JavaScript seems to be disabled in your browser.
You must have JavaScript enabled in your browser to utilize the functionality of this website.

J. Ross Publishing Inc.

browse titles

Checkout

Now Accepting

0 items: $0.00

Call us: 954-727-9333

Home /
Accelerating Lean Six Sigma Results

Email to a Friend

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

Be the first to review this product

Availability: In stock

Retail Price: $69.95
Direct Price: $64.95

Qty:

This book is also available for rent

Read the Reviews
About the Item
Key Features
About the Author(s)
Table of Contents

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 Sigma^TM, 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 Excellence^TM, the 10 Accelerators, Scalable Lean Six Sigma^TM, 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 Value^TM 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 Excellence^TM: 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 Excellence^TM: The Competitive Differentiator Improvement Excellence^TM 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 Celebration 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 Epilogue Index

Back to top