（D1）May 18th,2009
（D1）5月18日,2009 年

Daytime: Evolution of Global Six Sigma
全天:全球精益六西格玛的演进

• 0830    Guests entering
              嘉宾入场


• 0900    Opening of ISSSP China Six Sigma Leadership Conference
              ISSSP中国领导力大会开幕
• 0905    Everything I Know About Lean Six Sigma I Learned At EMC2
              我对精益六西格玛的所有认知都来自于EMC2
• 0945    Six Sigma Organization Transformation
              六西格玛公司的转变


• 1020    Tea Break and network communication
              茶歇及人脉交流


• 1040    Significantly Increasing the Probability of Success
              增加成功可能性的关键因素
• 1125    MINITAB
              MINITAB


• 1200    Buffet lunch and network communication
              自助午餐及人脉交流


• 1330    Lean Six Sigma's Enabler: DFX
              精益六西格玛的驱动者:DFX
• 1410    Six Sigma Leadership in SKF
              六西格玛领导力在SKF的应用


• 1450    Tea Break and network communication
              茶歇及人脉交流


• 1510    Change Integration model at J&J
              强生的变革整合模式
• 1550    Raytheon 6 Sigma：Best Practice in Automotive Industry
              雷神六西格玛，汽车行业最佳实践
• 1630    Global Lean Six Sigma for Two Decades
              全球精益六西格玛二十年
• 1700    Ending
              当日结束

0900    Opening of ISSSP China Six Sigma Leadership Conference
             ISSSP中国领导力大会开幕

    Opening announcement of ISSSP China Six Sigma Leadership Conference 2009 and opening speech by ISSSP President Roxanne O’Brasky.

    ISSSP主席 Roxanne O’Brasky 宣布2009年中国领导力大会开幕并致欢迎辞。

0905    Everything I Know About Lean Six Sigma I Learned At EMC2
             我对精益六西格玛的所有认知都来自于EMC2

    What made EMC2 Lean Six Sigma APJ/CoE successful?
    If you’d have asked me this question 5 years ago, I might have answered “standards”.But, having being in this role in APJ/CoE for almost 2 years, I now view that question with a measure of objectivity.
    It wasn’t EMC2 systems that drove Lean Six Sigma success in APJ/CoE.It was the commonsense business approach.
    You can’t do anything without people, without teamwork.Together,our work is inspirational and enjoyable.     I extracted 7 principles I learned from my current role in EMC2 APJ/CoE:Honesty and Integrity, Courage, Relationships, Recognition, Communications, Standards and Leading by Example.They represent good business practices - you cannot run a deployment without those things being in proper order.And they represent EMC2 APJ/CoE LSS as it is today ...

    是什么让EMC2 的精益六西格玛亚太日本/卓越中心APJ/CoE如此成功?
    如果你是在5年前问我这个问题的话，我的答案有可能是“标准”。但是在亚太日本/卓越中心工作了近2年之后，我会更客观得去回答这个问题。
    并不是 EMC2 系统驱动了精益六西格玛在APJ/CoE的成功，而是常识性的业务做法。     没有人和团队作业是不可能完成任何工作的。两者合二为一，我们的工作就变得充满灵感与愉悦。
    我从我在EMC2 APJ/CoE 的现任工作中提炼出了7条理论原则： 诚实和正直，勇气，人脉关系，个人识别，交流沟通，标准并以身作则。 这些原则代表了好的业务实践_ 如果无法正确合适安排这些关键点的话你是无法运行一个好的部署的。同时，正是这些原则代表了EMC2 APJ/CoE 精益六西格玛今天的样子...

0945    Six Sigma Organization Transformation
             六西格玛公司的转变

    Sharing the experiences of Six Sigma initiatives in GE and Genpact, specially on how to transform organizations into Six Sigma level.

    以简柏特的实践经验说明如何运用六西格玛方法论推动公司运营体制的转变。

1040    Significantly Increasing the Probability of Success
             增加成功可能性的关键因素

    In the competitive environment there are goals and methods for obtaining the goal.Some fail,some obtain marginal success while others achieve great success. What separates winners from losers are the thought processes,methods and tools used to achieve set goals.
    Six Sigma contains a thought process, methods and tools that increase the probability of developing and delivering near-perfect products and services,although the application of Six Sigma does not always guarantee success.There are other contributing factors.
    This presentation will review several successful projects and the contributing factors that significant increased their probability of success.

    在竞争激烈的国际环境中，通常会有方式方法来帮助达到设定目标。结果有的失败了，有的涉险过关，有的则成果非凡。区分胜者与败者的关键是思维流程，为实现既定目标所采用的方法与工具。
    六西格玛所蕴含着的这种思维流程，方法及工具可以提高开发并生产几近完美的产品与服务的可能性，尽管并不是所有的六西格玛实施都能保证成功。还存在其他的作用因素。
    这个演讲将会对几个成功项目进行简要回顾分析，并找到对他们的成功起到关键作用的作用因素。

1125    Minitab–Making Six Sigma Happen
             Minitab-使六西格玛成为可能

1330    Lean Six Sigma's Enabler: DFX
             精益六西格玛的推动者:DFX

    What is Lenovo LSS Philosophy
    What is DFX
    How is DFX Related to LSS
    How to DFX

    什么是联想精益六西格玛哲学？
    什么叫"DFX"?
    如何链接"DFX"与"LSS"？
    怎样运用"DFX"?

1410    Six Sigma Leadership in SKF

    Among the many companies that have embarked on the Six Sigma journey,some have achieved spectacular success while others have failed.What makes the difference?Many factors can play a role in company initiatives that succeed over the long haul and those that fail.
    Mr Sanjeebit Choudhury，SKF China's Vice President Quality & Six Sigma and member of SKF China's Country Executive Management Team shares his thoughts and experience on how to lead six sigma successfully in SKF way.His valuable experience offer a profile in Leading SKF China can achieve long-term success with Six Sigma,including:
    Organizational structure which enables SKF to logically build out an deployment and implementation plan while mitigating potential risks of failure.
    Management infrastructure e.g. tools in SKF to enable clear and concise communication,measurement and reward/recognition mechanics.

    在许多已经开始六西格玛旅程的公司中,一些公司已经取得了成功而另一些公司却失败了。区别何在？有许多因素在其成功或是失败中起着重要的作用。
    Sanjeebit Choudhury先生,SKF中国区的质量和六西格玛副总裁和SKF中国的执行管理团队成员,在此分享了他如何在SKF成功引导六西格玛的想法和经验。他提供了他在SKF中国如何带领六西格玛实现长期成功的宝贵经验,包括了：
    组织结构：如何在公司内建立了一个合乎逻辑的部署和实施计划，同时减轻潜在失败风险。
    管理基础设施：如何在公司使用合适的管理工具来建立明确和简洁的沟通，绩效评估和有效的奖惩制度。

1510    Change Integration model at J&J

    Businesses constantly go through change. And if the change is managed appropriately, it can result in a positive business impact. Change Integration model is a methodology that dramatically increases the commitment and involvement by an organization undergoing change. It helps an organization to successfully deploy all types of change, from changes within an organization to new product launches.
    By proactively managing change, organizations will more quickly achieve the goal of an initiative through the use of tools and methods that help minimize employee resistance to change, the number one obstacle for successful implementation of a change initiative. It also minimizes the dip in employee productivity by improving employee morale and capabilities through involvement, communication, and education.
    The Change Integration model has been successfully deployed in various types of changes, where process improvement teams utilize the methodology as they deploy significant initiatives in their organizations.

    业务始终不断地在变化之中。若变化管理得当，则可产生积极的商业影响。变革整合模式也是一种方法论，的它能大大增加身处变革中的企业的承诺和参与度。它有助于任何组织成功地实施任何类型的转变，从组织内部的革新，到新产品的推出，它都适用。
    积极地变革能使企业更快地实现最初设定的目标，施行变革的最大障碍来自员工的抵制。通过一系列的工具和方法的使用，这种抵制能被减少到最低。通过参与，交流和培训，能最大限度地改善员工的士气和能力，从而提升员工的工作效率。
    这种变革整合模式已成功地应用在不同类型的变革中。流程改善团队在企业中施行重大举措时利用的就是此方法论。

1550    雷神六西格玛，汽车行业最佳实践

    雷神公司是一个以客户为导向的，注重以人为本，刚正不阿，信守承诺和追求卓越的公司。
    • 2008 销售额: $232亿美元
    • 全球员工超过 72,000人
    • 总部位于 Waltham, Massachusetts, USA
    我们的愿景是通过世界级的员工和科技，成为最受尊重和瞩目的国防和航天服务供应商。

    雷神咨询公司是全球领先的学习型咨询服务公司。我们通过以下途径帮助客户提高业绩：
    • 重新为客户设计他们的员工、经销网络及合作伙伴的学习系统
    • 实施新的学习方案
    • 以长期合作的方式提供整合式的咨询管理服务
    我们在全球70多个国家和地区用28种语言为客户提供服务。

    Raytheon Six Sigma™ 是我们学习过程中的一个关键因素。R6s是一个系统严谨，以内容为基础的方法，用来提高生产力，扩展业务和提高客户的满意度。根据每个项目和每名员工的经验，我们学到了更多有关过程改进并且提供价值给客户
。
    Raytheon Company is a customer-focused company that places the highest value on people, integrity, commitment and excellence; Raytheon company is an industry leader in defense, government and commercial electronics; space; information technology; technical services; business aviation and special mission aircraft and integrated learning solutions
    • 2008 Sales:$23.2 billion;
    • 2008 Employees:More than 72,000 worldwide
    • Headquarters:Waltham, Massachusetts
    Raytheon Professional Services is a global leader in learning services and outsourcing.

    Raytheon Professional Services is a global leader in learning services and outsourcing.
    We improve clients’ business performance by:
    • Redesigning how they train employees,customers and partners;
    • Implementing their new training design;
    • Managing their training in long-term outsourcing engagements.
    we provide services in more than 70 countries and territories in 28 languages.

    Raytheon Six Sigma. A key element of our learning process is embedded in our Raytheon Six Sigma™ efforts. R6s is a disciplined, knowledge-based approach used to increase productivity, grow the business and enhance customer satisfaction. With each project and each employee experience, we learn more about process improvement and about providing value to the customer.

1630    全球精益六西格玛二十年

    全面介绍精益六西格玛过去20年在全球的发展进化。同时介绍ISSSP的工作及未来。