1st Edition

The Four Components of a Fast-Paced Organization
Going Beyond Lean Sigma Tools

ISBN 9781482206005
Published November 1, 2013 by Productivity Press
228 Pages 29 B/W Illustrations

USD $42.95

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Book Description

If you examine the characteristics of successful organizations, you will find that speed is a common denominator. Once there is a focus on speed, industry-leading improvements follow, momentum is created, and employees become further engaged to continue executing the strategy.

The Four Components of a Fast-Paced Organization: Going Beyond Lean Sigma Tools examines the components that must be in place for manufacturing and service organizations to achieve world-class business results at a rapid pace: leadership and mentoring, process design and visual value streams, organization structure for sustainment, and fast knowledge sharing.

The book illustrates the author’s experience working on a special Lean Sigma transformation at an organization going through a market alteration and having to consider outsourcing production to low-cost countries. It describes how the four key components helped the company achieve a doubling of productivity, a 75% improvement to its yield, and on-time delivery above 90%.

Outlining a simple, yet effective, implementation plan, the book supplies valuable guidance for Lean practitioners and organizational leaders on what needs to be done after Lean Sigma. It presents only the necessary information to allow you to dive right in to proven methods without having to waste time sorting through unnecessary details.

We all want a culture of continuous improvement, learning, and customer orientation; and this is what the four components can help you achieve. Follow the implementation steps outlined in the text and you will be on your way to developing and refining these characteristics.

Table of Contents

Component 1: Leadership and Mentoring
Leadership Going Forward
Leadership Responsibility
Transformational Leadership—Eliminate "Us and Them"
     Activity 1: General Communication Meeting
     Activity 2: Management Gemba Walk
     Activity 3: Executive Leadership Visit from Corporate
     Activity 4: Problem Solving Session
     Activity 5: Quality Issue Stopping Production
Partnerships Must Be Win–Win
     Recent Examples of Layoffs
     Top Three Companies to Work for in 2013
     Add Value to the Organization by Developing People
Customer Orientation
     Supporting Sales and Service Staff
          Form an Operational Team and Customer Teams to Jointly Work on Process Improvements
          Effectively and Directly Communicate Customer Requirements throughout the Value Streams
          Form an Operational Team and Sales Team to Ensure Service and Quality Improvements
Management Steering Team
     Management Steering Team Members
     Management Steering Team Implementation
          Implementation Steps
Tiered Gemba Walk
     Effective Communication
     Tiered Gemba Walk Implementation Steps
Something about Change
       Something about Communication
          One-Way Communication
Effective Communication within Organizations—Influenced by the Structure
     Something about Bottom-Up Approach

Component 2: Process Design and Visual Value Streams
Manufacturing and Office Cells
Manufacturing and Office Cell Implementation Steps
Streets and Avenues Layout
Supermarket Pull System
     Functionality of Supermarket System
     Supermarket Implementation Steps
Lead Time Reduction—Customers Demand It
Everyday Examples of Using Little’s Law
Process Metrics
Quality System
     Zero Defect Process: What Stops Us?
Lean Quality Control
     Statistical Process Control
     Process Supplier and Customer
     The Purchasing Department and Supplier Quality
     Scrap Box Review
     Zero Quality Discovery
     Human Error
Self-Directed Teams Prevent the Weakest Link
Process Improvement within the Office
     Eight Office Wastes
     e-Mail Waste
          Practicing Lean e-Mail
     Some Time Management Tips
     Effective Meeting Tips
     Lean Office 5S Tips
Government Processes and Lean Techniques for Improving Flow
     The Use of Takt Time and FIFO
     The Pacemaker Process

Component 3: Organization Structure for Sustainment
Organizational Culture for Engagement and Creativity
Organizational Structure Suppressing Improvement
Self-Directed Team Organization
     Shop Floor Self-Directed Team Definition
     Implementing Shop Floor Self-Directed Teams
     Shop Floor Self-Directed Team Process and Requirements
     Continuous Improvement Responsibilities
     Team Process Improvement Metrics
     Self-Directed Team Decision Making
     Management Steering Team Establishes Standard Work for Team Reviews
Team Stability
     Standard Work Improvement Responsibility
     Management Steering Team to Establish Team-Based Reward Systems
     The Mission Is on the Single-focus Strategy
     Getting the Implementation Started
Team Empowerment
     Self-Directed Team Member Career Path
Waiting The Greatest Waste of All Self-Directed Teams Can Resolve
Supervisor Transition to Team Facilitator
     Supervisor Transition Implementation Steps
     Self-Directed Teams: A Culture of Engagement
Team Member Fundamental Training
TWI Structure
TWI Structure Implementation Plan
Harada Method
     Principles of the Harada Method
     Harada Method Steps to Self-Reliance
Jishu Hozen (Autonomous Maintenance)
     Review of Past Repairs
     Identification of Repairs and Training of These Tasks
     Follow Up on the Effect
     Jishu Hozen Implementation Plan
Lean Sigma Structure
     New Product Introduction
Dynamic Process Improvement (DPI)
     Self-Directed Teams
     Dynamic Problem-Solving Process
Visual Management
Stop Worrying about the Outputs

Component 4: Fast Knowledge Sharing
Worldwide Accessible Process Database
Process Standardization
Social Media
Succession Planning
Break Down the Silos

Lean Sigma Tools
     Brainstorming Rules
Process Steps to Zero Quality Discovery
     Required Resources
     Accompanying Lean Sigma Tools (Preproduction Run)
     Process Steps
     Machine Green Zones
     Measuring the Maintenance Technician
     Involvement in TPM
     Process for Implementing TPM
Value Stream Mapping
Statistical Process Control
     The Key Steps in Starting SPC
Single-Minute Exchange of Dies
     SMED Implementation Steps

Glossary of Terms

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Robert Baird has practiced successful applications of Lean Sigma globally for the past 20 years, including three complete Lean Sigma transformations. Each transformation achieved world-class business results. Baird worked for Schlumberger Oilfield Services for 20 years, holding various management positions. He then transferred to Gemalto and worked there for 14 years, holding top management positions including vice president of operations and global world-class enterprise manager. Baird is currently founder and president of Lean Teams USA consulting firm. He has introduced and supported a global Lean Sigma strategy for business results with his work in countries including Brazil, Canada, China, Finland, France, Mexico, Poland, Singapore, the United Kingdom, and the United States.