Lean Six Sigma, Chapter 8 - Selecting the Right People--and the Right Projects
The following is a sample chapter from Lean Six Sigma, which explains how to impact your company's performance in each, by combining the strength of today's two most important initiatives--Lean Production and Six Sigma--into one integrated program. The first book to provide a step-by-step roadmap for profiting from the best elements of Lean and Six Sigma, this breakthrough volume will show you how to achieve major cost and lead time reductions this year; compress order-to-delivery cycle times; and battle process variation and waste throughout your organization.
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Grouping and Screening Ideas
Project Definition and Scoping
Final Project Selections
Projects Suitable for Lean Six Sigma
Selecting the Right Resources and Projects
assess Balanced scorecard benefit and effort benefit/effort bottom-up approaches brand equity broader organization business processes business unit champion candidates Chapter competitive component cost of capital create value Define deliver Desirable Opportunities destroying value Economic Profit ects ensure exciting quality existing strategy expected quality Figure final prioritization financial analysis focus goal high-potential-NPV value streams iden identification and selection impact improvement income statement Kano analysis key value streams Lean Six Sigma lens market attractiveness multiple Night vision normal quality oppor overall P&L manager performance gaps priorities process cycle efficiency project identification process project selection process project team projects per black Quick hit Reduction Revenue Growth risk ROIC segment SELECTING BLACK BELT shareholder value Six Sigma initiative Six Sigma programs Six Sigma project Strategic Fit tomer top-down project identification tunities unattractive understand value creation Value Destroying value levers value stream mapping WACC