Rating: 
Summary: Disjointed and Redundant
Review: No doubt the methods of Six Sigma and Lean are powerful and can have a big impact on business success. Unfortunately, this book is more a hodge-podge of ideas and tools that have been more succinctly and effectively covered elsewhere. Other than trying to pitch his company's services, and create yet another new flavor improvement fad, it's not clear what the real point of Mr. George's book is.
Rating: 
Summary: Packed with Knowledge!
Review: Six Sigma devotees may dispute the need to add anything to Six Sigma, but a shot of lean thinking provides a production boost. Author Michael L. George contends that Six Sigma reduces product quality variation but does nothing to improve delivery time. That may not be strictly true, and certainly is not beyond cavil. Nonetheless, the author's analysis and presentation of the Lean Six Sigma approach is lucid and straightforward. He explains Six Sigma itself much more clearly than some other writers on the subject. Even Six Sigma devotees will find nothing to object to in his treatment, and he provides some compelling examples of the success of the Lean Six Sigma approach. We recommend this book primarily to leaders and managers of firms that rely on factories and other production units. However, the author supplies practical information that may also be relevant to service providers and to every company that cares about customer service, efficient production and the bottom line.
Rating:
Summary: Putting all the pieces together
Review: The Lean Six Sigma book written by Michael is excellent!
I have read through the entire text three times and belive it to be the best performce managment book on the market. It has really helped open my eyes to new ways of leading and driving six sigma.
Rating:
Summary: Putting all the pieces together
Review: The Lean Six Sigma book written by Michael is excellent!
I have read through the entire text three times and belive it to be the best performce managment book on the market. It has really helped open my eyes to new ways of leading and driving six sigma.
Rating: 
Summary: Shareholder Value as a function of quality and process time
Review: This book aims at calculating shareholder value improvements as a function of quality improvements and process lead time improvements. The basic idea is absolutely right, however, the framework presented in the book is quite shallow, as it seems to target a wider audience, and therefore annoys those in search of truly scientific solutions. My sceptical rating is based on the following observations:
(1) Mr Georges framework for Shareholder Value-Calculation is grossly simplified and often faulty.
Example: EVA is NOT equal to (ROIC - WACC) as Mr George says, but EVA = Invested Capital * (ROIC - WACC)
Anybody with a real understanding of EVA will rip this book apart (2) Mr Georges idea, that process time minimization and quality improvements are complementary goals, which one must solve simultaneously, is not new. The Boston Consulting Group did present the same idea in a much better book (STALK 'Competing on time' 1990) about 12 years ago. BCG based their ideas on a system dynamics model (experience curves). Mr George adds six sigma, but fails to capture the analytical insights one can study in 'Competing on Time'. (3) The book does contain some valuable 'hands-on-lessons', but they get lost in the otherwise wordy,shallow book (4) This book is written in a colloquial, flowery sales-person style, which annoys the educated reader. It switches from shallow facts to anecdotes, quotations from gurus, and value judgements. The few valuable hands-on-lessons often get lost in a swamp of marketing-speak. SUMMARY: This is a 'consulting-fad-article-blown-up-into-a-business-book'-Textbook.In comparison with other popular business books it is still acceptable, but hardly deserves the label scientific.
Rating:
Summary: excellent book
Review: This book guides me through the whole six sigma philosophy and tools involved, setting a right path for my future work and studies. I enjoy the way the author organizes the information, which allows me to quickly beef up the knowledge base.
Rating:
Summary: Worth Reading
Review: This book provides the linkage between the two most powerful continuous improvement tools currently available: Lean and Six Sigma. It also provides a clear approach to prioritizing projects to maximize shareholder value. In creating Value Based Six Sigma at ITT, we knew that we needed the Six Sigma infrastructure and quality tools, that was clear. But what really makes a change in factories and other processes are the Lean tools. This book synthesizes the concepts of Value Based project prioritization, Six Sigma quality, and Lean process speed into an integrated and logical structure that applies to any company or process. I recommend the book to the executive who is contemplating launching a continuous improvement process to support their corporate strategy.
Rating: 
Summary: Lean Sigma
Review: We have been on the lean journey for over 4 years, and just started on 6 sigma. I have completed course work for a black belt and need to complete the project. This is just to provide a basic reference for my comments. (Update: 7 years lean & 6 sigma black belt)
The book is good and technically accurate. It is written by a consultancy, with a not totally overt message to hire them. They do not go in to the detailed nuts and bolts of 6 sigma or lean. If that is what you want, look elsewhere. They do discuss both, with more on lean than six sigma. Heavy emphasis on change management and leadership involvement (as it should be).
They have their angle on approach, which seems the case with most consultants (everyone has their flavor), but it is not out of line with the orthodoxy of either discipline.
The best benefit is how they integrate both disciplines. This integration was not an overt display with in the book, and that maybe intentional.
There is a line of thinking that Lean and 6 Sigma are two sides of the same coin, or a ying and yang to continuous improvement. The authors seem to go down this road. They take a project management approach, and in project definition try to decide if this is a 6 sigma or lean project. It wasn't crystal clear what they do if it is blended. My take away is that you blend your approach. This may mean spin-off projects from the main project or a longer total duration as you work through the lean and 6 sigma issues.
It is worth getting and reading. The DFSS (Design for Six Sigma) is better done elsewhere. Lean sigma is relatively new, so expect more books on different approaches. I like the integrated approach, pick the dominant theme and use those tools. Address issues as they come up. Move the ball. I like what one instructor told me about both.... "I can do Lean without 6 sigma, but not 6 sigma without Lean." By that he meant there are tools in Lean that only help clear the clutter for 6 sigma, like 5-s & standard work (work place organization and housekeeping).
Rating:
Summary: Lean Sigma
Review: We have been on the lean journey for over 4 years, and just started on 6 sigma. I have completed course work for a black belt and need to complete the project. This is just to provide a basic reference for my comments.
The book is good and technically accurate. It is written by a consultancy, with a not totally overt message to hire them. They do not go in to the detail nuts and bolts of 6 sigma or lean. If that is what you want, look elsewhere. They do discuss both, with more on lean than six sigma. Heavy emphasis on change management and leadership involvement (as it should be).
They have their angle on approach, which seems the case with most consultants (everyone has their flavor), but it is not out of line with the orthodoxy of either discipline.
The best benefit is how they integrate both disciplines. This integration was not and overt display with in the book, and that maybe intentional.
There is a line of thinking that Lean and 6 Sigma are two sides of the same coin, or a ying and yang to coninuous improvement. The authors seem to go down this road. They take a project management approach, and in project definition try to decide if this is a 6 sigma or lean project. It wasn't crystal clear what they do if it is blended. My take away is that you blend your approach. This may mean spin-off projects from the main project or a longer total duration as you work through the lean and 6 sigma issues.
It is worth getting and reading. The DFSS (Design for Six Sigma) is better done elsewhere. Lean sigma is relatively new, so expect more books on different approaches. I like the integrated approach, pick the dominant theme and use those tools. Address issues as they come up. Move the ball. I like what one instructor told me about both.... "I can do Lean without 6 sigma, but not 6 sigma without Lean." By that he meant there are tools in Lean that only help clear the clutter for 6 sigma, like 5-s & standard work (work place organization and housekeeping).
Rating:
Summary: Lean Six Sigma or a selling technique
Review: Well I can say the book is ok. However, I do feel like this book is more about them trying to sell their services to me than to teach or explain Lean Six Sigma... If I wanted to buy consulting or training services I would rather not have it shoved down my throat in a book. .
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