Table of Contents


lean six sigma for service: how to use lean speed and six sigma quality to improve services and transactions
Lean Six Sigma For Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions
byMichael L. George ISBN:0071418210
McGraw-Hill 2003 (386 pages)

This text fills the need for a service-based approach, explaining how companies of all types can cost-effectively translate manufacturing-oriented Lean Six Sigma tools into the service delivery process.

Table of Contents
Lean Six Sigma for Service—How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions
Introduction
Part I - Using Lean Six Sigma for Strategic Advantage in Service
Chapter 1 - The ROI of Lean Six Sigma for Services
Chapter 2 - Getting Faster to Get Better—Why You Need Both Lean and Six Sigma
Success Story #1 - Lockheed Martin Creating a New Legacy
Chapter 3 - Seeing Services Through Your Customers’ Eyes—Becoming a customer-centered organization
Success Story #2 - Bank One Bigger… Now Better
Chapter 4 - Executing Corporate Strategy with Lean Six Sigma
Success Story #3 - Fort Wayne, Indiana From 0 to 60 in nothing flat
Chapter 5 - The Value in Conquering Complexity
Success Story #4 - Stanford Hospital and Clinics—At the forefront of the quality revolution
Part II - Deploying Lean Six Sigma in Service Organizations
Chapter 6 - Phase 1—Readiness Assessment
Chapter 7 - Phase 2—Engagement (Creating Pull)
Chapter 8 - Phase 3—Mobilization
Chapter 9 - Phase 4—Performance and Control
Part III - Improving Services
Chapter 10 - Service Process Challenges
Chapter 11 - Using DMAIC to Improve Service Processes
Chapter 12 - First Wave Service Projects
Chapter 13 - Raising the Stakes in Service Process Improvement
Chapter 14 - Designing World-Class Services (Design for Lean Six Sigma)
Index
List of Figures
List of Tables
List of Figure Examples
List of Sidebars


Much of the U.S. economy is now based on services rather than manufacturing. Yet the majority of books on Six Sigma and Lean--today's major quality improvement initiatives--explain only how to implement these techniques in a manufacturing environment.

Lean Six Sigma for Services fills the need for a service-based approach, explaining how companies of all types can cost-effectively translate manufacturing-oriented Lean Six Sigma tools into the service delivery process.

Filled with case studies detailing dramatic service improvements in organizations from Lockheed Martin to Stanford University Hospital, this bottom-line book provides executives and managers with the knowledge they need to:

  • Reduce service costs by 30 to 60 percent
  • Improve service delivery time by 50 percent
  • Expand capacity by 20 percent without adding staff

About the Author

Michael L. George is founder and CEO of George Group, the largest Lean Six Sigma consulting practice in the United States. George Group specializes in creating value through Lean Six Sigma, Lean Manufacturing, and Complexity Reduction.



Lean Six Sigma for Service—How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions

Michael L. George

McGraw-Hill

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Acknowledgments

Many people have helped this book become a reality. They contributed detailed case studies or reviewed the manuscript, making great personal sacrifices along the way. I greatly appreciate their help and their organizations’ support. Special thanks go out to:

Lockheed Martin: Mike Joyce, Manny Zulueta, James Isaac, George Sanders, Kevin Fast, and a special thanks to Myles Burke, who made substantial contributions to the text

Bank One’s National Enterprise Operations (NEO) group: Mike Fischbach, Darryl Greene, Jim Kaminski, Tim Williams

Stanford Hospital and Clinics: Karen Rago (now of UC–San Francisco), Nick Gaich

The City of Fort Wayne: Mayor Graham Richard, Roger Hirt, Michele Hill

Caterpillar, Inc: Rod Skewes

A special note of thanks to the Lean Six Sigma pathfinders: Lou Giuliano of ITT Industries; Dave Burritt and Geoff Turk of Caterpillar; Jerry Henry, Steve Hochhauser, and Dick Cunningham of Johns Manville; Lew Fischer of Bank One; Vance Coffman of Lockheed Martin; Mayor Graham Richard of the City of Fort Wayne… “You have given others the courage to accomplish their own greatness.”

I'd like to give special thanks to all of my outstanding George Group colleagues, who are continually pioneering the work of Lean Six Sigma to drive real shareholder value creation with our clients. In particular, I'd like to single out a few people whose contributions are reflected in this book and its predecessor, Lean Six Sigma:

James Works—for creating a strategic deployment architecture to leverage the power of Value Based Management, Lean Six Sigma, Leadership Effectiveness and Conquering Complexity to drive incredible, sustainable value for our clients around the world

Bill Kastle, Mark Price, Kevin Simonin—for proving that Lean Six Sigma works by leading some of the largest, most ambitious and most successful Lean and Six Sigma deployments ever undertaken

Rick Hardcopf, Walt Mores, Jeff Howard and John Maxey—for their outstanding contribution to the advancement of our knowledge of Lean Six Sigma and capture of Voice of the Customer

Paul Jaminet—for his ground-breaking contribution to the development of the ideas and implementation strategies for “Conquering Complexity”

Kimberly Watson Hemphill, Ken Jacobson and Chuck Cox—for their continuing development and application of truly innovative Design for Lean Six Sigma

I’d also like to thank Bob DeLeeuw, Bryan Carey, and Joe Walsh of DeLeeuw Associates who are using our Lean Six Sigma principles to reshape the banking industry.

A last word of thanks to Kim Bruce for helping to keep this book moving forward, and to Sue Reynard, a gifted writer who has expertly translated my consultant-speak into English.

About the Author

Michael George, Chairman and CEO of George Group Consulting, is an effective change agent for Fortune 500 companies. He has worked personally with CEOs and executive teams at companies such as ITT Industries, Caterpillar, Colgate-Palmolive, Xerox, Johns Manville (a Berkshire Hathaway company) and Ingersoll-Rand. His primary emphasis is on the creation of shareholder value through application of process improvement initiatives including Lean Six Sigma, Lean Manufacturing, and Complexity Reduction. His recent book, Lean Six Sigma (McGraw-Hill, 2002), describes the philosophy and implementation for maximizing business growth and economic profit. Mr. George holds a BS in Physics from the Univ. of California and a MS in Physics from the Univ. of Illinois. He began his career at Texas Instruments in 1964 as an engineer. In 1969, he founded the venture startup International Power Machines (IPM), which he subsequently took public and sold to a division of Rolls Royce in 1984. This enabled him to study the Toyota Production System and TQM first hand in Japan, resulting in the book America Can Compete, which led to the founding of George Group in 1986.