Achieve Lasting Process Improvement: Reach Six Sigma Goals Without the Pain

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Routledge, 2002 - Business & Economics - 281 pages
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Although new process improvement methods have been developed and implemented over the past few decades, surveys indicate that many of these methods fail outright, are disappointing, cannot be sustained, or cannot be replicated by other organizations. Achieve Lasting Process Improvement provides a commonsense, jargon-free, proven method of improving business processes regardless of the size, location, and nature of the organization. It presents a step-by-step approach and offers more than 200 specific tips and guidelines as well as addressing specific issues and problems. These have been gathered from organizations of many sizes in many different countries that have achieved lasting benefits and success. This book enables the reader to: Establish sustained and lasting process improvement. Achieve the results of Six Sigma without the pain and expense. Implement process improvement without risking business. Motivate employees to participate and contribute to process improvement. Achieve measurable, scalable, and flexible business processes. Address individual business, work, management, cultural, and political issues. Answers questions such as: How do you define the long-term direction for a business process? How do you select which processes to improve? How do you measure business processes? How do you define a successful implementation strategy and project plan for process improvement? How do you employ technology and automation successfully? How should you involve upper management in process improvement? How do you gain support, involvement, and commitment of employees? How do you maintain a business process over time? How do you sustain the benefits and change that you have implemented?

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Define The New Business Processes
Plan For Process Implementation
Implement And Sustain Process Improvement
Deal With Specific Issues
The Magic Crossreference
Improvement Tables
Web Sites

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About the author (2002)

Bennet Lientz has taught and consulted on project management for the past 28 years to more than 5000 people. He developed the concept of the management critical path, acted as project manager of the Internet, and turned around 10 failing projects. This Second Edition is Lientz' seventh book; he has also written more than 25 articles in various areas of project management.

Kathryn P. Rea is president and founder of The Consulting Edge, Inc., which was established in 1984. The firm specializes in E-Business, process improvement, project management, and financial consulting. Rea has managed more than 65 major technology-related projects internationally. She has advised on and carried out projects in government, engergy, banking and finance, distribution, trading, retailing, transportation, mining, manufacturing, and utilities. She is the author of eight books and more than 20 articles in various areas of information systems and analysis.

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