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The Lean Six Sigma Guide to Doing More With Less Mark O. George

The Lean Six Sigma Guide to Doing More With Less By Mark O. George

The Lean Six Sigma Guide to Doing More With Less by Mark O. George


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Summary

Cut costs, reduce waste, and stay competitive with Lean SixSigma These days, enterprises need to reduce operating costs asquickly as possible without compromising quality and customerservice levels. In the last ten years, business leaders haverecognized Lean Six Sigma as one of the most valuable methodologiesfor realizing this goal.

The Lean Six Sigma Guide to Doing More With Less Summary

The Lean Six Sigma Guide to Doing More With Less: Cut Costs, Reduce Waste, and Lower Your Overhead by Mark O. George

Cut costs, reduce waste, and stay competitive with Lean SixSigma These days, enterprises need to reduce operating costs asquickly as possible without compromising quality and customerservice levels. In the last ten years, business leaders haverecognized Lean Six Sigma as one of the most valuable methodologiesfor realizing this goal. The Lean Six Sigma Guide to Doing More With Less is yourcomplete guide for taking advantage of Lean Six Sigma and relatedapproaches to improve bottom line performance and enablecompetitive advantage. With focus and precision, this essentialresource hones in on how to reduce overall costs by eliminatingwaste and providing competitive advantage through enterprisespeed. * In today's recessionary environment Lean Six Sigma is apowerful and practical method to enable rapid and sustainable costreduction through process improvement, enterprise speed andagility. * Through the discussion of critical tools, case studies andimplementation tips the guide provides a thorough and pragmaticunderstanding of how Lean Six Sigma can reduce cost. It providesinstruction and insights for stand alone cost-out projects, thedesign and launch of enterprise initiatives and how to extractgreater performance from legacy Six Sigma programs. * Authored by Mark O. George, a Managing Director of Accenture'sProcess & Innovation Performance service line, which is largelybased on the expertise of the former George Group, acquired byAccenture in 2007. The Lean Six Sigma Guide to Doing More With Less is thebenchmark manual for effectively applying Lean Six Sigma to rapidlyreduce operating costs and enable competitive advantage in today'sbusiness environment.

About Mark O. George

Mark O. George is a Senior Executive at Accenture and is the Global Offering Group leader for Operations Consulting in the Process and Innovation Performance service line. Mark has designed and supported dozens of enterprise transformation initiatives for Fortune 500 and 1000 companies that have delivered hundreds of millions in economic profit. Accenture is a global management consulting, technology services, and outsourcing company with more than 186,000 people serving clients in over 120 countries, the company generated net revenues of $23.39 billion for the fiscal year ended August 31, 2008. Its home page is www.accenture.com.

Table of Contents

Foreword. Preface. Acknowledgments. Chapter 1 Why Use Lean Six Sigma to Reduce Cost? Transactional Example: Lean Six Sigma Transforming OurGovernment. The Alloy of High Performance: Why Choose Lean Six Sigma toReduce Cost? Lean Six Sigma versus Traditional Cost-CuttingTactics. Emerging Stronger Than Ever. Spotlight #1. How to Use This Book. Overview of Part I: Process Cost Reduction a Focus on theTools of Waste Elimination. Overview of Part II: Enterprise Cost Reduction a Focus onValue, Speed, Agility and Competitive Advantage. Overview of Part III: Accelerating DeploymentReturns Getting More, Faster, from a Lean Six SigmaDeployment. Part I Process Cost Reduction: A Focus on WasteElimination. Introduction to Part 1. Chapter 2 Find Cost Reduction Opportunities in Waste. The Seven Common Faces of Waste: TIMWOOD. Using the Full LSS Toolkit to Drive Cost Reduction. Spotlight #2. Special Tips for Nonmanufacturing Processes. Key Success Factors in Reducing Costs in Services andRetail. Spotlight #3. Design a Successful Lean Six Sigma Project or Pilot. Which Methodology Is Right for Your Project? Identifying the Players and Their Roles. Chapter 3 Use the Voice of the Customer to IdentifyCost-Cutting Opportunities. Customer Types and Their Needs. Collecting Data on Customer Needs. Getting Specific about Customer Needs. Avoiding Misinterpretations. Conclusion. Chapter 4 Make Processes Transparent to Expose Waste. How to Define the Boundaries through SIPOC Diagrams. Using Value Stream Maps to Achieve Transparency. Conclusion. Chapter 5 Measure Process Efficiency: Finding the Levers ofWaste Reduction. Process Cycle Efficiency (PCE): The Key Metric of ProcessTime and Process Cost. Little s Law: Understanding the Levers for ImprovingProcess Speed. The WIP Cap Method: How Limiting WIP Can Increase ProcessSpeed and Reduce Costs. Using PCE and Little s Law to Drive CostReduction. Chapter 6 Improve Your Analysis Skills: How UnderstandingVariation, Root Causes, and Factor Relationships Can Help You CutCosts While Improving Quality. Analysis Skill #1: Learning to Read Variation. Analysis Skill #2: Digging Out Root Causes. Analysis Skill #3: Establishing relationships betweenfactors. Conclusion. Chapter 7 Make Rapid Improvements through Kaizens. Quick Overview: The Kaizen Approach. When Should You Use Kaizens in Cost ReductionProjects. Seven Keys to Kaizen Success. Conclusion. Part II Raising the Stakes: Reducing Costs at an EnterpriseLevel. Chapter 8 Think Transformation, Not Just Improvement. Attain a Proper Understanding of the Extent of theOpportunity. Consciously Choose a Path to Capture the Opportunity. Plan for a Transformation Journey. Leadership Challenges in Leading a Transformation. Conclusion. Spotlight #4. Transformation at Owens-Illinois. Chapter 9 Unlock the Secrets to Speed andFlexibility. Alignment and Analytics. A Model of Speed and Agility. Economic Order Quantity (EOQ) The First 100Years. Augmenting EOQ with Lean Analytics. The Equations in Action. Conclusion. Chapter 10 Reduce the Cost of Complexity. The Hidden Cost of Added Offerings on Processes. Assessing Complexity in Your Business: A HolisticView. Highlights of the Complexity Analysis Process. Complexity Reduction as the Gateway toTransformation. Conclusion. Chapter 11 Look Outside Your Four Walls to Lower CostsInside. What Is an Extended Enterprise? Working on the Supplier End of the ExtendedEnterprise. What to Do When You re the Supplier: Extending YourEnterprise Downstream. Conclusion. Part III Speeding Up Deployment Returns: Strategies forGetting More, Faster, from a Lean Six Sigma Deployment. Chapter 12 Create a Pipeline of Cost Improvement Projects:The Secret to Protecting the Heart of Your Business. Developing Rigor in Project Identification andSelection. From First-Time to All the Time: Shifting from a One-TimeEvent to an Ongoing System of Pipeline Management. Conclusion: Maintaining a Dynamic Pipeline. Spotlight #5. Link Projects to Value Drivers. Option 1: Value Driver Trees. Option 2: Financial Analysis Decision Tree. Option 3: Economic Profit. Option 4: EP Sensitivity Analyses. Value Driver Example. Chapter 13 Smooth the Path through Change. Change Readiness Assessments. Leading versus Managing the Change. Upgrading Your Communication Plan. Process Ownership and Cost Accountability. Conclusion: Restoring Faith, Hope, and Belief. Chapter 14 Establishing a Center of Excellence. What Is a CoE and What Does It Do? Focus #1: Performance Management. Focus #2: Replication: Copy and Paste Your CostSavings. How Can a CoE Fit into an Organization? Weaving the CoE into Strategic Planning. Conclusion. Chapter 15 Gaining New Perspectives on Deployment Cost andSpeed Opportunities. Looking for Focus and Flexibility in Deployment. Focusing Deployments on Business Issues. Flexibility in Building Skills. Conclusion. Chapter 16 Reenergizing a Legacy Program. Why Deployments Lose Steam. Building a Steam Engine: Performance Management. Process Ownership: The Partner of PerformanceManagement. How to Reenergize a Deployment. Conclusion. Index.

Additional information

GOR004945105
9780470539576
0470539577
The Lean Six Sigma Guide to Doing More With Less: Cut Costs, Reduce Waste, and Lower Your Overhead by Mark O. George
Used - Very Good
Hardback
John Wiley & Sons Inc
2010-02-19
352
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

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