)內(nèi)逐逐漸漸加加強(qiáng)強(qiáng)Projectsareescalatedinscope6被強(qiáng)強(qiáng)烈烈的的適適用用于于公公司司的的其其他他領(lǐng)領(lǐng)域域SixSigmaismovedaggressivelyintootherareasofthecompany(ops,productdevelopment,admin,etc.)明顯顯的的巨巨大大財(cái)財(cái)政政支支持持HeavyfinancialsupportapparentStep7:鞏固固收收獲獲，，產(chǎn)產(chǎn)生生更更多多的的變變化化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)進(jìn)進(jìn)行行新新的的過(guò)過(guò)程程Reinvigoratethenewprocesswithnewprojects,themesandchangeagentsPlus’’s冠軍們面面對(duì)面的的檢查項(xiàng)項(xiàng)目Face-to-faceprojectreviewsbyChampionsDelta’s計(jì)劃停止止Programstagnates內(nèi)部專家家沒有得得到發(fā)展展Internalexpertsnotdeveloped計(jì)劃結(jié)果果沒有一一步步按按照標(biāo)準(zhǔn)準(zhǔn)追蹤Programresultsnotcarefullytrackedviametrics6被視為是是額外的的工作SixSigmaprojectsseenasextraworkthatdetractsfromday-to-dayopsStep8:AnchornewapproachesinthecultureElements通過(guò)顧客客和生產(chǎn)產(chǎn)力集中中行為產(chǎn)產(chǎn)生更好好的表現(xiàn)現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接改變變和成功功的關(guān)系系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展意味味著保證證領(lǐng)導(dǎo)層層的發(fā)展展和成功功DevelopmeanstoinsureleadershipdevelopmentandsuccessionPlus’s顧客在培培訓(xùn)中的的表現(xiàn)和和培訓(xùn)中中顧客數(shù)數(shù)據(jù)的使使用Customersshowupattrainingandcustomerdatausedintraining早期結(jié)果果調(diào)節(jié)文文化差異異Earlyresultsleveragedintoculturechange在6中中，個(gè)個(gè)人變化化與表現(xiàn)現(xiàn)密切相相關(guān)PersonnelchangesareclearlylinkedtoperformanceinSixSigma黑帶，綠綠帶和大大黑帶在在領(lǐng)導(dǎo)層層呈階梯梯狀上升升BB’s,GB’sandMBB’’smoveupladdertoleadershippositionsquickly人們積極極的進(jìn)行行6的的培訓(xùn)訓(xùn)PeopleactivelypursueSixSigmatraining執(zhí)行新的的體系來(lái)來(lái)支持6NewsystemsimplementedtosupportSixSigma年度報(bào)告告清楚的的反應(yīng)6的的效果AnnualreportsclearlyreflectimpactofSixSigmaStep8:在文化中中確定新新方法AnchornewapproachesinthecultureElements通過(guò)顧客客和生產(chǎn)產(chǎn)力集中中行為產(chǎn)產(chǎn)生更好好的表現(xiàn)現(xiàn)Createbetterperformancethroughcustomerandproductivityfocusesbehavior連接改變變和成功功的關(guān)系系A(chǔ)rticulatetheconnectionsbetweenchangeandsuccess發(fā)展意味味著保證證領(lǐng)導(dǎo)層層的發(fā)展展和成功功DevelopmeanstoinsureleadershipdevelopmentandsuccessionDelta’s生意還是是照常進(jìn)進(jìn)行－如如果6消消失，，沒有人人會(huì)注意意到Businessasusual-ifSixSigmadisappeared,noonewouldnotice提升與6活活動(dòng)無(wú)關(guān)關(guān)PromotionsnotlinkedtoSixSigmaactivities沒有大大黑帶帶的內(nèi)內(nèi)部資資源的的發(fā)展展支持持計(jì)劃劃NodevelopmentofMBBinternalresourcestosupportprogram從一個(gè)個(gè)黑帶帶到另另一個(gè)個(gè)黑帶帶，體體系和和領(lǐng)導(dǎo)導(dǎo)方式式幾乎乎沒有有什么么變化化FewchangesinsystemsandleadershipstylefromoneWaveofBB’stothenext學(xué)生常常在培培訓(xùn)中中表現(xiàn)現(xiàn)出對(duì)對(duì)小的的計(jì)劃劃定義義模糊糊Studentsconsistentlyshowattrainingwithpoorlydefined,smallprojectsExampleofusingMetricstoDrivetheProgram(ActualQ3Metricsfora$4BBusiness)SimpleSummaryofQ3Metrics長(zhǎng)期計(jì)計(jì)劃追追蹤Long-termProgramTrackingSixSigmabegins$37.4MMlessinCOPQ29%IncreaseinCapacity13%IncreaseinRolledYieldRealResultsintheFirstYear領(lǐng)導(dǎo)藍(lán)藍(lán)圖用戰(zhàn)略略性計(jì)計(jì)劃闡闡明藍(lán)藍(lán)圖建立生生產(chǎn)力力基線線廠家家、范范圍基于價(jià)價(jià)值、、資源源、reg’d、時(shí)間的的優(yōu)先先項(xiàng)目目選擇導(dǎo)導(dǎo)入領(lǐng)領(lǐng)導(dǎo)層層的重重點(diǎn)項(xiàng)項(xiàng)目責(zé)任檢檢查：：業(yè)務(wù)務(wù)和個(gè)個(gè)人選擇正正確的的項(xiàng)目目選擇培培訓(xùn)合合適的的人員員展開執(zhí)執(zhí)行改改善計(jì)計(jì)劃操作精精通管管理維持獲獲利確保正正確的的領(lǐng)導(dǎo)導(dǎo)和所所屬展開培培訓(xùn)計(jì)計(jì)劃致力于于培訓(xùn)訓(xùn)和應(yīng)應(yīng)用確保后后備支支持的的來(lái)源源測(cè)量過(guò)過(guò)程分析過(guò)過(guò)程改善過(guò)過(guò)程控制過(guò)過(guò)程經(jīng)常檢檢查，，掃除除障礙礙檢核真真實(shí)的的業(yè)務(wù)務(wù)影響響（財(cái)財(cái)政））持續(xù)溝溝通進(jìn)進(jìn)步與行為為管理理和R&R聯(lián)系起起來(lái)執(zhí)行有有效控控制計(jì)計(jì)劃以過(guò)程程為中中心的的定期期行為為培訓(xùn)訓(xùn)每季度度檢查查系統(tǒng)統(tǒng)的有有效性性不斷識(shí)識(shí)別和和推出出新計(jì)計(jì)劃過(guò)程輸輸出:編號(hào)過(guò)程輸輸入:戰(zhàn)略性性年度度業(yè)務(wù)務(wù)目標(biāo)標(biāo)現(xiàn)行開開展計(jì)計(jì)劃ActualDeploymentPlanMar15––行政業(yè)業(yè)務(wù)小小組概概述ExecutiveBusinessTeamOverviewApr12-14––公司業(yè)業(yè)務(wù)小小組CompanyBusinessTeamWorkshop(OfficersandKeyDirectors)Apr21––選擇冠冠軍SelectChampions(BusinessTeam)Apr27-May28-SiteAssessmentsJun2-4––冠軍車車間ChampionWorkshopJun24––選擇項(xiàng)項(xiàng)目并并排出出優(yōu)先先級(jí)SelectandprioritizeprojectsJul1––選擇黑黑帶和和圖表表項(xiàng)目目SelectBB’sand