,Click to edit Master text styles,Second level,Third level,Click to edit Master title style,Breakthrough Technologies,Inc.,6SIGMA,執行中的成功因素,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,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,COPQ,Decrease 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 -,凤凰安全启动,Phoenix safe startup -,氢化容量,Hydrogenation capacity -,最优化干燥过程,Optimize drying process,-,Smog HBT Copq,-,自动包装,Automate packaging area -,丙三醇线产量,Yield on Glycerol line,-,培