Lean Six Sigma for Service : How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions
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Bring the miracle of Lean Six Sigma improvement out of manufacturing and into services
Much of the U.S. economy is now based on services rather than manufacturing. Yet the majority of books on Six Sigma and Lean--today's major quality improvement initiatives--explain only how to implement these techniques in a manufacturing environment.
Lean Six Sigma for Services fills the need for a service-based approach, explaining how companies of all types can cost-effectively translate manufacturing-oriented Lean Six Sigma tools into the service delivery process.
Filled with case studies detailing dramatic service improvements in organizations from Lockheed Martin to Stanford University Hospital, this bottom-line book provides executives and managers with the knowledge they need to:
- Reduce service costs by 30 to 60 percent
- Improve service delivery time by 50 percent
- Expand capacity by 20 percent without adding staff
through discussion that people realize there are differences in how they each think the process works. It's this realization that opens the doors for identifying and documenting best practices. • Developing data collection systems (especially for value stream mapping), which is generally absent from service processes. In addition, you'll want to use experienced Lean Six Sigma resources (Master Black Belts, Black Belts) to provide coaching on tools and methods. Below is a selection of five case
and his colleagues would share with others include: 1. Give the business units all the credit Positioning internal Lean Six Sigma resources as a support to the business units is critical for acceptance. At Bank One, the NPC staff have worked hard to collaborate with line management and frontline staff to identify problems, select targets, and generate solutions. This move makes sense because ultimately the business units know their areas best, will own the changes, and will be responsible for
(SHC), the future was clear: Patient volume was dropping because SHC kept losing contracts due to high costs. Physicians and management alike recognized that if they didn't do something soon, they would continue to lose current patients and be unable to attract new ones. It's one thing to want to provide high-quality patient care, but the pragmatists operated under this slogan: "No margin, no mission." When Graham Richard, an entrepreneur and businessman, was elected as Mayor of Fort Wayne,
1 to 500 checks, representing up to 200 invoices. Not only that, but a large majority of the customers wanted Bank One to follow customized procedures unique to them for processing their checks. Some of these procedures included data entry, data keying, imaging items, stapling in the left hand corner, or the right hand corner, or using paper clips, clipping sets of invoices together, and so on. All in all, Bank One estimates its "single" overnight service actually comprised several hundred
further opportunities. The teams would continue to meet monthly, share data (volume of patients, cost per case, reimbursements, etc.), and discuss any issues that needed immediate attention. Results Stanford's Operations Improvement strategy has been in place since the late 1980s, so it is difficult to represent the full scope of their achievements. Most managers can pull out documentation on dozens of projects that illustrate Lean Six Sigma principles ranging from eliminating medication errors