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You know that great improvement initiatives abound. What you may not know is how to implement them effectively; get fast, dramatic improvement; and sustain those results for the long term. It's a common problem. But take heart: The next wave of performance excellence is here—the seamless integration of today's leading improvement methods. This integration, described thoroughly in this book, builds upon the strengths and addresses the shortcomings of each discipline. For example:

• While Six Sigma provides a disciplined, quantitative approach, many efforts fail because they don't address the people side of performance improvement and change management. Plus, Six Sigma efforts are expensive and take too long to produce results.
• Lean Manufacturing techniques can provide quick results, but they lack quantitative tools to reduce variation, and, as a result, are incapable of addressing numerous high-dollar improvement opportunities.
• Though High-Performance Organizations (HPO) create conditions for great motivation, improve intra-organizational interactions, and lower employee turnover, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement.

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Learn How Bringing Together Three Top Improvement Initiatives Can Lead Your Company to New Heights

You know that great improvement initiatives abound. What you may not know is how to implement them effectively; get fast, dramatic improvement; and sustain those results for the long term. It’s a common problem. But take heart: The next wave of performance excellence is here–the seamless integration of today’s leading improvement methods. This integration, described thoroughly in this book, builds upon the strengths and addresses the shortcomings of each discipline. For example:

• While Six Sigma provides a disciplined, quantitative approach, many efforts fail because they don’t address the people side of performance improvement and change management. Plus, Six Sigma efforts are expensive and often take a long time to implement.
• Lean Manufacturing techniques can provide quick results, but they lack quantitative tools to reduce variation and, as a result, are incapable of addressing numerous high-dollar improvement opportunities.
• Though High-Performance Organizations (HPO) create conditions for great motivation, lower employee turnover, and improve intra-organizational interactions, many HPO interventions fail to produce solid business results because members lack a disciplined approach and the tools for improvement.

In this much-needed book, internationally renowned consultant Tom Devane provides a solid reference that helps leaders at all levels integrate the best practices in "hard" (technical) and "soft" (people) aspects of performance improvement to achieve sustainable results and instill an attitude of continuous improvement throughout the organization. Integrating Lean Six Sigma and High-Performance Organizations offers the principles, tools, and guidance you need to solve common problems and create an environment that fosters high performance. This book offers:

• A description of proven principles and a set of tools that help leaders focus on high-leverage activities that generate rapid, cost-effective, sustainable improvement
• Practical suggestions for integrating the hard and soft aspects of performance improvement
• Templates and "lessons learned" analyses that can be used to develop and implement effective plans
• A wealth of pragmatic solutions that can be consulted on an as-needed basis

Best of all, Integrating Lean Six Sigma and High-Performance Organizations is filled with colorful, real-life stories from a wide range of companies–stories that readers can easily apply to their own circumstances. If you are an organizational change agent, a Six Sigma Black Belt, a consultant, an organization development or human resources professional, or a manager or executive seeking sustainable improvements, this book will help you lead your company to the next level of performance.

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List of Tables, Figures, and Exhibits.  
Foreword.
 
Preface for the Collaborative Work Systems Series.
 
Preface.
 
Acknowledgments.
 
Website Information.
 
Introduction.
 
PART 1: PRACTICAL FOUNDATIONS.
 
Chapter 1: Overview of Lean Six Sigma.
 
Chapter 2: Overview of High-Performance Organizations.
 
Chapter 3: Lean Six Sigma and High-Performance Organizations Combined.
 
PART 2: PRAGMATIC PRACTICE 69
 
Section 1: The Fundamentals.
 
Chapter 4: Lessons Learned from Integrating Lean Six Sigma and HPO.
 
Chapter 5: Leadership Fundamentals.
 
Chapter 6: Useful Distinctions.
 
Chapter 7: Leader’s Basic Toolkit.
 
Section 2: The Leader’s Stage-by-Stage Guide.
 
Stage 1: Initiation.
 
Chapter 8: Activity Map and Leader To Do List.
 
Chapter 9: Tools Application.
 
Chapter 10: Pragmatic Tips.
 
Stage 2: Direction Setting.
 
Chapter 11: Activity Map and Leader To Do List.
 
Chapter 12: Tools Application.
 
Chapter 13: Pragmatic Tips.
 
Stage 3: Design.
 
Chapter 14: Activity Map and Leader To Do List.
 
Chapter 15: Tools Application.
 
Chapter 16: Pragmatic Tips.
 
Stage 4: Implementation.
 
Chapter 17: Activity Map and Leader To Do List.
 
Chapter 18: Tools Application.
 
Chapter 19: Pragmatic Tips.
 
Stage 5: Operations and Continuous Improvement.
 
Chapter 20: Activity Map and Leader To Do List.
 
Chapter 21: Tools Application.
 
Chapter 22: Pragmatic Tips.
 
Conclusion.
 
Appendix.
 
Glossary.
 
Large-Group Interventions.
 
Reference Material.
 
Index.
 
About the Series Editors.
 
About the Author.

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