【正文】 mers show up at training and customer data used in training 早期結(jié)果調(diào)節(jié)文化差異 Early results leveraged into culture change 在 6 中，個人變化與表現(xiàn)密切相關 Personnel changes are clearly linked to performance in Six Sigma 黑帶，綠帶和大黑帶在領導層呈階梯狀上升 BB’s, GB’s and MBB’s move up ladder to leadership positions quickly 人們積極的進行 6 的培訓 People actively pursue Six Sigma training 執(zhí)行新的體系來支持 6 New systems implemented to support Six Sigma 年度報告清楚的反應 6 的效果 Annual reports clearly reflect impact of Six Sigma 15 Breakthrough Technologies, Inc.Step 8: 在文化中確定新方法 Anchor new approaches in the culture216。 Elements 變化體系不符合遠景 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 用新計劃、主題和變化代理來進行新的過程 Reinvigorate the new process with new projects, themes and change agents216。 Plus’s 領導層集中于第一次的成功 Leadership focuses on first wave success 用清楚的高級的領導層來表達正式的識別儀式 Formal recognition ceremonies with clear presence of senior leadership 清楚的、強有力的回報和識別標準 Clear and aggressive reward and recognition standards 財政支持來建立商業(yè)影響 Financial support to establish business impact 在 6 培訓開始后 4－ 6個月內(nèi)的結(jié)果 Results in 46 months after Six Sigma training begins (in $ Millions)216。 Plus’s 冠軍與領導積極參與 6 項目的選擇、定范圍、定制度 Champions and leaders active in Six Sigma project selection, scoping and chartering 項目與策略和遠景相關 Projects are clearly linked to strategy and vision 領導層要經(jīng)常下車間 Leadership attends intense (24 day workshops) 強有力的預期培訓計劃并有相應的體系追蹤結(jié)果 Aggressive training plan with expectations and systems to track results 清楚的支持 6 項目和計劃的領導層 Clear leadership support of Six Sigma projects and programs 建立標準體系來核實結(jié)果 Metrics Systems establish to verify results 領導層通過現(xiàn)場咨詢來支持項目 Leadership supports projects with onsite consulting9 Breakthrough Technologies, Inc.Step 5: Empower employees for broadbased action216。 Elements 使用每一種可能的途徑不斷交流遠景和策略 Use every vehicle possible to constantly municate vision and strategies 引導員工所期望的合并模型行為 Guiding coalition models behavior expected of employees216。 Delta’s 冠軍的職務能力差 Champions have poor positional power 沒有建立正常的合作 No formal coalition established 沒有給予先進的車間相應的責任和培訓 Poor mitment to upfront workshops and training 對結(jié)果沒有分清責任 No clear accountability for results6 Breakthrough Technologies, Inc.第三步：計劃遠景和策略 Step 3: Develop a vision and strategy216。 附加 Plus’s 要有積極的緊迫感 Positive sense of urgency created: Allied Signal and GE 設定宏偉的稅收、收入和生產(chǎn)力目標 Set revenue, ine, productivity targets aggressively 責任清晰 Accountability clear 要有高層領導 Senior leadership always present216。 取得短期盈利 Generate shortterm wins216。 產(chǎn)生領導性的合作 Create a guiding coalition216。 每一步的基準 Benchmarks for each step 216。 科特的領導變化藍圖 Kotter’s Leading Change Roadmap216。 要有急迫感 Establish a sense of urgency216。 賦予職員自由行動的空間 Empower em