Details

The Lean Six Sigma Guide to Doing More With Less

Cut Costs, Reduce Waste, and Lower Your Overhead
1. Aufl.

von: Mark O. George
22,99 €
Verlag:	Wiley
Format:	PDF
Veröffentl.:	28.01.2010
ISBN/EAN:	9780470606568
Sprache:	englisch
Anzahl Seiten:	352

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Titelbeschreibung

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

Inhaltsverzeichnis

Foreword xi Preface xv Acknowledgments xxi Chapter 1 Why Use Lean Six Sigma to Reduce Cost? 1 Transactional Example: Lean Six Sigma Transforming Our Government 6 The Alloy of High Performance: Why Choose Lean Six Sigma to Reduce Cost? 6 Lean Six Sigma versus Traditional Cost-Cutting Tactics 9 Emerging Stronger Than Ever 14 Spotlight #1 How to Use This Book 17 Overview of Part I: Process Cost Reduction—a Focus on the Tools of Waste Elimination 18 Overview of Part II: Enterprise Cost Reduction—a Focus on Value, Speed, Agility and Competitive Advantage 19 Overview of Part III: Accelerating Deployment Returns—Getting More, Faster, from a Lean Six Sigma Deployment 20 Part I Process Cost Reduction: A Focus on Waste Elimination Introduction to Part 1 23 Chapter 2 Find Cost Reduction Opportunities in Waste 25 The Seven Common Faces of Waste: TIMWOOD 27 Using the Full LSS Toolkit to Drive Cost Reduction 37 Spotlight #2 Special Tips for Nonmanufacturing Processes 39 Key Success Factors in Reducing Costs in Services and Retail 40 Spotlight #3 Design a Successful Lean Six Sigma Project or Pilot 45 Which Methodology is Right for Your Project? 45 Identifying the Players and Their Roles 47 Chapter 3 Use the Voice of the Customer to Identify Cost-Cutting Opportunities 51 Customer Types and Their Needs 52 Collecting Data on Customer Needs 53 Getting Specific about Customer Needs 57 Avoiding Misinterpretations 60 Conclusion 64 Chapter 4 Make Processes Transparent to Expose Waste 65 How to Define the Boundaries through SIPOC Diagrams 67 Using Value Stream Maps to Achieve Transparency 69 Conclusion 82 Chapter 5 Measure Process Efficiency: Finding the Levers of Waste Reduction 83 Process Cycle Efficiency (PCE): The Key Metric of Process Time and Process Cost 84 Little’s Law: Understanding the Levers for Improving Process Speed 88 The WIP Cap Method: How Limiting WIP Can Increase Process Speed and Reduce Costs 90 Using PCE and Little’s Law to Drive Cost Reduction 95 Chapter 6 Improve Your Analysis Skills: How Understanding Variation, Root Causes, and Factor Relationships Can Help You Cut Costs While Improving Quality 97 Analysis Skill #1: Learning to ‘‘Read’’ Variation 98 Analysis Skill #2: Digging Out Root Causes 107 Analysis Skill #3: Establishing relationships between factors 109 Conclusion 114 Chapter 7 Make Rapid Improvements through Kaizens 117 Quick Overview: The Kaizen Approach 119 When Should You Use Kaizens in Cost Reduction Projects 120 Seven Keys to Kaizen Success 124 Conclusion 129 Part II Raising the Stakes: Reducing Costs at an Enterprise Level Chapter 8 Think Transformation, Not Just Improvement 133 Attain a Proper Understanding of the Extent of the Opportunity 135 Consciously Choose a Path to Capture the Opportunity 138 Plan for a Transformation Journey 144 Leadership Challenges in Leading a Transformation 151 Conclusion 152 Spotlight #4 Transformation at Owens-Illinois 155 Chapter 9 Unlock the Secrets to Speed and Flexibility 159 Alignment and Analytics 160 A Model of Speed and Agility 162 Economic Order Quantity (EOQ)—The First 100 Years 165 Augmenting EOQ with Lean Analytics 167 The Equations in Action 173 Conclusion 176 Chapter 10 Reduce the Cost of Complexity 177 The Hidden Cost of Added Offerings on Processes 179 Assessing Complexity in Your Business: A Holistic View 182 Highlights of the Complexity Analysis Process 183 Complexity Reduction as the Gateway to Transformation 195 Conclusion 196 Chapter 11 Look Outside Your Four Walls to Lower Costs Inside 197 What is an Extended Enterprise? 199 Working on the Supplier End of the Extended Enterprise 204 What to Do When You’re the Supplier: Extending Your Enterprise Downstream 208 Conclusion 211 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 215 Developing Rigor in Project Identification and Selection 217 From First-Time to All the Time: Shifting from a One-Time Event to an Ongoing System of Pipeline Management 226 Conclusion: Maintaining a Dynamic Pipeline 230 Spotlight #5 Link Projects to Value Drivers 233 Option 1: Value Driver Trees 233 Option 2: Financial Analysis Decision Tree 237 Option 3: Economic Profit 237 Option 4: EP Sensitivity Analyses 239 Value Driver Example 243 Chapter 13 Smooth the Path through Change 247 Change Readiness Assessments 248 Leading versus Managing the Change 250 Upgrading Your Communication Plan 253 Process Ownership and Cost Accountability 259 Conclusion: Restoring Faith, Hope, and Belief 260 Chapter 14 Establishing a Center of Excellence 261 What is a CoE and What Does It Do? 263 Focus #1: Performance Management 265 Focus #2: Replication: Copy and Paste Your Cost Savings 270 How Can a CoE Fit into an Organization? 273 Weaving the CoE into Strategic Planning 277 Conclusion 279 Chapter 15 Gaining New Perspectives on Deployment Cost and Speed Opportunities 281 Looking for Focus and Flexibility in Deployment 282 Focusing Deployments on Business Issues 283 Flexibility in Building Skills 286 Conclusion 297 Chapter 16 Reenergizing a Legacy Program 299 Why Deployments Lose Steam 300 Building a Steam Engine: Performance Management 306 Process Ownership: The Partner of Performance Management 307 How to Reenergize a Deployment 311 Conclusion 318 Index 319

Autorenportrait

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.