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Integrating Lean Six SIGMA and High-Performance Organizations: Leading the Charge Toward Dramatic, Rapid, and Sustainable Improvement (Collaborative Work Systems)

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Synopses & Reviews

Publisher Comments:

The Best of the Best

Learn How Bringing Together Three Top Improvement Initiatives Can Lead Your Company to New Heights

You know that great improvement initiatives abound. What you may not know is how to implement them effectively; get fast, dramatic improvement; and sustain those results for the long term. It’s a common problem. But take heart: The next wave of performance excellence is here–the seamless integration of today’s leading improvement methods. This integration, described thoroughly in this book, builds upon the strengths and addresses the shortcomings of each discipline. For example:

  • While Six Sigma provides a disciplined, quantitative approach, many efforts fail because they don’t address the people side of performance improvement and change management. Plus, Six Sigma efforts are expensive and often take a long time to implement.
  • Lean Manufacturing techniques can provide quick results, but they lack quantitative tools to reduce variation and, as a result, are incapable of addressing numerous high-dollar improvement opportunities.
  • Though High-Performance Organizations (HPO) create conditions for great motivation, lower employee turnover, and improve intra-organizational interactions, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement.

In this much-needed book, internationally renowned consultant Tom Devane provides a solid reference that helps leaders at all levels integrate the best practices in "hard" (technical) and "soft" (people) aspects of performance improvement to achieve sustainable results and instill an attitude of continuous improvement throughout the organization. Integrating Lean Six Sigma and High-Performance Organizations offers the principles, tools, and guidance you need to solve common problems and create an environment that fosters high performance. This book offers:

  • A description of proven principles and a set of tools that help leaders focus on high-leverage activities that generate rapid, cost-effective, sustainable improvement
  • Practical suggestions for integrating the hard and soft aspects of performance improvement
  • Templates and "lessons learned" analyses that can be used to develop and implement effective plans
  • A wealth of pragmatic solutions that can be consulted on an as-needed basis

Best of all, Integrating Lean Six Sigma and High-Performance Organizations is filled with colorful, real-life stories from a wide range of companies–stories that readers can easily apply to their own circumstances. If you are an organizational change agent, a Six Sigma Black Belt, a consultant, an organization development or human resources professional, or a manager or executive seeking sustainable improvements, this book will help you lead your company to the next level of performance.

Book News Annotation:

Devane, an adjunct faculty member at the University of Denver, shows how to integrate techniques from three improvement initiatives: Six Sigma, lean manufacturing, and high-performance organizations. Leaders at all levels will find advice on integrating best practices in "hard" (technical) and "soft" (people) aspects of performance improvement to achieve sustainable results and instill an attitude of continuous improvement throughout the organization. Templates and analyses of lessons learned can be used to develop and implement effective plans.
Annotation 2004 Book News, Inc., Portland, OR (booknews.com)

Synopsis:

A volume in the Collaborative Work Systems series, this book is designed to help leaders-- at all levels of an organization-- combine two powerful methods of improving organizational performance. It meets the need to integrate best practices in "hard" (technical) and "soft" (people) aspects of performance improvement to achieve sustainable performance improvement and instill an attitude of continuous improvement in all members of an organization, not just a select few on a project improvement team.

Synopsis:

You know that great improvement initiatives abound. What you may not know is how to implement them effectively; get fast, dramatic improvement; and sustain those results for the long term. It's a common problem. But take heart: The next wave of performance excellence is here—the seamless integration of today's leading improvement methods. This integration, described thoroughly in this book, builds upon the strengths and addresses the shortcomings of each discipline. For example:
  • While Six Sigma provides a disciplined, quantitative approach, many efforts fail because they don't address the people side of performance improvement and change management. Plus, Six Sigma efforts are expensive and take too long to produce results.
  • Lean Manufacturing techniques can provide quick results, but they lack quantitative tools to reduce variation, and, as a result, are incapable of addressing numerous high-dollar improvement opportunities.
  • Though High-Performance Organizations (HPO) create conditions for great motivation, improve intra-organizational interactions, and lower employee turnover, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement.

About the Author

Tom Devane, international consultant, author, and workshop leader, is the founder of Tom Devane & Associates. His broad range of clients includes Microsoft, Johnson & Johnson, StorageTek, Weyerhaeuser, and the government of South Africa. He is the coauthor and coeditor of The Change Handbook and a contributor to numerous books, magazines, and websites. Devane is a guest lecturer at Cornell University and Sonoma State University, and a three-time recipient of the Diamond Award for Teaching Excellence from the University of Denver, where he is a member of the adjunct faculty.

Table of Contents

List of Tables, Figures, and Exhibits.

Foreword.

Preface for the Collaborative Work Systems Series.

Preface.

Acknowledgments.

Website Information.

Introduction.

PART 1: PRACTICAL FOUNDATIONS.

Chapter 1: Overview of Lean Six Sigma.

Chapter 2: Overview of High-Performance Organizations.

Chapter 3: Lean Six Sigma and High-Performance Organizations Combined.

PART 2: PRAGMATIC PRACTICE 69

Section 1: The Fundamentals.

Chapter 4: Lessons Learned from Integrating Lean Six Sigma and HPO.

Chapter 5: Leadership Fundamentals.

Chapter 6: Useful Distinctions.

Chapter 7: Leader’s Basic Toolkit.

Section 2: The Leader’s Stage-by-Stage Guide.

Stage 1: Initiation.

Chapter 8: Activity Map and Leader To Do List.

Chapter 9: Tools Application.

Chapter 10: Pragmatic Tips.

Stage 2: Direction Setting.

Chapter 11: Activity Map and Leader To Do List.

Chapter 12: Tools Application.

Chapter 13: Pragmatic Tips.

Stage 3: Design.

Chapter 14: Activity Map and Leader To Do List.

Chapter 15: Tools Application.

Chapter 16: Pragmatic Tips.

Stage 4: Implementation.

Chapter 17: Activity Map and Leader To Do List.

Chapter 18: Tools Application.

Chapter 19: Pragmatic Tips.

Stage 5: Operations and Continuous Improvement.

Chapter 20: Activity Map and Leader To Do List.

Chapter 21: Tools Application.

Chapter 22: Pragmatic Tips.

Conclusion.

Appendix.

Glossary.

Large-Group Interventions.

Reference Material.

Index.

About the Series Editors.

About the Author.

Product Details

ISBN:
9780787969738
Author:
Devane, Tom
Publisher:
Pfeiffer & Company
Location:
San Francisco
Subject:
Leadership
Subject:
Entrepreneurship
Subject:
Training
Subject:
Organizational change
Subject:
Organizational effectiveness
Subject:
Six Sigma
Subject:
Business training
Subject:
Training & Human Resource Development / Teams
Copyright:
Series:
The collaborative work systems series
Series Volume:
4
Publication Date:
20080421
Binding:
TRADE PAPER
Grade Level:
Professional and scholarly
Language:
English
Illustrations:
Yes
Pages:
272
Dimensions:
9.27x8.01x1.22 in. 1.83 lbs.

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Integrating Lean Six SIGMA and High-Performance Organizations: Leading the Charge Toward Dramatic, Rapid, and Sustainable Improvement (Collaborative Work Systems) New Trade Paper
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$59.25 In Stock
Product details 272 pages Pfeiffer & Company - English 9780787969738 Reviews:
"Synopsis" by , A volume in the Collaborative Work Systems series, this book is designed to help leaders-- at all levels of an organization-- combine two powerful methods of improving organizational performance. It meets the need to integrate best practices in "hard" (technical) and "soft" (people) aspects of performance improvement to achieve sustainable performance improvement and instill an attitude of continuous improvement in all members of an organization, not just a select few on a project improvement team.
"Synopsis" by , You know that great improvement initiatives abound. What you may not know is how to implement them effectively; get fast, dramatic improvement; and sustain those results for the long term. It's a common problem. But take heart: The next wave of performance excellence is here—the seamless integration of today's leading improvement methods. This integration, described thoroughly in this book, builds upon the strengths and addresses the shortcomings of each discipline. For example:
  • While Six Sigma provides a disciplined, quantitative approach, many efforts fail because they don't address the people side of performance improvement and change management. Plus, Six Sigma efforts are expensive and take too long to produce results.
  • Lean Manufacturing techniques can provide quick results, but they lack quantitative tools to reduce variation, and, as a result, are incapable of addressing numerous high-dollar improvement opportunities.
  • Though High-Performance Organizations (HPO) create conditions for great motivation, improve intra-organizational interactions, and lower employee turnover, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement.
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