Books & Articles

by the Pinnacle Partners Team


The Right Measures: The Story of a Company’s Journey to Find the True Indicators of Its Success and Values

Published: August 07, 2012

Author(s): Mark A. Nash; Sheila R. Poling

Summary

Organizational measures are the foundational building blocks that shape an organization’s vision and action. All too often however, these measures do not receive the attention they deserve. In addition, it is common for organizations to overact and measure too much, resulting in the same results as when you don’t measure at all—a lack of understanding, focus, and direction.

The Right Measures: The Story of a Company’s Journey to Find the True Indicators of Its Success and Values uses a compelling story to explain how using the right measures can make all the difference between success and failure in your organization. It follows the story of two companies—one that measures in great detail, yet its overall goals and objectives are not being achieved. While the other uses a much simpler, yet effective measurement structure that integrates cultural acceptance, individual performance, and team performance with key performance indicators (KPIs).

 Illustrating how measures can impact employee behavior, bottom-line profitability, and customer satisfaction, this fast-paced business novel provides the understanding required to select the appropriate measures for your organization—measures that will motivate and guide your employees along the path to success. Using real-world examples, it supplies time-tested insights to help you establish the foundational structure needed to succeed in today’s increasingly competitive global business environment. 

Available from     



Mapping the Total Value Stream: A Comprehensive Guide for Production and Transactional Processes

Published: June 24, 2008

Author(s): Mark A. Nash; Sheila R. Poling

Features

  • Elaborates on the concepts of value stream mapping (VSM) for both    production and transactional processes 
  • Reinforces fundamental concepts and theoretical models with real-world applications and complete examples of the value stream mapping technique 
  • Covers the needs of both manufacturing and service sector organizations 
  • Takes the calculation of process lead time for work queues to an advanced level, covering the very real possibility of having more work in the queue than available time 
  • Extends the concept of availability to cover employees as well as equipment

Summary

Mapping the Total Value Stream defines and elaborates on the concepts of value stream mapping (VSM) for both production and transactional processes. This book reshapes and extends the lessons originally put forward in a number of pioneering works including the popular ,Value Stream Management for the Lean Office. It reinforces fundamental concepts and theoretical models with real-world applications and complete examples of the value stream mapping technique. To educate VSM mappers on the specific mechanics of the technique, the text provides in-depth explanations for commonly encountered situations.

The authors also provide a more complete perspective on the concept ofavailability. While they discuss availability of equipment in transactional processes, they extend the concept by elaborating on availability as it applies to employees. The calculation of process lead time for work queues is taken to an advanced level – not only is the calculation of this lead time explained, but the text also covers the very real possibility of having more work in the queue than available time.

While previous books have focused on only production process VSM or transactional process VSM, this work meets the real needs of both manufacturers and service sector organizations by dealing with both types. It goes beyond explaining each scenario, to teach readers what techniques are commonly applicable to both, and also explains areas of difference so that mappers will be able to readily adapt to whatever unique situations present themselves.

Available from     



Using Lean for Faster Six Sigma Results: A Synchronized Approach

Published: July 21, 2006

Author(s): Mark A. Nash; Sheila R. Poling; Sophronia Ward, PhD

Summary

Lean? Six Sigma? or Lean Six Sigma?

Which is the right approach for effective continuous improvement? While much has been written on merging Lean and Six Sigma initiatives, this is the first book to detail a logical alternative - a no-nonsense strategy for maintaining the best of both initiatives without diluting either.

 In Using Lean for Faster Six Sigma Results, Mark Nash, Sheila Poling, and Sophronia Ward lay out the differences between Lean and Six Sigma, define the distinct power and focus of each, and detail why and how to use them together in asynchronized and complementary way. While Lean focuses on the elimination of waste, Six Sigma addresses variability and reliability. Organizations that initiate Lean early in their continuous improvement efforts create culture change, immediate results, and streamlined processes, paving the way for faster and more effective Six Sigma results.

This practical, easy read shows how to choose the right projects, approach, people, and toolset to achieve bottom-line results faster. Readers will benefit from the authors' years of experience implementing Lean with Six Sigma, through detailed case studies from both manufacturing and service companies.

 If you are struggling with the dilemma of how to integrate Lean and Six Sigma, or deciding which approach to use, read this practical, down-to-earth book to inspire and guide your strategy.

Available from     




Manufacturing Excellence

Published: July 30, 2003

Author(s): F. Paul Clipp III

Summary

Manufacturing Excellence describes and is part of the Manufacturing Excellence System. This system coordinates the efforts of your entire manufacturing organization through strong leadership by your leadership team.  A strong strategic leadership is critical to success in everything we do in business. This book will tell you how to be that strong, strategic leader in a manufacturing organization.

What is success in manufacturing? 
Let's first be clear on what manufacturing success really looks like. Some people believe making and shipping products is all that it takes to be successful in manufacturing. In this model, success is defined by volume of production. That model is simple and simply wrong!  

Success is about running the business well. In a manufacturing business this includes not only the production of goods but much, much more.

Available from  

Call us:    

(865) 310-2973