六西格瑪執(zhí)行中的成功因素(共23頁(yè)).ppt

1、1Breakthrough Technologies, Inc.6 執(zhí)行中的成功因素執(zhí)行中的成功因素Success Factors in Six Sigma ImplementationSteve ZinkgrafSigma Breakthrough Technologies2Breakthrough Technologies, Inc.概述概述Overview科特的領(lǐng)導(dǎo)變化藍(lán)圖科特的領(lǐng)導(dǎo)變化藍(lán)圖Kotters Leading Change Roadmap每一步的基準(zhǔn)每一步的基準(zhǔn)Benchmarks for each step 領(lǐng)導(dǎo)層執(zhí)行藍(lán)圖領(lǐng)導(dǎo)層執(zhí)行藍(lán)圖Leadership Implemen

2、tation Roadmap總結(jié)總結(jié)Conclusions3Breakthrough Technologies, Inc.科特的科特的8個(gè)程序個(gè)程序Kotters Eight Stage Process要有急迫感要有急迫感Establish a sense of urgency產(chǎn)生領(lǐng)導(dǎo)性的合作產(chǎn)生領(lǐng)導(dǎo)性的合作Create a guiding coalition規(guī)劃遠(yuǎn)景和策略規(guī)劃遠(yuǎn)景和策略Develop a vision and strategy交流變化遠(yuǎn)景交流變化遠(yuǎn)景Communicate the change vision賦予職員自由行動(dòng)的空間賦予職員自由行動(dòng)的空間Empower emplo

3、yees for broad-based action取得短期盈利取得短期盈利Generate short-term wins鞏固盈利，制造更多的機(jī)會(huì)鞏固盈利，制造更多的機(jī)會(huì)Consolidate gains and produce more change固定新方法固定新方法Anchor new approaches in the culture4Breakthrough Technologies, Inc.第一步：要有緊迫感第一步：要有緊迫感Step 1: Establish a sense of urgency要素要素Elements-調(diào)查市場(chǎng)競(jìng)爭(zhēng)實(shí)體調(diào)查市場(chǎng)競(jìng)爭(zhēng)實(shí)體Examine mar

4、ket and competitive realities-識(shí)別危機(jī)，潛在危機(jī)和機(jī)會(huì)識(shí)別危機(jī)，潛在危機(jī)和機(jī)會(huì)Identify crises, potential crises or major opportunities附加附加Pluss-要有積極的緊迫感要有積極的緊迫感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)設(shè)定宏偉的稅收、收入和生產(chǎn)力目標(biāo)Set revenue, income, productivity targets aggressively-責(zé)任清晰責(zé)任清晰Accountability

5、 clear-要有高層領(lǐng)導(dǎo)要有高層領(lǐng)導(dǎo)Senior leadership always presentDeltas-沒(méi)有緊迫感沒(méi)有緊迫感No sense of urgency created 沒(méi)有責(zé)任心沒(méi)有責(zé)任心no accountability-缺乏高層領(lǐng)導(dǎo)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)理解變化沒(méi)有領(lǐng)導(dǎo)性的責(zé)任來(lái)理解變化No commitment of leadership to understand change5Breakthrough Technologies, Inc.第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作第二步：產(chǎn)生領(lǐng)導(dǎo)性的合作Step

6、2: Create a Guiding Coalition要素要素Elements-集中力量領(lǐng)導(dǎo)團(tuán)體改變集中力量領(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 team附加附加Pluss-聯(lián)合信號(hào)由責(zé)任清晰的冠軍小組開(kāi)始聯(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-

7、每月執(zhí)行理事轉(zhuǎn)變?yōu)槊吭聢?zhí)行理事轉(zhuǎn)變?yōu)? 委員會(huì)委員會(huì)Exec Council becomes Six Sigma Council every month-Polaroid charters champion group-冠軍要有強(qiáng)烈的職務(wù)能力，專業(yè)知識(shí)和可行性冠軍要有強(qiáng)烈的職務(wù)能力，專業(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)的車間賦予重要責(zé)任并進(jìn)行培訓(xùn)對(duì)先進(jìn)的車間賦予重要責(zé)任并進(jìn)行培訓(xùn)Heavy commitment to up-

8、front workshops and trainingDeltas-冠軍的職務(wù)能力差冠軍的職務(wù)能力差Champions have poor positional power-沒(méi)有建立正常的合作沒(méi)有建立正常的合作No formal coalition established-沒(méi)有給予先進(jìn)的車間相應(yīng)的責(zé)任和培訓(xùn)沒(méi)有給予先進(jìn)的車間相應(yīng)的責(zé)任和培訓(xùn)Poor commitment to up-front workshops and training-對(duì)結(jié)果沒(méi)有分清責(zé)任對(duì)結(jié)果沒(méi)有分清責(zé)任No clear accountability for results6Breakthrough Technologi

9、es, Inc.第三步：計(jì)劃遠(yuǎn)景和策略第三步：計(jì)劃遠(yuǎn)景和策略Step 3: Develop a vision and strategy要素要素Elements-創(chuàng)造遠(yuǎn)景指導(dǎo)改變工作創(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)策略為該遠(yuǎn)景展開(kāi)策略Develop strategies for that vision (alignment)附加附加Pluss-制作簡(jiǎn)單明確的遠(yuǎn)景制作簡(jiǎn)單明確的遠(yuǎn)景Vision simple and clear-6 應(yīng)與有力的行為相聯(lián)系應(yīng)與有力的行為相聯(lián)系Six Sigma clear

10、ly linked to strong performance-Maytag/ Invensys combine Six Sigma with Lean Manufacturing-清楚的角色引導(dǎo)合并清楚的角色引導(dǎo)合并Clear role for guiding coalition-遠(yuǎn)景的策略目標(biāo)結(jié)構(gòu)遠(yuǎn)景的策略目標(biāo)結(jié)構(gòu)Goal trees used to link strategy to visionDeltas-沒(méi)有遠(yuǎn)景被開(kāi)發(fā)，計(jì)劃只是培訓(xùn)計(jì)劃沒(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 training program-沒(méi)有急迫感支持

11、遠(yuǎn)景沒(méi)有急迫感支持遠(yuǎn)景No sense of urgency to support the vision-用用6 來(lái)檢查來(lái)檢查Doing Six Sigma to check a box7Breakthrough Technologies, Inc.第四步：交流變化遠(yuǎn)景第四步：交流變化遠(yuǎn)景Step 4: Communicate the change visionElements-使用每一種可能的途徑不斷交流遠(yuǎn)景和策略使用每一種可能的途徑不斷交流遠(yuǎn)景和策略Use every vehicle possible to constantly communicate vision and strateg

12、ies-引導(dǎo)員工所期望的合并模型行為引導(dǎo)員工所期望的合并模型行為Guiding coalition models behavior expected of employeesPluss-AlliedSignal and GE和通用公司展示了他們強(qiáng)有力的溝通和通用公司展示了他們強(qiáng)有力的溝通 demonstrate aggressive communication - communicate until you puke!-清楚的、早期的溝通計(jì)劃清楚的、早期的溝通計(jì)劃Clear and early communication plan-用于溝通的很多論壇用于溝通的很多論壇Many forums u

13、sed to communicateDeltas-沒(méi)有溝通計(jì)劃沒(méi)有溝通計(jì)劃6 成為一種秘密計(jì)劃成為一種秘密計(jì)劃No communication plan - Six Sigma becomes a stealth program-只在高層溝通沒(méi)有低層溝通只在高層溝通沒(méi)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)行為在承諾與溝通中看不到領(lǐng)導(dǎo)行為L(zhǎng)eadership not visible in their commitment and communication8Breakthrough Te

14、chnologies, Inc.第五步：賦予員工廣闊的行動(dòng)空間第五步：賦予員工廣闊的行動(dòng)空間Step 5: Empower employees for broad-based action要素要素Elements-掃除障礙掃除障礙Remove obstacles-改變破壞變化遠(yuǎn)景的系統(tǒng)改變破壞變化遠(yuǎn)景的系統(tǒng)Change systems that undermine change vision-要有承擔(dān)危險(xiǎn)的勇氣要有承擔(dān)危險(xiǎn)的勇氣Encourage risk takingPluss-冠軍與領(lǐng)導(dǎo)積極參與冠軍與領(lǐng)導(dǎo)積極參與6 項(xiàng)目的選擇、定范圍、定制度項(xiàng)目的選擇、定范圍、定制度Champions a

15、nd leaders active in Six Sigma project selection, scoping and chartering-項(xiàng)目與策略和遠(yuǎn)景相關(guān)項(xiàng)目與策略和遠(yuǎn)景相關(guān)Projects are clearly linked to strategy and vision-領(lǐng)導(dǎo)層要經(jīng)常下車間領(lǐng)導(dǎo)層要經(jīng)常下車間Leadership attends intense (2-4 day workshops)-強(qiáng)有力的預(yù)期培訓(xùn)計(jì)劃并有相應(yīng)的體系追蹤結(jié)果強(qiáng)有力的預(yù)期培訓(xùn)計(jì)劃并有相應(yīng)的體系追蹤結(jié)果Aggressive training plan with expectations and sy

16、stems to track results-清楚的支持清楚的支持6 項(xiàng)目和計(jì)劃的領(lǐng)導(dǎo)層項(xiàng)目和計(jì)劃的領(lǐng)導(dǎo)層Clear leadership support of Six Sigma projects and programs-建立標(biāo)準(zhǔn)體系來(lái)核實(shí)結(jié)果建立標(biāo)準(zhǔn)體系來(lái)核實(shí)結(jié)果Metrics Systems establish to verify results-領(lǐng)導(dǎo)層通過(guò)現(xiàn)場(chǎng)咨詢來(lái)支持項(xiàng)目領(lǐng)導(dǎo)層通過(guò)現(xiàn)場(chǎng)咨詢來(lái)支持項(xiàng)目Leadership supports projects with onsite consulting9Breakthrough Technologies, Inc.Step 5: Em

17、power employees for broad-based actionElements-掃除障礙掃除障礙Remove obstacles-改變破壞變化遠(yuǎn)景的系統(tǒng)改變破壞變化遠(yuǎn)景的系統(tǒng)Change systems that undermine change vision-要有承擔(dān)危險(xiǎn)的勇氣要有承擔(dān)危險(xiǎn)的勇氣Encourage risk takingDeltas-沒(méi)有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn)沒(méi)有領(lǐng)導(dǎo)層的承諾加強(qiáng)車間管理和培訓(xùn)No leadership commitment to intense workshops and training -沒(méi)有涉及計(jì)劃選擇沒(méi)有涉及計(jì)劃選擇Little

18、 involvement in project selection-沒(méi)有相應(yīng)的跟蹤項(xiàng)目沒(méi)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)劃被視為是好的培訓(xùn)計(jì)劃Six Sigma viewed as a nice training program-幾乎沒(méi)有現(xiàn)場(chǎng)項(xiàng)目來(lái)作支持幾乎沒(méi)有現(xiàn)場(chǎng)項(xiàng)目來(lái)作支持Little onsite project support given10Breakthrough Technologies, Inc.舉例：策略計(jì)劃舉例：策略計(jì)劃Example: Projects for Each Strategy提高過(guò)程可靠性提高過(guò)程可靠性Improve

19、 Process Reliability增加容量增加容量Increase Capacity 減少操作成本減少操作成本Reduce Operating Costs文化交流文化交流Transform the Culture策略策略Strategies減少減少50未作計(jì)劃的停未作計(jì)劃的停工期工期Decrease unplanned Downtime by 50%提高提高10沒(méi)有資本的生沒(méi)有資本的生產(chǎn)容量產(chǎn)容量Improve capacity by 10% with no capital減少減少25COPQDecrease COPQ by 25%把把6 方法使用到商業(yè)中方法使用到商業(yè)中Deploy S

20、ix Sigma into Businesses- 增加冷卻器的容量增加冷卻器的容量DCS軟軟件升級(jí)件升級(jí)Increase chiller capacity - DCS Software upgrade - 增加丙三醇含量增加丙三醇含量Increase Glycerol capacity - 鳳凰安全鳳凰安全啟動(dòng)啟動(dòng)Phoenix safe startup - 氫化容量氫化容量Hydrogenation capacity - 最優(yōu)化干燥過(guò)程最優(yōu)化干燥過(guò)程O(píng)ptimize drying process - Smog HBT Copq - 自動(dòng)包裝自動(dòng)包裝Automate packaging ar

21、ea -丙三醇線產(chǎn)丙三醇線產(chǎn)量量Yield on Glycerol line - 培訓(xùn)黑帶和綠帶培訓(xùn)黑帶和綠帶Train BBs and GBs - 執(zhí)行追蹤項(xiàng)執(zhí)行追蹤項(xiàng)目軟件目軟件 Implement project tracking software目標(biāo)目標(biāo)Goals計(jì)劃計(jì)劃Projects11Breakthrough Technologies, Inc.Step 6: 產(chǎn)生短期盈利產(chǎn)生短期盈利Generate short-term winsElements-先期盈利計(jì)劃先期盈利計(jì)劃Plan for early wins-產(chǎn)生盈利產(chǎn)生盈利Create the wins-對(duì)獲勝者給予明顯的承

22、認(rèn)和獎(jiǎng)勵(lì)對(duì)獲勝者給予明顯的承認(rèn)和獎(jiǎng)勵(lì)Visibly recognize and reward the winnersPluss-領(lǐng)導(dǎo)層集中于第一次的成功領(lǐng)導(dǎo)層集中于第一次的成功Leadership focuses on first wave success-用清楚的高級(jí)的領(lǐng)導(dǎo)層來(lái)表達(dá)正式的識(shí)別儀式用清楚的高級(jí)的領(lǐng)導(dǎo)層來(lái)表達(dá)正式的識(shí)別儀式Formal recognition ceremonies with clear presence of senior leadership-清楚的、強(qiáng)有力的回報(bào)和識(shí)別標(biāo)準(zhǔn)清楚的、強(qiáng)有力的回報(bào)和識(shí)別標(biāo)準(zhǔn)Clear and aggressive reward an

23、d recognition standards-財(cái)政支持來(lái)建立商業(yè)影響財(cái)政支持來(lái)建立商業(yè)影響Financial support to establish business impact-在在6 培訓(xùn)開(kāi)始后培訓(xùn)開(kāi)始后46個(gè)月內(nèi)的結(jié)果個(gè)月內(nèi)的結(jié)果Results in 4-6 months after Six Sigma training begins (in $ Millions)Deltas-沒(méi)有建立責(zé)任義務(wù)沒(méi)有建立責(zé)任義務(wù)No accountability established-花了花了12個(gè)月多才達(dá)到合理的結(jié)果個(gè)月多才達(dá)到合理的結(jié)果More than 12 months to achiev

24、e reasonable results-財(cái)政支持不明顯財(cái)政支持不明顯Financial support not apparent12Breakthrough Technologies, Inc.Step 7:鞏固收獲，產(chǎn)生更多的變化鞏固收獲，產(chǎn)生更多的變化Consolidate gains and produce more changeElements-變化體系不符合遠(yuǎn)景變化體系不符合遠(yuǎn)景Change systems that dont fit the vision-雇傭、提升、發(fā)展執(zhí)行變化的員工雇傭、提升、發(fā)展執(zhí)行變化的員工Hire, promote and develop people

25、who will implement the change-用新計(jì)劃、主題和變化代理來(lái)進(jìn)行新的過(guò)程用新計(jì)劃、主題和變化代理來(lái)進(jìn)行新的過(guò)程Reinvigorate the new process with new projects, themes and change agentsPluss-讓合格的人進(jìn)來(lái)開(kāi)始此程序讓合格的人進(jìn)來(lái)開(kāi)始此程序Qualified people brought in to kick start the program-宏偉的大黑帶發(fā)展計(jì)劃通常是一種新的角色宏偉的大黑帶發(fā)展計(jì)劃通常是一種新的角色Aggressive Master BB development progr

26、ams - usually a new role-嚴(yán)謹(jǐn)?shù)慕⒑妥粉櫱宄纳虡I(yè)標(biāo)準(zhǔn)嚴(yán)謹(jǐn)?shù)慕⒑妥粉櫱宄纳虡I(yè)標(biāo)準(zhǔn)Clear business metrics established and tracked religiously -在在6 中，提升與成功相聯(lián)中，提升與成功相聯(lián)Promotions are clearly linked to success in Six Sigma-計(jì)劃在一定范圍內(nèi)逐漸加強(qiáng)計(jì)劃在一定范圍內(nèi)逐漸加強(qiáng)Projects are escalated in scope-6 被強(qiáng)烈的適用于公司的其他領(lǐng)域被強(qiáng)烈的適用于公司的其他領(lǐng)域Six Sigma is moved aggr

27、essively into other areas of the company (ops, product development, admin, etc.)-明顯的巨大財(cái)政支持明顯的巨大財(cái)政支持Heavy financial support apparent13Breakthrough Technologies, Inc.Step 7: 鞏固收獲，產(chǎn)生更多的變化鞏固收獲，產(chǎn)生更多的變化Consolidate gains and produce more changeElements-變化體系不符合遠(yuǎn)景變化體系不符合遠(yuǎn)景Change systems that dont fit the vis

28、ion-雇傭、提升、發(fā)展執(zhí)行變化的員工雇傭、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(lái)進(jìn)行新的過(guò)程用新計(jì)劃、主題和變化代理來(lái)進(jìn)行新的過(guò)程Reinvigorate the new process with new projects, themes and change agentsPluss-冠軍們面對(duì)面的檢查項(xiàng)目冠軍們面對(duì)面的檢查項(xiàng)目Face-to-face project reviews by ChampionsDeltas-計(jì)劃停止計(jì)劃停止Program s

29、tagnates-內(nèi)部專家沒(méi)有得到發(fā)展內(nèi)部專家沒(méi)有得到發(fā)展Internal experts not developed-計(jì)劃結(jié)果沒(méi)有一步步按照標(biāo)準(zhǔn)追蹤計(jì)劃結(jié)果沒(méi)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被視為是額外的工作Six Sigma projects seen as extra work that detracts from day-to-day ops14Breakthrough Technologies, Inc.Step 8: Anchor new approaches in the

30、 cultureElements-通過(guò)顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)通過(guò)顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior-連接改變和成功的關(guān)系連接改變和成功的關(guān)系A(chǔ)rticulate the connections between change and success-發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功Develop means to insure leadership development and succession

31、Pluss-顧客在培訓(xùn)中的表現(xiàn)和培訓(xùn)中顧客數(shù)據(jù)的使用顧客在培訓(xùn)中的表現(xiàn)和培訓(xùn)中顧客數(shù)據(jù)的使用Customers show up at training and customer data used in training-早期結(jié)果調(diào)節(jié)文化差異早期結(jié)果調(diào)節(jié)文化差異Early results leveraged into culture change-在在6 中，個(gè)人變化與表現(xiàn)密切相關(guān)中，個(gè)人變化與表現(xiàn)密切相關(guān)Personnel changes are clearly linked to performance in Six Sigma-黑帶，綠帶和大黑帶在領(lǐng)導(dǎo)層呈階梯狀上升黑帶，綠帶和大黑帶在領(lǐng)

32、導(dǎo)層呈階梯狀上升BBs, GBs and MBBs move up ladder to leadership positions quickly-人們積極的進(jìn)行人們積極的進(jìn)行6 的培訓(xùn)的培訓(xùn)People actively pursue Six Sigma training-執(zhí)行新的體系來(lái)支持執(zhí)行新的體系來(lái)支持6 New systems implemented to support Six Sigma-年度報(bào)告清楚的反應(yīng)年度報(bào)告清楚的反應(yīng)6 的效果的效果Annual reports clearly reflect impact of Six Sigma 15Breakthrough Techno

33、logies, Inc.Step 8: 在文化中確定新方法在文化中確定新方法Anchor new approaches in the cultureElements-通過(guò)顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)通過(guò)顧客和生產(chǎn)力集中行為產(chǎn)生更好的表現(xiàn)Create better performance through customer and productivity focuses behavior-連接改變和成功的關(guān)系連接改變和成功的關(guān)系A(chǔ)rticulate the connections between change and success-發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)展和成功發(fā)展意味著保證領(lǐng)導(dǎo)層的發(fā)

34、展和成功Develop means to insure leadership development and succession Deltas-生意還是照常進(jìn)行如果生意還是照常進(jìn)行如果6 消失，沒(méi)有人會(huì)注意到消失，沒(méi)有人會(huì)注意到Business as usual - if Six Sigma disappeared, no one would notice-提升與提升與6 活動(dòng)無(wú)關(guān)活動(dòng)無(wú)關(guān)Promotions not linked to Six Sigma activities-沒(méi)有大黑帶的內(nèi)部資源的發(fā)展支持計(jì)劃沒(méi)有大黑帶的內(nèi)部資源的發(fā)展支持計(jì)劃No development of MBB i

35、nternal 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(méi)有什么變化從一個(gè)黑帶到另一個(gè)黑帶，體系和領(lǐng)導(dǎo)方式幾乎沒(méi)有什么變化Few changes in systems and leadership style from one Wave of BBs to the next-學(xué)生常在培訓(xùn)中表現(xiàn)出對(duì)小的計(jì)劃定義模糊學(xué)生常在培訓(xùn)中表現(xiàn)出對(duì)小的計(jì)劃定義模糊Students consistently show at training with poorly defined, small projects16Breakthrough Techn

36、ologies, Inc.Example of using Metrics to Drive the Program(Actual Q3 Metrics for a $4B Business)SBURTY(%)COPQ(K$)Capacity(Ratio)BusinessImpactRealDollarsBaselineGoalNowBaselineGoalNowBaselineGoalNowYDTDivision A72.682.576.881,84348,82827.5671.001.311.48$23.7MDivision B81.385.486.5255,779200,93573,51

37、61.001.101.16$14.2MDivision C83.385.787.7334,56631,93624,6291.001.061.06$4.7MDivision D86.392.691.537,80025,50023,2251.001.201.21$4.6MDivision E63.770.570.0111,16773,19664,4791.001.211.22$5.1MCompanySummary78.182.580.8539,023394,891215,4401.001.141.22$52.3M17Breakthrough Technologies, Inc.Simple Sum

38、mary of Q3 MetricsDivision ADivision BDivision CDivision DDivision ECompanySummaryRTYRedRedGreenRedRedRedCOPQGreenGreenGreenGreenGreenGreenC-PGreenRedGreenGreenGreenGreenYTD Savings$23,723K$14,188K$4,626K$4,690K$5,075K$52,302K18Breakthrough Technologies, Inc.長(zhǎng)期計(jì)劃追蹤長(zhǎng)期計(jì)劃追蹤Long-term Program TrackingOpe

39、rational Excellence ResultsR TY (% )C -P (M-lbs)C OPQ ($M)199419951996199719941995199519971994199519961997Plant OneProduct Line 180.079.380.181.9116.0113.3115.1121.720.618.115.412.9Product Line 266.072.172.274.057.064.763.467.119.115.614.212.1Product Line 378.385.591.192.8182.0208.1268.5269.331.720.

40、212.79.0Total Plant A76.981.185.687.2355.0386.1447.0458.171.453.942.334.0Six Sigma begins$37.4MM less in COPQ29% Increase in Capacity13% Increase in Rolled Yield19Breakthrough Technologies, Inc.Real Results in the First YearStrategic Business UnitsPT $ ImpactYear EndPT $ Impact Q1Plant 1Plant 2Plant

41、 3Plant 4Plant 5Plant 6$ 1,325K$ 6,720K$ 8,460K$ 3,850K$ 6,836K$ 2,227K$ 1,064K$ 4,184K$ 606K*TO COME$2,566K$ 300KPolymers-Sub total$29,418K$8,720KtentiativeFluoride$45,689K$7,448KLamination Plant 1Lamination Plant 2Lamination Plant 3$ 3,145K$ 600K$ 3,188K$ 769KTO COMETO COMELamination Total$6,933K

42、$769kPerformance Materials$7,498K$1,169.5KCarbon$944K$ 274KNon JV Subtotal$90,382K$18380.5tentativeJoint Venture 1$2,311KN/RJoint Venture 2$2,328K$ 466.5K1995 TOTAL Six SigmaBenefits$95,121K$18846.0tentative20Breakthrough Technologies, Inc.領(lǐng)導(dǎo)藍(lán)圖領(lǐng)導(dǎo)藍(lán)圖 用戰(zhàn)略性計(jì)劃闡明藍(lán)圖用戰(zhàn)略性計(jì)劃闡明藍(lán)圖 建立生產(chǎn)力基線廠家、建立生產(chǎn)力基線廠家、范圍范圍 基于價(jià)值、

43、資源、基于價(jià)值、資源、regd、時(shí)間的優(yōu)先項(xiàng)時(shí)間的優(yōu)先項(xiàng)目目 選擇導(dǎo)入領(lǐng)導(dǎo)層的重點(diǎn)選擇導(dǎo)入領(lǐng)導(dǎo)層的重點(diǎn)項(xiàng)目項(xiàng)目 責(zé)任檢查：業(yè)務(wù)和個(gè)人責(zé)任檢查：業(yè)務(wù)和個(gè)人選擇正確選擇正確的項(xiàng)目的項(xiàng)目選擇培訓(xùn)合選擇培訓(xùn)合適的人員適的人員展開(kāi)執(zhí)行改展開(kāi)執(zhí)行改善計(jì)劃善計(jì)劃操作精通管操作精通管理理維持獲利維持獲利 確保正確的領(lǐng)導(dǎo)和所確保正確的領(lǐng)導(dǎo)和所屬屬 展開(kāi)培訓(xùn)計(jì)劃展開(kāi)培訓(xùn)計(jì)劃 致力于培訓(xùn)和應(yīng)用致力于培訓(xùn)和應(yīng)用 確保后備支持的來(lái)源確保后備支持的來(lái)源 測(cè)量過(guò)程測(cè)量過(guò)程 分析過(guò)程分析過(guò)程 改善過(guò)程改善過(guò)程 控制過(guò)程控制過(guò)程 經(jīng)常檢查，掃除障礙經(jīng)常檢查，掃除障礙 檢核真實(shí)的業(yè)務(wù)影響檢核真實(shí)的業(yè)務(wù)影響（財(cái)政）（財(cái)政） 持續(xù)溝通進(jìn)步持續(xù)溝通進(jìn)步 與行為管理和與行為管理和R&R聯(lián)聯(lián)系起來(lái)系起來(lái) 執(zhí)行有效控制計(jì)劃執(zhí)行有效控制計(jì)劃 以過(guò)程為中心的定期行以過(guò)程為中心的定期行為培訓(xùn)為培訓(xùn) 每季度檢查系統(tǒng)的有效每季度檢查系統(tǒng)的有效性性 不斷識(shí)別和推出新計(jì)劃不斷識(shí)別和推出新計(jì)劃:編號(hào)編號(hào):戰(zhàn)略性年度業(yè)務(wù)目標(biāo)戰(zhàn)略性年度業(yè)務(wù)目標(biāo)21Breakthrough Technologies, Inc.現(xiàn)行開(kāi)展計(jì)劃現(xiàn)行開(kāi)展計(jì)劃Actual Deployment