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Accelerating Lean Six Sigma Results

Accelerating Lean Six Sigma Results

How to Achieve Improvement Excellence in the New Economy
By Terence T. Burton
Hardcover, 6x9, 432 pages
ISBN: 978-1-60427-054-9
January 2011

Availability: In stock

Retail Price: $69.95
Direct Price: $64.95
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Read the Reviews
“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
About the Item
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 TM approach for quickly achieving high impact results, return on investment, and growth in global market share.
Key Features
  • Explains how to develop the core competency of Improvement Excellence™ and an enduring infrastructure of success
  • Presents a Scalable Lean Six Sigma™ deployment model that aligns improvement to the critical and selective strategic business needs of an organization with the primary focus on rapid and sustainable breakthrough performance
  • Covers the 10 Accelerators of improvement success and supplies executives and deployment leaders with proven guidance on how to lead and sustain improvement, transform culture, and achieve superior industry performance
  • Provides new, practical strategic improvement applications for the transactional enterprise, supported by case studies based on several Lean Six Sigma benchmark deployments
  • WAV offers downloadable improvement models, templates and metrics, assessment tools, cases, contributed articles and a special report addressing the reduction of waste and deficit spending in government — available from the Web Added ValueTM Download Resource Center at www.jrosspub.com/wav
  • About the Author(s)
    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.

    Prior to his consulting career, Terry held several senior executive and line management positions at Wang Labs, Polaroid, and Atlantic Richfield, and practice leadership positions with two international consulting firms: KPMG Peat Marwick and Pittiglio, Rabin, Todd, & McGrath (PRTM). Terry has extensive and diversified business improvement experience with over 300 clients in North America and Europe ranging from large diversified international Fortune 500 corporations to small and mid-sized companies.

    Terry holds a B.S. and M.S. in Industrial Engineering from the University of New Haven, and an MBA from Boston University. Terry is a certified Six Sigma Black Belt, and has held national positions with APICS, AME, ASQ, and PDMA. Terry is a frequent speaker and webinar presenter at many industry and professional associations and has written hundreds of articles on business process improvement for various trade publications. He is co-author of five other books, including The Lean Extended Enterprise: Moving Beyond the Four Walls to Value Stream Excellence and Six Sigma for Small and Mid-Sized Organizations: Success Through Scalable Deployment.
    Table of Contents

    PART I: Accelerating Lean Six Sigma Results—The C-Level View 

    Chapter 1—Improvement ExcellenceTM: The Missing Factor
    Lean Six Sigma 2010 and Beyond—The Jury Is Out
    Maybe We Need a Lean Six Sigma Comeback
    But There Is No Budget for Improvement
    Missing in Action—A Formal Implementation Architecture
    Knock-Off, One-Size-Fits-All Lean Six Sigma
    Educate-Pontificate-Mortificate Deployments
    Improvement ExcellenceTM: The Competitive Differentiator
    Improvement ExcellenceTM Is a Legitimate Core Competency
    Implementation Architecture Matters
    Chapter 1 Take Aways

    Chapter 2—Scalable Improvement 2010 and Beyond: Rapid Deployment and Rapid Results
    The Fallacy of Improvement: Acceleration Entrapment
    The Improvement-Dysfunctional Organization
    The Separation Disorder of Improvement
    Scalable Lean Six Sigma: An Accelerated Improvement Model
    Emergence of Transactional Enterprises
    The Future of Improvement
    Chapter 2 Take Aways

    Chapter 3—Lean Six Sigma Accelerators
    Lean Six Sigma Has Stalled
    Behavioral Alignment Is Critical
    Does the Name Pavlov Ring a Bell? 
    The Drivers of Acceleration
    Pointless Intuition Is Out, Fact-Based Root-Cause Problem Solving Is In
    The 10 Accelerators of Lean Six Sigma
    More Challenges—The Voice of X
    Learn from the Past, Accelerate the Future
    Chapter 3 Take Aways
    Case Study—Business Excellence at Endicott Interconnect Technologies

    PART II: How to Achieve Rapid Results with the 10 Lean Six Sigma Accelerators

    Chapter 4—Lean Six Sigma Accelerator #1: Strategic Leadership and Vision
    The Omni Pattern
    Business Diagnostic: The Fact-based Foundation
    Kano Analysis: Aligning Customer Needs
    Executive Education and Development
    Policy Deployment: Defining and Prioritizing Target Opportunities
    Building the Improvement Vision
    Stakeholder Engagement and Commitment
    Leadership Implementation Infrastructure
    Chartering Roles and Responsibilities
    Financial Validation—Before, During, and After
    Improvement Best Practice Leadership Behaviors
    Chapter 4 Take Aways

    Chapter 5—Accelerator #2: Robust Deployment Planning
    Macro Charter Planning
    The Macro Charter
    Project Prioritization Matrix
    Project or Resource Alignment
    Team Assignment
    Using the Macro Charter for Planning and Project Management
    Individual Project Charters
    The Micro Charter—Quick Strike Area Improvements
    Keeping the Lean Six Sigma Lifecycle Alive
    Chapter 5 Take Aways
    Guest Article Contribution, Elpitha Votsis, Harman Music Group

    Chapter 6—Accelerator #3: Provide Customized Education and Development
    Understanding Different Improvement Methodologies
    Customization Best Practices
    DMAIC—The Foundation of Lean Six Sigma
    Improvement Excellence: Lean Six Sigma and Beyond
    Enabling IT and InfoTech
    Education with Immediate Impact
    Chapter 6 Take Aways
    Guest Article Contribution, Eric Lussier, WHX Corporation

    Chapter 7—Accelerator #4: Communicate, Communicate, Communicate
    The Purpose of Communication
    The Most Important Message
    Concerns and Reactions to Change
    Overcoming Resistance to Change
    Developing an Effective Communications Strategy
    Change Management Essentials
    Chapter 7 Take Aways

    Chapter 8—Accelerator #5: Launching with the Best in Mind
    The Underpinnings of Best
    Eight Factors that Influence Organizational Greatness
    Empowerment and Engagement
    Crafting a Learning Culture
    Talent Management Matters
    Chapter 8 Take Aways
    Guest Article Contribution, Susan S. Underhill, Hewlett-Packard Company

    Chapter 9—Accelerator #6: Provide Strong, Extensive Mentoring Support
    Mentoring Expertise Does Not Come with a Belt
    Leveraged Mentoring
    DMAIC—The Mentoring Road Map
    Executive Mentoring and Coaching
    Mentoring Wicked Problems
    Mentoring Larger Strategic Issues
    Chapter 9 Take Aways
    Guest Article Contribution, Sherry Gordon, Value Chain Group

    Chapter 10—Accelerator #7: DMAIC the Deployment Process Regularly
    Customer Centricity—From Idea to Pleasurable Customer Experience
    Aligning Strategic Leadership and Vision
    Execution Metrics
    Get It Right Upfront
    Chapter 10 Take Aways
    Guest Article Contribution, Robert Q. Watson, INOVA Hospital

    Chapter 11—Accelerator #8: Accelerate Individual Project Paths
    Viewing Accelerators Systematically
    Lean Six Sigma Assessment Process
    Chapter 11 Take Aways

    Chapter 12—Accelerator #9: Complete the C in DMAIC
    Control Plan
    Validation of Improvement
    When Is a Project Complete? 
    Control the Journey and Control Success
    Chapter 12 Take Aways

    Chapter 13—Accelerator #10: Practice Concurrent Continuous Deployment
    The Logic of Concurrent Continuous Deployment
    The Business Mastery Model of Improvement
    Integrating the 10 Accelerators
    Chapter 13 Take Aways

    PART III: Next Generation Lean Six Sigma: The Intersection of Leadership, Innovation, and Enabling Technology 

    Chapter 14—Greatest Opportunities: Transactional Business Process Improvement
    The Migration to Transactional Process Improvement
    Strategic Planning
    Customer and Market Research
    Product Management
    Invoicing and Billing Errors
    Excess and Obsolete Inventory
    Requests for Quotations
    Customer Service
    Global Sourcing and Outsourcing
    Advertising and Promotions
    Sales and Operations Planning
    Supply Chain Planning and Logistics
    Supplier Development and Management
    The Marketing and Selling Process
    Organizational Development and Human Resource Management
    Global Real Estate and Space Management
    Strategic Maintenance and Facilities Management
    Financial Management
    Information Technology
    Acquisition and Integration Process
    Performance 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 


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