*,Click to edit Master text styles,Second level,Third level,Click to edit Master title style,Breakthrough Technologies,Inc.,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Conclusions,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,稳固盈利，制造更多的时机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，潜在危机和时机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 present,Deltas,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 training,Deltas,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：方案远景和策略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 vision,Deltas,没有远景被开发，方案只是培训方案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,Pluss,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、早期的沟通方案Clear and early communication plan,用于沟通的很多论坛Many forums used to communicate,Deltas,没有沟通方案6 成为一种秘密方案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,Pluss,冠军与领导积极参与6 工程的选择、定范围、定制度Champions and leaders active in Six Sigma project selection,scoping and chartering,工程与策略和远景相关Projects are clearly linked to strategy and vision,领导层要经常下车间Leadership attends intense(2-4 day workshops),强有力的预期培训方案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 工程和方案的领导层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工程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,Deltas,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,没有涉及方案选择Little involvement in project selection,没有相应的跟踪工程No project tracking,6 被视为是好的培训方案Six Sigma viewed as a nice training program,几乎没有现场工程来作支持Little onsite project support given,举例：策略方案Example:Projects for Each Strategy,提高过程可靠性Improve Process Reliability,增加容量Increase Capacity,减少操作本钱Reduce Operating Costs,文化交流Transform the Culture,策略Strategies,减少50未作方案的停工期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 into Businesses,-,增加冷却器的容量,DCS,软件升级Increase chiller capacity -DCS Software upgrade,-增加丙三醇含量Increase Glycerol capacity -凤凰平安启动Phoenix safe startup -氢化容量Hydrogenation capacity -最优化枯燥过程Optimize drying process,-,Smog HBT Copq,-,自动包装Automate packaging area -丙三醇线产量Yield on Glycerol line,-培训黑带和绿带Train BBs and GBs -执行追踪工