全球最知名公司成功之道解读之二__GE通用电气管理模式.pptVIP

Quality Four Pillars Continuous Improvement Best practices Overcome Inertia Sustaining Competitive Advantage Six Sigma Evolution What Does Six Sigma Do For GE? 1995 PRODUCTIVITY 1997 PRODUCT DESIGN 1998 @ THE CUSTOMER 1999 FULFILLMENT 2000 DIGITIZATION Evolution in GE Drives Customer Centricity Improves Product/Service Capability Reduces Costs Improves Performance Reliability Foundation for e-Business/Digitization $600 $500 $450 $380 $200 $2500 $1200 $700 $170 Cost Benefit 1996 Cost Benefit 1997 Cost Benefit 1998 Cost Benefit 1999 Cost Benefit 2000 6 Sigma Cost 6 Sigma Productivity Delighting Customers Results from 6 Sigma $2500 $3.0B $0.5B $2.5B HEAD SPINE CHESTABDOMENPELVIS LIVER 1 minute 19 seconds 9 million 2 minutes 15 seconds 1 million 3 minutes 17 seconds 4 million 20 seconds 06 seconds 6 million Exam Time Before Exam Time After Procedures per Year GEMS LightSpeed CT Scanner Abdomen: liver, spine, kidney Head: skull, brain Image Speeds Before After Products from 6 Sigma Jack Welch’s vision Be number 1 or 2 (Fix, sell or close) Welch set the standard for each business to become the #1 or #2 competitor in its industry “A decade from now, I would like General Electric to be perceived as a unique, high-spirited, entrepreneurial enterprise . . . the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines” SWOT Vision Restructuring Growth Engine Sustaining Competitive advantage Dynamic Perspective SWOT: 1981 Strengths Weakness 4 blocks Six Sigma Inertia Best practices Leadership Boundary lessness Values Strategic Model Front-end Focus Digitization BPO and change Business Restructuring…GE-McKinsey Matrix Question mark Appliances Specialty Materials Winner Aircraft Engines Power Systems Winner Medical Systems Capital Loser Consumer Electronics Average Business Plastics Industrial Systems Winner Transportation Loser Central A/C House wares Coal mining