Beyond Six Sigma and Lean! Design your processes to facilitate real business growth, in both healthy and unhealthy economies
Design for Operational Excellence defines why companies embark upon continuous improvement—and the true answer is not to improve efficiency, quality, or eliminate waste! The reason is to achieve Operational Excellence. Duggan, an established authority on OpEx, provides the design criteria and guidelines that enable you to grow your business organically by refocusing management’s attention from running the business to growing the business. Founded on eight key principles, this groundbreaking system facilitates the continuous flow of value into any operation—from customer service to sales to manufacturing.
Kevin J. Duggan is a renowned speaker, executive mentor, and educator in applying advanced lean techniques to achieve Operational Excellence and the author of two books on the subject: Creating Mixed Model Value Streams and The Office That Grows Your Business—Achieving Operational Excellence in Your Business Processes. As the Founder of the Institute for Operational Excellence, the leading educational center on Operational Excellence, and Duggan Associates, an international training and advisory firm, Kevin has assisted many major corporations worldwide, including United Technologies Corporation, Caterpillar, Pratt & Whitney, Singapore Airlines, IDEX Corporation, GKN and Parker Hannifin. A recognized expert on Operational Excellence, Kevin is a frequent keynote speaker, master of ceremonies, and panelist at international conferences, and has appeared on CNN and the Fox Business Network.
Table of contents
- Cover Page
- Design for Operational Excellence
- Copyright Page
- Introduction: The Return on Your Investment
- PART I: Destination: Creating Operational Excellence
PART II: Nine Tough Questions on Continuous Improvement
- Chapter 6: Preparing People to Jump
- Chapter 7: The First Question: Why Do We Do Continuous Improvement?
- Chapter 8: The Second Question: What Is the Best Way to Improve?
- Chapter 9: The Third Question: How Do We Know Where to Improve?
- Chapter 10: The Fourth Question: Why Do We Strive to Create Flow?
- Chapter 11: The Fifth Question: What Causes the Death of Flow?
- Chapter 12: The Sixth Question: What Would the Shop Floor Look Like if We Did Everything Right?
- Chapter 13: The Seventh Question: What Would the Office Look Like if We Did Everything Right?
- Chapter 14: The Eighth Question: What Would the Supply Chain Look Like if We Did Everything Right?
- Chapter 15: The Final Question: Where Will Our Continuous Improvement Journey Take Us?
PART III: The Eight Principles of Operational Excellence
- Chapter 16: The New Operations "Engine Design" for Operational Excellence
- Chapter 17: The First Principle: Design Lean Value Streams
- Chapter 18: The Second Principle: Make Lean Value Streams Flow
- Chapter 19: The Third Principle: Make Flow Visual
- Chapter 20: The Fourth Principle: Create Standard Work for Flow
- Chapter 21: The Fifth Principle: Make Abnormal Flow Visual
- Chapter 22: The Sixth Principle: Create Standard Work for Abnormal Flow
- Chapter 23: The Seventh Principle: Have Employees in the Flow Improve the Flow
- Chapter 24: The Eighth Principle: Perform Offense Activities..
- PART IV: Extended Case Studies
- Conclusion: Our Blueprint for Growth
- Title: Design for Operational Excellence: A Breakthrough Strategy for Business Growth
- Release date: September 2011
- Publisher(s): McGraw-Hill
- ISBN: 9780071768566
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