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This is the 1st edition with a publication date of 9/7/2011.
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BeyondSix Sigma and Lean! Design your processes to facilitate real business growth, in both healthy and unhealthy economies Design for Operational Excellenceintroduces a continuous improvement program that helps you adapt to changing markets and customer needs rather than react to them. Founded on eight key principles, this groundbreaking system facilitates the continuous flow of value into any operationfrom customer service to sales to manufacturing. Kevin J. Dugganis the founder and president of Duggan Associates, an educational and advisory firm specializing in advanced lean training to create operational excellence. He is the author of Creating Mixed Model Value Streams, former faculty member for the Lean Enterprise institute, and instructor for the University of Michigan.
Table of Contents
|Introduction: The Return on Your Investment||p. xi|
|Destination: Creating Operational Excellence||p. 1|
|The Engine of the Business||p. 3|
|The Myth of Improvement||p. 9|
|The Leapfrog||p. 19|
|Denning Operational Excellence||p. 27|
|Creating the Road Map to Operational Excellence||p. 37|
|Nine Tough Questions on Continuous Improvement||p. 53|
|Preparing People to Jump||p. 55|
|The First Question: Why Do We Do Continuous Improvement?||p. 59|
|The Second Question: What Is the Best Way to Improve?||p. 63|
|The Third Question: How Do We Know Where to Improve?||p. 67|
|The Fourth Question: Why Do We Strive to Create Flow?||p. 75|
|The Fifth Question: What Causes the Death of Flow?||p. 81|
|The Sixth Question: What Would the Shop Floor Look Like if We Did Everything Right?||p. 91|
|The Seventh Question: What Would the Office Look Like if We Did Everything Right?||p. 97|
|The Eighth Question: What Would the Supply Chain Look Like if We Did Everything Right?||p. 105|
|The Final Question: Where Will Our Continuous Improvement Journey Take Us?||p. 111|
|The Eight Principles of Operational Excellence||p. 119|
|The New Operations "Engine Design" for Operational Excellence||p. 121|
|The First Principle: Design Lean Value Streams||p. 125|
|The Second Principle: Make Lean Value Streams Flow||p. 165|
|The Third Principle: Make Flow Visual||p. 171|
|The Fourth Principle: Create Standard Work for Flow||p. 181|
|The Fifth Principle: Make Abnormal Flow Visual||p. 189|
|The Sixth Principle: Create Standard Work for Abnormal Flow||p. 199|
|The Seventh Principle: Have Employees in the Flow Improve the Flow||p. 215|
|The Eighth Principle: Perform Offense Activities||p. 227|
|Extended Case Studies||p. 239|
|Introduction to Case Studies||p. 239|
|Parker Hannifin Corporation||p. 241|
|IDEX Corporation||p. 257|
|Conclusion: Our Blueprint for Growth||p. 292|
|Table of Contents provided by Ingram. All Rights Reserved.|