combining Six Sigma quality with lean speed George, Michael L. creator text enk New York McGraw-Hill c2002 2002 monographic eng

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xiv, 322 p. : ill. ; 24 cm. Machine generated contents note: Part One. The Lean Six Sigma Value Proposition -- 1. Lean Six Sigma: Creating Breakthrough -- Profit Performance -- The Roadmap to Higher Shareholder Value -- The Lean Six Sigma Secret -- The Lean Six Sigma Value Proposition -- Lean Six Sigma and MRP -- The Power Is in the Total Process -- To Learn More -- 2. Six Sigma: The Power of Culture -- Critical Success Factors for Six Sigma -- Predicting Team Success, Preventing Team Failure -- The Six Sigma Process and Improvement Tools -- The Role of Six Sigma as a Metric -- The Key Is in the Culture -- Key Messages of Six Sigma -- To Learn More -- 3. Lean Means Speed -- Is This Lean? -- The Essentials of Lean -- The Lean Metric: Cycle Efficiency -- Velocity of Any Process -- Knowing Where to Focus: The 80/20 Rule -- Using a Value Stream Map to Find the 20% Waste -- The Major Lean Improvement Tools -- The Lean Enterprise -- Epilogue on Ford -- The Laws of Lean Six Sigma -- To Learn More -- 4. Creating Competitive Advantage with -- Lean Six Sigma -- The Need for Executive Engagement -- Value Stream Selection a la Warren Buffett -- Competing with Lean Six Sigma -- Part Two. The Lean Six Sigma Implementation -- Process -- 5. Initiation: Getting Commitment from Top -- Management -- Laying the Groundwork -- Leadership Engagement -- The Next Moves -- 6. Infrastructure and Deployment Planning -- Plan Components and Typical Timelines -- The Detailed Deployment Plan -- A. Process Focus -- B. Organizational Structures -- C. Measures -- D. Rewards and Recognition -- E. Infrastructure Tools -- Completing the Deployment Plan -- 7. Kickoff: Establishing the Vision Company-Wide -- Structure of the Transforming Event -- A. CEO Presentation -- B. Design Team Presentation -- C. "Testimonials" from Experienced Companies -- D. Simulation -- E. Launch Preparations -- The Cascade of Transforming Events -- Achieving a Company-Wide Vision -- Only the Beginning-- 8. Selecting the Right People-and the -- Right Projects -- Selecting Black Belt Resources -- Selecting Projects -- The Language of Project Selection -- Who Does What -- Diagnostic Processes for Project Identification -- Top-Down Project Identification -- Bottom-Up Project Identification -- Grouping and Screening Ideas -- Project Definition and Scoping -- Final Project Selections -- Projects Suitable for Lean Six Sigma -- Selecting the Right Resources and Projects -- 9. Predicting and Improving Team Performance -- Understanding Individual Performance -- Preferred Team Roles as Predictors of Team -- Success or Failure -- Applying Belbin's Research -- The Importance of Team Leadership -- Implications for Black Belt Training -- 10. Implementation: The DMAIC -- Improvement Process -- The Context of Improvement -- The DMAIC Process and Its Tools -- A Walk Through DMAIC -- Developing Focus: The DMAIC Filter -- Big Gains with Simple Tools: Two Examples -- Implications for Black Belt Training -- 11. Implementation: The DMAIC Tools -- Define Tools -- Measure Tools -- Analyze Tools -- Improve Tools -- Control Tools -- Using the Lean Six Sigma Tools -- 12. Institutionalizing Lean Six Sigma -- Institutionalization -- Planning for Each Business Unit Launch -- The Executive's Role -- Emphasizing the Ultimate Goals -- Part Three. Leveraging Lean Six Sigma -- 13. Total Supply Chain Acceleration -- Part A: Accelerating Your Internal Supply Chain -- Part B: Extending the Enterprise to Suppliers -- Part C: The Downstream Pull System -- 14. Lean Six Sigma Logistics -- Inventory and Strategic Goals -- Inventory and The Cost of Production -- Fundamental Logistics Cost Drivers -- Lean Manufacturing, Raw Materials, and -- Inventory Management -- Implementing Lean Logistics -- Challenges of Lean Logistics -- 15. Design for Lean Six Sigma -- The Case for Applying Lean Six Sigma -- to the Design Process -- Improving Design Velocity -- Design for Lean Six Sigma -- Final Thoughts on Lean Six Sigma and -- Product Development. Michael L. George. Includes index. Production management School of Business and Education Production management Quality control Process control Lean manufacturing TS 156 .G46 2002 TS 156 .G46 2002 9780071385213 2002510749 http://www.loc.gov/catdir/bios/mh041/2002510749.html http://www.loc.gov/catdir/toc/fy033/2002510749.html http://www.loc.gov/catdir/bios/mh041/2002510749.html http://www.loc.gov/catdir/toc/fy033/2002510749.html KyUL 020814 20250226181507.0 12894717