Contents
Chapter 1 A New Paradigm Is Needed
The Expansion to Lean Six Sigma
Macro Societal Shifts Since 1987
Massive Immigration into North America and Europe
Growth of IT and Big Data Analytics
Recognition of Uniqueness of Large, Complex, Unstructured Problems
Version 1.3: Lean Six Sigma and Innovation
The Limitations of Lean Six Sigma 1.3
Still Not Appropriate for All Problems
Does Not Incorporate Routine Problem Solving
Not a Complete Quality Management System
Inefficient at Handling Large, Complex, and Unstructured Problems
Does Not Take Advantage of Big Data Analytics
Does Not Address Modern Risk Management Issues
Chapter 2 What Is Holistic Improvement?
The Ultimate Objective: Comprehensive Improvement
A Holistic View of Improving the Business
An Example of Holistic Improvement
A Strategic Structure for the Holistic Improvement System
Creating a Common Improvement System: The Case of Lean Six Sigma
An Integrated Project Management System
Chapter 3 Key Methodologies in a Holistic Improvement System
Six Sigma: An Overall Framework and One Option for Improvement Projects
Quality Function Deployment (QFD)
Theory of Inventive Problem Solving (TRIZ)
Additional Breakthrough Improvement Methods
Quality and Process Management Systems
Malcolm Baldrige National Quality Award
Total Productive Maintenance (TPM)
Chapter 4 Case Studies in Holistic Improvement
Case Study: Inside the GE Deployment
The Beginnings: Jack Never Bluffs!
The Push for Tangible Benefits
DFSS and a Critical Mass of Green Belts
At the Customer, for the Customer (ACFC)
An Expansion and Reinvigoration
Connection to Innovation and New Product Development
Improvement at DuPont: 1950–1990s
DuPont Integrated Business Management
Product Commercialization Framework
Case Study: The Scott Paper Experience with Holistic Improvement
Early Efforts Toward Lean Design
Reorganization of the Quality Organization
Chapter 5 How to Successfully Implement Lean Six Sigma 2.0
Why Are Organizations Successful in Implementing Lean Six Sigma?
Lean Six Sigma Requires Top Talent
An Infrastructure to Support the Effort
Why Were Others Less Successful?
How Committed Was Senior Leadership?
Who Was Selected for Key Lean Six Sigma Roles?
A Lack of Supporting Infrastructure
The Keys to Successful Lean Six Sigma Deployment
Improvement Methodology Portfolio
High-Level Roadmap for Lean Six Sigma 2.0 Deployment
Sustaining Momentum and Growing
Chapter 6 Launching the Initiative
Developing the Deployment Plan
Project Identification and Prioritization System
Deployment Processes for Leaders
Roles of Management and Others
Project and Initiative Review Schedule
Project Reporting and Tracking System
Audit System for Previously Closed Projects
Selecting Good Lean Six Sigma Projects
The Concept of Process Entitlement
Developing the Project Charter
Where Do I Find the Resources?
Sample Black Belt Course for Finance
Sample Black Belt Course for Manufacturing
Sample Green Belt Course for Manufacturing
Selecting a Lean Six Sigma Provider
Managerial Systems and Processes
Project Reporting and Tracking
Project Identification and Prioritization
Project Closure: Moving On to the Next Project
Deployment Processes for Leaders
Integrating Lean Six Sigma with Current Management Systems
Chapter 8 Sustaining Momentum and Growing
Playing Defense: Sustaining Momentum
Leadership Green Belt Training
Lean Six Sigma Organizational Structure
Six Sigma Leaders Must Work Together As a Team
Playing Offense: Growing the Effort
Expanding Lean Six Sigma Throughout the Organization
Using Six Sigma to Improve Supplier Performance
Expanding the Improvement Portfolio
Implications for Infrastructure
Selecting the Most Appropriate Methodology
Creating a Holistic Improvement System
The Improvement Project Portfolio
Integration of Quality and Process Management Systems
Synergies with the Malcolm Baldrige National Quality Award
Synergies with Risk Management
Don’t Forget About Process Control
Don’t Forget About Managerial Processes
The Long-Term Impact of Holistic Improvement
Holistic Improvement Drives Culture Change
Improvement As a Leadership Development Tool
Chapter 10 Final Thoughts for Leaders
Understanding the Role of the Methods and Tools: A Case Study
How to Think About the Methods and Tools
Tools Themselves Don’t Make Improvements
Tools Must Be Properly Sequenced
Incorporate Subject Matter Knowledge