6SIGMA执行中的成功因素.pptx

6 执行中的成功因素Success Factors in Six Sigma ImplementationSteve ZinkgrafSigma 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 presentDelta’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 monthPolaroid 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 trainingDelta’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 s