6执行中的成功因素SuccessFactorsinSixSigmaImplementation SteveZinkgrafSigmaBreakthroughTechnologies 概述Overview 科特的领导变化蓝图Kotter sLeadingChangeRoadmap每一步的基准Benchmarksforeachstep领导层执行蓝图LeadershipImplementationRoadmap总结Conclusions 科特的8个程序Kotter sEightStageProcess 要有急迫感Establishasenseofurgency产生领导性的合作Createaguidingcoalition规划远景和策略Developavisionandstrategy交流变化远景Communicatethechangevision赋予职员自由行动的空间Empoweremployeesforbroad basedaction取得短期盈利Generateshort termwins巩固盈利 制造更多的机会Consolidategainsandproducemorechange固定新方法Anchornewapproachesintheculture 第一步 要有紧迫感Step1 Establishasenseofurgency 要素Elements调查市场竞争实体Examinemarketandcompetitiverealities识别危机 潜在危机和机会Identifycrises potentialcrisesormajoropportunities附加Plus s要有积极的紧迫感Positivesenseofurgencycreated AlliedSignalandGE设定宏伟的税收 收入和生产力目标Setrevenue income productivitytargetsaggressively责任清晰Accountabilityclear要有高层领导SeniorleadershipalwayspresentDelta s没有紧迫感Nosenseofurgencycreated 没有责任心noaccountability缺乏高层领导Absenceofseniorleadership没有领导性的责任来理解变化Nocommitmentofleadershiptounderstandchange 第二步 产生领导性的合作Step2 CreateaGuidingCoalition 要素Elements集中力量领导团体改变Puttogetheragroupwithenoughpowertoleadchange让该团体像一个小组一样的合力工作Getthegrouptoworktogetherasateam附加Plus s联合信号由责任清晰的冠军小组开始AlliedSignalstartswithgroupofChampionswithclearaccountability每月执行理事转变为6委员会ExecCouncilbecomesSixSigmaCouncileverymonthPolaroidcharterschampiongroup冠军要有强烈的职务能力 专业知识和可行性Championsidentifiedwithstrongpositionpower expertiseand orcredibility Meetmonthly对先进的车间赋予重要责任并进行培训Heavycommitmenttoup frontworkshopsandtrainingDelta s冠军的职务能力差Championshavepoorpositionalpower没有建立正常的合作Noformalcoalitionestablished没有给予先进的车间相应的责任和培训Poorcommitmenttoup frontworkshopsandtraining对结果没有分清责任Noclearaccountabilityforresults 第三步 计划远景和策略Step3 Developavisionandstrategy 要素Elements创造远景指导改变工作Createavisiontohelpdirectthechangeeffort为该远景展开策略Developstrategiesforthatvision alignment 附加Plus s制作简单明确的远景Visionsimpleandclear6应与有力的行为相联系SixSigmaclearlylinkedtostrongperformanceMaytag InvensyscombineSixSigmawithLeanManufacturing清楚的角色引导合并Clearroleforguidingcoalition远景的策略目标结构GoaltreesusedtolinkstrategytovisionDelta s没有远景被开发 计划只是培训计划Novisiondeveloped programisatrainingprogram没有急迫感支持远景Nosenseofurgencytosupportthevision用6来检查DoingSixSigmatocheckabox 第四步 交流变化远景Step4 Communicatethechangevision Elements使用每一种可能的途径不断交流远景和策略Useeveryvehiclepossibletoconstantlycommunicatevisionandstrategies引导员工所期望的合并模型行为GuidingcoalitionmodelsbehaviorexpectedofemployeesPlus sAlliedSignalandGE和通用公司展示了他们强有力的沟通demonstrateaggressivecommunication communicateuntilyoupuke 清楚的 早期的沟通计划Clearandearlycommunicationplan用于沟通的很多论坛ManyforumsusedtocommunicateDelta s没有沟通计划 6成为一种秘密计划Nocommunicationplan SixSigmabecomesastealthprogram只在高层沟通没有低层沟通Communicatedatupperlevelsbutnotatthelowerlevels在承诺与沟通中看不到领导行为Leadershipnotvisibleintheircommitmentandcommunication 第五步 赋予员工广阔的行动空间Step5 Empoweremployeesforbroad basedaction 要素Elements扫除障碍Removeobstacles改变破坏变化远景的系统Changesystemsthatunderminechangevision要有承担危险的勇气EncouragerisktakingPlus s冠军与领导积极参与6项目的选择 定范围 定制度ChampionsandleadersactiveinSixSigmaprojectselection scopingandchartering项目与策略和远景相关Projectsareclearlylinkedtostrategyandvision领导层要经常下车间Leadershipattendsintense 2 4dayworkshops 强有力的预期培训计划并有相应的体系追踪结果Aggressivetrainingplanwithexpectationsandsystemstotrackresults清楚的支持6项目和计划的领导层ClearleadershipsupportofSixSigmaprojectsandprograms建立标准体系来核实结果MetricsSystemsestablishtoverifyresults领导层通过现场咨询来支持项目Leadershipsupportsprojectswithonsiteconsulting Step5 Empoweremployeesforbroad basedaction Elements扫除障碍Removeobstacles改变破坏变化远景的系统Changesystemsthatunderminechangevision要有承担危险的勇气EncouragerisktakingDelta s没有领导层的承诺加强车间管理和培训Noleadershipcommitmenttointenseworkshopsandtraining没有涉及计划选择Littleinvolvementinprojectselection没有相应的跟踪项目Noprojecttracking6被视为是好的培训计划SixSigmaviewedasanicetrainingprogram几乎没有现场项目来作支持Littleonsiteprojectsupportgiven 举例 策略计划Example ProjectsforEachStrategy 提高过程可靠性ImproveProcessReliability 增加容量IncreaseCapacity 减少操作成本ReduceOperatingCosts 文化交流TransformtheCulture 策略Strategies 减少50 未作计划的停工期DecreaseunplannedDowntimeby50 提高10 没有资本的生产容量Improvecapacityby10 withnocapital 减少25 COPQDecreaseCOPQby25 把6方法使用到商业中DeploySixSigmaintoBusinesses 增加冷却器的容量 DCS软件升级Increasechillercapacity DCSSoftwareupgrade 增加丙三醇含量IncreaseGlycerolcapacity 凤凰安全启动Phoenixsafestartup 氢化容量Hydrogenationcapacity 最优化干燥过程Optimizedryingprocess SmogHBTCopq 自动包装Automatepackagingarea 丙三醇线产量YieldonGlycerolline 培训黑带和绿带TrainBB sandGB s 执行追踪项目软件Implementprojecttrackingsoftware 目标Goals 计划Projects Step6 产生短期盈利Generateshort termwins Elements先期盈利计划Planforearlywins产生盈利Createthewins对获胜者给予明显的承认和奖励VisiblyrecognizeandrewardthewinnersPlus s领导层集中于第一次的成功Leadershipfocusesonfirstwavesuccess用清楚的高级的领导层来表达正式的识别仪式Formalrecognitionceremonieswithclearpresenceofseniorleadership清楚的 强有力的回报和识别标准Clearandaggressiverewardandrecognitionstandards财政支持来建立商业影响Financialsupporttoestablishbusinessimpact在6培训开始后4 6个月内的结果Resultsin4 6monthsafterSixSigmatrainingbegins in Millions Delta s没有建立责任义务Noaccountabilityestablished花了12个月多才达到合理的结果Morethan12monthstoachievereasonableresults财政支持不明显Financialsupportnotap