Transactional Six Sigma and Lean Servicing Leveraging Manufacturing Concepts to Achieve World Class Service 1st Edition by Betsi Harris Ehrlich ISBN 1574443259 978-1574443257

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Product details:

ISBN 10: 1574443259 

ISBN 13: 978-1574443257

Author: Betsi Harris Ehrlich

Service industries have traditionally lagged manufacturing in adoption of quality management strategies and Six Sigma is no exception. While there are a growing number of books on applying the hot topics of Six Sigma and Lean Manufacturing concepts in a manufacturing environment, there has not been a mainstream book that applies these techniques in a service environment, until now. Transactional Six Sigma and Lean Servicing™: Leveraging Manufacturing Concepts to Achieve World Class Service is a ground breaking “how-to” book that serves as a practical guide for implementing Six Sigma and Lean Manufacturing methods in a transactional service oriented environment. It uses real case studies and examples to show how Six Sigma and Lean Servicing™ techniques have been implemented and proven effective in achieving substantial documented results. Lean Servicing™ is the author’s own term used to describe the application of Lean Manufacturing concepts to transactional and service processes. Liberal use of examples, graphics, and tables will assist you in grasping the difficult concepts. Transactional Six Sigma and Lean Servicing™ covers both theory and practical application of Lean Servicing™, Six Sigma DMAIC and Six Sigma DFSS concepts and methods so you can implement them effectively in your service organization and achieve reduced costs and a new level of service excellence.

Table of contents:

Chapter 1: Overview of Six Sigma
Chapter 2: Overview of Lean Manufacturing
Chapter 3: Six Sigma Compared to TQM and Baldrige Quality Approaches
Chapter 4: Common Six Sigma Terms
Chapter 5: A Historical Perspective
Chapter 6: Quality Hall of Fame
Chapter 7: Organizational Success Factors
Chapter 8: Leadership Matters
Chapter 9: Six Sigma as a Strategic Initiative
Chapter 10: Internal Communication Strategy & Tactics
Chapter 11: Formally Launching Six Sigma
Chapter 12: Organization Structure
Chapter 13: Six Sigma Training Plan
Chapter 14: Project Selection
Chapter 15: Assessing Organizational Readiness
Chapter 16: Common Pitfalls
Chapter 17: Managing Organizational Change
Chapter 18: Work as a Process
Chapter 19: Vertical Functions and Horizontal Processes
Chapter 20: Voice of the Customer
Chapter 21: Importance
Chapter 22: Identify the Customer
Chapter 23: Collect VOC Data
Chapter 24: Critical-to-Quality (CTQ) Customer Requirements
Chapter 25: Final Note
Chapter 26: Project Management
Chapter 27: Project Management Challenges
Chapter 28: Project Culture
Chapter 29: Project Management Processes
Chapter 30: Team Typing
Chapter 31: Team Stages – Understanding Team Dynamics
Chapter 32: Characteristics of Effective Teams
Chapter 33: Summary

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Tags: Betsi Harris Ehrlich, Transactional Six Sigma, and Lean Servicing Leveraging, Manufacturing Concepts