Lean Six Sigma: Combining Six Sigma Quality with Lean Speed
Improve company performance by "getting lean" with Six Sigma strategies.
TABLE OF CONTENTS Lean Six Sigma: Combining Six Sigma Quality with Lean Speed
Part II: The Lean Six Sigma Implementation Process
Chapter List
- Chapter 5: Initiation: Getting Commitment from Top Management
- Chapter 6: Infrastructure and Deployment Planning
- Chapter 7: Kickoff: Establishing the Vision Company-Wide
- Chapter 8: Selecting the Right People and the Right Projects
- Chapter 9: Predicting and Improving Team Performance
- Chapter 10: Implementation: The DMAIC Improvement Process
- Chapter 11: Implementation: The DMAIC Tools
- Chapter 12: Institutionalizing Lean Six Sigma
Knowledge creates understanding, but only practice creates belief
The purpose of Lean Six Sigma is twofold:
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To transform the CEO s overall business strategy from vision to reality by the execution of appropriate projects.
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To create new operational capabilities that will expand the CEO s range of strategic choices going forward.
Developing a corporate strategy is beyond the scope of this book. Fortunately, it appears that most organizations already know how to do it well. For over 20 years a number of securities analysts have been studying corporate performance from the perspective of tactical effectiveness. Here are a few insights:
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275 portfolio managers reported that the ability to execute strategy was more important than the quality of the strategy itself. [Source: Measures that Matter (Boston: Ernst & Young, Boston 1998), p. 9.]
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A 1980 survey of management consultants reported that fewer than 10% of effectively formulated strategies were successfully implemented. (Source: Walter Kiechel, Corporate Strategies Under Fire, Fortune, 27 December 1982, p.38)
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A 1999 Fortune cover story of prominent CEO failures concluded that the emphasis placed on strategy and vision created the mistaken belief that the right strategy was all...
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