Lean Six Sigma for the Office : Integrating Customer Experience for Enhanced Productivity book cover
2nd Edition

Lean Six Sigma for the Office
Integrating Customer Experience for Enhanced Productivity

  • Available for pre-order. Item will ship after March 10, 2021
ISBN 9780367503277
March 10, 2021 Forthcoming by Productivity Press
384 Pages 100 B/W Illustrations

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Book Description

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. But in complex service systems that contain a mix of employees, consultants, and technology, standardized protocols have been shown to reduce cycle time and transactional cost as well as improve quality. The successful application of Lean methodologies to improve process workflows is an efficient way to simplify operations and prevent mistakes. In Lean Six Sigma for the Office , Six Sigma guru James Martin presents proven modifications that can be deployed in offices, particularly those offices involved with global operations. Making use of Kaizen and Six Sigma concepts, along with Lean manufacturing principles, this book instructs managers on how they can improve operational efficiency and increase customer satisfaction. The author brings experience gleaned from his application of these methodologies in a myriad of industries to create a practical and hands-on reference for the office environment. Using a detailed sequence of activities, including over 140 figures and tables as well as checklists and evaluation tools, he demonstrates how to realize the rapid improvement of office operations, and how to eliminate unnecessary tasks through value stream mapping (VSM). The book also emphasizes the importance of strategic alignment of Kaizen events and the impact of organizational culture on process improvement activities. Latter chapters in the book discuss key elements of a change model in the context of transitional improvements as they relate to the process owner and local work team. By applying the proven principles found in this book, effective and sustainable organizational change can be accomplished, efficiency can be improved, and mistakes can be eliminated. This 2nd edition provides insight into the new tools and methods Lean Six Sigma process improvement professionals need to improve customer experience and increase productivity within high transaction processes across complex information technology ecosystems. It is one-stop self-contained reference for the application of Lean Six Sigma methods enhanced by powerful approaches for process improvement in highly complex service processes. Several new leading-edge topics are integrated into this new edition, such as: • The "voice of” customers, suppliers, employees and partners • Design Thinking Alignment • Ecosystems in Information Technology • Metadata Definition and Lineage • Information Quality Governance • Big Data Collection and Analytics • Mapping High Volume Transactions through Systems • Robotic Process Automation Applications • Automating for Solution Sustainability • Governing Organizations • Data Privacy (General Data Protection Regulation)

Table of Contents

Tentative Title: Lean Six Sigma for the Office, 2nd Edition

Tentative Subtitle: Integrating Customer Experience for Enhanced Productivity


Step 1-Align Improvement Opportunities

  1. Strategy Alignment
    1. Overview
    2. Strategy alignment
    3. Operating Model
    4. Comparing Lean, Six Sigma and Rapid Deployment
    5. Agile Project Management (APM)
    6. Comparing deployment strategies
    7. Voice-of
    8. Design Thinking
    9. Lean
      1. Step 1- Align Improvement Opportunities
      2. Step 2- Plan and Conduct the Rapid Improvement Event
      3. Step 3 –Implement Solutions to Change Behaviors

    10. Elements of a Lean System
      1. 1. Understand the Customer
      2. 2. Reduce Complexity
      3. 3. Deploy Teams
      4. 4. Performance Measurements
      5. 5. Map the Process
      6. 6. Eliminate Non-Value Adding Operations
      7. 7. Just in Time (JIT) Production
      8. 8. Integrate Suppliers
      9. 9. Visual Controls and Pull Systems
      10. 10. Digitization and Automation

    11. Summary

  2. Project Identification
    1. Overview
    2. Lean Supply Chain
    3. CT Flow Down
    4. Operational Analysis
    5. Project Examples
    6. Metric Categories
    7. Scoping Projects
    8. A3 Form
    9. Project Charters
    10. Project Prioritization
    11. Information Technology Ecosystems
    12. Summary

  3. Lean Six Sigma Basics
    1. 1. Understand the Voice-of-the-Customer (VOC)
    2. 2. Create Robust Product and Process Designs- Reduce Complexity
    3. 3. Deploy Lean Six Sigma Teams
    4. 4. Performance Measurements
    5. 5. Create Value Stream Maps (VSM)
    6. 6. Eliminate Unnecessary Operations
    7. 7. Implement Just in Time (JIT) Systems
      1. 7.a. Reorganize Physical Configurations
      2. 7.b. 5S and Standardized Work
      3. 7.c. Link Operations
      4. 7.d. Balance Material Flow
        1. 7.d.1 Bottleneck Management
        2. 7.d.2 Transfer Batches

      5. 7.e. Mistake Proofing
      6. 7.f. High Quality
      7. 7.g. Reduce Set-Up Time (SMED)
      8. 7.h. Total Preventive Maintenance
      9. 7.i. Level Demand
      10. 7.j. Reduce Lot Sizes
        1. 7.j.1. Mixed Model Scheduling

    8. 8. Supplier Networks and Support
    9. 9. Implement Visual Control and Pull Systems – Kanban
    10. 10. Continually Update Process Technologies
    11. Summary

    Step 2- Plan and Conduct a Rapid Improvement Event

  4. Rapid Improvement Events
    1. Overview
    2. 1. Prepare for the Rapid Improvement Event
      1. a. Creating a Project Charter
      2. b. Assign a Project Leader and Team Members
      3. c. Reserve a Conference Room
      4. d. Obtain Supplies and Equipment.
      5. e. Ensure Facilities are Available Including Breakout Rooms
      6. f. Ensure Support Personnel are Available to Assist the Team
      7. g. Collect Process Information of Floor Layouts, Process and Procedures.
      8. h. Collect Information of Operational Cycle Times
      9. i. Taking Pictures of the Area to be Improved Showing Issues
      10. j. Obtaining Examples of Process Issues
      11. k. Obtaining Examples of Best-in-Class Process Conditions
      12. l. Developing a Schedule for the Rapid Improvement Event
      13. m. Communicating the Event.
      14. n. Marking Areas for the Event
      15. o. Setting-up Flip Charts and Organizing Other Materials
      16. p. Rapid Improvement Event Communication Email
      17. q. Rapid Improvement Event Kick-Off Agenda

    3. 2. Conducting the Event
      1. a. Bring Team Together to Discuss Roles and Responsibilities.
      2. b. Discuss Event Deliverables
      3. c. Conduct Team Training as Required
      4. d. Create Detailed Value Flow Maps and Layouts of the Process
      5. e. Facilitate to Ensure Full Participation of Team Members
      6. f. Collect Data at Every Operation
      7. g. Analyze Data and Develop Prioritized Improvements
      8. h. Change the Process
      9. i. Apply 5-S and Mistake Proofing Methods
      10. j. Evaluate the Rapid Improvement Event

    4. Summary

  5. Data Collection and Analysis
    1. Big Data Collection and Analytics
    2. Metadata Definition and Lineage
    3. Information Quality Governance
    4. Value Stream Mapping
      1. Brown Paper Exercise

    5. Process Characterization
    6. Simple Analysis of Process Data
      1. Process Mapping-SIPOC
      2. Cause and Effects (C&E) Analysis
      3. 5-Why
      4. Histogram
      5. Pareto Analysis
      6. Box Plot
      7. Scatter Plot
      8. Time Series Graph
      9. Control Charts
      10. Example –Analyzing Job Shadowing Data
      11. Example – Inventory Analysis and Reduction

    7. Mapping High Volume Transactions
    8. Data Collection for Services
    9. Customer Experience Mapping
    10. Measuring Process Complexity
    11. Summary

  6. Process Improvement
    1. Overview
    2. Common Process Changes
    3. Control Tool Effectiveness and Sustainability
    4. Root Cause Analysis and Improvement Strategies
    5. Robotic Process Automation (RPA)
    6. Automating for Solution Sustainability
    7. Examples
      1. Example 1: Financial Forecasting
      2. Example 2: Account Receivables
      3. Example 3: New Product Market Research
      4. Example 4: New Product Development
      5. Example 5: Hiring Employees
      6. Example 6: Supplier Performance Management

    8. Identifying and Prioritizing Improvements
    9. Summary

    Step 3 Implementing Solutions

  7. Building a Case for Change
    1. Overview
    2. Psychology of Groups
    3. Change Readiness
    4. Project Transition
    5. Building a Case for Change
      1. Cost Benefit Analysis
      2. Key Stakeholder Analysis
      3. Infrastructure Analysis
      4. Scheduling Process Change Activities
      5. Communication

    6. Accelerating Change
    7. Summary

  8. Implementing Solutions
    1. Overview
    2. Key Questions
    3. Control Strategy
    4. Control Tools
      1. Statistical Process Control (SPC)
      2. Measurement System Improvements
      3. Other Tools

    5. Quality Control Plan
    6. Communicating Proposed Changes
    7. Follow-Up Activities
    8. Creating Metric Dashboards
    9. Summary

  9. Organizational Change
    1. Overview
    2. Sustaining Process Improvements
    3. Governing Organizations
    4. Data Privacy (General Data Protection Regulation)
    5. Security
    6. Changing an Organization
    7. Summary


Appendix I Crystal Ball Software

Appendix II Minitab Quality Companion



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James William. Martin is president of Six Sigma Integration, Inc., a Lean Six Sigma consulting firm, located south of Boston and the author of several process-improvement books. As a Lean Six Sigma consultant for twenty-five years. Mr. Martin has trained and mentored thousands of process improvement experts and executive in Lean Six Sigma and other advanced process improvement methods including service applications across Japan, China, Korea, Singapore, Malaysia, Thailand, Australia, North America and Europe. This work included organizations in information technology, hardware, software, security, retail sales, residential and commercial service, banking, insurance, financial services, measurement systems, aerospace component manufacturing, electronic manufacturing, controls, building products, industrial equipment, and consumer products. In addition, he served as an instructor at the Providence College Graduate School of Business for twenty years. He holds a M.S Mechanical Engineering, Northeastern University; M.B.A., Providence College; B.S. Industrial Engineering, University of Rhode Island.