Lean Six Sigma For Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions

  • 6h 9m
  • Michael L. George
  • McGraw-Hill
  • 2003

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

About the Author

Michael L. George is founder and CEO of George Group, the largest Lean Six Sigma consulting practice in the United States. George Group specializes in creating value through Lean Six Sigma, Lean Manufacturing, and Complexity Reduction.

In this Book

  • Lean Six Sigma for Service—How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions
  • Introduction
  • The ROI of Lean Six Sigma for Services
  • Getting Faster to Get Better—Why You Need Both Lean and Six Sigma
  • Success Story #1: Lockheed Martin Creating a New Legacy
  • Seeing Services Through Your Customers’ Eyes—Becoming a customer-centered organization
  • Success Story #2: Bank One Bigger… Now Better
  • Executing Corporate Strategy with Lean Six Sigma
  • Success Story #3: Fort Wayne, Indiana From 0 to 60 in nothing flat
  • The Value in Conquering Complexity
  • Success Story #4: Stanford Hospital and Clinics—At the forefront of the quality revolution
  • Phase 1—Readiness Assessment
  • Phase 2—Engagement (Creating Pull)
  • Phase 3—Mobilization
  • Phase 4—Performance and Control
  • Service Process Challenges
  • Using DMAIC to Improve Service Processes
  • First Wave Service Projects
  • Raising the Stakes in Service Process Improvement
  • Designing World-Class Services (Design for Lean Six Sigma)
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