The four components of a fast-paced organization : going beyond lean sigma tools /
Baird, Robert,1953-
"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"--
"Foreword In my role as vice-president of North American Operations for a global manufacturer, I would frequently be asked if we were a world-class manufacturing organization. I would answer yes, as we had a dynamic market share, state-of-the-art product offerings, and a seasoned management team. I really did not understand exactly what world class meant in detail, but assumed we were. From interfacing with other senior managers outside of my organization, I learned what world-class manufacturing really was and realized we were far from it. We then embarked on a transformation to world-class, Lean, Six Sigma-- many names are used, but the essence is developing a fast-paced organization that goes beyond Lean Sigma tools and emphasizes leadership, organizational structure, process design, and knowledge sharing. Robert Baird was our quality manager at the time we started this transformation. He had recently joined us, and he embraced our evolution to a world-class organization, leading the way. Robert is a Six Sigma Black Belt and has detailed knowledge of both the hard, technical Six Sigma skills and the soft, people and organizational development skills. Robert was instrumental in developing our self-directed, high-performance teams throughout the plant that enabled 100% of our workforce to be engaged and committed to executing our manufacturing strategies. Robert led our Management Steering Team, where he enabled a horizontal flow of knowledge and collaboration between departments, eliminating the departmental silos that tend to develop in an organization, leading to fast-paced communications and problem solving within and between departments"--
"A Productivity Press Book."
"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"--
"Foreword In my role as vice-president of North American Operations for a global manufacturer, I would frequently be asked if we were a world-class manufacturing organization. I would answer yes, as we had a dynamic market share, state-of-the-art product offerings, and a seasoned management team. I really did not understand exactly what world class meant in detail, but assumed we were. From interfacing with other senior managers outside of my organization, I learned what world-class manufacturing really was and realized we were far from it. We then embarked on a transformation to world-class, Lean, Six Sigma-- many names are used, but the essence is developing a fast-paced organization that goes beyond Lean Sigma tools and emphasizes leadership, organizational structure, process design, and knowledge sharing. Robert Baird was our quality manager at the time we started this transformation. He had recently joined us, and he embraced our evolution to a world-class organization, leading the way. Robert is a Six Sigma Black Belt and has detailed knowledge of both the hard, technical Six Sigma skills and the soft, people and organizational development skills. Robert was instrumental in developing our self-directed, high-performance teams throughout the plant that enabled 100% of our workforce to be engaged and committed to executing our manufacturing strategies. Robert led our Management Steering Team, where he enabled a horizontal flow of knowledge and collaboration between departments, eliminating the departmental silos that tend to develop in an organization, leading to fast-paced communications and problem solving within and between departments"--
Includes bibliographical references and index.
Leadership.
Mentoring.
Organizational effectiveness.
Knowledge management.
Six sigma (Quality control standard)
Lean manufacturing.