Efnisyfirlit

• 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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