book

Lean Six Sigma For Leaders

by Martin Brenig-Jones, Jo Dowdall

June 2018

Intermediate to advanced

320 pages

6h 47m

English

Wiley

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Why this Book?I am often Asked the Question ‘What Exactly is Lean Six Sigma?’Lean ThinkingIntroducing Six Sigma
Starting with DefineWhat is a Process?CustomersUnderstanding the Voice of the CustomerSetting the TimescaleSetting ScopeEstablishing an Effective DMAIC Team with the Right People
Picturing the ProcessMeasuring the Right ThingsMeasuring the Things RightTypes of DataMeasuring Enough Things
Process AnalysisTIM WOODSVisual Analysis of the Graphical Representation of DataStatistical AnalysisAnalysing the Process FlowRoot Cause AnalysisAnalyse – Summary for Leaders

Solution GenerationSelectionPreventionPlanning and Testing
Implement and Control?ControlThe Control PlanKnowing the Quality GoalsMonitoring Actual PerformanceTransfer
What is a Process?Creating a Process ArchitectureSetting Up and Using a Process LibraryDon't Over‐Process your ProcessesDefinition of a Well Managed ProcessProcess OwnershipProcess Measurement
Principle 1: Focus on the CustomerPrinciple 2: Identify and Understand How the Work Gets DonePrinciple 3: Manage, Improve and Smooth the Process FlowPrinciple 4: Remove Non‐Value‐Add Steps and WastePrinciple 5: Manage by Fact and Reduce VariationPrinciple 6: Involve and Equip People in the ProcessPrinciple 7: Undertake Improvement Activity in a Systematic Way
What is a Leader?The Need for AuthenticityLeading with HumilityRespect for Every IndividualFocus on ProcessCreate Constancy of PurposeEmotional Intelligence – The Essential Ingredient?Creating a Safe Environment
Self‐organising Teams and Servant LeadershipLean StartupPsychological SafetyAgile Business ConsortiumAgile Continuous Improvement
The Challenge of StrategyA Brief History of HoshinAn Example of Strategy DeploymentFurther Examples
A Brief History of Lean Six Sigma for Innovation and DesignWhen to Use the Design ApproachThe Challenge of Innovation and Design
Discovery…Alpha…Beta…SigmaDefine and DiscoveryBenefits Realisation
The Belt SystemMaking the Most of your Trained PractitionersCoachingEquipping Sponsors/Champions and Setting Appropriate ObjectivesMaking Progress VisibleAwareness and Involvement
‘BOHICA’ or Initiative FatigueAnxietyExcitementDisillusionment and Switching OffSo, What do People Need from Leaders?ListenRespondJoin Everything UpManage the Change
Information and UnderstandingProviding Practitioner ResourcesAdopting New Ways of WorkingRealising the BenefitsFeeding the Pipeline
An ‘Infrastructure’ to Support Lean Six Sigma1. Executive Sponsorship2. Project Sponsorship3. Tollgate Reviews4. Suitable Projects and Improvement Opportunities5. Importance Placed on Benefits6. Methods for Reporting and Monitoring Progress7. Methods for Recognising Successes8. And Methods for Dealing With Lack of Progress9. Team Members10. Mentors or Coaches11. Space to Work, the Obeya Room and Support Tools
Kevin Barrett – CooperVisionMike Baddeley – RicohDerek Kennedy – Forensic Science Northern Ireland
A Personal Perspective from the View of the Leader
Start with the Big Why…Ricoh's Big WhyThe Practical Steps to Leading the Deployment
Now Let's Hear About How it Was Done at Sky
Measure what you need to manage

Content preview from Lean Six Sigma For Leaders

Part IVStories and Case Studies from Leaders

No, no! The adventures first, explanations take such a dreadful time.

Lewis Caroll, Alice's Adventures in Wonderland

So, you could say we've gone about it back to front, but now we've explained it all (and we hope it hasn't been too dreadful), we'd like to share the details of some adventures in Lean Six Sigma!

We're privileged to work with some amazing leaders who've shared their stories with us, and have been incredibly honest about what's worked and what hasn't.

These are captured as ‘stories from the front’, and as interviews and as mini case studies, so you can hear the voice of experience directly and clearly. You'll see that leaders from a range of sectors have contributed, including a five‐star hotel chain, a UK government department, one of the world's biggest banks, and the world's second largest contact lens manufacturer, demonstrating the applicability of the principles and approaches described in this book just about anywhere.

Kevin Barrett – CooperVision

Kevin Barrett is responsible for CooperVision manufacturing operations across Europe, including sites in the UK and Hungary, manufacturing contact lenses and lens care solutions.

Kevin talks about getting Lean Six Sigma started – being clear about the need and using the approach to support the delivery of key business outcomes. He outlines for us how infrastructures and frameworks were established to make Lean Six Sigma happen, and what the organisation did to gain ...