Publisher 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 approach for quickly achieving high impact results, return on investment, and growth in global market share.

Author Biography

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.

Table of Contents

PART I: Accelerating Lean Six Sigma Results-The C-Level View Chapter 1-Improvement ExcellenceTM: The Missing FactorLean Six Sigma 2010 and Beyond-The Jury Is OutMaybe We Need a Lean Six Sigma ComebackBut There Is No Budget for ImprovementMissing in Action-A Formal Implementation ArchitectureKnock-Off, One-Size-Fits-All Lean Six SigmaEducate-Pontificate-Mortificate DeploymentsImprovement ExcellenceTM: The Competitive DifferentiatorImprovement ExcellenceTM Is a Legitimate Core CompetencyImplementation Architecture MattersChapter 1 Take AwaysChapter 2-Scalable Improvement 2010 and Beyond: Rapid Deployment and Rapid ResultsThe Fallacy of Improvement: Acceleration EntrapmentThe Improvement-Dysfunctional OrganizationThe Separation Disorder of ImprovementScalable Lean Six Sigma(TM): An Accelerated Improvement ModelEmergence of Transactional EnterprisesThe Future of ImprovementChapter 2 Take AwaysChapter 3-Lean Six Sigma AcceleratorsLean Six Sigma Has StalledBehavioral Alignment Is CriticalDoes the Name Pavlov Ring a Bell? The Drivers of AccelerationPointless Intuition Is Out, Fact-Based Root-Cause Problem Solving Is InThe 10 Accelerators of Lean Six SigmaMore Challenges-The Voice of XLearn from the Past, Accelerate the FutureChapter 3 Take AwaysCase Study-Business Excellence at Endicott Interconnect TechnologiesPART II: How to Achieve Rapid Results with the 10 Lean Six Sigma AcceleratorsChapter 4-Lean Six Sigma Accelerator #1: Strategic Leadership and VisionThe Omni PatternBusiness Diagnostic: The Fact-based FoundationKano Analysis: Aligning Customer NeedsExecutive Education and DevelopmentPolicy Deployment: Defining and Prioritizing Target OpportunitiesBuilding the Improvement VisionStakeholder Engagement and CommitmentLeadership Implementation InfrastructureChartering Roles and ResponsibilitiesFinancial Validation-Before, During, and AfterImprovement Best Practice Leadership BehaviorsChapter 4 Take AwaysChapter 5-Accelerator #2: Robust Deployment PlanningMacro Charter PlanningThe Macro CharterProject Prioritization MatrixProject or Resource AlignmentTeam AssignmentUsing the Macro Charter for Planning and Project ManagementIndividual Project ChartersThe Micro Charter-Quick Strike Area ImprovementsKeeping the Lean Six Sigma Lifecycle AliveChapter 5 Take AwaysGuest Article Contribution, Elpitha Votsis, Harman Music GroupChapter 6-Accelerator #3: Provide Customized Education and DevelopmentUnderstanding Different Improvement MethodologiesCustomization Best PracticesDMAIC-The Foundation of Lean Six SigmaImprovement Excellence(TM): Lean Six Sigma and BeyondEnabling IT and InfoTechEducation with Immediate ImpactChapter 6 Take AwaysGuest Article Contribution, Eric Lussier, WHX CorporationChapter 7-Accelerator #4: Communicate, Communicate, CommunicateThe Purpose of CommunicationThe Most Important MessageConcerns and Reactions to ChangeOvercoming Resistance to ChangeDeveloping an Effective Communications StrategyChange Management EssentialsChapter 7 Take AwaysChapter 8-Accelerator #5: Launching with the Best in MindThe Underpinnings of BestEight Factors that Influence Organizational GreatnessEmpowerment and EngagementCrafting a Learning CultureTalent Management MattersChapter 8 Take AwaysGuest Article Contribution, Susan S. Underhill, Hewlett-Packard CompanyChapter 9-Accelerator #6: Provide Strong, Extensive Mentoring SupportMentoring Expertise Does Not Come with a BeltLeveraged MentoringDMAIC-The Mentoring Road MapExecutive Mentoring and CoachingMentoring Wicked ProblemsMentoring Larger Strategic IssuesChapter 9 Take AwaysGuest Article Contribution, Sherry Gordon, Value Chain GroupChapter 10-Accelerator #7: DMAIC the Deployment Process RegularlyCustomer Centricity-From Idea to Pleasurable Customer ExperienceAligning Strategic Leadership and VisionExecution MetricsGet It Right UpfrontChapter 10 Take AwaysGuest Article Contribution, Robert Q. Watson, INOVA HospitalChapter 11-Accelerator #8: Accelerate Individual Project PathsViewing Accelerators SystematicallyLean Six Sigma Assessment ProcessChapter 11 Take AwaysChapter 12-Accelerator #9: Complete the C in DMAICControl PlanValidation of ImprovementCelebrationWhen Is a Project Complete? Control the Journey and Control SuccessChapter 12 Take AwaysChapter 13-Accelerator #10: Practice Concurrent Continuous DeploymentThe Logic of Concurrent Continuous DeploymentThe Business Mastery Model of ImprovementIntegrating the 10 AcceleratorsChapter 13 Take AwaysPART III: Next Generation Lean Six Sigma: The Intersection of Leadership, Innovation, and Enabling Technology Chapter 14-Greatest Opportunities: Transactional Business Process ImprovementThe Migration to Transactional Process ImprovementStrategic PlanningCustomer and Market ResearchProduct ManagementInvoicing and Billing ErrorsExcess and Obsolete InventoryRequests for QuotationsCustomer ServiceGlobal Sourcing and OutsourcingAdvertising and PromotionsSales and Operations PlanningSupply Chain Planning and LogisticsSupplier Development and ManagementThe Marketing and Selling ProcessOrganizational Development and Human Resource ManagementGlobal Real Estate and Space ManagementStrategic Maintenance and Facilities ManagementFinancial ManagementInformation TechnologyAcquisition and Integration ProcessPerformance 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

Review

"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

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