
The Lean Six Sigma Guide to Doing More With Less
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Inhalt
- The Lean Six Sigma Guide to Doing More With Less: Cut Costs, Reduce Waste, and Lower Your Overhead
- Contents
- 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 I I : Enterprise Cost Reduction-a Focus on Value, Speed, Agility, and Competitive Advantage
- Overview of Part I I I : Accelerating Deployment Returns-Getting More, Faster, from a Lean Six Sigma Deployment
- PART I: Process Cost Reduction: A Focus on Waste Elimination
- 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
- Process Cycle Efficiency: 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
- 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
- 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
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