LEADER 05637nam 2200781 a 450 001 9910145741403321 005 20200520144314.0 010 $a9786611094409 010 $a9781119523574 010 $a1119523575 010 $a9781119196761 010 $a1119196760 010 $a9781281094407 010 $a1281094404 010 $a9780470223758 010 $a0470223758 035 $a(CKB)1000000000413275 035 $a(EBL)319326 035 $a(OCoLC)608623816 035 $a(SSID)ssj0000073812 035 $a(PQKBManifestationID)11123360 035 $a(PQKBTitleCode)TC0000073812 035 $a(PQKBWorkID)10117688 035 $a(PQKB)11548687 035 $a(Au-PeEL)EBL319326 035 $a(CaPaEBR)ebr10296264 035 $a(CaONFJC)MIL109440 035 $a(CaSebORM)9780470168868 035 $a(MiAaPQ)EBC319326 035 $a(OCoLC)402405646 035 $a(OCoLC)ocm402405646 035 $a(EXLCZ)991000000000413275 100 $a20070525d2008 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBest practices in lean six sigma process improvement $ea deeper look /$fRichard Schonberger 205 $a1st edition 210 $aHoboken, N.J. $cJohn Wiley & Sons$dc2008 215 $a1 online resource (306 p.) 300 $aDescription based upon print version of record. 311 08$a9780470168868 311 08$a0470168862 320 $aIncludes bibliographical references and index. 327 $aBEST PRACTICES IN LEAN SIX SIGMA PROCESS IMPROVEMENT; Contents; Preface; Part I: Hyper-competition; Chapter 1: Magnitude Advances in Competitive Standards and Technologies; HOW ARE WE DOING?; FLAWED AMERICAN SYSTEM; MUTUALLY BENEFICIAL PRACTICES; Chapter 2: Global Leanness: An Unstable Phenomenon; INVENTORY: A TELLING METRIC; ARE COMPANIES IMPROVING?; NO LEAN, FLASHES OF LEAN, SUSTAINED LEAN; CYCLICITY; WHY DOESN'T LEAN LAST?; Chapter 3: Big Question: Does Lean Beget Financial Success?; MOOT MATTER; MULTIPLE EFFECTS, COMPOUNDED OVER TIME 327 $aChapter 4: Ultimate Trend: Improving the Rate of ImprovementCONCAVE UPWARD TREND; STRONGLY LEAN; EQUIVOCAL; Part II: Improvement Gone Wrong-and Made Right; Chapter 5: Waste Elimination, Kaizen, and Continuous Improvement: Misdefined, Misunderstood; CUSTOMERS TO THE FORE: WASTE ELIMINATION AS AN ENABLER; THE KAIZEN TRAP: DIS-CONTINUOUSIMPROVEMENT; INTENSIVE OBSERVATION AT THE GEMBA-BUT WHO ARE THE OBSERVERS?; THE CONTINUOUS SIDE OF IMPROVEMENT: FULL ENGAGEMENT; Chapter 6: The Metrics Trap; FROM UNLEAN TO ULTRA-LEAN ACCOUNTING; FEWEST CONTROLS AND CONTROLLERS; PRICING FOR SPEED 327 $aDATA SUPERSEDING METRICSFRUSTRATION RELIEF; THREE MISUNDERSTOOD MEASURES OF PERFORMANCE; Chapter 7: The Case Against (Much of) Management Goal Setting; GOAL REVERSAL; GOAL BACKLASH; VISUAL DRIVERS; EXPANDED VISION; OVERACTIVE DASHBOARDS; LEAN OVERSIGHT; Part III: Building a Competitive Fortress; Chapter 8: Fortress by Culture; NORDSTROM: CUSTOMER SERVICE IS OUR BUSINESS; 3M: CLOSET INNOVATION; SAVING LIVES AS COMPANY CULTURE: THE MEDTRONIC EXAMPLE; THE ''HP WAY''; Chapter 9: Vengeful Numbers; WHERE THE NUMBERS COME FROM AND TAKE YOU; CONTINUITY AND PREDICTABILITY VERSUS MAGNITUDE 327 $aEMERSON ELECTRIC: FORTY-THREE YEARS UPWARDBEYOND THE FORTY-THREE YEARS; WHEN FINANCIAL ANALYSTS SEE BEYOND THE FINANCIALS; Chapter 10: Process Improvement: Stretching Company Capabilities; BEST PRACTICES: SOME FOR STUDY, SOME TO DO, SOME FOR TRAINING; DROWNING IN THE BASICS; Chapter 11: Unique Business Models (Big Ideas); INNOVATIVE BUSINESS MODELS; DELL-DIRECT; WAL-MART AND EDLP; THE BASICS VERSUS UNIQUE BUSINESS MODELS; Part IV: What Goes Wrong: Impressive Companies and Their Weak Spots; Chapter 12: Does Rapid Growth Put the Brakes on Lean? 327 $aFOUR COMPANIES IN TWO PAIRS: TOYOTA/HARLEY AND DANAHER/ILLINOIS TOOLWHAT THE FINDINGS SHOW; IBM AND TOYOTA: WILL HISTORY REPEAT?; GRACO: IN A GROWTH SPURT; Chapter 13: Losing Their Way-or Not; DISCONTINUITY IN THE EXECUTIVE SUITE; CHRONIC CAPACITY STARVATION IN THE FACE OF UNPREDICTABLE DEMAND; KNOWLEDGE MISMANAGEMENT; Part V: Leanness: A Changing Landscape; Chapter 14: Global Lean Champions: Passing the Torch; WHERE LEAN COUNTS MOST: TIGHTENING THE CHAINS; TOYOTA: MIXED MESSAGES; THE LONG AND THE SHORT OF TOYOTA; Chapter 15: How Overweight Companies Get Lean 327 $aIMPORTING/EXPORTING LEAN EXPERTISE THROUGH ACQUISITIONS AND MERGERS 330 $aBest Practices in Lean Six Sigma Process Improvement reveals how to refocus lean/six sigma processes on what author Richard Schonberger-world-renowned process improvement pioneer-calls ""the Golden Goals"": better quality, quicker response, greater flexibility, and higher value. This manual shows you how it can be done, employing success stories of over 100 companies including Apple, Illinois Tool Works, Dell, Inc., and Wal-Mart, all of which have established themselves as the new, global ""Kings of Lean,"" surpassing even Toyota in long-term improvement. 606 $aSix sigma (Quality control standard) 606 $aTotal quality management 606 $aProduction management 615 0$aSix sigma (Quality control standard) 615 0$aTotal quality management. 615 0$aProduction management. 676 $a658.4/013 700 $aSchonberger$b Richard$0108435 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910145741403321 996 $aBest practices in lean six sigma process improvement$92073155 997 $aUNINA