六西格玛执行中成功因素.pptVIP

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 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 - 培训黑带和绿带Train BB’s and GB’s - 执行追踪项目软件 Implement project tracking software 目标Goals 计划Projects Step 6: 产生短期盈利Generate short-term wins Elements 先期盈利计划Plan for early wins 产生盈利Create the wins 对获胜者给予明显的承认和奖励Visibly recognize and reward the winners Plus’s 领导层集中于第一次的成功Leadership focuses on first wave success 用清楚的高级的领导层来表达正式的识别仪式Formal recognition ceremonies with clear presence of senior leadership 清楚的、强有力的回报和识别标准Clear and aggressive reward and recognition standards 财政支持来建立商业影响Financial support to establish business impact 在6 培训开始后4－6个月内的结果Results in 4-6 months after Six Sigma training begins (in $ Millions) Delta’s 没有建立责任义务No accountability established 花了12个月多才达到合理的结果More than 12 months to achieve reasonable results 财政支持不明显Financial support not apparent Step 7:巩固收获，产生更多的变化Consolidate gains and produce more change Elements 变化体系不符合远景Change systems that don’t fit the vision 雇佣、提升、发展执行变化的员工Hire, promote and develop people who will implement the change 用新计划、主题和变化代理来进行新的过程Reinvigorate the new process with new projects, themes and change agents Plus’s 让合格的人进来开始此程序Qualified people brought in to kick start the program 宏伟的大黑带发展计划－通常是一种新的角色Aggressive Master BB development programs - usually a new role 严谨的建立和追踪清楚的商业标准Clear business metrics established and tracked religiously 在6 中，