Customer Reviews

What is Lean Six Sigma

5 star:		(15)
4 star:		(7)
3 star:		(5)
2 star:		(1)
1 star:		(2)

 

 

According to the back cover, this book is "a quick introduction to using Lean Six Sigma." Since you are looking at an introductory book, you are probably not familiar with Lean Six Sigma. The back cover again states, "Lean Six Sigma combines the two most important improvement trends of our time: making work better (using Six Sigma) and making work faster (using Lean Principles)." I believe this book accomplishes its stated goal. It's 92 pages of quick reading introduce the reader to the Lean Six Sigma improvement process through definitions, explanations and examples.

The book is divided into two parts: Foundations of Lean Six Sigma and Implementing Lean Six Sigma. The foundation section covers the four keys to Lean Six Sigma and the five laws of Lean Six Sigma. The implementation section covers how to get started, introduces the reader to tools in the Lean Six Sigma toolkit, gives a public sector example of where Lean Six Sigma was used to make improvements and what management needs to do to support a successful Lean Six Sigma effort.

A reference book on Lean Six Sigma this book is not. If you are already familiar with Lean Six Sigma, then look elsewhere for more information. If you would like an introduction to Lean Six Sigma that is both understandable and easy to read, I highly recommend this book. Having read the book, I now feel better prepared to read additional Lean Six Sigma books that will take my knowledge and understanding to greater depths.

The authors did a great job on the book. I read it on an airplane earlier this week and really enjoyed it. It is very well written - very understandable at a novice level and insightful at the "supposed expert" level. I think it is
a "must read" for everyone in an organization deploying Lean Six Sigma or anybody interested in improving the economic value of their business.

Six Sigma books often couch their wisdom in acronyms or jargon, or they offer vague, unfulfilling anecdotal narratives. This book is different. As trim, focused and efficient as if a Six Sigma team had designed it, it gets the job done. Its mission is simple: explain the basic structure of Lean Six Sigma initiatives to readers who are likely to become involved in one. While select case studies are judiciously sprinkled throughout, this is a meat-and-potatoes book that tells you what you need to know in clear, straightforward prose. Although the authors - Mike George, Dave Rowlands and Bill Kastle - humbly issue the caveat that this is not intended to be a comprehensive reference, its terse yet relevant style will probably make it one of those dog-eared volumes that barely gets back to the HR bookshelf before it's checked out again. Because of its plainspoken functionality, we recommend this manual strongly to anyone whose future may involve Lean Six Sigma.

As a certified BB and someone familiar with the principles of Lean Manufacturing, I was hoping this book would tell me how to combine the two methodologies so that the end result is greater than the sum of the parts. At least that's what I thought the title implied . . .

But no. This book is a good introduction to Six Sigma. There was a little about Lean Manufacturing. There was no information about how to combine these two programs!

So - if you want a quick introduction to Six Sigma this is a good book. Otherwise, you don't need it.

If you are part of an organization that is doing, or about to implement, Lean Six Sigma, or if you want to quickly learn enough about Lean Six Sigma to decide if you want to learn about it in greater detail, then this book is for you.

As probably the ideal target reader for this book - someone who had never really been involved with, yet was aware of, previous `total quality' efforts; and someone who is working for an organization that is about to start on its own Lean Six Sigma journey - I found it to be extremely useful, easy to read, and packed with good anecdotes and case studies that got me excited about what Lean Six Sigma can do for my organization.

From all my previous readings on management and organizational leadership, I really did not find much new material in this book. I did like how the book was organized into two complementary and naturally-flowing parts (Foundations of Lean Six Sigma and Implementing Lean Six Sigma) and how the authors mentioned a few times how Lean Six Sigma has learned from past `total quality' efforts and how Lean Six Sigma has built-in measures to prevent past `total quality' failures.

I now know enough about Lean Six Sigma to understand the implications it has for my organization. I am ready and eager to take the next steps from having read this quick and effective introduction to Lean Six Sigma.

By all relevent criteria George's "What is Lean Six Sigma" is a worthwhile introduction into the lean six sigma concept and its application to general business issues. My major quibble is the author (publisher?) does not practice what he preaches when it comes to delivering waste-free content. An example that supports my argument is the numerous dull and humorless cartoons which illustrate the slim 92 page book. As well the section on the key topic of value stream mapping is barely a page long with an unusually complex illustration which confuses more than enlightens. The last chapter "Six Things Managers Should Do" is the for the most part filled with trite, business-speak platitudes. Surely a summarized conclusion to such an important business concept and practical tool deserves more than a quarter page of whitewash. That being said, I praise the book for offering an easy-to-read format and concise treatment of the major topics associated with Lean Six Sigma. Let's hope the author feels fit in the next addition to trim the waste and deliver pure value.

It seems eminently appropriate that a book which explains what Lean Six Sigma is (and isn't) should exemplify the same principles it addresses: It delights its reader with the speed by which its material is covered and with the quality of that material, it offers immediate help with mastering whatever the given process (or processes) may be, its authors work effectively with their reader to achieve the desired objectives within that reader's organization, and they prepare their reader to make better decisions, based on verifiable data.

Many people who consider purchasing it may be deterred by terms such Six Sigma and Lean which tend to be associated only with immensely large and complicated organizations such as GE and Motorola. In fact, authors Mike George, Dave Rowlands, and Bill Kastle include a number of mini-case studies throughout their narrative that suggest how decision-makers in almost any organization (regardless of size or nature) can apply Lean Six Sigma to produce more and better results, in less time, and at a lower cost if (huge "if") there are leadership at the top of the given organization, buy-in and sustained commitment at all levels and in all areas, sufficient resources, and accurate and consistent performance measurement.

For me, some of the most valuable material is provided in Chapter 8, "Making Improvements That Last." After explaining the Define-Measure-Analyze-Improve-Control (DMAIC) process, the authors make skillful use of various "Figures" that serve two separate but related purposes: they highlight key points, and, they facilitate, indeed expedite frequent review of those points later. For example, Figure 8.1: Sample Project Charter that demonstrates how to capture the essence of a Lean Six Sigma project. It describes what the team should accomplish, who will work on the project (and in what roles), timelines and other key information. Then with Figure 8.3: Value Stream Map, the authors indicate with the example provided how the value stream map, based on an actual process, captures the main sequence of activities in the boxes across the top line. If executed with rigor and discipline, the DMAIC process offers a framework for effective collaboration that will reveal real solutions to root problems.

Those who share my high regard for this book are urged to check out James P. Womack and Daniel T. Jones's Lean Thinking: Banish Waste and Create Wealth in Your Corporation and their more recent book, Lean Solutions: How Companies and Customers Can Create Value and Wealth Together. Also, Michael George's Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions, The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed (with John Maxey and David T. Rowlands) and Fast Innovation: Achieving Superior Differentiation, Speed to Market, and Increased Profitability (with James Works, and Kimberly Watson-Hemphill).

The book is a small but effective book for people who want to know what Lean Six Sigma is. It covers the basic concepts of the methodology and is very good at it.

I recommend this book to people who would want to understand what the concept is all about.

Having worked for a company that really made Six Sigma work, I was very interested in an extension of the processes. The process described has a lot of potential but the whole thing still revolves around a management cadre that are interested in the people and business output (business of business) of the company before profits. I recommend the book: it's an easy read and if you are interested in improving the performance of a business has some good ideas.

An excellent concise yet easy to understand description of the Lean Six Sigma process. Ideal for anyone just beginning to introduce 'Lean" to their work environment or anyone who wants to quickly learn the essential principles of 'Lean'. Provides sufficient explanation on how 'Lean' and "Six Sigma" work together although their aims are different.

I highly recommend.