Accountability sessions, 56
Advocate solutions
action plan and timeline, 95
current state, 93
future state, 95
ideas and opportunities, 93
initiative actions and outcomes, 96–98
key measures of success, 95
macro sale process success metrics, 96
objective and scope, 93
problem or opportunity statement, 92–93
request for proposal (RFP) CSM, 94
A3 outline
advocate solutions, 92–98
direction and decision, 98–103
macro sales process, 76–79
new customers, 85–89
potential clients and customers, 79–85
trusting relationship, 89–92
A3 Report, 67, 68
Bell-shaped normal distribution curve, 10
BHAGs. See Big Hairy Audacious Goals
Big Hairy Audacious Goals (BHAGs), 115
Blitzes, Kaizen, 22
Change over time (C/O), 66
Change Time Plot, 59
Christensen, John, 110
C/O. See Change over time
Covey, Steven, 109
CRM. See Customer relationship management
C/T. See Cycle time
Current State, culture, 108
Customer relationship management (CRM), 62
data requirements, 87–88
macro sales, 69, 70
request for proposal (RFP), 94
Cycle time (C/T), 66
Define-measure-analyze-improve-control (DMAIC), 32, 57
alphabetical tool application chart, 34–35
Deming, Edwards, 8
Developing Customer Loyalty, 109
Dirty dozen, twelve forms of waste, 24–26. See also Waste
DMAIC. See Define-measure-analyze-improve-control
Employee training and involvement, 56
First time through (FTT) quality, 70
FISH! Philosophy, 110
Ford, Henry, 8
FTT quality. See First time through quality
Future State, culture, 108
Gitomer, Jeffrey, 109
Good to Great, (Collins, Jim), 115
“Kaizen” events, 22. See also Rapid Improvement Event
Key enablers, 53–60
for lean sigma success, 113
Leadership establishment, 54
Leading and facilitation checklist, 74
Lean, goal of, 9
Lean Sigma
analysis of, 61–71
application of, 73–75
concepts, 14–16
customers, 14
definition, 11–13
identification of, 7–19
leadership level, 32
manufacturing, 45–51
methods, 32–33
nonblaming–fear-free environment, employee participation in, 14
outcomes, 16–18
philosophies, 13–14
principles, 13–14
processes and results, continuous improvement in, 14
project level, 32
for sales challenge, 1–5
sales processes, 45–51
service excellence waste walk checklist, 31
systems level, 32
team level, 32
tools, 33–42
tool selection and application, 53–60
transformations, 16
understanding of, 7–19
value streams, 14
worker level, 33
Lean Sigma Basics, 109
Lean Sigma kick-off session, 73
Lean Sigma Tool Application Chart, 33–34
Lundin, Stephen C., 110
Macro key measures of success, 104–105
Macro map opportunities priorities, 70
Macro sales process
action plan and timeline, 79
A3 outline, 76–79
current state, 77
future state, 79
ideas and opportunities, 78
key measures of success, 79
objective and scope, 76
outline of, 63–64
pipeline CSM, 69
problem or opportunity statement, 76
results summary, 103–104
Mastering the Rockefeller Habits (Harnish), 115
Meeting Rhythms (Harnish), 115
Motwani, Jaideep, 109
New customers
action plan and timeline, 86
current state, 86
future state, 86
ideas and opportunities, 86
initiative actions and outcomes, 87–89
key measures of success, 86
objective and scope, 85
problem or opportunity statement, 85
Nonvalue added (NVA) analysis, 33, 36–37
current state map (CSM), 38
customer phone order process data, 36–37
Lean Sigma concepts, 15
stacked bar chart, 38–42
NVA analysis. See Nonvalue added analysis
Paul, Harry, 110
PDCA. See Plan, do check, act
perseverance and commitment, 57
Plan, do, check, act (PDCA), 15, 55, 107
Policy deployment, 56, 57
Potential clients and customers
action plan and timeline, 81
current state, 80
future state, 81
ideas and opportunities, 80–81
initiative actions and outcomes, 81–85
key measures of success, 81
objective and scope, 80
problem or opportunity statement, 79
Preparation checklist:, 74
Ptacek, Rob, 109
Q. See Quality yield
Quality yield (Q), 66
Rapid improvement event (RIE), 21–23
Request for proposal (RFP) process, 70
Resource commitment, 54–55
RFP process. See Request for proposal process
RIE. See Rapid improvement event
Sale process expectations, 18–19
Sales challenge, 1–5
Sales cultural transitions, 107–112
Sales deliverables, 48–51
Sales processes, 45–51
Sales success, 113–116
Service deliverables parameters, 48–51
Service outcomes and focus, 50
The Seven Habits of Highly Effective People, 109
Six Sigma, 10–11
Six Sigma and Lean. See Lean Sigma
Supporting direction and decision
action plan and timeline, 99–100
current state, 99
future ideas and opportunities, 99
future state, 99
ideas and opportunities, 99
initiative actions and outcomes, 100–103
key measures of success, 100
objective and scope, 98–99
problem or opportunity statement, 98
Taylor, Fredrick, 8
Total Quality Management (TQM), 8
TQM. See Total Quality Management
Training programs, 109–110
Trusting relationship
action plan and timeline, 90
current state, 89–90
future state, 90
ideas and opportunities, 90
initiative actions and outcomes, 91–92
key measures of success, 90–91
objective and scope, 89
problem or opportunity statement, 89
Up time (U/T), 66
U/T. See Up time
VA analysis. See Value added analysis
Value added (VA) analysis, 33, 36–37
current state map (CSM), 38
customer phone order process data, 36–37
Lean Sigma concepts, 14
stacked bar chart, 38–42
VOC. See Voice of the customer
Voice of the customer (VOC), 91, 92
Waste
of corrections, 28
environmental waste, 29–30
of expertise, 27
of inventory, 27–28
Lean Sigma, 15
of motion, 28
of overload, 29
of overprocessing, 28–29
of overproduction, 27
social waste, 30, 31
of transport, 27
of unevenness, 29
of waiting, 29
Waste walk checklist, 31
Work session, key points for, 75–76