Driving Strategy to Execution Using Lean Six Sigma: A Framework for Creating High Performance Organizations

235 Pages·2012·7.089 MB·English

by  Gerhard Plenert, Tom Cluley

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Driving Strategy to Execution
waste and reduce process variation only to find they are not moving the big bars
that measure success for the organization. Driving Strategy to Execution Using
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Lean Six Sigma: A Framework for Creating High Performance Organizations
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details a framework for leveraging an organization’s Lean Six Sigma capability i
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in a manner that drives their strategic plans to execution by linking their strategy i
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deployment into the fabric of their day-to-day operations.
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• A model to follow in developing and executing short-range
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• A model for longer-range visioning, scenario modeling, and

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Anyone can write a book on the procedures behind “Strategy” without o
understanding the key drivers that give a strategy excitement, commitment, n

and fire. Here, Gerhard Plenert and Tom Cluley do more than that. First, U
they examine how to make a strategy meaningful and powerful. Then, they s
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underline the critical piece to strategy development—the execution piece— n
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which takes the glossy strategy brochure off the shelf and makes a usable

and executable plan. The book focuses on how to build great strategies and L
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includes examples of what makes them great. It demonstrates how a well-
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developed strategy generates excitement within an organization, offering you n
the tools to navigate and design a workable and achievable plan for success for
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K13015 m Gerhard Plenert and Tom Cluley
ISBN: 978-1-4398-6713-6 a
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Driving Strategy to Execution
Using Lean Six Sigma
A Framework for Creating
High Performance Organizations
Series on Resource Management
Driving Strategy to Execution Using Lean Six Sigma: A Framework for
Creating High Performance Organizations
by Gerhard Plenert and Tom Cluley
ISBN: 978-1-4398-6713-6
Building Network Capabilities in Turbulent Competitive Environments:
Practices of Global Firms from Korea and Japan
by Young Won Park and Paul Hong
ISBN: 978-1-4398-5068-8
Integral Logistics Management: Operations and Supply Chain
Management Within and Across Companies, Fourth Edition
by Paul Schönsleben
ISBN: 978-1-4398-7823-1
Lean Management Principles for Information Technology
by Gerhard J. Plenert
ISBN: 978-1-4200-7860-2
Supply Chain Project Management:
A Structured Collaborative and Measurable Approach, Second Edition
by James B. Ayers
ISBN: 978-1-4200-8392-7
Modeling and Benchmarking Supply Chain Leadership:
Setting the Conditions for Excellence
by Joseph L. Walden
ISBN: 978-1-4200-8397-2
New Methods of Competing in the Global Marketplace:
Critical Success Factors from Service and Manufacturing
by William R. Crandall and Richard E. Crandall
ISBN: 978-1-4200-5126-1
Supply Chain Risk Management:
Minimizing Disruptions in Global Sourcing
by Robert Handfield and Kevin P. McCormack
ISBN: 978-0-8493-6642-0
Rightsizing Inventory
by Joseph L. Aiello
ISBN: 978-0-8493-8515-5
Handbook of Supply Chain Management,
Second Edition
by James B. Ayers
ISBN: 978-0-8493-3160-2
Supply Market Intelligence: A Managerial Handbook
for Building Sourcing Strategies
by Robert B. Handfield
ISBN: 978-978-0-8493-2789-6
Driving Strategy to Execution
Using Lean Six Sigma
A Framework for Creating
High Performance Organizations
Gerhard Plenert and Tom Cluley
CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742
© 2012 by Taylor & Francis Group, LLC
CRC Press is an imprint of Taylor & Francis Group, an Informa business
No claim to original U.S. Government works
Version Date: 20120309
International Standard Book Number-13: 978-1-4398-6717-4 (eBook - PDF)
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Dedication
To the love of my life—
Renee Sangray Plenert
Who makes my life strategic!
And to my kids, their spouses, and of course the grandkids—
Heidi, Dawn, Gregory and Debbie, Gerick, Joshua
and Amy, Natasha and Mark, Zackary, Chelsey,
Lucas, Boston, Evan, Lincoln, and Livy Jay
Who keep my life lean!
Gerhard Plenert
To my loving wife—
Susan Morrison Cluley
Who reminds me that all strategies must be
able to adjust to the realities life presents.
And to my three sons and my daughter-in-law—
Jason, Adam, Erik, and Shelly
Who are on their own paths of executing their strategies.
Tom Cluley

Contents
Preface ...................................................................................xi
Acknowledgments.............................................................xiii
Introduction ......................................................................xvii
PART I Organizational Framework
Chapter 1: Current and Future Organizational
Trends .....................................................................................3
Chapter 2: The Role of Strategy in Organizing
Change ...................................................................................15
Summary
Chapter 3: Strategic Models: A Plethora of Options ....21
Summary
Chapter 4: The Strategic Process ...................................29
Vision versus Mission
Strengths, Weaknesses, Opportunities, and Threats
PART II Organizational Performance Model
Chapter 5: Culture and Orientation
of the Organization .............................................................47
Summary
Chapter 6: Strategy Alignment and Deployment/
Strategy Execution .............................................................53
Summary
Chapter 7: Organizational Performance Measures ....63
The Measurement–Motivation Relationship
Measurement
Customer Quality
vii
viii Contents
Productivity Thinking and Value-Added Thinking
Benchmarking
How Should We Measure?
Summary
Chapter 8: An Integrated Strategic Model ...................79
Summary
PART III Executing the Strategy
Chapter 9: Visioning/Scenario Modeling ......................89
Visioning and Scenario Planning
Step 1: Leadership Orientation
Step 2: The Orientation Briefing
Step 3: A “Homework” Assignment for Visioning
Exercise Workshop Attendees
Step 4: The Workshop
Step 5: Postworkshop Wrap-up
Summary
Appendix 9.1: Breakthrough Thinking
Appendix 9.2: Concept Management
Chapter 10: Vision/Mission/Customer
Identification/Priorities/End State/Goals ....................111
Core Competencies
The Vision Statement
The Mission Statement
Defining the Customer
The Change Process
The Strategy
Strategy Models
Developing the Strategy: Priorities
Goal Characteristics
Target Implementation
When Goals Don’t Work
The End State Statement
Summarizing the Lessons Learned
in This Chapter Using an Example
Summary
Chapter 11: Priority-Based Strategies/Metrics
That Measure/Tasks ..........................................................145
Objectives/Strategies
Metrics Statements
Tasks/Action Items