Integrating Lean Six Sigma and High-Performance Organizations
Leading the Charge Toward Dramatic, Rapid, and Sustainable Improvement
Published on 6. January 2004
Book
Paperback/Softback
464 pages
978-0-7879-6973-8 (ISBN)
Description
You know that great improvement initiatives abound. What you may not know is how to implement them effectively; get fast, dramatic improvement; and sustain those results for the long term. It's a common problem. But take heart: The next wave of performance excellence is here-- the seamless integration of today's leading improvement methods. This integration, described thoroughly in this book, builds upon the strengths and addresses the shortcomings of each discipline. For example:
* While Six Sigma provides a disciplined, quantitative approach, many efforts fail because they don't address the people side of performance improvement and change management. Plus, Six Sigma efforts are expensive and take too long to produce results.
* Lean Manufacturing techniques can provide quick results, but they lack quantitative tools to reduce variation, and, as a result, are incapable of addressing numerous high-dollar improvement opportunities.
* Though High-Performance Organizations (HPO) create conditions for great motivation, improve intra-organizational interactions, and lower employee turnover, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement.
* While Six Sigma provides a disciplined, quantitative approach, many efforts fail because they don't address the people side of performance improvement and change management. Plus, Six Sigma efforts are expensive and take too long to produce results.
* Lean Manufacturing techniques can provide quick results, but they lack quantitative tools to reduce variation, and, as a result, are incapable of addressing numerous high-dollar improvement opportunities.
* Though High-Performance Organizations (HPO) create conditions for great motivation, improve intra-organizational interactions, and lower employee turnover, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement.
More details
Product info
Paperback
Series
Edition
1. Auflage
Language
English
Place of publication
United States
Publishing group
John Wiley & Sons Inc
Target group
Professional and scholarly
Illustrations
Tables: 30 B&W, 0 Color; Exhibits: 28 B&W, 0 Color; Graphs: 47 B&W, 0 Color
Dimensions
Height: 24 cm
Width: 20.1 cm
Thickness: 3 cm
Weight
822 gr
ISBN-13
978-0-7879-6973-8 (9780787969738)
Schweitzer Classification
Person
Tom Devane, international consultant, author, and workshop leader, is the founder of Tom Devane & Associates. His broad range of clients includes Microsoft, Johnson & Johnson, StorageTek, Weyerhaeuser, and the government of South Africa. He is the coauthor and coeditor of The Change Handbook and a contributor to numerous books, magazines, and websites. Devane is a guest lecturer at Cornell University and Sonoma State University, and a three-time recipient of the Diamond Award for Teaching Excellence from the University of Denver, where he is a member of the adjunct faculty.
Content
List of Tables, Figures, and Exhibits.
Foreword.
Preface for the Collaborative Work Systems Series.
Preface.
Acknowledgments.
Website Information.
Introduction.
PART 1: PRACTICAL FOUNDATIONS.
Chapter 1: Overview of Lean Six Sigma.
Chapter 2: Overview of High-Performance Organizations.
Chapter 3: Lean Six Sigma and High-Performance Organizations Combined.
PART 2: PRAGMATIC PRACTICE 69
Section 1: The Fundamentals.
Chapter 4: Lessons Learned from Integrating Lean Six Sigma and HPO.
Chapter 5: Leadership Fundamentals.
Chapter 6: Useful Distinctions.
Chapter 7: Leader's Basic Toolkit.
Section 2: The Leader's Stage-by-Stage Guide.
Stage 1: Initiation.
Chapter 8: Activity Map and Leader To Do List.
Chapter 9: Tools Application.
Chapter 10: Pragmatic Tips.
Stage 2: Direction Setting.
Chapter 11: Activity Map and Leader To Do List.
Chapter 12: Tools Application.
Chapter 13: Pragmatic Tips.
Stage 3: Design.
Chapter 14: Activity Map and Leader To Do List.
Chapter 15: Tools Application.
Chapter 16: Pragmatic Tips.
Stage 4: Implementation.
Chapter 17: Activity Map and Leader To Do List.
Chapter 18: Tools Application.
Chapter 19: Pragmatic Tips.
Stage 5: Operations and Continuous Improvement.
Chapter 20: Activity Map and Leader To Do List.
Chapter 21: Tools Application.
Chapter 22: Pragmatic Tips.
Conclusion.
Appendix.
Glossary.
Large-Group Interventions.
Reference Material.
Index.
About the Series Editors.
About the Author.
Foreword.
Preface for the Collaborative Work Systems Series.
Preface.
Acknowledgments.
Website Information.
Introduction.
PART 1: PRACTICAL FOUNDATIONS.
Chapter 1: Overview of Lean Six Sigma.
Chapter 2: Overview of High-Performance Organizations.
Chapter 3: Lean Six Sigma and High-Performance Organizations Combined.
PART 2: PRAGMATIC PRACTICE 69
Section 1: The Fundamentals.
Chapter 4: Lessons Learned from Integrating Lean Six Sigma and HPO.
Chapter 5: Leadership Fundamentals.
Chapter 6: Useful Distinctions.
Chapter 7: Leader's Basic Toolkit.
Section 2: The Leader's Stage-by-Stage Guide.
Stage 1: Initiation.
Chapter 8: Activity Map and Leader To Do List.
Chapter 9: Tools Application.
Chapter 10: Pragmatic Tips.
Stage 2: Direction Setting.
Chapter 11: Activity Map and Leader To Do List.
Chapter 12: Tools Application.
Chapter 13: Pragmatic Tips.
Stage 3: Design.
Chapter 14: Activity Map and Leader To Do List.
Chapter 15: Tools Application.
Chapter 16: Pragmatic Tips.
Stage 4: Implementation.
Chapter 17: Activity Map and Leader To Do List.
Chapter 18: Tools Application.
Chapter 19: Pragmatic Tips.
Stage 5: Operations and Continuous Improvement.
Chapter 20: Activity Map and Leader To Do List.
Chapter 21: Tools Application.
Chapter 22: Pragmatic Tips.
Conclusion.
Appendix.
Glossary.
Large-Group Interventions.
Reference Material.
Index.
About the Series Editors.
About the Author.