1Breakthrough Technologies, Inc.6 执行中的成功因素Success Factors in Six Sigma ImplementationSteve Zinkgraf Sigma Breakthrough Technologies2Breakthrough Technologies, Inc.概述Overview科特的领导变化蓝图Kotters 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Conclusions3Breakthrough Technologies, Inc.科特的8个程序Kotters 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 culture4Breakthrough Technologies, Inc.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Pluss-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 presentDeltas-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 change5Breakthrough Technologies, Inc.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Pluss-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 trainingDeltas-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 results6Breakthrough Technologies, Inc.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Pluss-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 visionDeltas-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 box7Breakthrough Technologies, Inc.第四步：交流变化远景Step 4: Communicate the change visionElements-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 employeesPluss-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 communicateDeltas-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 communication8Breakthrough Technologies, Inc.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 takingPluss-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 consulting9Breakthrough Technologies, Inc.Step 5: Empower employees for broad- based actionElements-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 takingDeltas-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 given10Breakthrough Technologies, Inc.举例：策略计划Example: Projects for Each Strategy提高过程可靠性 Improve Process Reliability增加容量Increase Capacity 减少操作成本 Reduce Operating Costs文化交流 Transform the Culture策略Strategies减少50未作计划的停工 期Decrease unplanned Downtime by 50%提高10没有资本的生产 容量Improve capacity by 10% with no capital减少25 COPQDecrease COPQ by 25%把6 方法使用到商业中 Deploy Six Sigma int