Historically, the integration of manufacturing methodologies into the office environment has proven to be problematic. Part of the difficulty lies in the fact that process workflows tend to be globally dispersed and thus rely heavily on information technology.
Historically, the integration of manufacturing methodologies into the office environment has proven to be problematic. Part of the difficulty lies in the fact that process workflows tend to be globally dispersed and thus rely heavily on information technology.
James William Martin is a Lean Six Sigma consultant and Master Black Belt for 25 years and has trained and mentored several thousand executives, champions, Black Belts, and Green Belts in process improvement methods including manufacturing, services, and supply chain applications. He led successful Lean Six Sigma assessments across Japan, China, Korea, Singapore, Malaysia, Th ailand, Australia, North America, and Europe. Th is work included organizations in hardware, soft ware, computer security, retail sales, banking, insurance, fi nancial services, measurement systems, automotive, electronics, aerospace component manufacturing, electronic manufacturing, controls, building products, industrial equipment, and consumer products. He served as an instructor at the Providence College Graduate School of Business for 20 years. He holds an MS in Mechanical Engineering, Northeastern University; an MBA, Providence College; a BS, Industrial Engineering, University of Rhode Island; several patents; and he has written numerous articles on process improvement.
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Contents Introduction ......................................................................................... xiii About the Author .............................................................................. xxvii STEP 1 Align Improvement Opportunities Chapter 1 Strategy Alignment ............................................................. 3 Chapter 2 Project Identification ....................................................... 51 Chapter 3 Lean Six Sigma Basics ...................................................... 83 STEP 2 Plan and Conduct the Rapid Improvement Event Chapter 4 Rapid Improvement Events ............................................ 135 Chapter 5 Data Collection and Analysis ........................................ 167 Chapter 6 Process Improvement ..................................................... 225 STEP 3 Implementing Solutions Chapter 7 Building a Case for Change ........................................... 259 Chapter 8 Implementing Solutions ................................................. 277 Chapter 9 Organizational Change .................................................. 303 Index .................................................................................................... 339
