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Table of Contents
Cover
Title Page
CIP data
Dedication
Table of Contents
List of Figures and Tables
Foreword by Mikel J. Harry, PhD
Foreword by Dr. Kewal K. Nohria
Preface
Chapter 1: Business or Excellence:Do We Have a Choice?
Aiming for Leadership-Fast
Growing Pains
Mad About Growth
An Expensive Lesson
Chapter 2: Make Quality Your Strategy
Know Where You Want to Go and How to Get There
Do You Have a Business Excellence Road Map?
Chapter 3: Whose Job Is Excellence?
Do Boards Represent Customers Enough?
Questions That the Board Must Ask
How to Ensure That the Board Doesn't Get into Too Much Detail
Why Can't One Director Represent the Customer as a Key Stakeholder?
Why the Board Must Ask These Questions
Indicators of Organizations Where the Board Focuses on Quality and Customers
The CEO's Role
Chicken and Egg
Excellence Is Everyone's Job
Is Quality the Job of the "Quality Department"?
Chapter 4: Begin from the Beginning: Know Who Your Customers Are and What They Want
SIPOC and COPIS
COPIS as a Strategy
What Type of Business or Organization Is This Relevant To?
The Story of How Strategic COPIS Was Applied
Keeping Processes and Performance Measures Current
Is It Relevant Only in a New Business?
Foundation for Continuous Improvement
Business Benefits of Strategic COPIS
Output of Strategic COPIS: Master List of Business Processes
Conclusion
Chapter 5: Standardize to Improve: Business Process Mapping
Grandma Cakes
Explosive Growth-the Artisan Multiplies Herself
Standardized Business Processes
Who Needs Standardized Business Processes?
The Process Map
Do Standardized Processes Kill Innovation? On the Contrary . . .
Why Do You Need Standardized Processes?
You Can Have Your Own Format for Process Mapping.
Who Should Document Processes?
How Do You Know If People Are Following the Standard Process?
The Role of Automation and the Need for Wing-to-Wing Thinking
Conclusion
Chapter 6: Measures that Matter
Two Years Later
The Dashboard Review
Chapter 7: The Beginning of Improvement: Making Quality Problems Visible
Measurement Itself Causes Improvement
Where to Begin Improvement-Start by Making Quality Problems Visible
Clear the Cobwebs with 5S
Listen to Customer Complaints and Look at Your Performance Measures
Chapter 8: The Fascinating World of Lean
Lean Is for Senior Management First
Identifying and Eliminating Waste (the Nine Types of Waste)
What We Learned from Toyota
Value Stream Mapping-Autobiography of a Sales Order
Is This Value?
The Invisible Mountain
Value Stream Mapping Makes the Mountain of Waste Visible
You Have Started Winning the Battle Against Quality Problems and Waste
Examples of Fighting Waste and Results
Lean Can Double Your Profits
Is This Relevant in Service Industries?
Involving Partners
Now That You Can See the Mountain, Demolish It!
Chapter 9:Double Your Revenue and Profits without Selling More: The Importance of First Time Right
Why Is FTR So Important?
FTR in Sales
What Is an FTR Sale?
Where Is FTR Selling Relevant?
FTR and Cost of Rework
FTR and Customer Satisfaction
FTR and Company Image
The Impact of FTR on Revenue, Profits, and Sales Productivity
Mental Blocks
Lesson Learned-Only Sales Must Be Responsible for FTR in Sales
How Do You Know If It's Working?
What You Can Do
Chapter 10: A Management Philosophy Called Six Sigma
The Project Charter, and Reporting Results from Lean Six Sigma (LSS)
Lean and Six Sigma-a Powerful Combination
Three Types of Lean Six Sigma Projects
Quality Improvement Projects.
Revenue-Enhancing Projects
Cost-Saving Projects
How to Select and Prioritize LSS Projects
Do Not Marry a Model
What to Do When Customers Complain
Chapter 11: Is a Complaining Customer Doing You a Favor?
The Customer's Story
The Bank's Side of the Story
The Bank's Story Six Months Later
The Customer (as Always) Has the Last Word
Chapter 12: Resolved, but Not Resolved
A Riddle
At Last, Some Light
Other "Smart" Ways of Beating the System
The Final Outcome
The Lesson
Chapter 13: Root Cause Analysis
The Technique of Root Cause Analysis
Sample Business Results from Root Cause Analysis
Critical Success Factors-Lessons Learned in Root Cause Analysis
Tests to Find Out If You Have Reached the Root Cause and Eliminated It
RCA-the Epitome of Lean
Can Problems Be Prevented before They Ever Occur?
Chapter 14: Close the Loop with the Customer
The Meeting with the CEO
The Commandments(Lessons Learned)
What's Your Company's Culture?
Chapter 15: Kaizen and the Power of Ideas
A Shaky Start
A Process for Ideas and Innovation-at Two Levels
Innovation Process for Large Business Ideas
Continuous Process for Innovation
Will Ideas Dry Up ?
Your Company's Culture Can Either Encourage or Kill Innovation
The Impact on People and Morale
Conclusion
Chapter 16: 360-Degree Knowledge Management
Introduction to the 360-Degree Knowledge Management Model
What Is Knowledge Management?
Why Knowledge Management?
The Six How Questions
Communities of Experts and Knowledge Champions
Role of Knowledge Champions and Communities of Experts
The First Three How Questions Have Been Answered
How KM Really Works
The 360-Degree Knowledge Management Model
The Six Dimensions of 360-Degree KM
Balancing Relevance and Content Quality with Culture Building.
Establish Standard KM Processes
The Role of Technology in 360-Degree KM
Examples of Business Results from Application of 360-Degree KM
Knowledge-Dollars or K-Dollars
Conclusion
Chapter 17: Do Business Excellence Models Help?
Chapter 18: A Word to Business Leaders
Chapter 19: A Word to Quality Professionals
Chapter 20: A Word to Services
Chapter 21: Summing Up: The Cycle of Continuous Permanent Improvement
Chapter 22: Call to Action
How to Use This Call to Action List
Conclusion
References
About the Author
Index.
Title Page
CIP data
Dedication
Table of Contents
List of Figures and Tables
Foreword by Mikel J. Harry, PhD
Foreword by Dr. Kewal K. Nohria
Preface
Chapter 1: Business or Excellence:Do We Have a Choice?
Aiming for Leadership-Fast
Growing Pains
Mad About Growth
An Expensive Lesson
Chapter 2: Make Quality Your Strategy
Know Where You Want to Go and How to Get There
Do You Have a Business Excellence Road Map?
Chapter 3: Whose Job Is Excellence?
Do Boards Represent Customers Enough?
Questions That the Board Must Ask
How to Ensure That the Board Doesn't Get into Too Much Detail
Why Can't One Director Represent the Customer as a Key Stakeholder?
Why the Board Must Ask These Questions
Indicators of Organizations Where the Board Focuses on Quality and Customers
The CEO's Role
Chicken and Egg
Excellence Is Everyone's Job
Is Quality the Job of the "Quality Department"?
Chapter 4: Begin from the Beginning: Know Who Your Customers Are and What They Want
SIPOC and COPIS
COPIS as a Strategy
What Type of Business or Organization Is This Relevant To?
The Story of How Strategic COPIS Was Applied
Keeping Processes and Performance Measures Current
Is It Relevant Only in a New Business?
Foundation for Continuous Improvement
Business Benefits of Strategic COPIS
Output of Strategic COPIS: Master List of Business Processes
Conclusion
Chapter 5: Standardize to Improve: Business Process Mapping
Grandma Cakes
Explosive Growth-the Artisan Multiplies Herself
Standardized Business Processes
Who Needs Standardized Business Processes?
The Process Map
Do Standardized Processes Kill Innovation? On the Contrary . . .
Why Do You Need Standardized Processes?
You Can Have Your Own Format for Process Mapping.
Who Should Document Processes?
How Do You Know If People Are Following the Standard Process?
The Role of Automation and the Need for Wing-to-Wing Thinking
Conclusion
Chapter 6: Measures that Matter
Two Years Later
The Dashboard Review
Chapter 7: The Beginning of Improvement: Making Quality Problems Visible
Measurement Itself Causes Improvement
Where to Begin Improvement-Start by Making Quality Problems Visible
Clear the Cobwebs with 5S
Listen to Customer Complaints and Look at Your Performance Measures
Chapter 8: The Fascinating World of Lean
Lean Is for Senior Management First
Identifying and Eliminating Waste (the Nine Types of Waste)
What We Learned from Toyota
Value Stream Mapping-Autobiography of a Sales Order
Is This Value?
The Invisible Mountain
Value Stream Mapping Makes the Mountain of Waste Visible
You Have Started Winning the Battle Against Quality Problems and Waste
Examples of Fighting Waste and Results
Lean Can Double Your Profits
Is This Relevant in Service Industries?
Involving Partners
Now That You Can See the Mountain, Demolish It!
Chapter 9:Double Your Revenue and Profits without Selling More: The Importance of First Time Right
Why Is FTR So Important?
FTR in Sales
What Is an FTR Sale?
Where Is FTR Selling Relevant?
FTR and Cost of Rework
FTR and Customer Satisfaction
FTR and Company Image
The Impact of FTR on Revenue, Profits, and Sales Productivity
Mental Blocks
Lesson Learned-Only Sales Must Be Responsible for FTR in Sales
How Do You Know If It's Working?
What You Can Do
Chapter 10: A Management Philosophy Called Six Sigma
The Project Charter, and Reporting Results from Lean Six Sigma (LSS)
Lean and Six Sigma-a Powerful Combination
Three Types of Lean Six Sigma Projects
Quality Improvement Projects.
Revenue-Enhancing Projects
Cost-Saving Projects
How to Select and Prioritize LSS Projects
Do Not Marry a Model
What to Do When Customers Complain
Chapter 11: Is a Complaining Customer Doing You a Favor?
The Customer's Story
The Bank's Side of the Story
The Bank's Story Six Months Later
The Customer (as Always) Has the Last Word
Chapter 12: Resolved, but Not Resolved
A Riddle
At Last, Some Light
Other "Smart" Ways of Beating the System
The Final Outcome
The Lesson
Chapter 13: Root Cause Analysis
The Technique of Root Cause Analysis
Sample Business Results from Root Cause Analysis
Critical Success Factors-Lessons Learned in Root Cause Analysis
Tests to Find Out If You Have Reached the Root Cause and Eliminated It
RCA-the Epitome of Lean
Can Problems Be Prevented before They Ever Occur?
Chapter 14: Close the Loop with the Customer
The Meeting with the CEO
The Commandments(Lessons Learned)
What's Your Company's Culture?
Chapter 15: Kaizen and the Power of Ideas
A Shaky Start
A Process for Ideas and Innovation-at Two Levels
Innovation Process for Large Business Ideas
Continuous Process for Innovation
Will Ideas Dry Up ?
Your Company's Culture Can Either Encourage or Kill Innovation
The Impact on People and Morale
Conclusion
Chapter 16: 360-Degree Knowledge Management
Introduction to the 360-Degree Knowledge Management Model
What Is Knowledge Management?
Why Knowledge Management?
The Six How Questions
Communities of Experts and Knowledge Champions
Role of Knowledge Champions and Communities of Experts
The First Three How Questions Have Been Answered
How KM Really Works
The 360-Degree Knowledge Management Model
The Six Dimensions of 360-Degree KM
Balancing Relevance and Content Quality with Culture Building.
Establish Standard KM Processes
The Role of Technology in 360-Degree KM
Examples of Business Results from Application of 360-Degree KM
Knowledge-Dollars or K-Dollars
Conclusion
Chapter 17: Do Business Excellence Models Help?
Chapter 18: A Word to Business Leaders
Chapter 19: A Word to Quality Professionals
Chapter 20: A Word to Services
Chapter 21: Summing Up: The Cycle of Continuous Permanent Improvement
Chapter 22: Call to Action
How to Use This Call to Action List
Conclusion
References
About the Author
Index.