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• Introduction
• About This Book
• Foolish Assumptions
• Icons Used In This Book
• Beyond the Book
• Where to Go From Here
• Part I: Getting Started with Lean Six Sigma
• Chapter 1: Introducing Lean Six Sigma
• Defining Transformation
• Introducing the Plan–Do–Check–Act Cycle
• Showing the Way with Lean Six Sigma
• Identifying the key principles of Lean Six Sigma
• Explaining Lean thinking
• Linking up with Six Sigma thinking
• Accessing the best of both worlds
• Improving Existing Processes with DMAIC
• Isolating the problem
• Working out what’s happening
• Understanding why it’s happening
• Coming up with an idea
• Making sure it’s really sorted
• Designing New Processes with DMADV
• Defining the design
• Getting the measure of the design
• Conducting analysis
• Developing the design
• Making sure the design will work
• Recognising DMAIC and DMADV Transition Points
• Bringing It All Together
• Chapter 2: Introducing Business Transformation
• Determining Where You Are Now and Where You Need to Be
• Where are you now?
• Where are you going?
• How will you get there?
• Going for a drive
• Understanding the Key Principles of Business Transformation
• Identifying True North
• Following a clear strategic direction
• Planning the route
• Keeping it simple
• Keeping on track
• Doing the right things
• Doing things right
• Dealing with the soft stuff
• Looking Out for the Pitfalls
• Checking that everyone’s on board
• Considering what can go wrong
• Taking on too much too soon
• Accentuating the positive with negative brainstorming
• Creating the Vision
• Going backwards – more or less
• Locating True North
• Answering what’s in it for me?
• Spreading the word
• Chapter 3: Learning to DRIVE
• Introducing DRIVE
• Define
• Review
• Improve
• Verify
• Establish
• Creating the Framework
• Building the team
• Developing the plan
• Communicating effectively
• Ensuring clear ownership
• Getting the measure
• Taking a Mature Approach
• Using maturity models
• Assessing capability
• Deploying the Strategy
• Leading the way
• Keeping it focused
• Focusing on the Customer
• Knowing your customers – past, present and future
• Valuing your customers
• Building Links and Strengthening the Supply Chain
• Getting the measure of suppliers
• Making the right links
• Joining up the thinking
• Recognising the Importance of the Soft Stuff
• Defining the need
• Analysing the gaps
• Creating the training plan
• Going outside
• Enabling Continuous Improvement
• Looking at the role of the manager
• Assembling the toolkit
• Feeling able and being able
• Part II: Scoping the LSS Transformation Journey
• Chapter 4: Defining Your Transformation Objectives
• Identifying Your Need
• Spotting longer-term corporate objectives
• Working out corporate objectives
• Linking with breakthrough objectives
• Focusing on the Vital Few Breakthrough Objectives
• Looking at who should be involved
• Step One: Scoping
• Step Two: Grouping
• Step Three: Recognising causal interrelationships
• Step Four: Selecting your transformation objective
• Transformation workstreams
• Creating a Transformation Charter
• Ensuring it’s a living document
• Breaking down the contents
• Chapter 5: Assessing Readiness for Transformation
• Assuring an Appropriate Business Strategy
• Identifying your strategy
• Testing and validating your strategy
• Working With Your Strategic Plan
• Looking at the components of the strategic plan
• Reviewing the strategic plan
• Defining strategic essentials
• Checking Out the Capability Maturity Road Map
• Recognising that every organisation is different
• Putting together the road map
• Chapter 6: Establishing the Transformation Governance System
• Leading by Example: Driving the Transformation
• Agreeing the role of the transformation board
• Separating from operational management
• Establishing the Transformation Board Charter
• Identifying who else needs to be involved
• Establishing the Programme Management Office
• Selecting the manager
• Assigning authority and responsibility
• Tracking and Reviewing Progress
• Working out how frequently progress should be reviewed and reported
• Choosing programme/project tracking systems
• Understanding interdependencies and constraints
• Aligning workstreams
• Taking Corrective Action
• Initiating action
• Managing interdependencies
• Updating plans
• Walking the Talk
• Part III: Planning the Transformation Journey
• Chapter 7: Understanding Business Breakthroughs and Fundamentals
• Avoiding Initiative Overload
• Recognising that more is less
• Weeding out unnecessary initiatives
• Avoiding succumbing to scope creep
• Identifying Business Breakthroughs
• Distinguishing breakthroughs from daily management
• Working out how many breakthroughs you can handle
• Determining the Business Fundamentals
• Maintaining a routine
• Managing the key processes
• Establishing Key Performance Indicators
• Deciding on the approach
• Acknowledging the value of values
• Weighing up the balanced scorecard
• Looking at management by objectives
• Understanding the notion of Hoshin
• Chapter 8: Planning for Strategy Deployment
• Making Strategy Deployment Happen in Practice
• Linking back to strategy
• Following the strategy deployment steps
• Decomposing and Cascading the Critical Objectives
• Targeting your critical objectives
• Establishing focus areas
• Specifying process improvements
• Creating the Strategy Deployment Architecture
• Cascading to the point of impact
• Creating the strategy deployment roll-out schedule
• Playing Catchball
• Planning a catchball meeting
• Running a catchball meeting
• Setting the catchball meeting agenda
• Following on from a catchball meeting
• Introducing the X Matrix
• Identifying the what, how, how much and by when, and who
• Looking at the components of the X Matrix
• Working out how to use the X Matrix
• Establishing process measures
• Sorting out the human resources
• Chapter 9: Implementing Strategy Deployment
• Starting SD Implementation
• Developing the X Matrix in further detail
• Creating effective action plans
• Using speedy tracking charts
• Managing Breakthrough Improvements
• Getting Back to Business Fundamentals
• Keeping a handle on the day-to-day work
• Managing for daily improvement
• Carrying out standardised work
• Sticking to the Plan
• Ensuring Effective SD Progress Reviews
• Timing SD review meetings
• Establishing everyone’s roles
• Setting the SD review meeting agenda
• Reporting
• Driving Results with Countermeasures
• Getting the Most from Visual Management
• Chapter 10: Establishing a Continuous Improvement Organisational Structure
• Setting Up the Structure for Continuous Improvement
• Creating Standards while Maintaining Flexibility
• Introducing the Continuous Improvement Group
• The corporate continuous improvement group
• Divisional/regional continuous improvement groups
• Understanding the Stakeholders
• Business leader
• Champion/sponsor
• Value stream manager
• Functional manager
• Lean Six Sigma Black Belts
• Lean Six Sigma Green Belts
• Part IV: Starting out on the Transformation Journey
• Chapter 11: Creating the Right Culture
• Culture, What Culture?
• Understanding what culture means
• Assessing your organisation’s culture
• Identifying the leadership culture
• Initiating cultural change
• Managing a Cultural Transformation
• Kotter’s eight steps to cultural change
• Lewin’s three phases of change
• Utilising a cultural transformation plan
• Achieving Stakeholder Buy-in
• Acknowledging resistance to change
• Dealing with resistance
• Developing the Vision for Change
• Getting Communication Right
• Working out what to communicate and when
• Creating a communication plan
• Developing Employees’ Skills
• Fostering a learning organisation
• Assessing learning needs
• Role-specific training
• Recognising that Change can be Rewarding
• Knowing when to reward
• Initiating a reward and recognition plan
• Giving Power to the People
• Facing up to the management challenge
• Following the Lean Six Sigma approach
• Giving power to teams
• Staying focused on the transformation process
• Chapter 12: Achieving Everyday Operational Excellence
• Deploying Lean Six Sigma Training
• Training the belts
• Assessing the skills
• Setting up certification
• Prioritising and Selecting Improvement Opportunities
• Rapid improvement events
• DMAIC projects
• Applying manufacturing process improvements to services
• Establishing How You Do Things
• Understanding the value stream
• Using Kaizen effectively
• Achieving results
• Keeping the focus
• Giving Power to the People
• Recognising the challenge management faces
• Empowering teams
• Maintaining focus on the overall transformation
• Part V: Sustaining the Transformation
• Chapter 13: Widening the Scope of the Transformation
• Looking at Different Organisational Structures
• Differentiating between divisional and functional structures
• Initiating a value stream organisational structure
• Considering the role of Lean Six Sigma programme leadership
• Establishing value streams
• Managing value streams
• Getting Closer to the Customer
• Identifying your customers
• Improving the customer experience
• Deploying to the Supply Chain
• Understanding the supply chain
• Five guiding principles of Lean supply
• Involving suppliers in the transformation journey
• Chapter 14: Managing the Capability Maturity Journey
• Introducing the Capability Maturity Model
• Working through the gears
• Examining the elements
• Building the Capability Maturity Matrix
• Assessing capability maturity
• Using effective assessment tools
• Going through the assessment process
• Developing customised questionnaires
• Choosing assessors
• Checking out assessors’ skills
• Interpreting the outcome
• Monitoring the Capability Maturity Journey
• Dealing with changes of direction
• Constantly updating the route
• Part VI: The Part of Tens
• Chapter 15: Ten Tips for Smoothing the Transformation Process
• Obtain Leadership Ownership
• Communicate, Communicate, Communicate
• Use Strategy Deployment to Drive Improvement Programmes
• Don’t Let Perfect Get in the Way of Better
• Recognise and Celebrate Successes
• Create a Capability Maturity Roadmap and Regularly Review it
• Provide Appropriate Training as it is Needed
• Encourage Leaders and Managers to Manage Daily Improvements
• Listen to the Voice of Your Customers and Other Stakeholders
• Don’t Be Afraid to Make Mistakes, but Do Learn from Them
• Chapter 16: Ten Pitfalls to Avoid
• Too Much Focus on Short-Term Objectives
• Strategies that aren’t Clearly Defined
• Not Enough Programme Planning
• Making Assumptions about the Needs of Customers and Other Stakeholders
• Not Obtaining Process Ownership
• Ignoring the Soft Stuff
• Assuming that No Response Means No Resistance to Change
• Strategic Breakthroughs that aren’t Really Breakthroughs
• Not Organising Monthly Strategy Deployment Reviews
• Lack of Trained Lean Six Sigma Practitioners
• Chapter 17: Ten Places to Go for Help
• Your Colleagues
• Other Organisations
• The Internet
• Social Media
• Networks and Associations
• Conferences
• Books and Publications
• Periodicals
• Software
• Statistical analysis
• Deployment management
• Training and Consultancy Companies
• About the Authors
• Cheat Sheet