6sigma執(zhí)行中的成功因素(ppt22頁(yè))(已修改)
2025-02-27 10:14 本頁(yè)面
【正文】 Breakthrough Technologies, Inc.6 執(zhí)行中的成功因素 Success Factors in Six Sigma ImplementationSteve ZinkgrafSigma Breakthrough TechnologiesBreakthrough Technologies, Inc.概述 Overview 216。 科特的領(lǐng)導(dǎo)變化藍(lán)圖 Kotter’s Leading Change Roadmap216。 每一步的基準(zhǔn) Benchmarks for each step 216。 領(lǐng)導(dǎo)層執(zhí)行藍(lán)圖 Leadership Implementation Roadmap216。 總結(jié) ConclusionsBreakthrough Technologies, Inc.科特的 8個(gè)程序 Kotter’s Eight Stage Process216。 要有急迫感 Establish a sense of urgency216。 產(chǎn)生領(lǐng)導(dǎo)性的合作 Create a guiding coalition216。 規(guī)劃遠(yuǎn)景和策略 Develop a vision and strategy216。 交流變化遠(yuǎn)景 Communicate the change vision216。 賦予職員自由行動(dòng)的空間 Empower employees for broadbased action216。 取得短期盈利 Generate shortterm wins216。 鞏固盈利，制造更多的機(jī)會(huì) Consolidate gains and produce more change216。 固定新方法 Anchor new approaches in the cultureBreakthrough Technologies, Inc.第一步：要有緊迫感 Step 1: Establish a sense of urgency216。 要素 Elements 調(diào)查市場(chǎng)競(jìng)爭(zhēng)實(shí)體 Examine market and petitive realities 識(shí)別危機(jī)，潛在危機(jī)和機(jī)會(huì) Identify crises, potential crises or major opportunities216。 附加 Plus’s 要有積極的緊迫感 Positive sense of urgency created: Allied Signal and GE 設(shè)定宏偉的稅收、收入和生產(chǎn)力目標(biāo) Set revenue, ine, productivity targets aggressively 責(zé)任清晰 Accountability clear 要有高層領(lǐng)導(dǎo) Senior leadership always present216。 Delta’s 沒(méi)有緊迫感 No sense of urgency created – 沒(méi)有責(zé)任心 no accountability 缺乏高層領(lǐng)導(dǎo) Absence of senior leadership 沒(méi)有領(lǐng)導(dǎo)性的責(zé)任來(lái)理解變化 No mitment of leadership to understand changeBreakthrough Technologies, Inc.第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作 Step 2: Create a Guiding Coalition216。 要素 Elements 集中力量領(lǐng)導(dǎo)團(tuán)體改變 Put together a group with enough power to lead change 讓該團(tuán)體像一個(gè)小組一樣的合力工作 Get the group to work together as a team216。 附加 Plus’s 聯(lián)合信號(hào)由責(zé)任清晰的冠軍小組開(kāi)始 AlliedSignal starts with group of Champions with clear accountability 每月執(zhí)行理事轉(zhuǎn)變?yōu)?6 委員會(huì) Exec Council bees Six Sigma Council every month Polaroid charters champion group 冠軍要有強(qiáng)烈的職務(wù)能力，專(zhuān)業(yè)知識(shí)和可行性 Champions identified with strong position power, expertise and/or credibility Meet monthly 對(duì)先進(jìn)的車(chē)間賦予重要責(zé)任并進(jìn)行培訓(xùn) Heavy mitment to upfront workshops and training216。 Delta’s 冠軍的職務(wù)能力差 Champions have poor positional power 沒(méi)有建立正常的合作 No formal coalition established 沒(méi)有給予先進(jìn)的車(chē)間相應(yīng)的責(zé)任和培訓(xùn) Poor mitment to upfront workshops and training 對(duì)結(jié)果沒(méi)有分清責(zé)任 No clear accountability for resultsBreakthrough Technologies, Inc.第三步：計(jì)劃遠(yuǎn)景和策略 Step 3: Develop a vision and strategy216。 要素 Elements 創(chuàng)造遠(yuǎn)景指導(dǎo)改變工作 Create a vision to help direct the change effort 為該遠(yuǎn)景展開(kāi)策略 Develop strategies for that vision (alignment)216。 附加 Plus’s 制作簡(jiǎn)單明確的遠(yuǎn)景 Vision simple and clear 6 應(yīng)與有力的行為相聯(lián)系 Six Sigma clearly linked to strong performance Maytag/ Invensys bine Six Sigma with Lean Manufacturing 清楚的角色引導(dǎo)合并 Clear role for guiding coalition 遠(yuǎn)景的策略目標(biāo)結(jié)構(gòu) Goal trees used to link strategy to vision216。 Delta’s 沒(méi)有遠(yuǎn)景被開(kāi)發(fā)，計(jì)劃只是培訓(xùn)計(jì)劃 No vision developed program is a traini
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