【校稿】第四十七篇 Is Six Sigma Dead

本帖最后由 小编D 于 2012-1-6 10:51 编辑

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IsSix Sigma Dead?
是六西格玛死？
If it is, how can we revive it?如果是的话，我们如何才能恢复by J. Bruce WeeksJ.布鲁斯周In 50 Words Or Less
在50字以内
Six Sigma will fail without leadershipcommitment, an implementation strategy, correct accounting methods, culturalintegration and decisions based on global optima.Instead of being one of the goals andobjectives, implementation must be integrated.In addition, lean should precede Six Sigma.
六西格玛会失败，没有领导层的承诺，实施战略，正确的会计处理方法，文化的融合和基于全局最优的决策。
相反的目标和宗旨之一，实现必须整合。
此外，精益六西格玛之前。
There are reports from the field about thedeath of Six Sigma.1 The word is that it has been overused, has notbrought its expected benefits and that newer methods, such as the theory ofconstraints and systems thinking, are replacing it.有来自外地的报告，约六Sigma.1死亡这个词是，它已经被过度使用，却没有带来预期收益和新方法，如约束和系统思维的理论，取代它。
A 2007 study from the consulting firmQualPro showed that 53 of 58 large companies that use Six Sigma have trailedthe S&P 500 since they implemented it.2从咨询公司QualPro的2007年的一项研究显示，使用六西格玛的58大公司中有53落后于标准普尔500指数，因为他们实施it.2
The quality profession needs to examine theunderlying root causes so we can repair the damage being done to Six Sigma’sreputation.质量专业需要研究的根本原因，所以我们可以修复正在做六西格玛的声誉损害

Diagnosing the problem诊断问题
Six Sigma can fail for a variety ofreasons:六西格玛失败的原因有多种

Lack of leadership strategy and commitment.Not enoughleaders truly understand that Six Sigma is not an overnight savior. It takestime and work to achieve outstanding results.3, 4缺乏领导的战略和承诺。没有足够的领导人真正理解六西格玛不是一朝一夕的救世主。这需要时间，努力实现优秀的results.3，4
Too many leaders bought into what wascalled the "latest and greatest fad" in business process fixes,rolled out a Six Sigma program, trained everyone and now have up to 80% oftheir people working on projects to improve processes.5 This sort of SixSigma undertaking can often take valuable resources away from launching newproducts and satisfying customers—core processes required to stay in businessand make money year after year. In fact, companies must provide customersatisfaction as job No. 1.到什么是所谓的“最新和最伟大的时尚”，在业务流程修复买太多的领导者，推出了六西格玛项目，训练有素的每个人都和现在有80％的人对项目的工作，以改善processes.5这样的六西格玛的承诺往往可以采取宝贵的资源，从推出新产品，满足客户的核心流程，要求留在企业，使财年后一年。事实上，企业必须提供客户满意度为1号工作。
Many Six Sigma implementations were notintegrated into the goals and objectives of companies, and Six Sigma simplybecame one of the goals and objectives.6The Six Sigma rollout wasn’t customerfocused7 or tied to the overall strategic plan for business-aligned costreductions.没有集成到许多六西格玛实现公司的目标和目标，和六西格玛简单地成为目标之一，objectives.6The六西格玛“卷展栏是不是顾客focused7或与业务相适应的成本削减的整体战略计划
Six Sigma tends to be applied to everythingwith this kind of an implementation plan. This dilutes the effort, and it isexactly what happened at Sun Microsystems.8The results take too long and are ofpoor quality, yielding low return on investment (ROI).9六西格玛往往要应用这种实施计划的一切。这冲淡了努力，正是孙Microsystems.8The结果发生时间太长，质量差，收益低的投资回报率（ROI）0.9
Six Sigma Black Belts (BB) end up focusingon small projects that have little risk and can be implemented very quickly, soany results achieved are minor at best.10A stigma grows around a program thattakes so much resource application for so little gain. Sun eventually abandonedSix Sigma in most of its departments.11六西格玛黑带（BB）的最终关注的小项目，风险小，可以非常迅速地实施，因此取得任何结果best.10A耻辱轻微围绕这么多，这么小的收益资源的应用程序，它的发展。 Sun公司最终放弃在其大多数部门六西格玛。
Another problem occurs whenleaders declare victory after using Six Sigma to solve one problem or one setof problems. The organization then decides to move on to the next "latestand greatest thing," usually lean.12, 13另一个问题发生时领导人宣布胜利后使用六西格玛来解决一个问题或一个问题。该组织决定转移到下一个“最新和最伟大的事情，”通常精益
The company leaders then launch a newinitiative and their attentions are distracted from SixSigma.14 Enthusiasm wanes, no measures have been installed to keep the SixSigma team on track, and empowerment of the BBs never happens. It is all overtoo quickly.公司领导，然后启动一个新的举措和他们的注意力从六Sigma.14热情减弱分心，没有措施已安装六西格玛团队保持轨道上，并赋予BBS上从未发生过。这是各地太快
Incorrect accounting methods. Mostcompanies also suffer from using the wrong measures to determine Six Sigmaresults. Activity-based costing (ABC) and resource-consumption accounting (RCA)practices do not lend themselves to determining the value of a particularactivity or resource to the revenue stream or customer satisfaction.15不正确的会计处理方法。大多数公司也深受其害，从使用了错误的措施，以确定六西格玛的结果。活动的成本核算（ABC）和资源消耗会计（RCA）的做法不适合自己确定一个特定的活动或资源价值的收入流或客户satisfaction.15 These organizations track only what it costto do an activity or use a resource in aggregate, not by individual activity orwhether the activity contributed to customer satisfaction.16 Poormanagement decisions result during cost cutting; layoffs cause loss of valuablecompany knowledge and wholesale elimination of plants because their performanceis considered poor.这些组织只跟踪它的成本做一个活动，或利用这些累计的一个资源，而不是由个别的活动，或是否活动贡献satisfaction.16客户管理不善，决定在削减成本的结果;裁员造成损失的有价值的公司知识和批发消除植物，因为他们的表现被认为是穷人。
Because both accounting methods focus oncost, they miss the value created by Six Sigma projects. They also report thevalue far too late to be of real use. That leaves them improving thenonvalue-added processes.17ecause两种会计处理方法注重成本，他们错过六西格玛项目所创造的价值。他们还报告为时已晚，实际使用的价值。这使他们提高nonvalue增值processes.1 Poor cultural integration. Thisresults in projects that become randomly selected on a "that soundsgood" basis. The leaders do not establish strategic goals and objectivesthat embrace Six Sigma, but instead merely add Six Sigma as agoal.18,19 Six Sigma projects are launched on their own perceived meritsbut have no company strategy to tie into except the Six Sigma goal itself.可怜的文化融合。在成为一个“听起来不错”的基础上随机选择的项目，这样的结果。领导人不建立拥抱六西格玛的战略目标和具体目标，但而不是仅仅增加六西格玛作为一个goal.18，19六西格玛项目都推出了自己认为的优点，但没有公司的发展战略，除了六西格玛的目标，以配合本身。
Local instead of global thinking. Thereis also a tendency to optimize local processes without thinking about theglobal impacts. Because projects tend to be handed out, they also tend to comewith suggested root causes based on the leaders’ perceptions. This takesempowerment away from Black Belts to really dig in and determine a root cause. 而不是全球性思维的本地。还有一种倾向，以优化本地进程，没有思考的全球性影响。由于项目往往会递出，他们也往往根据领导人的看法与建议的根原因来。这需要赋权距离黑带真正挖掘，并确定一个根本原因
Because the leader’s perceptionof the answer already exists, there is a tendency for team members to beassigned to the BB before the real root cause has been determined. Without atrue root cause, it cannot be known which subject matter experts will beneeded.20 The team then struggles because it doesn’t have the right peopleto solve the problem after it’s been taken to an actionable level.21由于领导者的答案的看法已经存在，有一个团队成员的倾向，被分配到真正的根源之前已确定的BB。没有一个真正的根源，它不能被称为课题专家将needed.20团队斗争，因为它没有合适的人来解决这个问题后，它已经采取可操作的水平。
Human issues. Companies often don’tplan Six Sigma initiatives well. It’s rolled out with lots of fanfare in fancypresentations to employees. Then the real work of training the Green Belts (GB)and BBs starts.人的问题。企业往往不计划六西格玛举措。它的推出了大张旗鼓的许多员工看中演示。然后真正的工作开始培训的绿带（GB）和BBS。 The rest of the organization does not hearanything more about it for a few weeks—or months. The initial shine has beentarnished. Employees are asking, "Where are these big improvements I heardabout?" and saying, "No one has asked me about what I think should bedone!"该组织的其余部分没有听到任何关于它的更多几个星期或几个月。最初的光泽已经受损。员工都在问，“哪里有这些我听说了很大的进步吗？”并说：“没有人问我什么，我认为应该做的！
The company’s culture has not been changed.GBs and BBs are not supported fully in their roles as change agents. Often,they have other jobs that demand their time and take away from their ability tocontinually scout for bottom-line opportunities. Lacking leadership commitment,Six Sigma will eventually stall.22并未改变公司的文化。晶界和BBS完全不支持作为改革的推动者，他们的角色。通常情况下，他们有其他的工作，要求他们的时间，并采取从他们的能力不断球探底线机会。缺乏领导层的承诺，六西格玛最终将stall.22
All of this leaves a bad taste ineveryone’s mouth. Leaders don’t get the returns they expected, BBs aren’tempowered or are unable to realize their full potential, and the other SixSigma team members wonder why they are spending time doing things that resultin no real gain.所有这一切都留下了不好的味道，在每个人的嘴里。领导人没有得到他们预期的回报，BBS是没有权力或无法充分发挥其潜力，和其他六西格玛团队成员不知道他们为什么花时间做的事情，结果没有真正的收获。
Even worse, the control systems that mayhave been installed are ignored, and everything goes back to business as usual.更糟的是，控制系统可能已经安装的忽略，像往常一样，一切恢复业务。 The cure治愈 There is a better way, often using methodsthat have worked at other organizations.有一种更好的方式，常常使用在其他组织工作的方法Leadership commitment and strategy. Tomake Six Sigma a useful tool again, first an organization needs to createstrategic business goals and objectives that embrace Six Sigma thinking insteadof trying to add it as a separate goal or objective. All goals and objectives mustbe customer focused and provide value.领导层的承诺和战略。为了使六西格玛一个有用的工具，首先组织需要创建的怀抱，而不是试图添加它作为一个单独的目标或目标六西格玛思想的战略业务目标。所有的目的和目标，必须以客户为中心，并提供价值
Key critical-to-qualitydrivers—such as cost, new product introductions and market share—must bedetermined based on those goals and objectives. The real key to making thiswork is to realize that what is measured will be worked on.23关键的关键驱动程序，如成本，新产品推出和市场共享这些目标和目标的基础上，必须确定质量。使这项工作真正的关键是要认识到，什么是衡量工作
Be careful what measurements you choose tomonitor the improvements and what you tie bonuses to. If you aren’t careful,you will get exactly what you asked for at the sacrifice of almost everythingelse.仔细测量您选择显示器的改进和你配合的奖金。如果你不小心，你会得到正是你牺牲了几乎所有其他要求。
A better approach would be totake a lesson from 3M, which trained most of its staff and launched Six Sigmaprojects everywhere.24 When George Buckley came on board as the new CEOnearly five years later, he quickly realized that an overemphasis on Six Sigmahad completely stifled creativity within an organization built on innovation.一个更好的办法是从3M公司，其工作人员的培训和开展六西格玛项目everywhere.24当作为新的首席执行官乔治巴克利来到船上近5年后的教训，他很快意识到，过分强调六个西格玛已经完全扼杀创新上建立了一个组织内的创造力。
"While process excellencedemands precision, consistency, and repetition, innovation calls for variation,failure, and serendipity," said Brian Hindo, corporate strategies editorat BusinessWeek in an article about the 3M experience.25卓越流程的要求的精度，一致性和重复，变化，失败和意外发现的创新要求，说：”布赖恩Hindo，企业战略在“商业周刊”的编辑在一篇文章关于3M experience.2
Hindo explained that Buckley set up aformat in which workers could seek funding from several sources, and the companyallowed employees to use 15% of their time to pursue independent projects. Thisapproach encourages risk taking.Hindo解释说，巴克利的格式，在工人可以寻求从多个来源的资金，该公司允许员工用15％的时间，追求独立的项目。这种做法鼓励冒险。
Compare this with 3M’s initiallaunch of Six Sigma, when employees were required to have a minimum number ofSix Sigma projects per year and routinely complete charts on commercialpotential, market size and manufacturing concerns. Data-driven decisionscreated an environment in which "incremental work took precedence overblue-sky research."263M公司首次推出的六西格玛，当员工需要有一个每年例行完成的图表上的商业潜力，市场规模和制造业的关注六西格玛项目的最低数量。数据驱动的决策创造了一个环境“增量工作接手蓝天研究”26。
In another example of total commitment tokeep Six Sigma efforts at the forefront, General Electric (GE) ensured it gottop-down commitment by linking 40% of each top management bonus to successfulimplementation of Six Sigma goals.通用电气（GE）在总的承诺，继续走在了前列六西格玛努力的又一例证，确保它自上而下的承诺得到成功实施六西格玛的目标联系起来，每个高层管理人员奖金的40％。
This was in addition to requiring allexempt employees to train intensively in Six Sigma methods and complete aproject. Further, becoming a GB was a minimum requirement for promotion of anyemployee.27 Driving Six Sigma from the top down by linking remuneration toits success ensures it will be used effectively.这是除了要求所有豁免员工强化培训六西格玛方法，并完成一个项目。此外，成为一个GB的最低要求为促进任何employee.27驾驶六西格玛从顶部向下确保薪酬联系起来，其成功将有效利用。
Accounting methods. A better financialreporting system needs to be added to capture the improvements early. Financialmeasures using ABC and RCA accounting will most likely be useful only for overallcompany health (macro level) and should not be used to track processimprovement (micro level).会计处理方法。一个更好的财务报告体系，需要添加早期捕捉到改善。使用美国广播公司（ABC）和RCA会计的财政措施，将最有可能是有用的，仅适用于公司的整体健康（宏观层面），而不应被用来追踪过程改进（微观层面）
Most financial measures are too slow andtoo aggregated to determine those micro-level improvements. ABC and RCAaccounting systems both track costs that are effects, not causes.28大多数的金融措施，太慢，太汇总，以确定这些微观层面的改善。美国广播公司（ABC）和RCA的会计制度的影响，不causes.28跟踪成本
It may be better to take a lessonfrom lean in this instance. For example, the Wiremold Co. measures at theproduction cell level.29倚在这种情况下采取的教训，它可能会更好。 Wiremold有限公司措施，例如，在生产细胞level.29
Wiremold posts charts and graphs with trendanalyses at the cells and uses measurements shown in Table 1. None of thesemeasurements are financial. All are customer focused, operations driven andreflect global rather than local optima.30 Table 1 shows a perfectcombination of value-to-the-customer determination and, ultimately, value tothe organization.Wiremold职位图表和趋势分析图表，在细胞和使用测量表1所示。没有这些测量是金融。都是以客户为中心，业务驱动和反映，而不是当地optima.30表1全球性展览的完美结合的价值对客户的决心，并最终价值的组织





Cultural integration. At GE, all Six Sigma projects are tied to a strategic business goal as a prerequisite.31 This ensures the organization is working on the right projects. And with the executive bonuses tied in, employees will get the time they need to actually work on projects.
文化的融合。在GE，所有六西格玛项目捆绑到一个战略业务目标，这将确保该组织是正确的项目工作作为prerequisite.31。绑在执行奖金，员工将获得的时间，他们需要的实际工作项目上。

When an organization has goals and objectives with appropriate measures that can quickly and accurately reveal the results of improvement efforts, it must determine a project-selection process. All improvement projects must then meet several criteria:
当一个组织的目标和适当的措施，可以快速，准确地揭示努力改善的结果目标，就必须确定一个项目的选择过程。所有的改善工程，必须满足几个条件：

Have a project charter that clearly defines the scope.
Have an assigned leader and tentative team.32
Have an expected timeline for completion.
Have an expected ROI that meets company goals.
Have prioritization determination factors that include risk tolerance, productivity enhancements, added profits and revenue, and cost avoidance.33
有一个项目章程，明确界定的范围。
有一个指定的领导者和暂定team.32
有预期的时间表完成。
有一个预期的投资回报率，以满足公司的目标。
有优先次序的确定因素，包括风险承受能力，大大提高生产力，增加利润和收入，成本avoidance.33

With these criteria and a clear understanding of resource availability, the executive team can make informed decisions about which projects move forward now and which will be placed in the parking lot for potential implementation later.34 Organizations should work on the 4% of problems that cause 50% of the issues.35 Give the BBs projects that state the objective, not a ready-made answer.
随着这些标准和资源可用性的一个清醒的认识，行政团队可以做出明智的决策，哪些项目向前发展现在和潜在的实施将放置在停车场later.34组织工作问题的4％，导致50％的issues.35给BBS的项目，国家的目标，而不是一个现成的答案。

The addition of lean to the Six Sigma processes to create lean Six Sigma (LSS) makes so much sense that not doing it seems unimaginable. This combination of two methods to reduce waste first, eliminate defects and improve the remaining necessary processes is powerful.
精益六西格玛流程，创建精益六西格玛（LSS）的增加使得这么多的意义，没有这样做似乎难以想象。这两种方法的结合减少浪费，消除缺陷和改善其余必要的程序是强大的。

It is also important to continuously set new goals and objectives as LSS begins to deliver results. Today’s 110% is tomorrow’s 95%. This will avoid complacency that tends to set in after a goal has been achieved, particularly if it was a difficult project.36 Don’t forget to provide recognition for those who secured that hard-fought victory.
同样重要的是要不断设置新的目标和目标，作为LSS开始取得成果。今天的110％，就是明天的95％。这将避免自满，往往设置在后一个目标已经实现，尤其是如果它是一个艰难的project.36不要忘记提供担保，一场恶战的胜利那些承认..

Local vs. global optima. A better example of linking local to global optima is found again at Wiremold.
ocal与全局最优。在Wiremold再次发现一个更好的例子是连接本地到全局最优。

Wiremold’s measurements at the production cell level are shown in Table 2. Referring to Table 1, the production cell-level measures derive directly from the company-level measurements. The measurements are how the strategic goals and objectives are decided on and are nearly immediate, while a cost-accounting measurement would be at least one month late.
Wiremold在生产细胞水平的测量表2所示。参考表1，生产电池级的措施直接来自公司级的测量。测量的战略目标和宗旨决定如何，几乎是立即的，而成本会计计量将至少一个月迟。


http://www.asq.org/img/qp/101308-table2.gif Again, these factory-floor measurementshave no direct financial data connection because costs are effects, not causes.Wiremold looks at causes daily, and each worker can see the effect of his orher work and react immediately if things seem to be going astray. Measurementsof this type can be easily automated.37同样，这些工厂的地板测量的财务数据没有直接联系，因为成本的影响，没有原因。 Wiremold查找原因每天，每个工人可以看到他或她的工作的影响，并立即作出反应，如果事情似乎是误入歧途。这种类型的测量可以很容易地automated.37
Human issues. All employees need toknow about an LSS initiative, but not all need full GB or BB training. It’s OKif most are White Belts or Yellow Belts. You don’t need 80% of your peopleworking on 20% of the organization’s problems. Stay focused on what the companydoes that makes money.人的问题。所有员工都需要了解一个LSS的倡议，但不是所有的需要完整的GB或BB培训。这是确定的，如果大部分都是白色的皮带或黄带。你不需要80％的组织的问题上20％的劳动人民。公司不赚钱，集中住宿。
Reward and recognize improvement teams. Companyfunctions, newsletters and other house organs should proudly announce thebenefits achieved and directly recognize team members and leaders. Team outingsor a line item in the company yearly reports are also good recognition methodsthat will build team morale and engage the organization more completely.奖励和表扬改善小组。公司的职能，通讯和其他内部器官应该自豪地宣布取得的好处，并直接识别团队成员和领导者。队郊游，或在该公司的年度报告行项目都还不错的识别方法，将建立团队的士气和从事组织更多的completel
But recognition needs to be even more thanthat. When an employee makes it to BB and does a good job, the company needs tofind a way to provide advancement opportunities. Being a Black Belt cannot bethe end of the line.但承认需要甚至不止于此。当雇员，使BB和做得很好，公司需要找到一种方法来提供晋升机会。作为一个黑带不能行的末尾。
If a company is truly dedicated to LSS, aseparate department might be created to actively seek out improvement projectswithout the encumbrances of other tasks more directly related to the product orservice.中文(简体)如果一家公司是真正致力于LSS的，可能会创建一个单独的部门要积极争取，没有更直接相关的产品或服务的其他任务的产权负担的改善工程。
This can provide enterprisewide leadershipof LSS and will give the company a total focus on LSS and the ability to trulyseek LSS opportunities, develop well-thought-out projects for the executiveteam to prioritize, assemble its teams and implement theimprovement.38 Further, there would be a place for rewarding thesuccessful LSS BB or Master BB with supervisory positions.这可以提供LSS的企业级的领导和上LSS的重点和能力，真正寻求LSS的机会，制定行政团队深思熟虑，优先项目，组装队，实施improvement.38进一步会给公司，将有一个成功LSS的BB或主BB奖励与监督职位的地方
Revive Six Sigma兴六西格玛 Six Sigma alone is not enough anymorebecause you "would not want to drive process performance to a Six Sigmalevel—3.4 defects per one million opportunities—for a fat and sloppy processwith all sorts of unnecessary redo loops."39 Only if we eliminate thewaste first can we truly improve the processes under study.六西格玛单独不够了，因为你“不希望驾驶过程中的表现六西格玛- 3.4级为每百万机会缺陷与各种不必要的重做环脂肪和马虎的过程。”39只有当我们消除废物首先，我们才能真正提高所研究的进程。
But here we need to be careful yet again. Toyota has been in thenews a lot lately for what some call an overly strict adherence to leanthinking. Lean is being blamed for the issues and recalls Toyota has experienced.但在这里我们需要再次要小心。丰田一直在新闻很多最近一些过于严格遵守精益思想。精益是被指责的问题，并召回丰田经历。
You can’t build a house with only acarpenter’s toolbox; among others, you need concrete tools and electrician’stools. Similarly, to build a better process, an organization must use toolsfrom all the quality toolboxes, including lean, Six Sigma and total qualitymanagement. And the tool used must be appropriate to the situation.你不能建立一套房子只有一个木匠的工具箱;等等，你需要具体的工具和电工工具。同样，建设一个更美好的过程，一个组织必须使用所有的质量工具箱，包括精益，六西格玛和全面质量管理的工具。所用的工具，必须适当的情况。
With changes to an organization’s way ofthinking, an LSS effort can now be a part of a normative business system forthe long haul.40 Select key drivers that are customer focused and haveclear key success factors. An organization will be managing to value, not cost.That way, financial reporting will be consistent and timely, and global goalsand objectives will be supported.41LSS的努力与组织的思维方式的变化，现在可以将一个长haul.40选择，以客户为中心的主要驱动力和成功的关键因素有明确的规范业务系统的一部分。一个组织管理的价值，不符合成本。这样，财务报告将是一致的，及时的，和全球目标和目标将supported.41
By following these guidelines, we canrevive a valuable tool set that will be used at the right time and in the rightplace to be of great benefit to organizations and their customers.通过遵循这些准则，我们可以恢复一个宝贵的工具集，是大有裨益的组织和他们的客户，将在合适的时间和在适当的地方使用。