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Author Schonberger, Richard J
Title Best Practices in Lean Six Sigma Process Improvement : A Deeper Look
Imprint Hoboken : John Wiley & Sons, Incorporated, 2007
©2008
book jacket
Edition 1st ed
Descript 1 online resource (306 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note Intro -- BEST PRACTICES IN LEAN SIX SIGMA PROCESS IMPROVEMENT -- Contents -- Preface -- Part I: Hyper-competition -- Chapter 1: Magnitude Advances in Competitive Standards and Technologies -- HOW ARE WE DOING? -- FLAWED AMERICAN SYSTEM -- MUTUALLY BENEFICIAL PRACTICES -- Chapter 2: Global Leanness: An Unstable Phenomenon -- INVENTORY: A TELLING METRIC -- ARE COMPANIES IMPROVING? -- NO LEAN, FLASHES OF LEAN, SUSTAINED LEAN -- CYCLICITY -- WHY DOESN'T LEAN LAST? -- Chapter 3: Big Question: Does Lean Beget Financial Success? -- MOOT MATTER -- MULTIPLE EFFECTS, COMPOUNDED OVER TIME -- Chapter 4: Ultimate Trend: Improving the Rate of Improvement -- CONCAVE UPWARD TREND -- STRONGLY LEAN -- EQUIVOCAL -- Part II: Improvement Gone Wrong-and Made Right -- Chapter 5: Waste Elimination, Kaizen, and Continuous Improvement: Misdefined, Misunderstood -- CUSTOMERS TO THE FORE: WASTE ELIMINATION AS AN ENABLER -- THE KAIZEN TRAP: DIS-CONTINUOUSIMPROVEMENT -- INTENSIVE OBSERVATION AT THE GEMBA-BUT WHO ARE THE OBSERVERS? -- THE CONTINUOUS SIDE OF IMPROVEMENT: FULL ENGAGEMENT -- Chapter 6: The Metrics Trap -- FROM UNLEAN TO ULTRA-LEAN ACCOUNTING -- FEWEST CONTROLS AND CONTROLLERS -- PRICING FOR SPEED -- DATA SUPERSEDING METRICS -- FRUSTRATION RELIEF -- THREE MISUNDERSTOOD MEASURES OF PERFORMANCE -- Chapter 7: The Case Against (Much of) Management Goal Setting -- GOAL REVERSAL -- GOAL BACKLASH -- VISUAL DRIVERS -- EXPANDED VISION -- OVERACTIVE DASHBOARDS -- LEAN OVERSIGHT -- Part III: Building a Competitive Fortress -- Chapter 8: Fortress by Culture -- NORDSTROM: CUSTOMER SERVICE IS OUR BUSINESS -- 3M: CLOSET INNOVATION -- SAVING LIVES AS COMPANY CULTURE: THE MEDTRONIC EXAMPLE -- THE ''HP WAY'' -- Chapter 9: Vengeful Numbers -- WHERE THE NUMBERS COME FROM AND TAKE YOU -- CONTINUITY AND PREDICTABILITY VERSUS MAGNITUDE -- EMERSON ELECTRIC: FORTY-THREE YEARS UPWARD
BEYOND THE FORTY-THREE YEARS -- WHEN FINANCIAL ANALYSTS SEE BEYOND THE FINANCIALS -- Chapter 10: Process Improvement: Stretching Company Capabilities -- BEST PRACTICES: SOME FOR STUDY, SOME TO DO, SOME FOR TRAINING -- DROWNING IN THE BASICS -- Chapter 11: Unique Business Models (Big Ideas) -- INNOVATIVE BUSINESS MODELS -- DELL-DIRECT -- WAL-MART AND EDLP -- THE BASICS VERSUS UNIQUE BUSINESS MODELS -- Part IV: What Goes Wrong: Impressive Companies and Their Weak Spots -- Chapter 12: Does Rapid Growth Put the Brakes on Lean? -- FOUR COMPANIES IN TWO PAIRS: TOYOTA/HARLEY AND DANAHER/ILLINOIS TOOL -- WHAT THE FINDINGS SHOW -- IBM AND TOYOTA: WILL HISTORY REPEAT? -- GRACO: IN A GROWTH SPURT -- Chapter 13: Losing Their Way-or Not -- DISCONTINUITY IN THE EXECUTIVE SUITE -- CHRONIC CAPACITY STARVATION IN THE FACE OF UNPREDICTABLE DEMAND -- KNOWLEDGE MISMANAGEMENT -- Part V: Leanness: A Changing Landscape -- Chapter 14: Global Lean Champions: Passing the Torch -- WHERE LEAN COUNTS MOST: TIGHTENING THE CHAINS -- TOYOTA: MIXED MESSAGES -- THE LONG AND THE SHORT OF TOYOTA -- Chapter 15: How Overweight Companies Get Lean -- IMPORTING/EXPORTING LEAN EXPERTISE THROUGH ACQUISITIONS AND MERGERS -- COMBATING BUREAUCRATIZATION AND INERTIA -- COMMONALITY -- PIECEMEAL COMPANY TRAINING/EDUCATION AND IMPLEMENTATION -- Chapter 16: Flow-Through Facilities -- FACTORIES: GROWTH IN MULTIPLES -- PRODUCTION LINES: TOO LONG, TOO FEW, TOO UN-ERGONOMIC, TOO MIND-NUMBING -- BI-MODAL VALUE-STREAM DESIGN: COST AND PRICE EFFECTS -- Chapter 17: External Linkages -- EXTERNAL LEAN: HOW LARGE AN ISSUE? -- WHERE WE LOST-AND FOUND-OUR WAY -- RISKY, FEARFUL WORLD -- Part VI: Why Industries Rank Where They Do -- Chapter 18: Leanness Rankings for Thirty-Three Industrial Sectors -- THE INDUSTRY RANKINGS -- WHAT THE RANKINGS SAY -- Chapter 19: Electronics: A Metamorphosis
ELECTRONICS-EARLY 1980S TO THE PRESENT -- TRANSFORMATION: FROM MODULES TO CONTRACT MANUFACTURING -- ELECTRONICS TRENDSETTERS -- WHEN THINGS GO WRONG-AS THEY WILL IN A GLOBAL INDUSTRY -- Chapter 20: Motor-Vehicle Industry: Earliest but Lagging -- MOTOR-VEHICLE PRODUCERS: HOW THEY RANK -- NINETY-ONE MOTOR-VEHICLE SUPPLIERS -- Chapter 21: Aerospace-Defense: OEMS Are Soaring -- Suppliers Are Not -- OEMS ARE IMPRESSIVE, SUPPLIERS LESS SO -- A-D SCORES HIGH ON QUALITY, RELIABILITY, AND TRAINING -- COMPLEX INDUSTRY, COMPLEX METRICS -- LEARNING CURVE -- CRITICAL CHAIN -- Chapter 22: Other Industries -- LIQUIDS/GASES/POWDERS/GRAINS: 21ST RANKED -- METAL-WORKING/MACHINING (MM): 8TH RANKED -- FINAL REMARKS -- MULTIPLE RESPONSES -- OUTCOMES, INPUTS, AND BEST PRACTICES -- Epilogue -- MULTIPLE RESPONSES -- OUTCOMES, INPUTS, AND BEST PRACTICES -- Index
Best Practices in Lean Six Sigma Process Improvement reveals how to refocus lean/six sigma processes on what author Richard Schonberger-world-renowned process improvement pioneer-calls "the Golden Goals": better quality, quicker response, greater flexibility, and higher value. This manual shows you how it can be done, employing success stories of over 100 companies including Apple, Illinois Tool Works, Dell, Inc., and Wal-Mart, all of which have established themselves as the new, global "Kings of Lean," surpassing even Toyota in long-term improvement
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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Schonberger, Richard J. Best Practices in Lean Six Sigma Process Improvement : A Deeper Look Hoboken : John Wiley & Sons, Incorporated,c2007 9780470168868
Subject Six sigma (Quality control standard);Total quality management.;Production management
Electronic books
Alt Author Schonberger, Richard J
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