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在GE 前CEO 杰克·韦尔奇领导下， 通用电气公司在1996 年初开始把六西格玛作为一种管理战略列为其3大公司战略举措之首（另外两个是全球化和服务业）， 并在公司全面推行六西格玛的流程变革方法。从2005 年开始，GE 逐步将精益的思想和工作方式与六西格玛思想相结合。精益六西格玛也逐渐从一种单纯的质量管理方法演变成一个高度有效的企业流程设计、改造和优化技术。精益六西格玛为GE 带来了巨大的变化，提高了效率和顾客满意度，给顾客和股东带来了巨大收益。 Underthe leadership of Jack Welch, the ex-CEO of GE, GE began to apply Six Sigma asits first management strategy among its three strategic measures in thebeginning of 1996 (the other two strategies include the globalization and the serviceindustry strategy). What is more, GE also fully implemented the Six Sigma processtransformation method. From the year 2005, GE gradually combined the leanthinking and working way and the Six Sigma thought together. Lean Six Sigma hasalso gradually turned from one kind of pure quality management way to another kindof a highly effective business process design, transformation and optimizationtechnique. Lean Six Sigma has brought huge changes to GE. It not only improvesthe efficiency of products and the satisfaction of customers, but also brings enormousbenefits to the customers and the stock holders. 精益六西格玛 Lean Six Sigma file:///C:\DOCUME~1\ADMINI~1\LOCALS~1\Temp\msohtml1\01\clip_image002.gif Table1 Six Sigma organization of GE | Six Sigma organization | | | Champion (part-time) | Leaders of all the business | | Black belt master (MBB) | | | Black belt (BB) | | | Green belt (GB) | | | Related people of Six Sigma | |
精益思想强调时间，六西格玛强调质量。六西格玛+精益=“精益六西格玛”，意味着做得更好、更快！ 将精益生产与六西格玛结合起来，通过提高客户满意度、降低成本、提高质量、加快流程速度和改善资本投入，实现企业经济效益最大优化。 Lean ideaemphasizes time while Six Sigma focuses on quality. Six Sigma+ lean=“lean SixSigma”, which means that the GE will do things better and faster and willcombine the lean production with Six Sigma. It will enhance the customersatisfaction degree, reduce the costs, improve the quality, fasten the speed ofprocess, perfect the capital and realize the maximum of its economical benefits. 二、精益六西格玛在GE 的应用 II. The application of Lean Six Sigma in GE 1. 六西格玛在GE 应用的两个阶段 1. The application of Lean Six Sigma in GE canbe divided into two stages 六西格玛在GE 经历了两个阶段， 第一个阶段是从1996年到2001 年老杰克·韦尔奇在任期间， 第二个阶段从2001 年杰夫接任CEO开始至今。在第一个阶段内， 尤其在初期，GE 对于六西格玛培训不惜血本，花巨资请了咨询公司在全球范围内培训绿带和黑带，从高级副总裁开始，一律在培训室从最基本的统计开始学起。那时的绿带培训时间长达五个星期，DMAIC 每个阶段都有一个星期集中培训，还要完成一个绿带项目。参加六西格玛培训和做项目是一件非常荣耀的事情，最有前途和有潜质的人都争着去做绿带和黑带。 The application of Lean SixSigma in GE can be divided into two stages. The first stage was from 1996 to 2001,which was the office term of old Jack Welch. The second stage was from 2001,when Geoff took charge of CEO, till now. Within the first stage, especially inthe early stages, GE paid high prices for training of Six Sigma. It invited theconsulting company with huge investment for the training of green belt and the blackbelt on the global scale. The senior vice president and other managers learnedthat knowledge in the training room from the most basic statistics. At thattime, training time of the green belt lasted up to five weeks and each stage ofDMAIC needed the centralized training of one week. What is more, one green beltproject shall also be completed. If people can take part in Six Sigma training activityand doing the project, they will feel glorious because all the most promisingand the potential people try their best to do the green belt and the black belt. 第二个阶段从2001年杰夫接任CEO 开始， 虽然杰夫也重视六西格玛，但显然再没有提高到以前的那个高度，而“911 事件”以及一系列大公司财务丑闻之后，GE 面临商业环境的压力也比以前大了。绿带的培训慢慢改为一周左右的面授＋网上自学＋网上考试，项目仍然要求做。黑带的培训前后加起来仍然是长达2个月之多。绿带和黑带的认证流程更加规范化，黑带工作的重点从培训更多的变成改善公司内部流程为主。 The second stage was from 2001,when Geoff took charge of CEO, till now. Even though Geoff also paid highattention to Six Sigma, he did not pay that attention to it as the previousone. After the “911 event” and a series of financial scandals of enterprises, GEfaced larger commercial environment pressure. Training mode of green beltslowly changed to be the week-long face-to-face instruction＋self-learningon the Internet＋online examination. In addition, the projects shall also bedone. Training process of the black belt lasted for two months. What is more,the certification process of green belt and black belt become more standardized.Working emphasis of black belt has also been shifted from the trainingactivities to the improvement operation of internal processes of the company. 2. GE 六西格玛BB（黑带）的特点 2. Characteristicsof Six Sigma BB (black belt) of GE GE 是把黑带作为未来领导人的角度来加以培养的，黑带经历只是这些人的职业生涯的一段经历而已，而绝不是目标和终点。GE 招聘最优秀和最有潜力的人去做黑带， 让他们在这两年中经受这些不同部门的锻炼，期望他们能迅速成长。这些BB（黑带）其实起到了人材库的作用。 GE trained the black belt asits future leaders. The experience of black belt only belongs to one stage oftheir career but not the target and the end point. GE recruits the best people andthe people with greatest potential to do work of black belt so that they can gothrough training of those departments and can grow quickly. Actually, these BB(black belt) act as the talent pool. 与其他企业相比，GE的六西格玛黑带有两个明显的特点： 黑带的背景来源多样化， 不局限于质量出身的。由于黑带要求很强的领导能力， 所以在选材的时候， 会长远考虑这个人将来能否担当起领导的重任而综合衡量，而不是选择纯技术型的人材当黑带，但会很强调该领域、行业的工作经验。黑带的综合素质高，得到授权深入到管辖范围深入调查。所以尽管有些黑带在六西格玛统计方面未必有很深的造诣， 但在推行能力方面绝对一流。这也是GE 不拘一格，广泛推行六西格玛的成功因素之一。 Compared with otherenterprises, Six Sigma black belt of GE has two obvious characteristics: backgroundsof the black belt are diverse, which are not confined to quality background.People doing work of black belt need strong leadership. Thus, when the talentedpersons are selected, the company will consider them comprehensively to seewhether they can leader the company and they will not choose the talents of puretechnology. People of black belt need great work experience of that field and industry.Their comprehensive qualities are high. Related people are authorized to do in-depthinvestigation to qualified persons among their jurisdiction. Thus, even thoughsome people of black belt do not have deep knowledge of Six Sigma statistics,they have first-class implementation ability. This is also one of the essentialfactors for GE’s success in wide implementation of Six Sigma. 3. 精益六西格玛应用于产品研发、营销、生产运营等领域 3. Lean SixSigma is applied in the field of product research, marketing, production, manufacturing,operations and other fields 目前，GE 主要将精益六西格玛推广到新产品开发、信息到客户下订单、出订单到交货三个流程，关注从客户开始到客户结束，贯穿始末的价值链方法，而不局限于供应链的一段。 Currently, GE mainly appliesthe lean Six Sigma in the development and research of new products and informationfrom the time when the order is placed by the customer to the time when the goodsare delivered. GE focuses on the throughout value chain method from the startingoperation of customers to the ending operations of customers. They do not onlylimit their operations to the supply chain. GE 的这三种流程不仅限于生产流程，而且可以是服务流程、培训流程等。关键在于从客户开始到客户结束，这样才能真正了解到客户的满意度。 The three different processesof GE not only include the production process, but also the service process andthe training process. The key point for that is that it starts from the customersand ends with investigation of the customers. Thus, they can really understand satisfactiondegrees of the customers. 二、GE航空集团简介 II. Introductionto GE Airlines Group G E航空集团隶属GE运输系统，是运输系统下的一个业务集团，G E航空集团的组织结构如图2所示： GEAirlines Group is subordinate to GE transportation system and it is one businessgroup under the transportation system. Organization structure of GE AirlinesGroup is shown as the following figure: G E航空集团总部在美国俄亥俄州－辛辛那提，2004销售收入达114亿美元，全球雇员总数26，500人，在全球拥有40多个生产基地和工作场所，产品包括37种发动机，91种航空器系统和42种海洋和工业用系统。 Headquarterof GE Airlines Group is located in Ohio－Cincinnati of America. In 2004,its sales revenue reached 11.4 billion dollars and its employees over the worldare about 26500. It has more than 40 production bases and workplaces and itsproducts include 37 types of engines, 91 types of aircraft systems and 42 typesof ocean and industrial systems. G E航空集团分为GE 航空和C F M国际公司两部分，G E航空是G E全资公司，而CF M是G E公司与法国斯奈克玛公司的在1974年组建的合资公司，这个合资公司各占50%股份。据统计，CF M国际公司全球用户有430家，目前每天每膈3秒钟就有一架以CF M发动机为动力的飞机起飞，据统计，如今投入使用的该公司生产的C F M 5 8发动机数量近15300台。 GEAirlines Group can be divided into GE Airlines and CFM InternationalCorporation. GE Airlines is a GE wholly-owned corporation while CFM is a jointventure company of GE Corporation and Snecma of France, which was built in 1974.These two parts takes their 50% shares separately. According to the statistics,CFM International Corporation has 430 units around the world. Now, one planewith the CFM engine took off every three seconds each day. According to the statistics,nearly 15300 CFM 58 engines of this corporation are used. G E从1917年开始介入航空发动机领域，在90年历程中不断创新，取得了辉煌成就： GEoccupied in aero engine production field from 1917. It obtained gloriousachievements through its continuous innovation during those 90 years: 1917年第一次世界大战期间，美国政府寻找一家公司为当时刚刚开始发展的航空业开发第一台“推进器”——飞机发动机的雏形。这台推进器，或者叫涡轮增压器，将安装在一台活塞发动机上，通过发动机的排气量将推动一个空气压缩机，从而在高空产生推动力。G E公司最终凭借技术优势获得了第一个与航空业有关的政府合同，从而为成为全球领先的喷气式发动机制造商铺平的道路。 Duringthe First World War in 1917, American government wanted to find one company, whichcould develop the first “thruster”— the prototype of aero engine, for the just-startingaircraft industry. That thruster or the turbocharger will be installed on oneset of piston engine. The air displacement of that engine will push forward theair compressor and the driving force will be produced in the sky. GE Corporationfinally signed the first government contract relating to aircraft industrybecause of its technological advantages. This paved its way for the global leadingmanufacturer of jet engines. 1942年，G E公司受美国空军委托，在英国的FrankWhittle爵士的设计基础上成功研制出美国第一个喷气式发动机——I-A发动机。 In 1942,entrusted by the U.S. airforce, GE Corporation successfully developed the first jet engine of America—I-A engine on the basis of Frank Whittleknight design of the United Kingdom. 从冷战时期一直到伊拉克战争，G E公司一直为美国空军的各色飞机研制开发不同种类和型号的发动机。 Fromthe cold war period to the Iraq War, GE Corporation continued to research anddevelop different types and models of engines for US Air Force. 凭借在军用飞机发动机领域多年研发的经验，G E公司在1971年开始以CF6-6型发动机进入民用飞机发动机市场。到上世纪80年代，G E的民用发动机已经占领了大量的大型宽体客机市场，麦道、波音及空客的许多机型都配备G E的发动机。 Dependingon development experience in the military aero engine fields, GE Corporationbegan to enter into the civilian aero engine market from 1971 through the CF6-6engine. Till 1980s, civilian aero engines of GE Corporation had occupied alarge amount of market share in the large wide-body jet market. Many planes of MacDonnell-Douglas,Boeing, and Airbus all use GE engines. 1974年，G E同法国斯奈克玛公司成立CF M国际公司，联合开发C F M56系列发动机，经过30多年的合作CF M56系列发动机在市场上取得了巨大成功。 In 1974,GE Corporation founded the CFM international corporation together with Snecmaof France for the joint development of CFM56 series of engines. After the 30years’ cooperation, CFM56 series of engines achieved a great success in the market. 三、GE航空集团业务结构 III.Business Structure of GE Airlines Group GE航空集团按业务划分为五个事业部，如图3所示： GEAirlines Group has five business units, which are divided according to the businesses.Refer to Figure 3: 航空材料事业部：负责供应飞机、涡轮机、备品备件所需材料的供应，地点主要在：美国达拉斯和英国加的夫。 Businessunit of aeronautical materials shall be responsible for the supply of materialsneeded by aero planes, turbines and spare parts. This unit is located in Dallasof America and Cardiff of the United Kingdom. 航空租赁事业部：负责供应飞机、涡轮机、备品备件所需材料的供应，地点主要在：美国康涅狄格州的斯坦福德和俄亥俄州的辛辛那提。 Businessunit of aircraft leasing operation shall be responsible for the supply of materialsneeded by the planes, the turbines and the spare parts. This unit is located inStamford of Connecticut of America and Cincinnati of Ohio. 中间件系统事业部：主要负责设计、生产、维修、技术服务、备品备件，地点主要在：美国马里兰州的巴尔的摩和泰国的U-Tapao。 Businessunits of CIIMS shall be responsible for the design, the production, the maintenance,the technical services and the spare parts. This unit is located in Baltimoreof Maryland of America and U-Tapao of Thailand. 配套服务事业部：主要负责点火系统、电力系统、线路系统、管路系统、传感系统配套服务，地点分布比较广泛，主要在：美国、墨西哥、加拿大和泰国。 Businessunit of supporting services shall be responsible for the supporting services ofignition system, the power system, the line system, the piping system and the sensingsystem. It has many locations, including the US,Mexico, Canada and Thailand.
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