6 执行中的成功因素Success Factors in Six Sigma Implementation.ppt

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