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Leading Holistic Improvement with Lean Six Sigma 2.0, Second edition

by Ron D. Snee, Roger Hoerl

June 2018

Intermediate to advanced

384 pages

10h 2m

English

Pearson FT Press

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The Expansion to Lean Six SigmaMacro Societal Shifts Since 1987Accelerated GlobalizationMassive Immigration into North America and EuropeGrowth of IT and Big Data AnalyticsRecognition of Uniqueness of Large, Complex, Unstructured ProblemsModern Security ConcernsCurrent State of the ArtVersions 1.0 and 1.1Version 1.2: Lean Six SigmaVersion 1.3: Lean Six Sigma and InnovationThe Limitations of Lean Six Sigma 1.3Still Not Appropriate for All ProblemsDoes Not Incorporate Routine Problem SolvingNot a Complete Quality Management SystemInefficient at Handling Large, Complex, and Unstructured ProblemsDoes Not Take Advantage of Big Data AnalyticsDoes Not Address Modern Risk Management IssuesA New Paradigm Is NeededReferences
The Ultimate Objective: Comprehensive ImprovementA Holistic View of Improving the BusinessAn Example of Holistic ImprovementA Strategic Structure for the Holistic Improvement SystemCreating a Common Improvement System: The Case of Lean Six SigmaAn Integrated Project Management SystemSummary and Looking ForwardReferences
Six Sigma: An Overall Framework and One Option for Improvement ProjectsQuality by Design ApproachesInnovation and CreativityDesign for Six Sigma (DFSS)Quality Function Deployment (QFD)Theory of Inventive Problem Solving (TRIZ)Additional Breakthrough Improvement MethodsLean EnterpriseStatistical EngineeringBig Data AnalyticsWork-Out ApproachQuality and Process Management SystemsISO 9000Malcolm Baldrige National Quality AwardKepner—Tregoe ApproachTotal Productive Maintenance (TPM)The Internet of ThingsSummary and Looking ForwardReferences
Case Study: Inside the GE DeploymentThe Beginnings: Jack Never Bluffs!No Second GuessingThe First Year: 1996The Push for Tangible BenefitsDFSS and a Critical Mass of Green BeltsA Refocus on CustomersApplication to FinanceDigitization and Six SigmaAt the Customer, for the Customer (ACFC)An Expansion and ReinvigorationConnection to Innovation and New Product DevelopmentLessons LearnedCase Study: The DuPont StoryImprovement at DuPont: 1950–1990sStrategy of ExperimentationProduct Quality ManagementOther ApproachesSix Sigma Begins in 1998Creating a Holistic SystemDuPont Production SystemDuPont Integrated Business ManagementProduct Commercialization FrameworkLessons LearnedCase Study: The Scott Paper Experience with Holistic ImprovementProcess Control InitiativeParallel EffortsEarly Efforts Toward Lean DesignReorganization of the Quality OrganizationQuality by DesignEarly Attempts at IntegrationLessons LearnedSummary and Looking ForwardReferences
Why Are Organizations Successful in Implementing Lean Six Sigma?Some Common MisconceptionsSuccess Starts at the TopLean Six Sigma Requires Top TalentAn Infrastructure to Support the EffortWhy Were Others Less Successful?How Committed Was Senior Leadership?Who Was Selected for Key Lean Six Sigma Roles?A Lack of Supporting InfrastructureThe Keys to Successful Lean Six Sigma DeploymentCommitted LeadershipTop TalentSupporting InfrastructureImprovement Methodology PortfolioHigh-Level Roadmap for Lean Six Sigma 2.0 DeploymentLaunching the InitiativeManaging the EffortSustaining Momentum and GrowingThe Way We WorkSummary and Looking ForwardReferences
Full or Partial Deployment?Developing the Deployment PlanDeployment Plan ElementsStrategy and GoalsProcess Performance MeasuresProject Selection CriteriaProject Identification and Prioritization SystemDeployment Processes for LeadersRoles of Management and OthersCurricula and Training SystemProject and Initiative Review ScheduleProject Reporting and Tracking SystemAudit System for Previously Closed ProjectsReward and Recognition PlanCommunications PlanSelecting the Right ProjectsSix Sigma and Lean ProjectsSelecting Good Lean Six Sigma ProjectsThe Concept of Process EntitlementDeveloping the Project CharterSelecting the Right PeopleThe Leadership TeamChampionBlack BeltGreen BeltMaster Black BeltFunctional Support GroupsForming TeamsWhere Do I Find the Resources?What Training Do I Need?Sample Black Belt Course for FinanceSample Black Belt Course for ManufacturingSample Green Belt Course for ManufacturingSelecting a Lean Six Sigma ProviderSummary and Looking ForwardReferences
Managerial Systems and ProcessesManagement Project ReviewsProject Reporting and TrackingCommunications PlanReward and Recognition PlanProject Identification and PrioritizationProject Closure: Moving On to the Next ProjectLean Six Sigma BudgetingDeployment Processes for LeadersIntegrating Lean Six Sigma with Current Management SystemsSummary and Looking ForwardReferences
Playing Defense: Sustaining MomentumHolding Project GainsQuarterly and Annual ReviewsThe Training SystemLeadership Green Belt TrainingLean Six Sigma Organizational StructureSix Sigma Leaders Must Work Together As a TeamThe “Lean Six Sigma Sweep”Playing Offense: Growing the EffortExpanding Lean Six Sigma Throughout the OrganizationUsing Six Sigma to Improve Supplier PerformanceExpanding the Improvement PortfolioWhich Methodologies to Add?Implications for InfrastructureSelecting the Most Appropriate MethodologyGrowing the Top LineSummary and Looking ForwardReferences
Creating a Holistic Improvement SystemThe Improvement Project PortfolioThe Improvement OrganizationIntegration of Quality and Process Management SystemsSynergies with ISO 9000Synergies with the Malcolm Baldrige National Quality AwardSynergies with Risk ManagementDon’t Forget About Process ControlDon’t Forget About Managerial ProcessesMotorola Financial Audit CaseThe Long-Term Impact of Holistic ImprovementHolistic Improvement Drives Culture ChangeImprovement As a Leadership Development ToolSummary and Looking ForwardReferences
Understanding the Role of the Methods and Tools: A Case StudyDefine PhaseMeasure PhaseAnalyze PhaseImprove PhaseControl PhaseResultsHow to Think About the Methods and ToolsTools Themselves Don’t Make ImprovementsTools Must Be Properly SequencedLeadership Is Still RequiredIncorporate Subject Matter KnowledgeSummary and Looking ForwardReferences

Content preview from Leading Holistic Improvement with Lean Six Sigma 2.0, Second edition

B

Glossary

“An operational definition puts communicable meaning into a concept. … It is one that reasonable people can agree on.”

—W. Edwards Deming

5S An acronym for Sort, Set in order, Shine, Standardize, and Sustain. This approach is often used in Lean enterprise to clean and organize the workplace.

baseline The level of process performance when a project is initiated.

Big Data analytics The statistical analysis of very large data sets, in hopes of finding opportunities for improvement.

Black Belt A process improvement project team leader who is trained and certified in specific improvement methodologies and tools, such as Six Sigma, and who is responsible for project execution.

capability The total range of inherent variation ...

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Lean Six Sigma for the Office, 2nd Edition

Publisher Resources

ISBN: 9780134299662

Leading Holistic Improvement with Lean Six Sigma 2.0, Second edition

by Ron D. Snee, Roger Hoerl

B

Glossary

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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B

Glossary

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,and much more.

You might also like

Lean Six Sigma for the Office, 2nd Edition

Innovating Lean Six Sigma: A Strategic Guide to Deploying the World's Most Effective Business Improvement Process

Redefining Operational Excellence

Green Six Sigma

Publisher Resources

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.