Contents
PART I
Using Lean Six Sigma for Strategic Advantage in Service
Chapter 1 The ROI of Lean Six Sigma for Services
What Does Lean Six Sigma Mean for Services?
Applying Lean Six Sigma to Services
Why Services Are Full of Waste—and Ripe for Lean Six Sigma
The Strategic Imperative of Investing in Lean Six Sigma
Revenue Growth Drives Shareholder Value
Chapter 2 Getting Faster to Get Better (Why You Need Both Lean and Six Sigma)
Defect-free Service: What Six Sigma has to offer
Speed & Low Cost: What Lean can contribute
Service Example of "Hard" Lean Tools
Blending Lean and Six Sigma to Optimize Service
Success Story #1 Lockheed Martin
Chapter 3 Seeing Services Through Your Customers' Eyes
VOC Use #1: Strategic business decisions
VOC Use #2: Product/service evaluation and design
VOC Use #3: Process improvement and problem-solving
VOC Use #4: Shaping job descriptions & skill sets around customer needs
Chapter 4 Executing Corporate Strategy with Lean Six Sigma
Applying Value-Based Management to Project Selection
Stage 1: Identifying the Burning Platform of shareholder value creation
Stage 2: Mapping the value streams
Stage 3: Prioritizing projects (finding the Time Traps)
Value Creation Through Acquisitions and Divestitures
Success Story #3 City of Fort Wayne, Indiana
Chapter 5 The Value in Conquering Complexity
Face-to-Face with the Cost of Complexity
The Forces Driving Increased Service/Product Complexity
Strategies for Reducing Complexity
Calculating the Cost of Complexity
Success Story #4 Stanford Hospital and Clinics
Part II
Deploying Lean Six Sigma in Service Organizations
Chapter 6 Phase 1: Readiness Assessment
Readiness Step 1: Select the Champion
Readiness Step 2: Establish a baseline snapshot
Readiness Step 3: Interviews with top management
Readiness Step 4: Engaging key influencers
Readiness Step 5: Assessing the impact
Chapter 7 Phase 2: Engagement (Creating Pull)
Examples of Engagement Strategies
Education, Communication, and Involvement
Conclusion: Starting off on the right foot
Chapter 8 Phase 3: Mobilization
Mobilization Goal #1: Commission an executive team
Mobilization Goal #2: Create the infrastructure
Mobilization Goal #3: Develop training
Mobilization Goal #4: Select and charter first-wave projects
Mobilization Goal #5: Reach consensus on common metrics
Chapter 9 Phase 4: Performance & Control
Avoiding the Pitfalls in Lean Six Sigma Deployment
Vigilance: Warning signals and decelerators
Conclusion: Achieving transformational change
Chapter 10 Service Process Challenges
The Biggest Challenge in Service: Learning to recognize waste
Running Projects in a Service Environment
Chapter 11 Using DMAIC to Improve Service Processes
Project Chartering: The transition into Define
Chapter 12 First Wave Service Projects
Case #1: Understanding the process
Case #2: Blaming the visible part of the process
Case #3: Turning a customer hassle into a delighter
Case #4: Getting rid of backlog
Case #5: It's not just WIP piling up
Chapter 13 Raising the Stakes in Service Process Improvement
Case #6: Gaining control over process complexity [a service Kaizen project]
Case #7: Collaborating with internal customers
Case #8: Improving response time on signature services
Case #9: Cleaning up your workspace (a 5S+1 project)
Case #10: Knowing what's here (and where it is)
Case #11: Changing professional practice
Case #12: Developing supplier relationships through Lean Six Sigma
Chapter 14 Designing World-Class Services (Design for Lean Six Sigma)