第二篇——Six Sigma Costs And Savings
本帖最后由 小编H 于 2011-2-28 10:38 编辑
Six Sigma Costs And Savings六西格玛成本和节约的关系In the world of Six Sigma quality, the saying holds true: it takes money to save money using the Six Sigma quality methodology. You can't expect to significantly reduce costs and increase sales using Six Sigma without investing in training, organizational infrastructure and culture evolution.在六西格玛的质量世界里，有一个真理：使用六西格玛方法先花钱，后赚钱。如果不将钱投入在培训、基础设施和文化变革上，就不可能显著地降低成本、提高销售额。Many people say that it takes money to make money. In the world of Six Sigma quality, the saying also holds true: it takes money to save money using the Six Sigma quality methodology. You can't expect to significantly reduce costs and increase sales using Six Sigma without investing in training, organizational infrastructure and culture evolution.许多人都说，先花钱后赚钱。在六西格玛质量世界里，这个真理同样适用。如果不将钱投入在培训、基础设施和文化变革上，就不可能降低成本、提高销售额。Sure you can reduce costs and increase sales in a localized area of a business using the Six Sigma quality methodology -- and you can probably do it inexpensively by hiring an ex-Motorola or GE Black Belt. I like to think of that scenario as a "get rich quick" application of Six Sigma. But is it going to last when a manager is promoted to a different area or leaves the company? Probably not. If you want to produce a culture shift within your organization, a shift that causes every employee to think about how their actions impact the customer and to communicate within the business using a consistent language, it's going to require a resource commitment. It takes money to save money.当然我相信你可以在企业的某些方面使用六西格玛方法来降低成本、提高销售额，或许你也可以走捷径—通过找一名(像Motorola或者GE)的黑带来协助。但是我认为这是一种六西格玛的“一夜致富”。难道最后我们仅是想让一名经理人被提拔到另一个岗位或者让他离开公司？大概不是吧。如果你想改变你公司的文化，从而形成一种员工清楚他们的行动如何影响顾客的文化，一种在企业内部使用一致的语言进行沟通的文化，就必须有资源保证。先花钱，才能赚钱。How much financial commitment does Six Sigma require and what magnitude of financial benefit can you expect to receive? We all have people that we must answer to -- and rhetoric doesn't pay the bills or keep the stockholders happy (anymore). I was tired of reading web pages or hearing people say:导入六西格玛需要多少金钱来保证呢？你的预期收益又有多大呢？我希望大家都能回答这个问题。靠浮夸之词并不能买单，也不能保证让股东们喜笑颜开。我已经很厌烦读到这些网页和听到人们说："Companies of all types and sizes are in the midst of a quality revolution. GE saved $12 billion over five years and added $1 to its earnings per share. Honeywell (AlliedSignal) recorded more than $800 million in savings."“所有的公司都在进行质量大变革。GE（通用电气）在过去五年节约120亿美元，股票每股收益增加1美元。Honeywell（Allied Signal）（霍尼韦尔
原联信）节约了8亿多美元。”"GE produces annual benefits of over $2.5 billion across the organization from Six Sigma."“实行六西格玛后，GE年收益超过25亿美元。”"Motorola reduced manufacturing costs by $1.4 billion from 1987-1994."“1987-1994年间，Motorola（摩托罗拉）减少制造成本14亿美元。”"Six Sigma reportedly saved Motorola $15 billion over the last 11 years."“据报道六西格玛使Motorola在过去的11年里节约了150亿美元。”The above quotations may in fact be true, but pulling the numbers out of the context of the organization's revenues does nothing to help a company figure out if Six Sigma is right for them. For example, how much can a $10 million or $100 million company expect to save?上面的引用可能真的是正确的，但是所摘录的这些数字对弄清楚导入六西格玛是否切合一个公司的实际没有什么帮助。举个例子来说，1千万美元或者1亿美元的公司预期收益能节约多少成本？I investigated what the companies themselves had to say about their Six Sigma costs and savings -- I didn't believe anything that was written on third party websites, was estimated by "experts," or was written in books on the topic. I reviewed literature and only captured facts found in annual reports, website pages and presentations found on company websites.我调查了很多公司，这些公司必须向我表明他们的六西格玛成本和节约。我不相信任何第三方网站上所谓“专家”公布的数据，也不相信写在书上的数据。我重新查阅资料，并只从以下途径获取信息：年报和公司网站上的相关网页及报告。While recent corporate events like the Enron and WorldCom scandals might lead us to believe that not everything we read in a company's annual report is valid, I am going to provide the following information based on the assumption that these Six Sigma companies operate with integrity until proven otherwise.但是最近发生的诸如Enron（安然公司）和WorldCom(世界通讯公司)会计丑闻事件可能会让我们认为公司年报数据的不可信。我尝试提供这些导入六西格玛的公司的年报数据，假设它们是可信的，并证明它。I investigated Motorola, Allied Signal, GE and Honeywell. I choose these four companies because they are the companies that invented and refined Six Sigma -- they are the most mature in their deployments and culture changes. As the Motorola website says, they invented it in 1986. Allied Signal deployed Six Sigma in 1994, GE in 1995. Honeywell was included because Allied Signal merged with Honeywell in 1999 (they launched their own initiative in 1998). Many companies have deployed Six Sigma between the years of GE and Honeywell -- we'll leave those companies for another article.我调查了Motorola、Allied Signal、GE和Honeywell。因为这些公司创立和精炼了六西格玛方法，六西格玛的开展和相关文化最为成熟。Motorola网页显示，他们于1986年创立了六西格玛。Allied Signal和GE分别于1994年和1995年实施了六西格玛。把Honeywell包括在内是因为Allied Signal于1999年合并了Honeywell（而Honeywell于1998年引入了六西格玛）。在GE和Honeywell开始实施期间，其实有很多其他公司引入了六西格玛，我们会在另外一篇文章中讨论她们。
表1：实施六西格玛的公司和年份**
**
公司名称
开始实施六西格玛的年份
Motorola(股票代码:MOT)
1986年
Allied Signal(与Honeywell合并于1999年)
1994年
GE(股票代码:GE)
1995年
Honeywell(股票代码:HON)
1998年
Ford福特(股票代码:F)
2000年
Table 2 identifies by company, the yearly revenues, the Six Sigma costs (investment) per year, where available, and the financial benefits (savings). There are many blanks, especially where the investment is concerned. I've presented as much information as the companies have publicly disclosed.表2按以下标识分类：公司、年收入、每年六西格玛成本（投资）、可获知的数据以及财务效益（节约）。在很多地方都存在空白，特别涉及到六西格玛成本方面。我尝试从公开的年报里面挖掘数据，并提供更多的信息给大家。
表2：每个公司的六西格玛成本和收益
年份
收入（$B）
成本（$B）
成本占收入比例（%）
节约（$B）
节约占收入比例（%）
Motorola
1986-2001
356.9(e)
ND
-
16
4.5
Allied Signal
1998
15.1
ND
-
0.5
3.3
GE
1996
79.2
0.2
0.3
0.2
0.2
1997
90.8
0.4
0.4
1
1.1
1998
100.5
0.5
0.4
1.3
1.2
1999
111.6
0.6
0.5
2
1.8
1996-1999
382.1
1.6
0.4
4.4
1.2
Honeywell
1998
23.6
ND
-
0.5
2.2
1999
23.7
ND
-
0.6
2.5
2000
25.0
ND
-
0.7
2.6
1998-2000
72.3
ND
-
1.8
2.4
Ford
2000-2002
43.9
ND
-
1
2.3
注意：
$B：十亿美元
(e)：估计值，1986-1992间收入数据未找到
ND：未披露
所有数据四舍五入到一位小数
Although the complete picture of investment and savings by year is not present, Six Sigma savings can clearly be significant to a company. The savings as a percentage of revenue vary from 1.2% to 4.5%. And what we can see from the GE deployment is that a company shouldn't expect more than a breakeven the first year of implementation. Six Sigma is not a "get rich quick" methodology. I like to think of it like my retirement savings plan -- Six Sigma is a get rich slow methodology -- the take-away point being that you will get rich if you plan properly and execute consistently.尽管完整的调查报告并未展示，六西格玛的作用也是显而易见的。每年节约从1.2%上升到4.5%。从GE的实施情况来看，第一年并未超过盈亏平衡点。六西格玛不是一个“一夜致富”的工具和方法。我认为这就像我的隐退计划，六西格玛是一个长期才能见效的方法。如果你计划正确并始终如一地执行的话，它会让你达到你制定的那个效果，获得更多的收益。As GE's 1996 annual report states, "It has been estimated that less than Six Sigma quality, i.e., the three-to-four Sigma levels that are average for most U.S. companies, can cost a company as much as 10-15% of its revenues. For GE, that would mean $8-12 billion." With GE's 2001 revenue of $111.6 billion, this would translate into $11.2-16.7 billion of savings. Although $2 billion worth of savings in 1999 is impressive, it appears that even GE hasn't been able to yet capture the losses due to poor quality -- or maybe they're above the three-to-four Sigma levels that are the average for most U.S. companies?GE 1996年的年报显示，GE被评估低于当时全美的平均六西格玛水平（即3～4），这种水平的公司其成本为收入的10～15%，对于GE来讲，1996年的成本将是80～120亿美元。按此计算GE在1999年的年收入为1116亿美元，则最多将节约112～167亿美元。然而从表2可见，1999年GE节约20亿美元，这个数字令人钦佩但同时显示即使是GE也不能消除劣质成本。或者他们超过了当时全美的平均六西格玛水平，这可能吗？In either case, 1.2-4.5% of revenue is significant and should catch the eye of any CEO or CFO. For a $30 million a year company, that can translate into between $360,000 and $1,350,000 in bottom-line-impacting savings per year. It takes money to make money. Is investing in Six Sigma quality, your employees and your organization's culture worth the money? Only you and your executive leadership team can decide the answer to that question.不管是哪种情况，1.2～4.5%的年收入增长是可观的，这必然会引起每个CEO(首席执行官)或CFO（财务总监）的注意。对于一个年收入3000万美元的公司来说，也就意味着最低限度每年节约了36万到135万美元。先花钱，后赚钱。从你的员工水平和公司文化考虑投资六西格玛值吗？只有你和你的执行团队能够回答这个问题。References:参考目录：1. Motorola Six Sigma Services. Motorola University. 22 July 2002 <http://mu.motorola.com/sigmasplash.htm&;gt;.2. AlliedSignal Inc. 1998 Annual Report. Honeywell Inc. 22 July 2002 <http://www.honeywell.com/inves ... 3B.3. GE Investor Relations Annual Reports. General Electric Company. 22 July 2002 <http://www.ge.com/company/inve ... 3B.4. Honeywell Annual Reports. Honeywell Inc. 22 July 2002 <http://investor.honeywell.com/ir ... ?ticker=HON&script=700>.5. Better Understand Six Sigma Plus With Honeywell's Special PowerPoint Presentation. Honeywell Inc. 22 July 2002 <http://www.honeywell.com/sixsi ... 3B.6. Quality Digest, "Six Sigma at Ford Revisited", June 2003, p. 30. <http://www.qualitydigest.com/jun ... rticle.shtml>.第二篇文章翻译者：suiyizi校稿者：qys0418
Six Sigma Costs And Savings六西格玛成本和节约的关系In the world of Six Sigma quality, the saying holds true: it takes money to save money using the Six Sigma quality methodology. You can't expect to significantly reduce costs and increase sales using Six Sigma without investing in training, organizational infrastructure and culture evolution.在六西格玛的质量世界里，有一个真理：使用六西格玛方法先花钱，后赚钱。如果不将钱投入在培训、基础设施和文化变革上，就不可能显著地降低成本、提高销售额。Many people say that it takes money to make money. In the world of Six Sigma quality, the saying also holds true: it takes money to save money using the Six Sigma quality methodology. You can't expect to significantly reduce costs and increase sales using Six Sigma without investing in training, organizational infrastructure and culture evolution.许多人都说，先花钱后赚钱。在六西格玛质量世界里，这个真理同样适用。如果不将钱投入在培训、基础设施和文化变革上，就不可能降低成本、提高销售额。Sure you can reduce costs and increase sales in a localized area of a business using the Six Sigma quality methodology -- and you can probably do it inexpensively by hiring an ex-Motorola or GE Black Belt. I like to think of that scenario as a "get rich quick" application of Six Sigma. But is it going to last when a manager is promoted to a different area or leaves the company? Probably not. If you want to produce a culture shift within your organization, a shift that causes every employee to think about how their actions impact the customer and to communicate within the business using a consistent language, it's going to require a resource commitment. It takes money to save money.当然我相信你可以在企业的某些方面使用六西格玛方法来降低成本、提高销售额，或许你也可以走捷径—通过找一名(像Motorola或者GE)的黑带来协助。但是我认为这是一种六西格玛的“一夜致富”。难道最后我们仅是想让一名经理人被提拔到另一个岗位或者让他离开公司？大概不是吧。如果你想改变你公司的文化，从而形成一种员工清楚他们的行动如何影响顾客的文化，一种在企业内部使用一致的语言进行沟通的文化，就必须有资源保证。先花钱，才能赚钱。How much financial commitment does Six Sigma require and what magnitude of financial benefit can you expect to receive? We all have people that we must answer to -- and rhetoric doesn't pay the bills or keep the stockholders happy (anymore). I was tired of reading web pages or hearing people say:导入六西格玛需要多少金钱来保证呢？你的预期收益又有多大呢？我希望大家都能回答这个问题。靠浮夸之词并不能买单，也不能保证让股东们喜笑颜开。我已经很厌烦读到这些网页和听到人们说："Companies of all types and sizes are in the midst of a quality revolution. GE saved $12 billion over five years and added $1 to its earnings per share. Honeywell (AlliedSignal) recorded more than $800 million in savings."“所有的公司都在进行质量大变革。GE（通用电气）在过去五年节约120亿美元，股票每股收益增加1美元。Honeywell（Allied Signal）（霍尼韦尔
原联信）节约了8亿多美元。”"GE produces annual benefits of over $2.5 billion across the organization from Six Sigma."“实行六西格玛后，GE年收益超过25亿美元。”"Motorola reduced manufacturing costs by $1.4 billion from 1987-1994."“1987-1994年间，Motorola（摩托罗拉）减少制造成本14亿美元。”"Six Sigma reportedly saved Motorola $15 billion over the last 11 years."“据报道六西格玛使Motorola在过去的11年里节约了150亿美元。”The above quotations may in fact be true, but pulling the numbers out of the context of the organization's revenues does nothing to help a company figure out if Six Sigma is right for them. For example, how much can a $10 million or $100 million company expect to save?上面的引用可能真的是正确的，但是所摘录的这些数字对弄清楚导入六西格玛是否切合一个公司的实际没有什么帮助。举个例子来说，1千万美元或者1亿美元的公司预期收益能节约多少成本？I investigated what the companies themselves had to say about their Six Sigma costs and savings -- I didn't believe anything that was written on third party websites, was estimated by "experts," or was written in books on the topic. I reviewed literature and only captured facts found in annual reports, website pages and presentations found on company websites.我调查了很多公司，这些公司必须向我表明他们的六西格玛成本和节约。我不相信任何第三方网站上所谓“专家”公布的数据，也不相信写在书上的数据。我重新查阅资料，并只从以下途径获取信息：年报和公司网站上的相关网页及报告。While recent corporate events like the Enron and WorldCom scandals might lead us to believe that not everything we read in a company's annual report is valid, I am going to provide the following information based on the assumption that these Six Sigma companies operate with integrity until proven otherwise.但是最近发生的诸如Enron（安然公司）和WorldCom(世界通讯公司)会计丑闻事件可能会让我们认为公司年报数据的不可信。我尝试提供这些导入六西格玛的公司的年报数据，假设它们是可信的，并证明它。I investigated Motorola, Allied Signal, GE and Honeywell. I choose these four companies because they are the companies that invented and refined Six Sigma -- they are the most mature in their deployments and culture changes. As the Motorola website says, they invented it in 1986. Allied Signal deployed Six Sigma in 1994, GE in 1995. Honeywell was included because Allied Signal merged with Honeywell in 1999 (they launched their own initiative in 1998). Many companies have deployed Six Sigma between the years of GE and Honeywell -- we'll leave those companies for another article.我调查了Motorola、Allied Signal、GE和Honeywell。因为这些公司创立和精炼了六西格玛方法，六西格玛的开展和相关文化最为成熟。Motorola网页显示，他们于1986年创立了六西格玛。Allied Signal和GE分别于1994年和1995年实施了六西格玛。把Honeywell包括在内是因为Allied Signal于1999年合并了Honeywell（而Honeywell于1998年引入了六西格玛）。在GE和Honeywell开始实施期间，其实有很多其他公司引入了六西格玛，我们会在另外一篇文章中讨论她们。
表1：实施六西格玛的公司和年份**
**
公司名称
开始实施六西格玛的年份
Motorola(股票代码:MOT)
1986年
Allied Signal(与Honeywell合并于1999年)
1994年
GE(股票代码:GE)
1995年
Honeywell(股票代码:HON)
1998年
Ford福特(股票代码:F)
2000年
Table 2 identifies by company, the yearly revenues, the Six Sigma costs (investment) per year, where available, and the financial benefits (savings). There are many blanks, especially where the investment is concerned. I've presented as much information as the companies have publicly disclosed.表2按以下标识分类：公司、年收入、每年六西格玛成本（投资）、可获知的数据以及财务效益（节约）。在很多地方都存在空白，特别涉及到六西格玛成本方面。我尝试从公开的年报里面挖掘数据，并提供更多的信息给大家。
表2：每个公司的六西格玛成本和收益
年份
收入（$B）
成本（$B）
成本占收入比例（%）
节约（$B）
节约占收入比例（%）
Motorola
1986-2001
356.9(e)
ND
-
16
4.5
Allied Signal
1998
15.1
ND
-
0.5
3.3
GE
1996
79.2
0.2
0.3
0.2
0.2
1997
90.8
0.4
0.4
1
1.1
1998
100.5
0.5
0.4
1.3
1.2
1999
111.6
0.6
0.5
2
1.8
1996-1999
382.1
1.6
0.4
4.4
1.2
Honeywell
1998
23.6
ND
-
0.5
2.2
1999
23.7
ND
-
0.6
2.5
2000
25.0
ND
-
0.7
2.6
1998-2000
72.3
ND
-
1.8
2.4
Ford
2000-2002
43.9
ND
-
1
2.3
注意：
$B：十亿美元
(e)：估计值，1986-1992间收入数据未找到
ND：未披露
所有数据四舍五入到一位小数
Although the complete picture of investment and savings by year is not present, Six Sigma savings can clearly be significant to a company. The savings as a percentage of revenue vary from 1.2% to 4.5%. And what we can see from the GE deployment is that a company shouldn't expect more than a breakeven the first year of implementation. Six Sigma is not a "get rich quick" methodology. I like to think of it like my retirement savings plan -- Six Sigma is a get rich slow methodology -- the take-away point being that you will get rich if you plan properly and execute consistently.尽管完整的调查报告并未展示，六西格玛的作用也是显而易见的。每年节约从1.2%上升到4.5%。从GE的实施情况来看，第一年并未超过盈亏平衡点。六西格玛不是一个“一夜致富”的工具和方法。我认为这就像我的隐退计划，六西格玛是一个长期才能见效的方法。如果你计划正确并始终如一地执行的话，它会让你达到你制定的那个效果，获得更多的收益。As GE's 1996 annual report states, "It has been estimated that less than Six Sigma quality, i.e., the three-to-four Sigma levels that are average for most U.S. companies, can cost a company as much as 10-15% of its revenues. For GE, that would mean $8-12 billion." With GE's 2001 revenue of $111.6 billion, this would translate into $11.2-16.7 billion of savings. Although $2 billion worth of savings in 1999 is impressive, it appears that even GE hasn't been able to yet capture the losses due to poor quality -- or maybe they're above the three-to-four Sigma levels that are the average for most U.S. companies?GE 1996年的年报显示，GE被评估低于当时全美的平均六西格玛水平（即3～4），这种水平的公司其成本为收入的10～15%，对于GE来讲，1996年的成本将是80～120亿美元。按此计算GE在1999年的年收入为1116亿美元，则最多将节约112～167亿美元。然而从表2可见，1999年GE节约20亿美元，这个数字令人钦佩但同时显示即使是GE也不能消除劣质成本。或者他们超过了当时全美的平均六西格玛水平，这可能吗？In either case, 1.2-4.5% of revenue is significant and should catch the eye of any CEO or CFO. For a $30 million a year company, that can translate into between $360,000 and $1,350,000 in bottom-line-impacting savings per year. It takes money to make money. Is investing in Six Sigma quality, your employees and your organization's culture worth the money? Only you and your executive leadership team can decide the answer to that question.不管是哪种情况，1.2～4.5%的年收入增长是可观的，这必然会引起每个CEO(首席执行官)或CFO（财务总监）的注意。对于一个年收入3000万美元的公司来说，也就意味着最低限度每年节约了36万到135万美元。先花钱，后赚钱。从你的员工水平和公司文化考虑投资六西格玛值吗？只有你和你的执行团队能够回答这个问题。References:参考目录：1. Motorola Six Sigma Services. Motorola University. 22 July 2002 <http://mu.motorola.com/sigmasplash.htm&;gt;.2. AlliedSignal Inc. 1998 Annual Report. Honeywell Inc. 22 July 2002 <http://www.honeywell.com/inves ... 3B.3. GE Investor Relations Annual Reports. General Electric Company. 22 July 2002 <http://www.ge.com/company/inve ... 3B.4. Honeywell Annual Reports. Honeywell Inc. 22 July 2002 <http://investor.honeywell.com/ir ... ?ticker=HON&script=700>.5. Better Understand Six Sigma Plus With Honeywell's Special PowerPoint Presentation. Honeywell Inc. 22 July 2002 <http://www.honeywell.com/sixsi ... 3B.6. Quality Digest, "Six Sigma at Ford Revisited", June 2003, p. 30. <http://www.qualitydigest.com/jun ... rticle.shtml>.第二篇文章翻译者：suiyizi校稿者：qys0418
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小圆饼 (威望:1) (广东 广州) 汽车制造相关 员工
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