Lean Six Sigma Guide to Doing More With Less

Cut Costs, Reduce Waste, and Lower Your Overhead

Inbunden, Engelska, 2010

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Beskrivning

Create New Profits in Any Economy In this difficult economic climate, it's vital to cut waste that can eat at a company's bottom line and boost efficiency at every organizational level. The traditional business solution in a crisis is to slash away non-critical talent and resources, often doing more harm than good. There is a far better systematic approach to doing more with less. As a leading expert on Lean Six Sigma and business transformation, with a deep knowledge of its application in countless areas of business, author Mark George can help you use Lean Six Sigma to analyze your operational needs, identify high-impact opportunities, design and rapidly implement solutions, and create a system that will build efficiency and high performance in every area of your business. The Lean Six Sigma Guide to Doing More with Less can help you: Improve operating margins by as much as 20%, ROIC by as much as 10%, and reduce the costs of goods sold by as much as 5% or moreCreate "cost intelligence" that uncovers root causes allowing cost reductions without jeopardizing customer service levels and qualityUse enterprise speed, agility, and flexibility to drive step-change reductions in cost and enable competitive advantageIdentify and eliminate the costs of complexity in your businessSupercharge your legacy Six Sigma program, improving speed to results, increasing project values, and shortening completion timesWith case examples from a wide array of industry, encompassing decades of experience implementing Lean Six Sigma in every economic climate, in companies of every size, The Lean Six Sigma Guide to Doing More with Less will give your business an intelligent edge in lean times.

Produktinformation

Utgivningsdatum:2010-02-19
Mått:155 x 231 x 31 mm
Vikt:544 g
Format:Inbunden
Språk:Engelska
Antal sidor:352
Förlag:John Wiley & Sons Inc
ISBN:9780470539576

Utforska kategorier

Företagsekonomi inom Ekonomi och Ledarskap

Mer om författaren

MARK O. GEORGE is a Senior Executive at Accenture and is the Global Offering Group leader for Operations Consulting in the Process and Innovation Performance service line. Mark has designed and supported dozens of enterprise transformation initiatives for Fortune 500 and 1000 companies that have delivered hundreds of millions in economic profit. Accenture is a global management consulting, technology services, and outsourcing company with more than 186,000 people serving clients in over 120 countries, the company generated net revenues of $23.39 billion for the fiscal year ended August 31, 2008. Its home page is www.accenture.com.

Innehållsförteckning

Foreword xiPreface xvAcknowledgments xxiChapter 1 Why Use Lean Six Sigma to Reduce Cost? 1Transactional Example: Lean Six Sigma Transforming Our Government 6The Alloy of High Performance: Why Choose Lean Six Sigma to Reduce Cost? 6Lean Six Sigma versus Traditional Cost-Cutting Tactics 9Emerging Stronger Than Ever 14Spotlight #1 How to Use This Book 17Overview of Part I: Process Cost Reduction—a Focus on the Tools of Waste Elimination 18Overview of Part II: Enterprise Cost Reduction—a Focus on Value, Speed, Agility and Competitive Advantage 19Overview of Part III: Accelerating Deployment Returns—Getting More, Faster, from a Lean Six Sigma Deployment 20Part I Process Cost Reduction: A Focus on Waste Elimination Introduction to Part 1 23Chapter 2 Find Cost Reduction Opportunities in Waste 25The Seven Common Faces of Waste: TIMWOOD 27Using the Full LSS Toolkit to Drive Cost Reduction 37Spotlight #2 Special Tips for Nonmanufacturing Processes 39Key Success Factors in Reducing Costs in Services and Retail 40Spotlight #3 Design a Successful Lean Six Sigma Project or Pilot 45Which Methodology is Right for Your Project? 45Identifying the Players and Their Roles 47Chapter 3 Use the Voice of the Customer to Identify Cost-Cutting Opportunities 51Customer Types and Their Needs 52Collecting Data on Customer Needs 53Getting Specific about Customer Needs 57Avoiding Misinterpretations 60Conclusion 64Chapter 4 Make Processes Transparent to Expose Waste 65How to Define the Boundaries through SIPOC Diagrams 67Using Value Stream Maps to Achieve Transparency 69Conclusion 82Chapter 5 Measure Process Efficiency: Finding the Levers of Waste Reduction 83Process Cycle Efficiency (PCE): The Key Metric of Process Time and Process Cost 84Little’s Law: Understanding the Levers for Improving Process Speed 88The WIP Cap Method: How Limiting WIP Can Increase Process Speed and Reduce Costs 90Using PCE and Little’s Law to Drive Cost Reduction 95Chapter 6 Improve Your Analysis Skills: How Understanding Variation, Root Causes, and Factor Relationships Can Help You Cut Costs While Improving Quality 97Analysis Skill #1: Learning to ‘‘Read’’ Variation 98Analysis Skill #2: Digging Out Root Causes 107Analysis Skill #3: Establishing relationships between factors 109Conclusion 114Chapter 7 Make Rapid Improvements through Kaizens 117Quick Overview: The Kaizen Approach 119When Should You Use Kaizens in Cost Reduction Projects 120Seven Keys to Kaizen Success 124Conclusion 129Part II Raising the Stakes: Reducing Costs at an Enterprise LevelChapter 8 Think Transformation, Not Just Improvement 133Attain a Proper Understanding of the Extent of the Opportunity 135Consciously Choose a Path to Capture the Opportunity 138Plan for a Transformation Journey 144Leadership Challenges in Leading a Transformation 151Conclusion 152Spotlight #4 Transformation at Owens-Illinois 155Chapter 9 Unlock the Secrets to Speed and Flexibility 159Alignment and Analytics 160A Model of Speed and Agility 162Economic Order Quantity (EOQ)—The First 100 Years 165Augmenting EOQ with Lean Analytics 167The Equations in Action 173Conclusion 176Chapter 10 Reduce the Cost of Complexity 177The Hidden Cost of Added Offerings on Processes 179Assessing Complexity in Your Business: A Holistic View 182Highlights of the Complexity Analysis Process 183Complexity Reduction as the Gateway to Transformation 195Conclusion 196Chapter 11 Look Outside Your Four Walls to Lower Costs Inside 197What is an Extended Enterprise? 199Working on the Supplier End of the Extended Enterprise 204What to Do When You’re the Supplier: Extending Your Enterprise Downstream 208Conclusion 211Part III Speeding Up Deployment Returns: Strategies for Getting More, Faster, from a Lean Six Sigma DeploymentChapter 12 Create a Pipeline of Cost Improvement Projects: The Secret to Protecting the Heart of Your Business 215Developing Rigor in Project Identification and Selection 217From First-Time to All the Time: Shifting from a One-Time Event to an Ongoing System of Pipeline Management 226Conclusion: Maintaining a Dynamic Pipeline 230Spotlight #5 Link Projects to Value Drivers 233Option 1: Value Driver Trees 233Option 2: Financial Analysis Decision Tree 237Option 3: Economic Profit 237Option 4: EP Sensitivity Analyses 239Value Driver Example 243Chapter 13 Smooth the Path through Change 247Change Readiness Assessments 248Leading versus Managing the Change 250Upgrading Your Communication Plan 253Process Ownership and Cost Accountability 259Conclusion: Restoring Faith, Hope, and Belief 260Chapter 14 Establishing a Center of Excellence 261What is a CoE and What Does It Do? 263Focus #1: Performance Management 265Focus #2: Replication: Copy and Paste Your Cost Savings 270How Can a CoE Fit into an Organization? 273Weaving the CoE into Strategic Planning 277Conclusion 279Chapter 15 Gaining New Perspectives on Deployment Cost and Speed Opportunities 281Looking for Focus and Flexibility in Deployment 282Focusing Deployments on Business Issues 283Flexibility in Building Skills 286Conclusion 297Chapter 16 Reenergizing a Legacy Program 299Why Deployments Lose Steam 300Building a Steam Engine: Performance Management 306Process Ownership: The Partner of Performance Management 307How to Reenergize a Deployment 311Conclusion 318Index 319