Mark O. George

The Lean Six Sigma Guide to Doing More With Less (eBook, ePUB)

Cut Costs, Reduce Waste, and Lower Your Overhead

• Format: ePub

Produktbeschreibung

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 more * Create "cost intelligence" that uncovers root causes allowing cost reductions without jeopardizing customer service levels and quality * Use enterprise speed, agility, and flexibility to drive step-change reductions in cost and enable competitive advantage * Identify and eliminate the costs of complexity in your business * Supercharge your legacy Six Sigma program, improving speed to results, increasing project values, and shortening completion times With 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.

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Produktdetails

• Verlag: John Wiley & Sons
• Seitenzahl: 352
• Erscheinungstermin: 4. Februar 2010
• Englisch
• ISBN-13: 9780470606582
• Artikelnr.: 37297975

Autorenporträt

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.

Inhaltsangabe

Foreword. Preface. Acknowledgments. Chapter 1 Why Use Lean Six Sigma to
Reduce Cost? Transactional Example: Lean Six Sigma Transforming Our
Government. The Alloy of High Performance: Why Choose Lean Six Sigma to
Reduce Cost? Lean Six Sigma versus Traditional Cost-Cutting Tactics.
Emerging Stronger Than Ever. Spotlight #1. How to Use This Book. Overview
of Part I: Process Cost Reduction--a Focus on the Tools of Waste
Elimination. Overview of Part II: Enterprise Cost Reduction--a Focus on
Value, Speed, Agility and Competitive Advantage. Overview of Part III:
Accelerating Deployment Returns--Getting More, Faster, from a Lean Six
Sigma Deployment. Part I Process Cost Reduction: A Focus on Waste
Elimination. Introduction to Part 1. Chapter 2 Find Cost Reduction
Opportunities in Waste. The Seven Common Faces of Waste: TIMWOOD. Using the
Full LSS Toolkit to Drive Cost Reduction. Spotlight #2. Special Tips for
Nonmanufacturing Processes. Key Success Factors in Reducing Costs in
Services and Retail. Spotlight #3. Design a Successful Lean Six Sigma
Project or Pilot. Which Methodology Is Right for Your Project? Identifying
the Players and Their Roles. Chapter 3 Use the Voice of the Customer to
Identify Cost-Cutting Opportunities. Customer Types and Their Needs.
Collecting Data on Customer Needs. Getting Specific about Customer Needs.
Avoiding Misinterpretations. Conclusion. Chapter 4 Make Processes
Transparent to Expose Waste. How to Define the Boundaries through SIPOC
Diagrams. Using Value Stream Maps to Achieve Transparency. Conclusion.
Chapter 5 Measure Process Efficiency: Finding the Levers of Waste
Reduction. Process Cycle Efficiency (PCE): The Key Metric of Process Time
and Process Cost. Little's Law: Understanding the Levers for Improving
Process Speed. The WIP Cap Method: How Limiting WIP Can Increase Process
Speed and Reduce Costs. Using PCE and Little's Law to Drive Cost Reduction.
Chapter 6 Improve Your Analysis Skills: How Understanding Variation, Root
Causes, and Factor Relationships Can Help You Cut Costs While Improving
Quality. Analysis Skill #1: Learning to ''Read'' Variation. Analysis Skill
#2: Digging Out Root Causes. Analysis Skill #3: Establishing relationships
between factors. Conclusion. Chapter 7 Make Rapid Improvements through
Kaizens. Quick Overview: The Kaizen Approach. When Should You Use Kaizens
in Cost Reduction Projects. Seven Keys to Kaizen Success. Conclusion. Part
II Raising the Stakes: Reducing Costs at an Enterprise Level. Chapter 8
Think Transformation, Not Just Improvement. Attain a Proper Understanding
of the Extent of the Opportunity. Consciously Choose a Path to Capture the
Opportunity. Plan for a Transformation Journey. Leadership Challenges in
Leading a Transformation. Conclusion. Spotlight #4. Transformation at
Owens-Illinois. Chapter 9 Unlock the Secrets to Speed and Flexibility.
Alignment and Analytics. A Model of Speed and Agility. Economic Order
Quantity (EOQ)--The First 100 Years. Augmenting EOQ with Lean Analytics.
The Equations in Action. Conclusion. Chapter 10 Reduce the Cost of
Complexity. The Hidden Cost of Added Offerings on Processes. Assessing
Complexity in Your Business: A Holistic View. Highlights of the Complexity
Analysis Process. Complexity Reduction as the Gateway to Transformation.
Conclusion. Chapter 11 Look Outside Your Four Walls to Lower Costs Inside.
What Is an Extended Enterprise? Working on the Supplier End of the Extended
Enterprise. What to Do When You're the Supplier: Extending Your Enterprise
Downstream. Conclusion. Part III Speeding Up Deployment Returns: Strategies
for Getting More, Faster, from a Lean Six Sigma Deployment. Chapter 12
Create a Pipeline of Cost Improvement Projects: The Secret to Protecting
the Heart of Your Business. Developing Rigor in Project Identification and
Selection. From First-Time to All the Time: Shifting from a One-Time Event
to an Ongoing System of Pipeline Management. Conclusion: Maintaining a
Dynamic Pipeline. Spotlight #5. Link Projects to Value Drivers. Option 1:
Value Driver Trees. Option 2: Financial Analysis Decision Tree. Option 3:
Economic Profit. Option 4: EP Sensitivity Analyses. Value Driver Example.
Chapter 13 Smooth the Path through Change. Change Readiness Assessments.
Leading versus Managing the Change. Upgrading Your Communication Plan.
Process Ownership and Cost Accountability. Conclusion: Restoring Faith,
Hope, and Belief. Chapter 14 Establishing a Center of Excellence. What Is a
CoE and What Does It Do? Focus #1: Performance Management. Focus #2:
Replication: Copy and Paste Your Cost Savings. How Can a CoE Fit into an
Organization? Weaving the CoE into Strategic Planning. Conclusion. Chapter
15 Gaining New Perspectives on Deployment Cost and Speed Opportunities.
Looking for Focus and Flexibility in Deployment. Focusing Deployments on
Business Issues. Flexibility in Building Skills. Conclusion. Chapter 16
Reenergizing a Legacy Program. Why Deployments Lose Steam. Building a Steam
Engine: Performance Management. Process Ownership: The Partner of
Performance Management. How to Reenergize a Deployment. Conclusion. Index.