Best practices in lean six sigma process improvement a deeper look
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....
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
John Wiley & Sons
c2008.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627540006719 |
Tabla de Contenidos:
- 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 ImprovementCONCAVE 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 METRICSFRUSTRATION 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 UPWARDBEYOND 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 TOOLWHAT 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
