Lean Six Sigma Business Transformation For Dummies E-Book

Roger Burghall

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 389

Veröffentlichungsjahr: 2014

Beschreibung

Use Lean Six Sigma to transform your business.

Lean Six Sigma is a powerful method for improving both the efficiency and quality of projects and operations. In this new book, the team that bought you Lean Six Sigma For Dummies shows you how to take Lean Six Sigma to the next level and manage continual change in your organization. You'll learn to design a roadmap for transformation that's tailored to your business objectives; develop and implement processes that eliminate waste and variation across the company; synchronize your supply chain; and successfully deploy Lean Six Sigma over time.

Lean Six Sigma Business Transformation For Dummies shows you how to:

• Define your transformation objectives and create a bespoke 'Transformation Charter' for your organization.
• Assess your company's readiness for transformation.
• Establish a 'Transformation Governance System' to help you manage the transformation programme effectively.
• Bring your people with you! Plan and achieve the cultural change needed to make the transformation process successful.
• Join up the dots between planning and effective execution with Strategy Deployment.
• Deploy a 'Continuous Improvement' toolkit to achieve everyday operational excellence.
• Sustain the transformation programme and widen the scope across the organization (including deploying to the supply chain).
• Adopt a 'Capability Maturity Approach' to drive business improvement – recognizing that change is a continuous transformational journey, just as pioneers like Toyota have done.
• Use a range of Lean Six Sigma Tools – using the right tools, at the right time (and in the right order!) enables continuous improvement by eliminating waste and process variation.

Leseprobe

Lean Six Sigma Business Transformation For Dummies®

Published by: John Wiley & Sons, Ltd., The Atrium, Southern Gate, Chichester, www.wiley.com

This edition first published 2014

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A catalogue record for this book is available from the British Library.

ISBN 978-1-118-84486-1 (pbk), ISBN 978-1-118-84487-8 (ebk), ISBN 978-1-118-84488-5 (ebk)

Printed in Great Britain by TJ International, Padstow, Cornwall

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Lean Six Sigma Business Transformation For Dummies

Visit www.dummies.com/cheatsheet/lssbusinesstransformation to view this book's cheat sheet.

Table of Contents

Introduction

About This Book

Foolish Assumptions

Icons Used In This Book

Beyond the Book

Where to Go From Here

Part I: Getting Started with Lean Six Sigma

Chapter 1: Introducing Lean Six Sigma

Defining Transformation

Introducing the Plan–Do–Check–Act Cycle

Showing the Way with Lean Six Sigma

Identifying the key principles of Lean Six Sigma

Explaining Lean thinking

Linking up with Six Sigma thinking

Accessing the best of both worlds

Improving Existing Processes with DMAIC

Isolating the problem

Working out what’s happening

Understanding why it’s happening

Coming up with an idea

Making sure it’s really sorted

Designing New Processes with DMADV

Defining the design

Getting the measure of the design

Conducting analysis

Developing the design

Making sure the design will work

Recognising DMAIC and DMADV Transition Points

Bringing It All Together

Chapter 2: Introducing Business Transformation

Determining Where You Are Now and Where You Need to Be

Where are you now?

Where are you going?

How will you get there?

Going for a drive

Understanding the Key Principles of Business Transformation

Identifying True North

Following a clear strategic direction

Planning the route

Keeping it simple

Keeping on track

Doing the right things

Doing things right

Dealing with the soft stuff

Looking Out for the Pitfalls

Checking that everyone’s on board

Considering what can go wrong

Taking on too much too soon

Accentuating the positive with negative brainstorming

Creating the Vision

Going backwards – more or less

Locating True North

Answering what’s in it for me?

Spreading the word

Chapter 3: Learning to DRIVE

Introducing DRIVE

Define

Review

Improve

Verify

Establish

Creating the Framework

Building the team

Developing the plan

Communicating effectively

Ensuring clear ownership

Getting the measure

Taking a Mature Approach

Using maturity models

Assessing capability

Deploying the Strategy

Leading the way

Keeping it focused

Focusing on the Customer

Knowing your customers – past, present and future

Valuing your customers

Building Links and Strengthening the Supply Chain

Getting the measure of suppliers

Making the right links

Joining up the thinking

Recognising the Importance of the Soft Stuff

Defining the need

Analysing the gaps

Creating the training plan

Going outside

Enabling Continuous Improvement

Looking at the role of the manager

Assembling the toolkit

Feeling able and being able

Part II: Scoping the LSS Transformation Journey

Chapter 4: Defining Your Transformation Objectives

Identifying Your Need

Spotting longer-term corporate objectives

Working out corporate objectives

Linking with breakthrough objectives

Focusing on the Vital Few Breakthrough Objectives

Looking at who should be involved

Step One: Scoping

Step Two: Grouping

Step Three: Recognising causal interrelationships

Step Four: Selecting your transformation objective

Transformation workstreams

Creating a Transformation Charter

Ensuring it’s a living document

Breaking down the contents

Chapter 5: Assessing Readiness for Transformation

Assuring an Appropriate Business Strategy

Identifying your strategy

Testing and validating your strategy

Working With Your Strategic Plan

Looking at the components of the strategic plan

Reviewing the strategic plan

Defining strategic essentials

Checking Out the Capability Maturity Road Map

Recognising that every organisation is different

Putting together the road map

Chapter 6: Establishing the Transformation Governance System

Leading by Example: Driving the Transformation

Agreeing the role of the transformation board

Separating from operational management

Establishing the Transformation Board Charter

Identifying who else needs to be involved

Establishing the Programme Management Office

Selecting the manager

Assigning authority and responsibility

Tracking and Reviewing Progress

Working out how frequently progress should be reviewed and reported

Choosing programme/project tracking systems

Understanding interdependencies and constraints

Aligning workstreams

Taking Corrective Action