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.

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.

• 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