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CITATION

Bremer, Michael; McKibben, Brian; and McCarty, Thomas. Six Sigma Financial Tracking and Reporting. US: McGraw-Hill Professional, 2005.

Six Sigma Financial Tracking and Reporting

Authors: Michael Bremer, Brian McKibben and Thomas McCarty

Published:  December 2005

eISBN: 9780071483063 0071483063 | ISBN: 9780071458917
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  • Contents
  • Preface
  • Acknowledgments
  • Chapter 1. Introduction
  • 1.1 Overview
  • 1.2 Numbers Paradox
  • 1.3 Performance Improvement Initiatives: Were They Failure?
  • 1.4 Purpose of This Book
  • 1.5 Chaos and Fractals
  • 1.6 People Side of Measurement/Change
  • 1.7 Profound Knowledge
  • 1.8 Measurement
  • 1.9 Executive Summary (Cliff Notes Version of this Book)
  • 1.10 A Team Sponsor’s Role and Responsibilities
  • 1.11 Excellent versus Average Performance
  • 1.12 Summary
  • Chapter 2. Financial Bridge P&L Model
  • 2.1 Overview
  • 2.2 Six Sigma Financial Tracking and Reporting
  • 2.3 Savings Analytical Guidelines
  • 2.4 Lean Accounting
  • Chapter 3. Define—Defining What Is Important
  • 3.1 Overview
  • 3.2 Purpose of Define
  • 3.3 Define Phase Organizational Level
  • 3.4 Voice of the Customer
  • 3.5 Voice of the Business
  • 3.6 Pulling the Voices Together
  • 3.7 Actions to Avoid Metric Problems
  • 3.8 What Is Great versus Average?
  • 3.9 Define—Team Sponsor's Role and Responsibilities
  • 3.10 Technical Business Unit Case Study
  • 3.11 Tollgate Questions
  • Chapter 4. Measure—Developing and Tracking Bridge Metrics
  • 4.1 Purpose
  • 4.2 Introduction
  • 4.3 Overview and Background
  • 4.4 Company Examples
  • 4.5 Pulling It Together—Measure Phase in Bridge Process
  • 4.6 Measurement System Analysis
  • 4.7 Measure Substeps for Routine Bridge Process Use
  • 4.8 Business Metrics Roadmap—Extended Management Horizon
  • 4.9 Implementing a Bridge Model—Measure Phase
  • 4.10 Tools for Doing It—Measure Phase
  • 4.11 What Can Go Wrong
  • 4.12 Measure—Team Sponsor’s Role and Responsibilities
  • 4.13 Technical Business Unit Story—Measure Phase
  • 4.14 Tollgate Questions
  • Chapter 5. Analyze—Identifying the Things That Are “Off Track”
  • 5.1 Purpose
  • 5.2 Introduction
  • 5.3 Overview and Background
  • 5.4 Pulling It Together—Analyze Phase in Bridge Process
  • 5.5 Analyze Substeps in Routine Bridge Functions
  • 5.6 Implementing a Bridge Model—Analyze Phase
  • 5.7 Tools for Doing It—Analyze Phase
  • 5.8 Specialized Tools
  • 5.9 What Can Go Wrong
  • 5.10 Analyze—Team Sponsor’s Role and Responsibilities
  • 5.11 Technical Business Unit Story—Analyze Phase
  • 5.12 Tollgate Questions
  • Chapter 6. Improve—Make It Happen, Effectively!
  • 6.1 People and Processes
  • 6.2 Selecting a Solution
  • 6.3 Open Dialog
  • 6.4 Alternate Solutions
  • 6.5 Action Plans (60- to 90-day Timeframe)
  • 6.6 Cost and Financial Benefits
  • 6.7 People and Accountabilities
  • 6.8 Communications
  • 6.9 Improve—Team Sponsor’s Role and Responsibilities
  • 6.10 Improve Close
  • 6.11 Technical Business Unit—Case Study
  • 6.12 Tollgate Questions
  • Chapter 7. Control—Sustain the Gains
  • 7.1 Overview
  • 7.2 Pilots and Pilot Evaluation Plan
  • 7.3 Implementation and Execution
  • 7.4 Implementation Rollout Plan
  • 7.5 Standardization and Replication
  • 7.6 Clarified Roles and Responsibilities
  • 7.7 Process and Performance Control Metrics
  • 7.8 Financial Assessment
  • 7.9 Leadership Governance and Sustaining the Gains
  • 7.10 Control—Team Sponsor’s Role and Responsibilities
  • 7.11 Case Study
  • 7.12 Control Phase—Tollgate Questions
  • Chapter 8. Assessment Instruments
  • 8.1 Malcolm Baldrige Quality Award
  • 8.2 Capability Maturity Model Integration
  • 8.3 People Capability Maturity Model
  • 8.4 Shingo Prize for Excellence in Manufacturing
  • 8.5 Baldrige National Quality Program: Criteria for Performance Excellence
  • Chapter 9. The Role of Leadership and Governance in Driving Financial Impact
  • 9.1 Overview
  • 9.2 The Six Sigma Macro Model at Apex
  • 9.3 The Holistic Six Sigma Model
  • 9.4 Jones Lang LaSalle’s Client-Driven Six Sigma Continuous Improvement Model
  • 9.5 Integrating Six Sigma Techniques
  • 9.6 The Collaborative Management Model
  • 9.7 Annual Planning and Strategy Development Workshop
  • 9.8 Collaborative Management Process Summary
  • 9.9 The Guidance Center
  • 9.10 Conclusion
  • Chapter 10. Shareholder Value and Business Profitability
  • 10.1 Shareholder Value
  • 10.2 Strategic Business Planning Metrics
  • 10.3 The One-Page Strategic Growth Model
  • 10.4 Customer Profitability
  • 10.5 Supply Chain Profitability
  • 10.6 Cost of Quality
  • 10.7 Shareholder Value and Profitability Summary
  • Chapter 11. Support Systems—People Side of Bridge Process
  • 11.1 Purpose
  • 11.2 Introduction
  • 11.3 Overview and Background
  • 11.4 Pulling It Together—Bridge Structure and Usage
  • 11.5 Tools for Doing It
  • 11.6 What Can Go Wrong
  • 11.7 Tollgate Questions
  • Chapter 12. Continuous Improvement Processes
  • 12.1 Purpose
  • 12.2 Introduction
  • 12.3 Overview and Background
  • 12.4 Pulling It Together—Bridge Structure and CI Process
  • 12.5 Tools for Doing It
  • 12.6 What Can Go Wrong
  • 12.7 Tollgate Questions
  • Chapter 13. Multipurpose and Next-Gen Tools
  • 13.1 Value-Stream Mapping
  • 13.2 Value-Stream Mapping Methods
  • 13.3 MRP for Logistics and Supply Chain Management
  • 13.4 Operations Planning Models
  • 13.5 Optimizing Customer-Configured, Mixed-Model Manufacturing
  • 13.6 Real-Time Analysis of Complex Process Variability Causes
  • 13.7 In Closing—A Bridge Span: In-Process Analysis of Variation Causes
  • Chapter 14. Bridge Process Outlines
  • 14.1 Routine Bridge Functions: Day-to-Day Use of a Bridge System by Process Operators and Owners
  • 14.2 Bridge Implementation Steps
  • Index