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Conclusion

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George M., Rowlands D., Kastle B.

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Conclusion

Lean Six Sigma is a discipline that has learned from past mistakes. And one of the mistakes made by previous improvement methodologies was to ignore management support. Initially, a lot of managers find themselves thinking that Lean Six Sigma efforts are somehow “stealing resources” that they would rather devote to the “real work.” But once they see the kinds of rapid and sustainable gains earned when well-trained people work on high- priority projects (linked to the managers’ business goals), they quickly become enthusiastic supporters of training and education.

In Lean Six Sigma companies, this focus on systems and processes begins at the top. For example, when Lou Giuliano, the CEO of ITT Industries, goes into one of his business units, his first questions for the managers are about what they are doing with their Lean Six Sigma projects—because he knows that it’s through these efforts that the company will be able to meet its aggressive goals. This clearly focuses management on process improvement.

List of Figures

Chapter 1: The Four Keys to Lean Six Sigma

Figure 1.1: The Keys to Lean Six Sigma

Chapter 3: Key #2: Improve Your Processes

Figure 3.1: Variation in process outputs
Figure 3.2: Variation affects our ability to meet customer needs

Chapter 7: When Companies Start Using Lean Six Sigma

Figure 7.1: From Strategy to Execution
Figure 7.2: Typical timeline for Lean Six Sigma rollout

Chapter 8: Making Improvements That Last: An Illustrated Guide to DMAIC and the Lean Six Sigma Toolkit

Figure 8.1: Sample Project Charter
Figure 8.2: SIPOC process diagram
Figure 8.3: Value Stream Map
Figure 8.4: Time Value Map
Figure 8.5: Pareto Chart
Figure 8.6: Time Series Plot
Figure 8.7: Example cause-and-effect diagram
Figure 8.8: Scatter Plot
Figure 8.9: PICK Chart
Figure 8.10: Control Chart

Chapter 10: Six Things Managers Must Do: How to Support Lean Six Sigma

Figure 10.1: RACI chart used to define responsibilities

List of Tables

Chapter 3: Key #2: Improve Your Processes

Table 3.1: Sigma Numbers and Yields

List of Sidebars

Chapter 2: Key #1: Delight Your Customers with Speed and Quality

Defining customers

Chapter 5: Key #4: Base Decisions on Data and Facts

Wont Gathering Data Slow Us Down?

Chapter 7: When Companies Start Using Lean Six Sigma

Black Belt Training

Chapter 8: Making Improvements That Last: An Illustrated Guide to DMAIC and the Lean Six Sigma Toolkit

The challenges of data collection

Chapter 9: The Experience of Making Improvements: What Its Like to Work on Lean Six Sigma Projects

The Benefit of Champion Support

Chapter 10: Six Things Managers Must Do: How to Support Lean Six Sigma

Focus + Prioritization = Fast Results

Buy on amazon.com >>

George M., Rowlands D., Kastle B.

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