6西格瑪執(zhí)行中的成功因素-展示頁
2025-01-18 23:33本頁面
【正文】 帶和綠帶 Train BB’s and GB’s 執(zhí)行追蹤項目軟件 Implement project tracking software目標 Goals 計劃 Projects11 Breakthrough Technologies, Inc.Step 6: 產(chǎn)生短期盈利 Generate shortterm wins216。 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(guān) 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。 Delta’s 沒有溝通計劃－ 6 成為一種秘密計劃 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導行為 Leadership not visible in their mitment and munication8 Breakthrough Technologies, Inc.第五步：賦予員工廣闊的行動空間 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。 附加 Plus’s 制作簡單明確的遠景 Vision simple and clear 6 應與有力的行為相聯(lián)系 Six Sigma clearly linked to strong performance Maytag/ Invensys bine Six Sigma with Lean Manufacturing 清楚的角色引導合并 Clear role for guiding coalition 遠景的策略目標結(jié)構(gòu) Goal trees used to link strategy to vision216。 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。 要素 Elements 集中力量領導團體改變 Put together a group with enough power to lead change 讓該團體像一個小組一樣的合力工作 Get the group to work together as a team216。 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。 固定新方法 Anchor new approaches in the culture4 Breakthrough Technologies, Inc.第一步：要有緊迫感 Step 1: Establish a sense of urgency216。 取得短期盈利 Generate shortterm wins
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