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Lean Six Sigma Business Transformation For Dummies

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  • 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
        • Initiating action
        • Managing interdependencies
        • Updating plans
      • Walking the Talk
  • Part III: Planning the Transformation Journey
    • Chapter 7: Understanding Business Breakthroughs and Fundamentals
      • Avoiding Initiative Overload
        • Recognising that more is less
        • Weeding out unnecessary initiatives
        • Avoiding succumbing to scope creep
      • Identifying Business Breakthroughs
        • Distinguishing breakthroughs from daily management
        • Working out how many breakthroughs you can handle
      • Determining the Business Fundamentals
        • Maintaining a routine
        • Managing the key processes
      • Establishing Key Performance Indicators
        • Deciding on the approach
        • Acknowledging the value of values
        • Weighing up the balanced scorecard
        • Looking at management by objectives
        • Understanding the notion of Hoshin
    • Chapter 8: Planning for Strategy Deployment
      • Making Strategy Deployment Happen in Practice
        • Linking back to strategy
        • Following the strategy deployment steps
      • Decomposing and Cascading the Critical Objectives
        • Targeting your critical objectives
        • Establishing focus areas
        • Specifying process improvements
      • Creating the Strategy Deployment Architecture
        • Cascading to the point of impact
        • Creating the strategy deployment roll-out schedule
      • Playing Catchball
        • Planning a catchball meeting
        • Running a catchball meeting
        • Setting the catchball meeting agenda
        • Following on from a catchball meeting
      • Introducing the X Matrix
        • Identifying the what, how, how much and by when, and who
        • Looking at the components of the X Matrix
        • Working out how to use the X Matrix
        • Establishing process measures
        • Sorting out the human resources
    • Chapter 9: Implementing Strategy Deployment
      • Starting SD Implementation
        • Developing the X Matrix in further detail
        • Creating effective action plans
        • Using speedy tracking charts
      • Managing Breakthrough Improvements
      • Getting Back to Business Fundamentals
        • Keeping a handle on the day-to-day work
        • Managing for daily improvement
        • Carrying out standardised work
      • Sticking to the Plan
      • Ensuring Effective SD Progress Reviews
        • Timing SD review meetings
        • Establishing everyone’s roles
        • Setting the SD review meeting agenda
        • Reporting
      • Driving Results with Countermeasures
      • Getting the Most from Visual Management
    • Chapter 10: Establishing a Continuous Improvement Organisational Structure
      • Setting Up the Structure for Continuous Improvement
      • Creating Standards while Maintaining Flexibility
      • Introducing the Continuous Improvement Group
        • The corporate continuous improvement group
        • Divisional/regional continuous improvement groups
      • Understanding the Stakeholders
        • Business leader
        • Champion/sponsor
        • Value stream manager
        • Functional manager
        • Lean Six Sigma Black Belts
        • Lean Six Sigma Green Belts
  • Part IV: Starting out on the Transformation Journey
    • Chapter 11: Creating the Right Culture
      • Culture, What Culture?
        • Understanding what culture means
        • Assessing your organisation’s culture
        • Identifying the leadership culture
        • Initiating cultural change
      • Managing a Cultural Transformation
        • Kotter’s eight steps to cultural change
        • Lewin’s three phases of change
        • Utilising a cultural transformation plan
      • Achieving Stakeholder Buy-in
        • Acknowledging resistance to change
        • Dealing with resistance
      • Developing the Vision for Change
      • Getting Communication Right
        • Working out what to communicate and when
        • Creating a communication plan
      • Developing Employees’ Skills
        • Fostering a learning organisation
        • Assessing learning needs
        • Role-specific training
      • Recognising that Change can be Rewarding
        • Knowing when to reward
        • Initiating a reward and recognition plan
      • Giving Power to the People
        • Facing up to the management challenge
        • Following the Lean Six Sigma approach
        • Giving power to teams
        • Staying focused on the transformation process
    • Chapter 12: Achieving Everyday Operational Excellence
      • Deploying Lean Six Sigma Training
        • Training the belts
        • Assessing the skills
        • Setting up certification
      • Prioritising and Selecting Improvement Opportunities
        • Rapid improvement events
        • DMAIC projects
        • Applying manufacturing process improvements to services
      • Establishing How You Do Things
        • Understanding the value stream
        • Using Kaizen effectively
        • Achieving results
        • Keeping the focus
      • Giving Power to the People
        • Recognising the challenge management faces
        • Empowering teams
        • Maintaining focus on the overall transformation
  • Part V: Sustaining the Transformation
    • Chapter 13: Widening the Scope of the Transformation
      • Looking at Different Organisational Structures
        • Differentiating between divisional and functional structures
        • Initiating a value stream organisational structure
        • Considering the role of Lean Six Sigma programme leadership
        • Establishing value streams
        • Managing value streams
      • Getting Closer to the Customer
        • Identifying your customers
        • Improving the customer experience
      • Deploying to the Supply Chain
        • Understanding the supply chain
        • Five guiding principles of Lean supply
        • Involving suppliers in the transformation journey
    • Chapter 14: Managing the Capability Maturity Journey
      • Introducing the Capability Maturity Model
        • Working through the gears
        • Examining the elements
      • Building the Capability Maturity Matrix
        • Assessing capability maturity
        • Using effective assessment tools
        • Going through the assessment process
        • Developing customised questionnaires
        • Choosing assessors
        • Checking out assessors’ skills
        • Interpreting the outcome
      • Monitoring the Capability Maturity Journey
        • Dealing with changes of direction
        • Constantly updating the route
  • Part VI: The Part of Tens
    • Chapter 15: Ten Tips for Smoothing the Transformation Process
      • Obtain Leadership Ownership
      • Communicate, Communicate, Communicate
      • Use Strategy Deployment to Drive Improvement Programmes
      • Don’t Let Perfect Get in the Way of Better
      • Recognise and Celebrate Successes
      • Create a Capability Maturity Roadmap and Regularly Review it
      • Provide Appropriate Training as it is Needed
      • Encourage Leaders and Managers to Manage Daily Improvements
      • Listen to the Voice of Your Customers and Other Stakeholders
      • Don’t Be Afraid to Make Mistakes, but Do Learn from Them
    • Chapter 16: Ten Pitfalls to Avoid
      • Too Much Focus on Short-Term Objectives
      • Strategies that aren’t Clearly Defined
      • Not Enough Programme Planning
      • Making Assumptions about the Needs of Customers and Other Stakeholders
      • Not Obtaining Process Ownership
      • Ignoring the Soft Stuff
      • Assuming that No Response Means No Resistance to Change
      • Strategic Breakthroughs that aren’t Really Breakthroughs
      • Not Organising Monthly Strategy Deployment Reviews
      • Lack of Trained Lean Six Sigma Practitioners
    • Chapter 17: Ten Places to Go for Help
      • Your Colleagues
      • Other Organisations
      • The Internet
      • Social Media
      • Networks and Associations
      • Conferences
      • Books and Publications
      • Periodicals
      • Software
        • Statistical analysis
        • Deployment management
      • Training and Consultancy Companies
  • About the Authors
  • Cheat Sheet


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Vörumerki: Dummies Series
Vörunúmer: 9781118844878
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Lean Six Sigma Business Transformation For Dummies

Vörumerki: Dummies Series
Vörunúmer: 9781118844878
Rafræn bók. Uppl. sendar á netfangið þitt eftir kaup

Veldu vöru

2.090 kr.
Fá vöru senda með tölvupósti
2.090 kr.