6sigma執(zhí)行中的成功因素-wenkub
2023-03-20 12:41:17 本頁(yè)面
【正文】 th 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 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 沒有溝通計(jì)劃－ 6 成為一種秘密計(jì)劃 No munication plan Six Sigma bees a stealth program 只在高層溝通沒有低層溝通 Communicated at upper levels but not at the lower levels 在承諾與溝通中看不到領(lǐng)導(dǎo)行為 Leadership not visible in their mitment and munication8 Breakthrough Technologies, Inc.第五步：賦予員工廣闊的行動(dòng)空間 Step 5: Empower employees for broadbased action216。 Delta’s 沒有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn) No leadership mitment to intense workshops and training 沒有涉及計(jì)劃選擇 Little involvement in project selection 沒有相應(yīng)的跟蹤項(xiàng)目 No project tracking 6 被視為是好的培訓(xùn)計(jì)劃 Six Sigma viewed as a nice training program 幾乎沒有現(xiàn)場(chǎng)項(xiàng)目來作支持 Little onsite project support given10 Breakthrough Technologies, Inc.舉例：策略計(jì)劃 Example: Projects for Each Strategy提高過程可靠性Improve Process Reliability增加容量 Increase Capacity 減少操作成本Reduce Operating Costs文化交流Transform the Culture策略 Strategies減少 50％未作計(jì)劃的停工期 Decrease unplanned Downtime by 50%提高 10％沒有資本的生產(chǎn)容量 Improve capacity by 10% with no capital減少 25％COPQDecrease COPQ by 25%把 6 方法使用到商業(yè)中Deploy Six Sigma into Businesses 增加冷卻器的容量－ DCS軟件升級(jí) Increase chiller capacity DCS Software upgrade 增加丙三醇含量 Increase Glycerol capacity 鳳凰安全啟動(dòng) Phoenix safe startup 氫化容量 Hydrogenation capacity 最優(yōu)化干燥過程Optimize drying process Smog HBT Copq 自動(dòng)包裝 Automate packaging area 丙三醇線產(chǎn)量 Yield on Glycerol line 培訓(xùn)黑帶和綠帶 Train BB’s and GB’s 執(zhí)行追蹤項(xiàng)目軟件 Implement project tracking software目標(biāo) Goals 計(jì)劃 Projects11 Breakthrough Technologies, Inc.Step 6: 產(chǎn)生短期盈利 Generate shortterm wins216。 Elements 變化體系不符合遠(yuǎn)景 Change systems that don’t fit the vision 雇傭、提升、發(fā)展執(zhí)行變化的員工 Hire, promote and develop people who will implement the change 用新計(jì)劃、主題和變化代理來進(jìn)行新的過程 Reinvigorate the new process with new projects, themes and change agents216。 Delta’s 計(jì)劃停止 Program stagnates 內(nèi)部專家沒有得到發(fā)展 Internal experts not developed 計(jì)劃結(jié)果沒有一步步按照標(biāo)準(zhǔn)追蹤 Program results not carefully tracked via metrics 6 被視為是額外的工作 Six Sigma projects seen as extra work that detracts from daytoday ops14 Breakthrough Technologies, Inc.Step 8: Anchor new approaches in the culture216。 Delta’s 生意還是照常進(jìn)行－如果 6 消失，沒有人會(huì)注意到 Business as usual if Six Sigma disappeared, no one would notice 提升與 6 活動(dòng)無關(guān) Promotions not linked to Six Sigma activities 沒有大黑帶的內(nèi)部資源的發(fā)展支持計(jì)劃 No development of MBB internal resources to support program 從一個(gè)黑帶到另一個(gè)黑帶，體系和領(lǐng)導(dǎo)方式幾乎沒有什么
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