Building High Performance Government Through

Your handbook to successful LSS deployment in federal services Implementing Lean Six Sigma in a federal agency can be a vastly different process than applying it in the private sector; with government comes a host of unique challenges and complexities. Written by an author team that ranks among the few recognized LSS leaders who have worked directly with its deployment in the federal sector, Lean Six Sigma for Federal Servicesprovides an overview of the key strategic elements when planning for LSS deployment in your organization. Numerous examples drawn from past and current deployments in the Internal Revenue Service, Naval Air Support Command, and other civilian and military agencies illustrate how to overcome constraints and challenges peculiar to government organizations. Table of Contents:ROI of Lean Six Sigma for the Federal Government; PART 1:How Lean Six Sigma Works in the Federal Space; Chapter 1:Profit vs. Mission Effectiveness; Chapter 2:Complexity and Regulations; Chapter 3:Authority and Accountability Challenges; Chapter 4:Initiative Overload; Chapter 5:Incentives and Motivation; PART 2:Thinking Strategically about Deployment in Your Organization; Chapter 6:Business Transformation: Best LSS practices from the private sector; Chapter 7:Initiative Management; Chapter 8:Strategy to Execution: Value Chain Optimization; Chapter 9:Human Capital Planning; Chapter 10:Financial Controls and Results Realization; Chapter 11:Case Study; Epilogue; Appendix 1:Highlights on Lean Six Sigma

Prologue: The Third Lever	p. 1
Putting the Challenge in Context	p. 3
What's in This Book	p. 5
Meeting the Challenge	p. 6
Building the Anatomy for High Performance	p. 7
Operational Excellence	p. 8
Agility	p. 11
Workforce and Culture	p. 13
Finding the Leverage Points	p. 14
Leading the Way to Operational Excellence
Introduction to Part I	p. 16
Do You Know Who Your Customers Are?	p. 18
Differentiating Customers from Stakeholders	p. 20
The Price of Not Focusing on Customers	p. 21
Identifying Customers and Their Needs	p. 22
Aligning Your Organization to Customers	p. 25
Aligning Outputs to Desired Outcomes	p. 26
Keeping the Links	p. 29
Why Do an Enterprise Analysis?	p. 30
Prime Value Chain: A Powerful Picture of an Enterprise	p. 31
Enterprise Analysis Case 1: Joint Munitions Command	p. 33
How to Do a PVC Analysis	p. 36
Enterprise Analysis Case 2: Common Ground	p. 44
Top Challenges in Enterprise Analysis	p. 47
Worth the Effort	p. 48
Creating an Action Road Map	p. 50
Picking Up the Strategy-Execution Link	p. 52
Developing a Balanced Portfolio	p. 54
Execution Management and Governance	p. 62
Keep Your Eye on the Prize	p. 69
Agility: Responsiveness and Innovation
Introduction to Part II	p. 72
Understanding Agility in the Public Sector	p. 74
Short-Term Agility	p. 74
Long-Term Agility	p. 75
Agility and Mission Resilience	p. 77
Beginning the Agility Journey	p. 78
Knowing What's Coming Before It Happens	p. 80
Anticipate the Future with Leading Indicators	p. 82
Develop Your Own Leading Indicators	p. 84
Use Multiple Indicators	p. 86
Metrics Must Trigger Action	p. 87
Long-Term Agility	p. 89
Leading Indicators in a Mature Organization	p. 90
Forward-Thinking, Forward-Sensing	p. 91
The Innovation Imperative	p. 92
Understanding Innovation	p. 94
Challenges of Innovation in the Public Sector	p. 95
Building a Robust Innovation Engine	p. 97
The Innovation Process	p. 99
Management Capability for Innovation	p. 104
Making Innovation a Reality	p. 107
The Need for Disruptive Innovation	p. 108
What Makes an Innovation ôDisruptiveö	p. 110
How to Succeed with Disruptive Innovation	p. 112
Become a Disruptive Innovator	p. 116
Culture and Workforce
Introduction to Part III	p. 118
Leadership to Galvanize Your Workforce	p. 120
Change Requires Leadership, Not Just Management	p. 121
What Performance-Oriented Leaders Think and Do	p. 122
Eight Lessons from Public Sector Leaders	p. 124
Determining Leadership Development Needs	p. 129
Making Sure Your Leaders Lead	p. 130
Ready, Willing, and Able	p. 132
The Three Components of Capability	p. 133
The Cost of Un-Capability	p. 135
Strengthening Mission Capability	p. 136
From Good to Best	p. 139
What Gets Measured Gets Done	p. 140
Too Much Data, Too Little Information	p. 142
Picking the Right Performance Metrics	p. 144
Developing a Metric System You Will Use	p. 145
Keep Your Goal in Sight	p. 150
Managing Change	p. 152
Performance-Oriented Deployment
Introduction to Part IV	p. 156
Making the Future a Reality	p. 157
The Good, the Bad, and the Missing	p. 159
Approach Matters as Much as Output	p. 160
Performance-Oriented Strategic Planning	p. 170
Using a Strategic Plan to Manage Your Organization	p. 171
Making Progress Where It Matters	p. 173
Scenario Analysis	p. 174
Scenario Analysis in a Nutshell	p. 176
Four Steps of Scenario Analysis	p. 177
The Case for Scenario Analysis	p. 179
Next-Generation Deployment Strategies	p. 182
Assessment-Enhanced Traditional Path	p. 185
Issue-Based Deployment	p. 187
Technology Value Realization	p. 187
Rapid Path to Results	p. 189
Speed with Results	p. 192
Notes	p. 193
Index	p. 195
About Us	p. 199
Table of Contents provided by Ingram. All Rights Reserved.

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

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