Best Practices Report Shows Readers How To Get Process Improvement Going And Keep...

Best Practices Report Shows Readers How To Get Process Improvement Going And Keep It Going For Many Years

DUBLIN, Ireland--(Business Wire)--Research and Markets
(http://www.researchandmarkets.com/reports/c80360) has announced the
addition of "Best Practices in Lean Six Sigma Process Improvement" to
their offering.

What we've learned (or failed to learn) to compete globally

Why are some companies highly successful with their lean Six Sigma
performance management initiatives, while most are not? Best Practices
in Lean Six Sigma Process Improvement shows readers how to get process
improvement going, and keep it going for many years. The key is an
expended concentration on what are most important to customers, namely
quality, response time, flexibility, and value. The author provides
readers with valuable benchmarks and best-practice models based on
results from his own extensive, long-ranging research, including hard
data from 1,200 companies throughout the world.

About the author:

Richard Schonberger is President of Schonberger & Associates,
Inc., providing lectures, seminars, and advisory services to
industrial and business organizations worldwide. Originator of the
term and concepts of world-class manufacturing, he is author of
numerous books, as well as some 150 articles in periodicals ranging
from Harvard Business Review and the Wall Street Journal to Quality
Progress and the Journal of Cost Management. He has been awarded the
Shingo Prize for Excellence in Manufacturing and the British
Institution of Production Engineers' International Award in
Manufacturing Management, and has received the Institute of Industrial
Engineers (IIE)'s Production and Inventory Control Award.

Contents:

Preface.

Part I. Hypercompetition.

Chapter 1. Magnitude Advances In Competitive Standards And
Technologies.

Chapter 2. Global Leanness -- An Unstable Phenomenon.

Chapter 3. Big Question: Does Lean Beget Financial Success? (A
Short Chapter).

Chapter 4. Ultimate Trend: Improving The Rate Of Improvement.

Part II. Improvement Gone Wrong -- And Made Right.

Chapter 5. Waste Elimination, Kaizen, And Continuous Improvement:
Mis-Defined And Misunderstood.

Chapter 6. The Metrics Trap.

Chapter 7. The Case Against (Much Of) Management Goal-Setting.

Part III. A Competitive Fortress.

Chapter 8. Fortress By Culture.

Chapter 9. Vengeful Numbers.

Chapter 10. Process Improvement: Stretching Company Capabilities.

Chapter 11. Unique Business Models (Big Ideas).

Part IV. What Goes Wrong: Impressive Companies And Their Weak
Spots.

Chapter 12. Does Rapid Growth Put The Brakes On Lean?

Chapter 13. Losing Their Way--Or Not.

Part V. Leanness: A Changing Landscape.

Chapter 14. Global "Lean" Champions: Passing The Torch.

Chapter 15. How Overweight Companies Get Lean.

Chapter 16. Flow-Through Facilities.

Chapter 17. External Linkages.

Part VI. Why Industries Rank Where They Do.

Chapter 18. Leanness Rankings For 33 Industrial Sectors.

Chapter 19. Electronics: A Metamorphosis.

Chapter 20. Motor-Vehicle Industry: Earliest But Lagging.

Chapter 21. Aerospace-Defence: OEM's Soaring, Suppliers Not.

Chapter 22. Other Industries.

Epilogue.

Index

For more information visit
http://www.researchandmarkets.com/reports/c80360

Research and Markets
Laura Wood
Senior Manager
Fax: +353 1 4100 980
press@researchandmarkets.com

Copyright Business Wire 2008