六西格玛執行中的成功因素.pptx

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1、6执行中的成功因素SuccessFactorsinSixSigmaImplementationSteveZinkgrafSigmaBreakthroughTechnologies概述Overview科特的领导变化蓝图Kotter’sLeadingChangeRoadmap每一步的基准Benchmarksforeachstep领导层执行蓝图LeadershipImplementationRoadmap总结Conclusions科特的8个程序Kotter’sEightStageProcess要有急迫感Establishasenseofurgency产生领导性的合作Createaguidingc

2、oalition规划远景和策略Developavisionandstrategy交流变化远景Communicatethechangevision赋予职员自由行动的空间Empoweremployeesforbroad-basedaction取得短期盈利Generateshort-termwins巩固盈利，制造更多的机会Consolidategainsandproducemorechange固定新方法Anchornewapproachesintheculture第一步：要有紧迫感Step1:Establishasenseofurgency要素Elements调查市场竞争实体Examinemar

3、ketandcompetitiverealities识别危机，潜在危机和机会Identifycrises,potentialcrisesormajoropportunities附加Plus’s要有积极的紧迫感Positivesenseofurgencycreated:AlliedSignalandGE设定宏伟的税收、收入和生产力目标Setrevenue,income,productivitytargetsaggressively责任清晰Accountabilityclear要有高层领导SeniorleadershipalwayspresentDelta’s没有紧迫感Nosenseofurg

4、encycreated–没有责任心noaccountability缺乏高层领导Absenceofseniorleadership没有领导性的责任来理解变化Nocommitmentofleadershiptounderstandchange第二步：产生领导性的合作Step2:CreateaGuidingCoalition要素Elements集中力量领导团体改变Puttogetheragroupwithenoughpowertoleadchange让该团体像一个小组一样的合力工作Getthegrouptoworktogetherasateam附加Plus’s联合信号由责任清晰的冠军小组开始Al

5、liedSignalstartswithgroupofChampionswithclearaccountability每月执行理事转变为6委员会ExecCouncilbecomesSixSigmaCouncileverymonthPolaroidcharterschampiongroup冠军要有强烈的职务能力，专业知识和可行性Championsidentifiedwithstrongpositionpower,expertiseand/orcredibility-Meetmonthly对先进的车间赋予重要责任并进行培训Heavycommitmenttoup-frontworkshopsan

6、dtrainingDelta’s冠军的职务能力差Championshavepoorpositionalpower没有建立正常的合作Noformalcoalitionestablished没有给予先进的车间相应的责任和培训Poorcommitmenttoup-frontworkshopsandtraining对结果没有分清责任Noclearaccountabilityforresults第三步：计划远景和策略Step3:Developavisionandstrategy要素Elements创造远景指导改变工作Createavisiontohelpdirectthechangeeffort为该

7、远景展开策略Developstrategiesforthatvision(alignment)附加Plus’s制作简单明确的远景Visionsimpleandclear6应与有力的行为相联系SixSigmaclearlylinkedtostrongperformanceMaytag/InvensyscombineSixSigmawithLeanManufacturing清楚的角色引导合并Clearroleforguidi