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CITATION

McCarty, Tom; Jordan, Michael; and Probst, Daniel. Six Sigma for Sustainability. US: McGraw-Hill Professional, 2011.

Six Sigma for Sustainability

Authors: Tom McCarty, Michael Jordan and Daniel Probst

Published:  July 2011

eISBN: 9780071752459 0071752455 | ISBN: 9780071752442
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  • Contents
  • Prologue
  • Introduction
  • Acknowledgments
  • A Letter from the Next Generation
  • CHAPTER 1: Developing the Business Case
  • Who Should Address This Challenge?
  • Developing the Sustainability Business Caseat the Company Level
  • Workforce
  • Customers
  • Regulations
  • Developing the Sustainability Business Caseat the Project Level
  • Chapter Summary—Key Points
  • Notes
  • CHAPTER 2: Sustainability and the Collaborative Management Model
  • The Paradox
  • New Levels of Organizational Complexity
  • Evolution of the Six Sigma Leadership Framework
  • Six Sigma as a Leadership Framework
  • The Collaborative Leadership and Governance Model
  • Developing a Set of Leadership and Management Practices
  • Annual Planning and Strategy Development Workshop
  • CMT Strategic Planning Dialogue Agenda
  • Midpoint Dialogue Session
  • Weekly Reviews and Alerts Dialogue
  • Collaborative Management Process Summary
  • The Need for Real-Time Performance Data
  • The Role of the Facilitator/Coach
  • Moving from Model to Practical Application
  • The Key to Breakthrough Performance
  • The Need for Discipline and a Collaborative Leadership Environment
  • Chapter Summary—Key Points
  • CHAPTER 3: The Sustainability Transfer Function
  • Transfer Functions and Why They Are Important
  • Building the Sustainability Transfer Function
  • The Transfer Function for Office Waste
  • The Role of Location
  • The Transfer Function for Office Water
  • Conclusion
  • Chapter Summary—Key Points
  • Notes
  • CHAPTER 4: Sustainability Measurement and Reporting
  • Reporting Overview
  • Benefits and Drivers for Reporting
  • Brand
  • Track Progress toward Goals
  • Regulatory Compliance
  • Shareholder Pressure/Securities and Exchange Commission (SEC) Guidance
  • Reporting and Measurement Standards/Protocols
  • The Greenhouse Gas Protocol
  • The Global Reporting Initiative (GRI)
  • The Climate Registry
  • The Carbon Disclosure Project (CDP)
  • International Standards Organization (ISO)
  • Process and/or Tools
  • Consider Business Goals
  • Consider GHG Accounting Principles
  • Define Organizational Boundaries
  • Define Operational Boundaries
  • Select Base Year
  • Identify Emissions Sources/Calculate Emissions
  • Verify Inventory
  • Reporting Emissions
  • Establish a GHG Reduction Target
  • Examples of Voluntary Reporting Initiatives
  • Sustainability Investment-Rating Agencies
  • Buildings
  • Chapter Summary—Key Points
  • CHAPTER 5: Transformational Change and the Power of Teams
  • Why Green Project Teams Fail
  • Uncertainty of Purpose, Lack of Goal Clarity
  • Narrow Focus
  • Lack of Authority
  • Insufficient Data and Tools for Analyzing the Data
  • Weak Leadership
  • Eliminating the Potential Failure Modes
  • The Six Sigma Methodology for Driving Team Success
  • Development of Detailed, One-Page Team Charters
  • Business Case
  • Opportunity Statement
  • Goal Statement
  • Project Scope
  • Team Selection
  • Team Charter Evaluation
  • Establishing a Supporting Leadership Structure
  • Sponsors
  • Champions
  • Team Leader
  • Adoption of a Consistent Team Problem-Solving Model Known as DMAIC
  • Define
  • Measure
  • Analyze
  • Improve
  • Control
  • Blitz Teams
  • Summary of DMAIC
  • Change Management
  • Do You Change or Just Think about Change?
  • Myriad Theories, Universal Formula
  • Create a Shared Need
  • Shape a Vision
  • Mobilize Commitment
  • Monitor Progress.
  • Make the Change Last
  • Organized for Change
  • Leading Change
  • Six Sigma Integrated Team Framework as a Model for Driving Transformational Change
  • Sponsors’ Launch
  • Champions’ Launch
  • Project Launch
  • DMAIC, Blitz Teams, Organization-Wide Adoption.
  • Putting It All Together
  • The Six Sigma Methodology Applied to Sustainability Projects
  • Background
  • Define
  • Measure
  • Analyze
  • Improve
  • Control
  • Chapter Summary—Key Points
  • Note
  • CHAPTER 6: Sustainability and Real Estate
  • Real Estate Decisions Relating to Energy and the Environment
  • The Right Steps in the Right Order
  • Reduce Your Space Requirements
  • Factor Carbon into Location Decisions
  • Transportation
  • Energy and Water Consumption
  • Electrical Power Sources
  • Site Selection for New Space
  • Physical Risk of Climate Change
  • Apply Green Standards to New Buildings or Space
  • Existing Building Operations and Retrofits
  • Engage Employees in Support of Green Initiatives
  • Green Leasing
  • Financing Multitenant Building Retrofits and Existing Lease Constraints .
  • Measuring Success and Environmental Reporting
  • Chapter Summary—Key Points
  • Notes
  • CHAPTER 7: Six Sigma Sustainability Project Examples
  • Selecting Projects
  • Example Project: Reducing Cost and Carbon Through Energy Efficiency in Office Buildings
  • Example Project: Reducing the Environmental Impact of Company Office Space through Increased Office Space Agility
  • Example Project: Greening Leased Space
  • Define
  • Measure
  • Analyze
  • Improve
  • Control
  • Chapter Summary—Key Points
  • Notes
  • CHAPTER 8: Design for Six Sigma
  • Designing the Corporate Sustainability Program Using the House of Quality
  • Step 1: Identify and Prioritize CustomerRequirements
  • Step 2: Translate Customer Requirements into Measurements That Reflect ThoseRequirements
  • Step 3: Set Performance Targets
  • Step 4: Identify Critical Process Features Required to Achieve Performance Targets
  • Step 5: Design the Processes That Will Meet the Critical Features
  • Design and Innovation in Projects Using DMADV
  • Measure Phase: Operational Definitions
  • Chapter Summary—Key Points
  • CHAPTER 9: Stakeholder Management
  • Defining Stakeholder Management
  • Understanding Stakeholder Needs
  • Converting Needs to Requirements
  • The Stakeholder’s Type and Level of Influence on the Sustainability Project/Initiative
  • Assignment of a Team Member to Own a Stakeholder Relationship and Drive the Strategy
  • Likelihood/Degree of Stakeholder Support/Opposition to a Project and Associated Factors
  • The Web of Stakeholder Groups
  • Conclusion.
  • Chapter Summary—Key Points
  • Notes
  • CONCLUSION: Letters to Tomorrow’s Corporate Leaders
  • Letter to Tomorrow’s Chief Sustainability Officer
  • Letter to Tomorrow’s Corporate Real Estate Leader
  • APPENDIX A: Business Case Template and Examples
  • APPENDIX B: Sustainability Transfer Function
  • APPENDIX C: Sample Energy Conservation Opportunity Evaluation Checklist for an Office Building Assessment
  • APPENDIX D: Sample High-Level Process Map for Energy Conservation in an Office Facility
  • APPENDIX E: Sample Functional Performance Criteria for Enterprise Carbon Accounting Software
  • Index