Title Page
by Roger Hoerl, Ron D. Snee
Leading Holistic Improvement with Lean Six Sigma 2.0, Second edition
- Cover Page
- Title Page
- Copyright Page
- Dedication
- Contents at a Glance
- Contents
- About This E-Book
- Acknowledgments
- About the Authors
- Preface
- Chapter 1 A New Paradigm Is Needed
- Chapter 2 What Is Holistic Improvement?
- Chapter 3 Key Methodologies in a Holistic Improvement System
- Chapter 4 Case Studies in Holistic Improvement
- Case Study: Inside the GE Deployment
- The Beginnings: Jack Never Bluffs!
- No Second Guessing
- The First Year: 1996
- The Push for Tangible Benefits
- DFSS and a Critical Mass of Green Belts
- A Refocus on Customers
- Application to Finance
- Digitization and Six Sigma
- At the Customer, for the Customer (ACFC)
- An Expansion and Reinvigoration
- Connection to Innovation and New Product Development
- Lessons Learned
- Case Study: The DuPont Story
- Case Study: The Scott Paper Experience with Holistic Improvement
- Summary and Looking Forward
- References
- Case Study: Inside the GE Deployment
- Chapter 5 How to Successfully Implement Lean Six Sigma 2.0
- Chapter 6 Launching the Initiative
- Full or Partial Deployment?
- Developing the Deployment Plan
- Deployment Plan Elements
- Strategy and Goals
- Process Performance Measures
- Project Selection Criteria
- Project Identification and Prioritization System
- Deployment Processes for Leaders
- Roles of Management and Others
- Curricula and Training System
- Project and Initiative Review Schedule
- Project Reporting and Tracking System
- Audit System for Previously Closed Projects
- Reward and Recognition Plan
- Communications Plan
- Selecting the Right Projects
- The Concept of Process Entitlement
- Developing the Project Charter
- Selecting the Right People
- What Training Do I Need?
- Selecting a Lean Six Sigma Provider
- Summary and Looking Forward
- References
- Chapter 7 Managing the Effort
- Managerial Systems and Processes
- Management Project Reviews
- Project Reporting and Tracking
- Communications Plan
- Reward and Recognition Plan
- Project Identification and Prioritization
- Project Closure: Moving On to the Next Project
- Lean Six Sigma Budgeting
- Deployment Processes for Leaders
- Integrating Lean Six Sigma with Current Management Systems
- Summary and Looking Forward
- References
- Chapter 8 Sustaining Momentum and Growing
- Chapter 9 The Way We Work
- Creating a Holistic Improvement System
- The Improvement Project Portfolio
- The Improvement Organization
- Integration of Quality and Process Management Systems
- Synergies with ISO 9000
- Synergies with the Malcolm Baldrige National Quality Award
- Synergies with Risk Management
- Don’t Forget About Process Control
- Don’t Forget About Managerial Processes
- Motorola Financial Audit Case
- The Long-Term Impact of Holistic Improvement
- Holistic Improvement Drives Culture Change
- Improvement As a Leadership Development Tool
- Summary and Looking Forward
- References
- Chapter 10 Final Thoughts for Leaders
- Appendix A Ensuring Project and Initiative Success
- Appendix B Glossary
- Appendix C Acronyms
- Index
LEADING HOLISTIC IMPROVEMENT WITH LEAN SIX SIGMA 2.0
Second Edition
Ronald D. Snee
Roger W. Hoerl
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