【導(dǎo)讀】只有政府部門(mén)和大型公司才用。從討論變革到…………很多的行動(dòng)從那里開(kāi)始…

　　

【正文】 Services, Insurance DG Bank Forethought Insurance Olivetti Chemical Heraeus Shipley Manufacturing/ Industrial Breguet Dover Emerson Kimberly Clark Leeds amp。 Northrup Moore Pawnee Industries Pinnaclelvey Radium Robert Bosch Siemens Stewart and Stevenson Teledyne Thrall Xerox Mechancial Engineering ABB Alstom Power Dresser Waukesha DresserRand GEA Hilti Schindler Medical Equipment Supplies Boston Scientific Siemens Medical GE Medical Consumer Products Givaudan Hillenbrand Kodak Overhead Door Polaroid Rand McNally Robert Bosch Rubbermaid Distribution ProSource . Grainger Electronics ABB Berg EDS EuclidHitachi Flat Panel Display GTE Control Devices Gemplus Johnson Electric Motorola Osram Philips Texas Instruments Western Digital Yuasa Exide Batteries Healthcare Mallinckrodt Government FAA . Navy Specialty Retail Tuesday Morning Semiconductor Alcatel Mietec AMI Microsystems ASM Lithography ATamp。T Semiconductor Cypress Semiconductor Fairchild Semiconductor Ford Microelectronics Hewlett Packard Hyundai IBM LG Semiconductor NCR National Semiconductor Matra MHS Motorola Philips Semiconductor Rockwell Sigics ST Microelectronics Taiwan Semiconductor Trilogy Telemunications Allen Tele Utilities PECO Siemens Southern Indiana Gas amp。 Electric Examples: TCT Results Garment Manufacturer Major Cycle Time Reductions Major Inventory Reductions Significantly Improved Quality Record Profitability Auto Manufacturer $850 Million Reduction in Warranty Costs Aircraft Manufacturer 150% improved Productivity Electronics Manufacturer Supplier On Time Delivery improved from 13% to 98% 成衣制造企業(yè) 周期時(shí)間大幅度減少 庫(kù)存水平大幅度降低 質(zhì)量顯著提高 利潤(rùn)達(dá)到歷史新高度 汽車(chē)制造企業(yè) 保修成本減少了 8億 5千萬(wàn)美元 飛機(jī)制造企業(yè) 生產(chǎn)率提高了 150% 電子產(chǎn)品企業(yè) 供應(yīng)商準(zhǔn)時(shí)交貨率從 13%提高到 98% 例子 :TCT的結(jié)果 Examples: TCT Results Distribution Company 37% Improvement in Product Availability 20% Reduction in New Product Development Cycle Time 37% Improvement in Inventory Turns 35% Improvement in Supplier Replenishment Cycle Time 398% Improvement in Earnings Automobile Components Manufacturer Reduced Design Time by 56% Eliminated 40% of Internally Generated Change Requests 銷(xiāo)售公司 產(chǎn)品保證供給度提高了 37% 新產(chǎn)品開(kāi)發(fā)周期時(shí)間減少了 20% 庫(kù)存周轉(zhuǎn)時(shí)間減少了 37% 供應(yīng)商補(bǔ)貨時(shí)間減少了 35% 收入增長(zhǎng)到原來(lái)的 398% 汽車(chē)配件生產(chǎn)企業(yè) 設(shè)計(jì)時(shí)間減少了 56% 消除了 40%由內(nèi)部產(chǎn)生的修改要求 例子 :TCT的結(jié)果 ReCap: Change Implementation Dilemma is moving from talking about Change to Implementing Change Change in modern business is Constant and Increasing Implementing Change is Not Easy Effective Implementation Requires Full Support from Senior Management Effective Implementation is performed by Middle Managers There WILL be Resistance to change The Business Must still run traditionally during the Change Implementation Change Takes Time People view Change as an Opportunity or a Loss Employees view of Change is can be Negatively influenced by an Excessive Number of Changes Occurring at Once 困難在于要從談變革轉(zhuǎn)變?yōu)閷?shí)施變革 現(xiàn)代企業(yè)的變革是持續(xù)的和不斷增長(zhǎng)的需要 實(shí)施變革不是容易的事 變革的有效實(shí)施需要高層的全力支持 肯定會(huì)有對(duì)變革的抵制 在實(shí)施變革的過(guò)程中 ,公司的業(yè)務(wù)還要照常進(jìn)行 變革需要時(shí)間 人們可能把變革看成是機(jī)會(huì)或者損失 如果馬上進(jìn)行太多的變革 ,員工對(duì)變革可能會(huì)有否定的看法 回顧 :變革的實(shí)施 ReCap: Change Implementation When Change is viewed as a Loss, people will go through a 5 step acceptance process Change brings on a series of Emotions: 1. Certainty 2. Doubt 3. Hope 4. Confidence 5. Satisfaction People who Drive Change are Change Agents Change Agents are the Implementers A Good Implementation Strategy is to Implement Something Easy and Popular to Gain Support Change Implementation Usually Crosses Organization Boundaries and Requires a Cross Functional Approach Implementation will bring on Unplanned Events Change is Normal. It happens to all of us. 當(dāng)變革被看成是損失是 ,人們通常要經(jīng)過(guò)一個(gè) 5步流程來(lái)接受變革 變革會(huì)帶來(lái)一系列的情緒 : 1. 確定 2. 懷疑 3. 希望 4. 信心 5. 滿(mǎn)意 推動(dòng)變革的人員就是變革的代理人 變革的代理人就是那些實(shí)施人員 一套好的實(shí)施方案應(yīng)該是簡(jiǎn)單易行 ,并且受到眾人支持 變革的實(shí)施通常要跨越組織的界限并且需要一個(gè)跨職能的途徑 實(shí)施工作可能帶來(lái)沒(méi)有預(yù)料到的事情 變革是常事 ,每個(gè)人都會(huì)經(jīng)歷的 回顧 :變革的實(shí)施