Six Sigma Financial Tracking and Reporting (Hardcover)

Description

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

Table of Contents

Purpose of the Book: There are many Six Sigma Black Belt and Lean Manufacturing Books on the market that describe the "Control" phase of the DMAIC model, or where "lean accounting" texts touch on the simplification of financial reporting, and where the "balanced scorecard" emphasizes the importance of leading indicators and the use of an overall improvement index. Project management books may also describe techniques for "sustaining the gains" from improvement projects. But none of these texts provide executives with a convenient tool they can use to manage the current year earnings and make certain that savings from improvement efforts actually have the intended impact on the current year's performance relative to changes in unit volume, pricing changes, gross margin changes and the interplay of savings from all the improvement projects. This book describes such a tool —- the Bridge P&L Model.

Preface

Introduction

Acknowledgments

Forewords

Chapter One: Overview

Chapter Two: Model for Getting Savings Into the P&L

Chapter Three: Designing Bridge P&L Model Structure -- Define in DMAIC

Chapter Four: Tracking and Communicating Bridge Metrics -- Measure in DMAIC

Chapter Five: Identifying the Things That Are "Off Track" -- Analyze in DMAIC

Chapter Six: Planning Corrections to Keep "On Track" -- Improve in DMAIC

Chapter Seven: Adjusting the Support Systems to Sustain the P&L Bridge -- Control in DMAIC

Chapter Eight: Getting the Savings in Struggling or Transitioning Industries

描述

隨著六西格瑪和精實企業技術的不斷演進和深入植根於業務中，逐個項目追蹤節省的影響越來越困難。特別是當您有多個專注於不同功能領域的項目時，通過案例研究、實例和基準技術的使用，Motorola大學的高級講師Michael Bremer幫助您建立正確的基礎設施，以進行項目識別、項目範圍和財務報告。

目錄

書籍目的：市場上有許多描述DMAIC模型的“控制”階段的六西格瑪黑帶和精實製造書籍，或者“精實會計”文本介紹財務報告的簡化，以及“平衡計分卡”強調領先指標的重要性和整體改進指數的使用。項目管理書籍也可能描述“維持收益”的技術。但是，這些文本都沒有提供高管們一個方便的工具，他們可以用來管理當年的收益，並確保改進努力的節省實際上對當年的業績產生預期的影響，相對於單位銷售量的變化、價格變化、毛利變化以及所有改進項目的節省之間的相互作用。本書描述了這樣一個工具——橋樑損益模型。

前言
引言
致謝
前言
第一章：概述
第二章：將節省納入損益表的模型
第三章：設計橋樑損益模型結構——在DMAIC中定義
第四章：追蹤和傳遞橋樑指標——在DMAIC中測量
第五章：識別“偏離軌道”的事物——在DMAIC中分析
第六章：計劃修正以保持“在軌道上”——在DMAIC中改進
第七章：調整支持系統以維持損益橋樑——在DMAIC中控制
第八章：在困難或轉型行業中實現節省