Six Sigma Financial Tracking and Reporting: Measuring Project Performance and P&L Impact

Hardcover | January 5, 2006

byMichael Bremer, Brian Mckibben, Thomas McCarty

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As Six Sigma and Lean Enterprise techniques continue to evolve and become more and more engrained in the business, it is harder and harder to track the impact of savings on a project by project basis. Especially when you have more than one project concentrating on different functional areas, through the use of case studies, worked out examples, and bench marking techniques, Michael Bremer, a Senior Instructor at Motorola University, helps you to put the right infrastructure in place for project identification, project scoping, and financial reporting.

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As Six Sigma and Lean Enterprise techniques continue to evolve and become more and more engrained in the business, it is harder and harder to track the impact of savings on a project by project basis. Especially when you have more than one project concentrating on different functional areas, through the use of case studies, worked out ...

From the Jacket

Move Six Sigma Savings to Your Bottom Line Most business process improvement activities do not yield the P&L dollar savings impact that executives expect to see. If this is a challenge in your organization, you need Six Sigma Financial Tracking and Reporting. This operating manual shows Master Black Belts, Black Belts, Project Champio...

Michael Bremer is President of The Cumberland Group—Chicago, as well as adjunct senior consultant for Motorola University. He is a nationally recognized speaker on process improvement, leadership, and management team effectiveness. He is a board member of the Association for Manufacturing Excellence—Midwest Region. Brian McKibb...

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Format:HardcoverDimensions:460 pages, 9.1 × 6.3 × 1.5 inPublished:January 5, 2006Publisher:McGraw-Hill EducationLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0071458913

ISBN - 13:9780071458917

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Extra Content

Table of Contents

Chapter 1: Introduction

Chapter 2: Financial Bridge P&L Model

Chapter 3: Define -- Defining What is Important

Chatper 4: Measure -- Developing and Tracking Bridge Metrics

Chapter 5: Analyze -- Identifying the Things that Are "Off Track"

Chapter 6: Improve -- Make It Happen, Effectively!

Chapter 7: Control -- Sustain the Gains

Chapter 8: Assessment Instruments

Chapter 9: The Role of Leadership and Governance in Driving Financial Impact

Chapter 10: Shareholder Value and Business Profitability

Chapter 11: Support Systems -- People Side of Bridge Process

Chapter 12: Continual Improvement Processes

Chapter 13: Multipurpose and Next-Gen Tools

Chapter 14: Bridge Process Outlines

INDEX