Lean Six Sigma Business Transformation For Dummies /
| Main Authors: | , , |
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| Corporate Author: | |
| Format: | eBook |
| Language: | English |
| Published: |
Chichester, West Sussex, United Kingdom :
John Wiley & Sons, Ltd.,
2014.
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| Series: | --For dummies.
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| Subjects: | |
| Online Access: | Connect to the full text of this electronic book |
Table of Contents:
- At a Glance; Table of Contents; 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; Improving Existing Processes with DMAIC; Designing New Processes with DMADV; 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
- Understanding the Key Principles of Business TransformationLooking Out for the Pitfalls; Creating the Vision; Chapter 3: Learning to DRIVE; Introducing DRIVE; Creating the Framework; Taking a Mature Approach; Deploying the Strategy; Focusing on the Customer; Building Links and Strengthening the Supply Chain; Recognising the Importance of the Soft Stuff; Enabling Continuous Improvement; Part II: Scoping the LSS Transformation Journey; Chapter 4: Defining Your Transformation Objectives; Identifying Your Need; Focusing on the Vital Few Breakthrough Objectives; Creating a Transformation Charter
- Chapter 5: Assessing Readiness for TransformationAssuring an Appropriate Business Strategy; Working With Your Strategic Plan; Checking Out the Capability Maturity Road Map; Chapter 6: Establishing the Transformation Governance System; Leading by Example: Driving the Transformation; Establishing the Programme Management Office; Taking Corrective Action; Walking the Talk; Part III: Planning the Transformation Journey; Chapter 7: Understanding Business Breakthroughs and Fundamentals; Avoiding Initiative Overload; Identifying Business Breakthroughs; Determining the Business Fundamentals
- Establishing Key Performance IndicatorsChapter 8: Planning for Strategy Deployment; Making Strategy Deployment Happen in Practice; Decomposing and Cascading the Critical Objectives; Creating the Strategy Deployment Architecture; Playing Catchball; Introducing the X Matrix; Chapter 9: Implementing Strategy Deployment; Starting SD Implementation; Managing Breakthrough Improvements; Getting Back to Business Fundamentals; Sticking to the Plan; Ensuring Effective SD Progress Reviews; Driving Results with Countermeasures; Getting the Most from Visual Management
- Chapter 10: Establishing a Continuous Improvement Organisational StructureSetting Up the Structure for Continuous Improvement; Creating Standards while Maintaining Flexibility; Introducing the Continuous Improvement Group; Understanding the Stakeholders; Part IV: Starting out on the Transformation Journey; Chapter 11: Creating the Right Culture; Culture, What Culture?; Managing a Cultural Transformation; Achieving Stakeholder Buy-in; Developing the Vision for Change; Getting Communication Right; Developing Employees' Skills; Recognising that Change can be Rewarding; Giving Power to the People