Leading Holistic Improvement with Lean Six Sigma 2.0

A Holistic Approach to Performance Improvement That Reflects 30 Years of Six Sigma Learning Leading Holistic Improvement with Lean Six Sigma 2.0 distills all that's been learned about Six Sigma over the past three decades, helping you build and execute on modern holistic strategies to radically improve processes and performance. It's the definitive modern guide to Lean Six Sigma for executives, champions, Black Belts, Green Belts, and every stakeholder concerned with performance improvement. In addition, it notes the limitations of Lean Six Sigma and explains how to broaden deployments to true holistic improvement, integrating multiple improvement methodologies. Renowned experts Ronald Snee and Roger Hoerl help you launch or accelerate comprehensive "Lean Six Sigma 2.0" initiatives, integrating modern techniques to improve customer satisfaction, employee engagement, growth, and profitability across your organization. They introduce important recent advances in Lean Six Sigma theory and practice, and offer new case studies illuminating opportunities for holistic improvement. With an ideal mix of fundamental concepts and real-world case studies, the authors help you broaden your portfolio of improvement methodologies, integrating systems for process management, control, and risk management. This revision incorporates decades of collective experience in improvement initiatives, the most relevant research on what does and doesn't work, and contains three completely new chapters, as well as two previously unpublished holistic improvement case studies. This innovative approach is specifically designed to help you solve large, complex, and unstructured problems; and manage risk in a world of cyberattacks, terrorism, and fragmentation.

• Plan and deploy a modern Lean Six Sigma strategy that fully reflects your organization
• Learn and apply key lessons from the world's best implementations
• Integrate key success factors into a step-by-step process for improvement, and avoid common pitfalls that lead to failure
• Master all facets of Lean Six Sigma leadership, including strategy, goal setting, metrics, training, roles/responsibilities, processes, reporting, rewards, and ongoing management review
• Evolve your deployment to true holistic improvement that leverages modern methods and encompasses the entire organization
• Make the most of big data analytics and other modern methods
• Choose the optimal improvement method for each complex challenge you face
• Use a focus on improvement as a leadership development tool

Autorentext

Ronald Snee, PhD, Founder and President of Snee Associates, LLC, has 25+ years of experience in process improvement, strategic planning, quality, management, training system design and delivery, and statistics. Prior to this role, he was employed by the DuPont Company for 24 years in a variety of assignments.

Roger Hoerl, PhD, Associate Professor of Statistics at Union College, formerly led the Applied Statistics Laboratory at GE Global Research. Co-authors of several books, Snee and Hoerl are each recipients of one of the American Society for Quality's highest honors, the Shewhart Medal.

Inhalt

Preface xvi
Chapter 1 A New Paradigm Is Needed 1
The Expansion to Lean Six Sigma 2
Macro Societal Shifts Since 1987 3
Accelerated Globalization 3
Massive Immigration into North America and Europe 4
Growth of IT and Big Data Analytics 4
Recognition of Uniqueness of Large, Complex, Unstructured Problems 5
Modern Security Concerns 5
Current State of the Art 6
Versions 1.0 and 1.1 7
Version 1.2: Lean Six Sigma 7
Version 1.3: Lean Six Sigma and Innovation 8
The Limitations of Lean Six Sigma 1.3 9
Still Not Appropriate for All Problems 10
Does Not Incorporate Routine Problem Solving 11
Not a Complete Quality Management System 12
Inefficient at Handling Large, Complex, and Unstructured Problems 13
Does Not Take Advantage of Big Data Analytics 17
Does Not Address Modern Risk Management Issues 19
A New Paradigm Is Needed 21
References 22
Chapter 2 What Is Holistic Improvement? 25
The Ultimate Objective: Comprehensive Improvement 26
A Holistic View of Improving the Business 26
An Example of Holistic Improvement 29
A Strategic Structure for the Holistic Improvement System 30
Creating a Common Improvement System: The Case of Lean Six Sigma 32
An Integrated Project Management System 35
Summary and Looking Forward 39
References 40
Chapter 3 Key Methodologies in a Holistic Improvement System 41
Six Sigma: An Overall Framework and One Option for Improvement Projects 42
Quality by Design Approaches 45
Innovation and Creativity 45
Design for Six Sigma (DFSS) 46
Quality Function Deployment (QFD) 48
Theory of Inventive Problem Solving (TRIZ) 50
Additional Breakthrough Improvement Methods 51
Lean Enterprise 52
Statistical Engineering 54
Big Data Analytics 57
Work-Out Approach 59
Quality and Process Management Systems 61
ISO 9000 61
Malcolm Baldrige National Quality Award 63
Kepner-Tregoe Approach 65
Total Productive Maintenance (TPM) 67
The Internet of Things 68
Summary and Looking Forward 69
References 70
Chapter 4 Case Studies in Holistic Improvement 73
Case Study: Inside the GE Deployment 73
The Beginnings: Jack Never Bluffs! 74
No Second Guessing 75
The First Year: 1996 76
The Push for Tangible Benefits 78
DFSS and a Critical Mass of Green Belts 79
A Refocus on Customers 80
Application to Finance 81
Digitization and Six Sigma 82
At the Customer, for the Customer (ACFC) 82
An Expansion and Reinvigoration 83
Connection to Innovation and New Product Development 84
Lessons Learned 84
Case Study: The DuPont Story 85
Improvement at DuPont: 1950-1990s 85
Strategy of Experimentation 86
Product Quality Management 86
Other Approaches 88
Six Sigma Begins in 1998 88
Creating a Holistic System 90
DuPont Production System 91
DuPont Integrated Business Management 92
Product Commercialization Framework 93
Lessons Learned 93
Case Study: The Scott Paper Experience with Holistic Improvement 94
Process Control Initiative 96
Parallel Efforts 97
Early Efforts Toward Lean Design 98
Reorganization of the Quality Organization 100
Quality by Design 101
Early Attempts at Integration 103
Lessons Learned 104
Summary and Looking Forward 106
References 107
Chapter 5 How to Successfully Implement Lean Six Sigma 2.0 109
Why Are Organizations Successful in Implementing Lean Six Sigma? 109
Some Common Misconceptions 110
Success Starts at the Top 111
Lean Six Sigma Requires Top Talent 112
An Infrastructure to Support the Effort 112
Why Were Others Less Successful? 114
How Committed Was Senior Leadership? 115
Who Was Selected for Key Lean Six Sigma Roles? 115
A Lack of Supporting Infrastructure 116
The Keys to Successful Lean Six Sigma Deployment 117
Committed Leadership 118
Top Talent 120
Supporting Infrastructure 122
Improvement Methodology Portfolio 124
High-Level Roadmap for Lean Six Sigma 2.0 Deployment 125
Launching the Initiative 127
Managing the Effort 129
Sustaining Momentum and Growing 129
The Way We Work 131
Summary and Looking Forward 135
References 135
Chapter 6 Launching the Initiative 137
Full or Partial Deployment? 138
Developing the Deployment Plan 140
Deployment Plan Elements 144
Strategy and Goals 145
Process Performance Measures 146
Project Selection Criteria 147
Project Identification and Prioritization System 148
Deployment Processes for Leaders 149
Roles of …