Description
In the new economy, the mandates for improvement initiatives are rapid deployment and sustainable results. Accelerating Lean Six Sigma Results provides real-world direction for this new improvement agenda with targeted rapid deployment and the Scalable Lean Six Sigma TM approach for quickly achieving high impact results, return on investment, and growth in global market share.
About the author(s)
Terence T. Burton is President of The Center for Excellence in Operations, Inc. (CEO), a management consulting firm headquartered in Bedford, New Hampshire with offices in Munich, Germany. Terry has over 35 years of experience in operations, quality, engineering, supply chain management, distribution and logistics, maintenance and repair, customer service, finance, and sales/marketing. Terry is best known for his “hands-on” approach to consulting and his executive leadership in transforming organizations.
Prior to his consulting career, Terry held several senior executive and line management positions at Wang Labs, Polaroid, and Atlantic Richfield, and practice leadership positions with two international consulting firms: KPMG Peat Marwick and Pittiglio, Rabin, Todd, & McGrath (PRTM). Terry has extensive and diversified business improvement experience with over 300 clients in North America and Europe ranging from large diversified international Fortune 500 corporations to small and mid-sized companies.
Terry holds a B.S. and M.S. in Industrial Engineering from the University of New Haven, and an MBA from Boston University. Terry is a certified Six Sigma Black Belt, and has held national positions with APICS, AME, ASQ, and PDMA. Terry is a frequent speaker and webinar presenter at many industry and professional associations and has written hundreds of articles on business process improvement for various trade publications.
Table of Contents
PART I: Accelerating Lean Six Sigma Results—The C-Level View
Chapter 1—Improvement ExcellenceTM: The Missing Factor
Lean Six Sigma 2010 and Beyond—The Jury Is Out
Maybe We Need a Lean Six Sigma Comeback
But There Is No Budget for Improvement
Missing in Action—A Formal Implementation Architecture
Knock-Off, One-Size-Fits-All Lean Six Sigma
Educate-Pontificate-Mortificate Deployments
Improvement ExcellenceTM: The Competitive Differentiator
Improvement ExcellenceTM Is a Legitimate Core Competency
Implementation Architecture Matters
Chapter 1 Take Aways
Chapter 2—Scalable Improvement 2010 and Beyond: Rapid Deployment and Rapid Results
The Fallacy of Improvement: Acceleration Entrapment
The Improvement-Dysfunctional Organization
The Separation Disorder of Improvement
Scalable Lean Six Sigma™: An Accelerated Improvement Model
Emergence of Transactional Enterprises
The Future of Improvement
Chapter 2 Take Aways
Chapter 3—Lean Six Sigma Accelerators
Lean Six Sigma Has Stalled
Behavioral Alignment Is Critical
Does the Name Pavlov Ring a Bell?
The Drivers of Acceleration
Pointless Intuition Is Out, Fact-Based Root-Cause Problem Solving Is In
The 10 Accelerators of Lean Six Sigma
More Challenges—The Voice of X
Learn from the Past, Accelerate the Future
Chapter 3 Take Aways
Case Study—Business Excellence at Endicott Interconnect Technologies
PART II: How to Achieve Rapid Results with the 10 Lean Six Sigma Accelerators
Chapter 4—Lean Six Sigma Accelerator #1: Strategic Leadership and Vision
The Omni Pattern
Business Diagnostic: The Fact-based Foundation
Kano Analysis: Aligning Customer Needs
Executive Education and Development
Policy Deployment: Defining and Prioritizing Target Opportunities
Building the Improvement Vision
Stakeholder Engagement and Commitment
Leadership Implementation Infrastructure
Chartering Roles and Responsibilities
Financial Validation—Before, During, and After
Improvement Best Practice Leadership Behaviors
Chapter 4 Take Aways
Chapter 5—Accelerator #2: Robust Deployment Planning
Macro Charter Planning
The Macro Charter
Project Prioritization Matrix
Project or Resource Alignment
Team Assignment
Using the Macro Charter for Planning and Project Management
Individual Project Charters
The Micro Charter—Quick Strike Area Improvements
Keeping the Lean Six Sigma Lifecycle Alive
Chapter 5 Take Aways
Guest Article Contribution, Elpitha Votsis, Harman Music Group
Chapter 6—Accelerator #3: Provide Customized Education and Development
Understanding Different Improvement Methodologies
Customization Best Practices
DMAIC—The Foundation of Lean Six Sigma
Improvement Excellence™: Lean Six Sigma and Beyond
Enabling IT and InfoTech
Education with Immediate Impact
Chapter 6 Take Aways
Guest Article Contribution, Eric Lussier, WHX Corporation
Chapter 7—Accelerator #4: Communicate, Communicate, Communicate
The Purpose of Communication
The Most Important Message
Concerns and Reactions to Change
Overcoming Resistance to Change
Developing an Effective Communications Strategy
Change Management Essentials
Chapter 7 Take Aways
Chapter 8—Accelerator #5: Launching with the Best in Mind
The Underpinnings of Best
Eight Factors that Influence Organizational Greatness
Empowerment and Engagement
Crafting a Learning Culture
Talent Management Matters
Chapter 8 Take Aways
Guest Article Contribution, Susan S. Underhill, Hewlett-Packard Company
Chapter 9—Accelerator #6: Provide Strong, Extensive Mentoring Support
Mentoring Expertise Does Not Come with a Belt
Leveraged Mentoring
DMAIC—The Mentoring Road Map
Executive Mentoring and Coaching
Mentoring Wicked Problems
Mentoring Larger Strategic Issues
Chapter 9 Take Aways
Guest Article Contribution, Sherry Gordon, Value Chain Group
Chapter 10—Accelerator #7: DMAIC the Deployment Process Regularly
Customer Centricity—From Idea to Pleasurable Customer Experience
Aligning Strategic Leadership and Vision
Execution Metrics
Get It Right Upfront
Chapter 10 Take Aways
Guest Article Contribution, Robert Q. Watson, INOVA Hospital
Chapter 11—Accelerator #8: Accelerate Individual Project Paths
Viewing Accelerators Systematically
Lean Six Sigma Assessment Process
Chapter 11 Take Aways
Chapter 12—Accelerator #9: Complete the C in DMAIC
Control Plan
Validation of Improvement
Celebration
When Is a Project Complete?
Control the Journey and Control Success
Chapter 12 Take Aways
Chapter 13—Accelerator #10: Practice Concurrent Continuous Deployment
The Logic of Concurrent Continuous Deployment
The Business Mastery Model of Improvement
Integrating the 10 Accelerators
Chapter 13 Take Aways
PART III: Next Generation Lean Six Sigma: The Intersection of Leadership, Innovation, and Enabling Technology
Chapter 14—Greatest Opportunities: Transactional Business Process Improvement
The Migration to Transactional Process Improvement
Strategic Planning
Customer and Market Research
Product Management
Invoicing and Billing Errors
Excess and Obsolete Inventory
Requests for Quotations
Customer Service
Global Sourcing and Outsourcing
Advertising and Promotions
Sales and Operations Planning
Supply Chain Planning and Logistics
Supplier Development and Management
The Marketing and Selling Process
Organizational Development and Human Resource Management
Global Real Estate and Space Management
Strategic Maintenance and Facilities Management
Financial Management
Information Technology
Acquisition and Integration Process
Performance Measurement Process
Step Up to the Transactional Improvement Challenge
Chapter 14 Take Aways
Chapter 15—The Intersection of Leadership, Improvement, and Technology
Why IT Matters in Strategic Improvement
Chapter 15 Take Aways
Guest Article Contribution, Paul Matthews, L.E.K. Consulting
Epilogue
Index
Reviews
“All of the global business units within the Harman Professional Division are living successes that continue to evolve from Scalable Lean Six SigmaTM, the 10 Accelerators, the formal business infrastructure, and the deployment best practices presented in this book.”
—Blake W. Augsburger, Executive Vice President, Harman Professional Division, North America Country Manager
“Improvement ExcellenceTM, the 10 Accelerators, Scalable Lean Six SigmaTM, and many other topics presented in this book are not limited just to Lean Six Sigma success, but to the success of any large-scale strategic improvement initiative including technology planning and implementation.”
—Robert Enslin, President, SAP North America
