六西格玛实施中成功因素(ppt)
6 执行中的成功因素Success Factors in Six Sigma Implementation
Steve Zinkgraf
Sigma Breakthrough Technologies
概述Overview
科特的领导变化蓝图Kotter’s Leading Change Roadmap
每一步的基准Benchmarks for each step
领导层执行蓝图Leadership Implementation Roadmap
总结Conclusions
科特的8个程序Kotter’s Eight Stage Process
要有急迫感Establish a sense of urgency
产生领导性的合作Create a guiding coalition
规划远景和策略Develop a vision and strategy
交流变化远景Communicate the change vision
赋予职员自由行动的空间Empower employees for broad-based action
取得短期盈利Generate short-term wins
巩固盈利，制造更多的机会Consolidate gains and produce more change
固定新方法Anchor new approaches in the culture
第一步：要有紧迫感Step 1: Establish a sense of urgency
要素Elements
调查市场竞争实体Examine market and competitive realities
识别危机，潜在危机和机会Identify crises, potential crises or major opportunities
附加Plus’s
要有积极的紧迫感Positive sense of urgency created: Allied Signal and GE
设定宏伟的税收、收入和生产力目标Set revenue, income, productivity targets aggressively
责任清晰Accountability clear
要有高层领导Senior leadership always present
Delta’s
没有紧迫感No sense of urgency created – 没有责任心no accountability
缺乏高层领导Absence of senior leadership
没有领导性的责任来理解变化No commitment of leadership to understand change
第二步：产生领导性的合作Step 2: Create a Guiding Coalition
要素Elements
集中力量领导团体改变Put together a group with enough power to lead change
让该团体像一个小组一样的合力工作Get the group to work together as a team
附加Plus’s
联合信号由责任清晰的冠军小组开始AlliedSignal starts with group of Champions with clear accountability
每月执行理事转变为6 委员会Exec Council becomes Six Sigma Council every month
Polaroid charters champion group
冠军要有强烈的职务能力，专业知识和可行性Champions identified with strong position power, expertise and/or credibility - Meet monthly
对先进的车间赋予重要责任并进行培训Heavy commitment to up-front workshops and training
Delta’s
冠军的职务能力差Champions have poor positional power
没有建立正常的合作No formal coalition established
没有给予先进的车间相应的责任和培训Poor commitment to up-front workshops and training
对结果没有分清责任No clear accountability for results

第三步：计划远景和策略Step 3: Develop a vision and strategy
要素Elements
创造远景指导改变工作Create a vision to help direct the change effort
为该远景展开策略Develop strategies for that vision (alignment)
附加Plus’s
制作简单明确的远景Vision simple and clear
6 应与有力的行为相联系Six Sigma clearly linked to strong performance
Maytag/ Invensys combine Six Sigma with Lean Manufacturing
清楚的角色引导合并Clear role for guiding coalition
远景的策略目标结构Goal trees used to link strategy to vision
Delta’s
没有远景被开发，计划只是培训计划No vision developed - program is a training program
没有急迫感支持远景No sense of urgency to support the vision
用6 来检查Doing Six Sigma to check a box
第四步：交流变化远景Step 4: Communicate the change vision
Elements
使用每一种可能的途径不断交流远景和策略Use every vehicle possible to constantly communicate vision and strategies
引导员工所期望的合并模型行为Guiding coalition models behavior expected of employees
Plus’s
AlliedSignal and GE和通用公司展示了他们强有力的沟通 demonstrate aggressive communication - communicate until you puke!
清楚的、早期的沟通计划Clear and early communication plan
用于沟通的很多论坛Many forums used to communicate
Delta’s
没有沟通计划－6 成为一种秘密计划No communication plan - Six Sigma becomes a stealth program
只在高层沟通没有低层沟通Communicated at upper levels but not at the lower levels
在承诺与沟通中看不到领导行为Leadership not visible in their commitment and communication
第五步：赋予员工广阔的行动空间Step 5: Empower employees for broad-based action
要素Elements
扫除障碍Remove obstacles
改变破坏变化远景的系统Change systems that undermine change vision
要有承担危险的勇气Encourage risk taking
Plus’s
冠军与领导积极参与6 项目的选择、定范围、定制度Champions and leaders active in Six Sigma project selection, scoping and chartering
项目与策略和远景相关Projects are clearly linked to strategy and vision
领导层要经常下车间Leadership attends intense (2-4 day workshops)
强有力的预期培训计划并有相应的体系追踪结果Aggressive training plan with expectations and systems to track results
清楚的支持6 项目和计划的领导层Clear leadership support of Six Sigma projects and programs
建立标准体系来核实结果Metrics Systems establish to verify results
领导层通过现场咨询来支持项目Leadership supports projects with onsite consulting
Step 5: Empower employees for broad-based action
Elements
扫除障碍Remove obstacles
改变破坏变化远景的系统Change systems that undermine change vision
要有承担危险的勇气Encourage risk taking
Delta’s
没有领导层的承诺加强车间管理和培训No leadership commitment to intense workshops and training
没有涉及计划选择Little involvement in project selection
没有相应的跟踪项目No project tracking
6 被视为是好的培训计划Six Sigma viewed as a nice training program
几乎没有现场项目来作支持Little onsite project support given
举例：策略计划Example: Projects for Each Strategy
Step 6: 产生短期盈利Generate short-term wins
Elements
先期盈利计划Plan for early wins
产生盈利Create the wins
对获胜者给予明显的承认和奖励Visibly recognize and reward the winners
Plus’s
领导层集中于第一次的成功Leadership focuses on first wave success
用清楚的高级的领导层来表达正式的识别仪式Formal recognition ceremonies with clear presence of senior leadership
清楚的、强有力的回报和识别标准Clear and aggressive reward and recognition standards
财政支持来建立商业影响Financial support to establish business impact
在6 培训开始后4－6个月内的结果Results in 4-6 months after Six Sigma training begins (in $ Millions)
Delta’s
没有建立责任义务No accountability established
花了12个月多才达到合理的结果More than 12 months to achieve reasonable results
财政支持不明显Financial support not apparent
Step 7:巩固收获，产生更多的变化Consolidate gains and produce more change
Elements
变化体系不符合远景Change systems that don’t fit the vision
雇佣、提升、发展执行变化的员工Hire, promote and develop people who will implement the change
用新计划、主题和变化代理来进行新的过程Reinvigorate the new process with new projects, themes and change agents
Plus’s
让合格的人进来开始此程序Qualified people brought in to kick start the program
宏伟的大黑带发展计划－通常是一种新的角色Aggressive Master BB development programs - usually a new role
严谨的建立和追踪清楚的商业标准Clear business metrics established and tracked religiously
在6 中，提升与成功相联Promotions are clearly linked to success in Six Sigma
计划在一定范围内逐渐加强Projects are escalated in scope
6 被强烈的适用于公司的其他领域Six Sigma is moved aggressively into other areas of the company (ops, product development, admin, etc.)
明显的巨大财政支持Heavy financial support apparent
Step 7: 巩固收获，产生更多的变化Consolidate gains and produce more change
Elements
变化体系不符合远景Change systems that don’t fit the vision
雇佣、提升、发展执行变化的员工Hire, promote and develop people who will implement the change
用新计划、主题和变化代理来进行新的过程Reinvigorate the new process with new projects, themes and change agents
Plus’s
冠军们面对面的检查项目Face-to-face project reviews by Champions
Delta’s
计划停止Program stagnates
内部专家没有得到发展Internal experts not developed
计划结果没有一步步按照标准追踪Program results not carefully tracked via metrics
6 被视为是额外的工作Six Sigma projects seen as extra work that detracts from day-to-day ops
Step 8: Anchor new approaches in the culture
Elements
通过顾客和生产力集中行为产生更好的表现Create better performance through customer and productivity focuses behavior
连接改变和成功的关系Articulate the connections between change and success
发展意味着保证领导层的发展和成功Develop means to insure leadership development and succession
Plus’s
顾客在培训中的表现和培训中顾客数据的使用Customers show up at training and customer data used in training
早期结果调节文化差异Early results leveraged into culture change
在6 中，个人变化与表现密切相关Personnel changes are clearly linked to performance in Six Sigma
黑带，绿带和大黑带在领导层呈阶梯状上升BB’s, GB’s and MBB’s move up ladder to leadership positions quickly
人们积极的进行6 的培训People actively pursue Six Sigma training
执行新的体系来支持6 New systems implemented to support Six Sigma
年度报告清楚的反应6 的效果Annual reports clearly reflect impact of Six Sigma
Step 8: 在文化中确定新方法Anchor new approaches in the culture
Elements
通过顾客和生产力集中行为产生更好的表现Create better performance through customer and productivity focuses behavior
连接改变和成功的关系Articulate the connections between change and success
发展意味着保证领导层的发展和成功Develop means to insure leadership development and succession
Delta’s
生意还是照常进行－如果6 消失，没有人会注意到Business as usual - if Six Sigma disappeared, no one would notice
提升与6 活动无关Promotions not linked to Six Sigma activities
没有大黑带的内部资源的发展支持计划No development of MBB internal resources to support program
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Few changes in systems and leadership style from one Wave of BB’s to the next
学生常在培训中表现出对小的计划定义模糊Students consistently show at training with poorly defined, small projects
Example of using Metrics to Drive the Program (Actual Q3 Metrics for a $4B Business)
Simple Summary of Q3 Metrics
长期计划追踪Long-term Program Tracking
Real Results in the First Year
领导蓝图
现行开展计划Actual Deployment Plan
Mar 15 – 行政业务小组概述Executive Business Team Overview
Apr 12-14 – 公司业务小组Company Business Team Workshop (Officers and Key Directors)
Apr 21 – 选择冠军Select Champions (Business Team)
Apr 27 - May 28 - Site Assessments
Jun 2-4 – 冠军车间Champion Workshop
Jun 24 – 选择项目并排出优先级Select and prioritize projects
Jul 1 – 选择黑带和图表项目Select BB’s and charter projects
Jul 30 – 最终项目/黑带评审Final project/BB review
Aug 1 – 推出黑带培训Launch BB training

Lomega 赢得了Dell公司颁发的最好的供应商的称号Iomega Wins Dell Most Improved Supplier Award
ROY, Utah--(BUSINESS WIRE)--April 15, 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。Iomega Corporation (NYSE: IOM) today announced that it was awarded the "Most Improved Supplier Award" by Dell Computer Corporation for its on-time delivery of high-quality Zip(R) drives and best-in-class customer service during 1998.
Marty Garvin, vice president, procurement, Dell, states, “lomega公司一直都在为顾客提供最好的服务Iomega is clearly committed to providing best-in-class service to customers.”
“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。”Through implementation of virtual manufacturing and adoption of the Six Sigma process improvement principles, Iomega has made significant improvements to the Company‘s manufacturing and distribution processes,“ said Scott Flaig, 主运作员chief operating officer, Iomega Corporation.


六西格玛实施中成功因素(ppt)