Building High Performance Government Through Lean Six Sigma: A Leader's Guide to Creating Speed, Agility, and Efficiency

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Building High Performance Government Through Lean Six Sigma: A Leader's Guide to Creating Speed, Agility, and Efficiency

Building High Performance Government Through Lean Six Sigma: A Leader's Guide to Creating Speed, Agility, and Efficiency

Authors: Mark Price, Walter Mores and Hundley M. Elliotte

Published: April 2011

eISBN: 9780071766074 0071766073 | ISBN: 9780071765718

Contents

Prologue: The Third Lever

Putting the Challenge in Context

What’s in This Book

Meeting the Challenge

Chapter 1 Building the Anatomy for High Performance

Component 1: Operational Excellence

Component 2: Agility

Component 3: Workforce and Culture

Finding the Leverage Points

Part I: Leading the Way to Operational Excellence

Introduction To Part I

Spotlight A: Do You Know Who Your Customers Are?

Differentiating Customers from Stakeholders

The Price of Not Focusing on Customers

Identifying Customers and Their Needs

Aligning Your Organization to Customers

Chapter 2 Aligning Outputs to Desired Outcomes

Keeping the Links

Phase I: Why Do an Enterprise Analysis?

Prime Value Chain: A Powerful Picture of an Enterprise

Enterprise Analysis Case 1: Joint Munitions Command

How to Do a PVC Analysis

Enterprise Analysis Case 2: Common Ground

Top Challenges in Enterprise Analysis

Worth the Effort

Chapter 3 Creating an Action Road Map

Picking Up the Strategy-Execution Link

Phase II: Developing a Balanced Portfolio

Phase III: Execution Management and Governance

Keep Your Eye on the Prize

Part II: Agility: Responsiveness and Innovation

Introduction To Part II

Spotlight B: Understanding Agility in the Public Sector

Short-Term Agility

Long-Term Agility

Agility and Mission Resilience

Beginning the Agility Journey

Chapter 4 Knowing What’s Coming Before It Happens

Anticipate the Future with Leading Indicators

Develop Your Own Leading Indicators

Use Multiple Indicators

Metrics Must Trigger Action

Long-Term Agility

Leading Indicators in a Mature Organization

Forward-Thinking, Forward-Sensing

Chapter 5 The Innovation Imperative

Understanding Innovation

Challenges of Innovation in the Public Sector

Building a Robust Innovation Engine

The Innovation Process

Management Capability for Innovation

Making Innovation a Reality

Spotlight C: The Need for Disruptive Innovation

What Makes an Innovation “Disruptive”

How to Succeed with Disruptive Innovation

Become a Disruptive Innovator

Part III: Culture and Workforce

Introduction To Part III

Chapter 6 Leadership to Galvanize Your Workforce

Change Requires Leadership, Not Just Management

What Performance-Oriented Leaders Think and Do

Eight Lessons from Public Sector Leaders

Determining Leadership Development Needs

Making Sure Your Leaders Lead

Chapter 7 Ready, Willing, and Able

The Three Components of Capability

The Cost of Un-Capability

Strengthening Mission Capability

From Good to Best

Chapter 8 What Gets Measured Gets Done

Too Much Data, Too Little Information

Picking the Right Performance Metrics

Developing a Metric System You Will Use

Keep Your Goal in Sight

Spotlight D: Managing Change

Part IV: Performance-Oriented Deployment

Introduction To Part IV

Chapter 9 Making the Future a Reality

The Good, the Bad, and the Missing

Approach Matters as Much as Output

Performance-Oriented Strategic Planning

Using a Strategic Plan to Manage Your Organization

Making Progress Where It Matters

Spotlight E: Scenario Analysis

Scenario Analysis in a Nutshell

Four Steps of Scenario Analysis

The Case for Scenario Analysis

Chapter 10 Next-Generation Deployment Strategies

Path 1: Assessment-Enhanced Traditional Path

Path 2A: Issue-Based Deployment

Path 2B: Technology Value Realization

Path 3: Rapid Path to Results

Speed with Results

Notes

Index