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Six Sigma for Marketing Processes: An Overview for Marketing Executives, Leaders, and Managers (paperback) [Mīkstie vāki]

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  • Formāts: Paperback / softback, 304 pages, height x width x depth: 230x154x16 mm, weight: 420 g
  • Izdošanas datums: 20-Oct-2014
  • Izdevniecība: Prentice Hall
  • ISBN-10: 0133992500
  • ISBN-13: 9780133992502
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Six Sigma for Marketing Processes: An Overview for Marketing Executives, Leaders, and Managers (paperback)Palielināt
  • Formāts: Paperback / softback, 304 pages, height x width x depth: 230x154x16 mm, weight: 420 g
  • Izdošanas datums: 20-Oct-2014
  • Izdevniecība: Prentice Hall
  • ISBN-10: 0133992500
  • ISBN-13: 9780133992502
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780133992502.html
Keywords:

Nearly half of the top one hundred Fortune 500 companies use Six Sigma methodology in some part of their business. These companies have been among the top one hundred for five or more years and consistently report higher revenue and significantly higher profits than competitors. This underscores the impact on the cost side. Now the focus moves to revenue growth. Six Sigma consultant Clyde M. Creveling’s Design for Six Sigma in Technology and Product Development is the standard guide for product commercialization and manufacturing support engineers who want to apply Six Sigma methodology to technology development and product commercialization. Now, in Six Sigma for Marketing Processes, Creveling joins with Lynne Hambleton and Burke McCarthy to show the ways marketing professionals can adapt and apply those same Six Sigma concepts to create a lean marketing workflow built for growth.

 

This book provides an overview of the way marketing professionals can utilize the value offered by Six Sigma tools, methods, and best practices, within their existing phase-gate processes, as well as the traditional Six Sigma problem-solving approach: define, measure, analyze, improve, control (DMAIC). It provides unique methods for employing Six Sigma to enhance the three marketing processes for enabling a business to attain growth: strategic, tactical, and operational. It goes further to demonstrate the way Six Sigma for marketing and Six Sigma for design can be combined into a unified Six Sigma for growth. In this book, you’ll learn how to apply Six Sigma methodology to

 

  • Develop a lean, efficient marketing workflow designed for growth
  • Enhance the three marketing arenas for growth: strategic, tactical, and operational
  • Identify leading indicators of growth and become proactive about performance improvement
  • Strengthen links between customers, products, and profitability
  • Redesign marketing work to streamline workflow and reduce variability
  • Assess and mitigate cycle-time risk in any marketing initiative or project
  • Leverage DMAIC to solve specific problems and improve existing processes
  • Use lean techniques to streamline repeatable processes, such as collateral development and trade-show participation

Preface xv

Acknowledgments xxiii

About the Authors xxv

 

Chapter 1: Introduction to Six Sigma for Marketing Processes 1

Chapter 2: Measuring Marketing Performance and Risk Accrual Using Scorecards 25

Chapter 3: Six Sigma-Enabled Project Management in Marketing Processes 45

Chapter 4: Six Sigma in the Strategic Marketing Process 63

Chapter 5: Six Sigma in the Tactical Marketing Process 117

Chapter 6: Six Sigma in the Operational Marketing Process 173

Chapter 7: Quick Review of Traditional DMAIC 209

Chapter 8: Future Trends in Six Sigma and Marketing Processes 229

 

Glossary 235

Index 261

Preface xv
Acknowledgments xxiii
About the Authors xxv
Chapter 1 Introduction to Six Sigma for Marketing Processes 1(24)
Growth and Innovation
2(4)
What Is Six Sigma?
6(3)
The Traditional Six Sigma Approach
9(4)
Applying Six Sigma to Marketing
13(7)
Unique Six Sigma Marketing Methods
20(3)
Summary
23(2)
Chapter 2 Measuring Marketing Performance and Risk Accrual Using Scorecards 25(20)
Scorecards in Marketing Processes
26(12)
Checklists
28(1)
Scorecards
29(9)
Conducting Gate Reviews
38(3)
Summary
41(4)
Chapter 3 Six Sigma-Enabled Project Management in Marketing Processes 45(18)
Six Sigma Contributions to Project Management in Marketing Processes
46(3)
Designing Cycle Time: Critical Paths of Key Marketing Task-Tool Sets by Phase
49(4)
Modeling Marketing Task Cycle Time Using Monte Carlo Simulations
53(4)
Documenting Failure Modes in the Critical Paths of Marketing Tasks by Phase
57(5)
Summary
62(1)
Chapter 4 Six Sigma in the Strategic Marketing Process 63(54)
Portfolio Renewal
64(1)
Process Discipline in Portfolio Renewal
65(1)
Design Process Discipline During Inbound Marketing
66(3)
Phases of Portfolio Renewal
69(2)
Identify Phase of Portfolio Renewal
71(3)
Identify Phase Tools, Tasks, and Deliverables
74(12)
Define Phase Tools, Tasks, and Deliverables
86(14)
Evaluate Phase Tools, Tasks, and Deliverables
100(7)
Activate Phase Tools, Tasks, and Deliverables
107(7)
Summary
114(3)
Chapter 5 Six Sigma in the Tactical Marketing Process 117(56)
Tactical Marketing Process: Commercialization
118(2)
Commercialization Phases and Gates: Introduction to UAPL
120(4)
The Understand Phase
124(16)
Requirements for the Understand Gate
125(1)
Understand Phase Tools, Tasks, and Deliverables
126(1)
Understand Gate Deliverables
127(5)
Understand Phase Tasks
132(4)
Tools That Enable the Understand Tasks
136(4)
The Analyze Phase
140(10)
Requirements for the Analyze Gate
141(1)
Analyze Phase Tools, Tasks, and Deliverables
142(1)
Analyze Gate Deliverables
143(2)
Analyze Phase Tasks
145(1)
Tools, Methods, and Best Practices That Enable the Analyze Tasks
146(4)
The Plan Phase
150(11)
Requirements for the Plan Gate
150(1)
Plan Phase Tools, Tasks, and Deliverables
151(1)
Plan Gate Deliverables
152(3)
Plan Phase Tasks
155(2)
Tools, Methods, and Best Practices That Enable the Plan Tasks
157(4)
The Launch Phase
161(10)
Requirements for the Launch Gate
161(1)
Launch Phase Tools, Tasks, and Deliverables
162(1)
Launch Gate Deliverables
163(3)
Launch Phase Tasks
166(2)
Tools, Methods, and Best Practices That Enable the Launch Tasks
168(3)
Summary
171(2)
Chapter 6 Six Sigma in the Operational Marketing Process 173(36)
Six Sigma in the Operational Marketing Process
174(9)
Hard Versus Easy Data Sets
183(1)
The Tools, Methods, and Best Practices that Enable the LMAD Tasks
184(4)
The Launch Phase
188(6)
Requirements for the Launch Phase Milestone
189(1)
Launch Phase Tasks and Deliverables
190(4)
The Manage Phase
194(1)
Requirements for the Manage Phase Milestone
194(1)
Manage Phase Tasks and Deliverables
195(1)
The Adapt Phase
195(7)
Requirements for the Adapt Phase Milestone
197(1)
Adapt Phase Tasks and Deliverables
197(5)
The Discontinue Phase
202(6)
Requirements for the Discontinue Phase Milestone
202(1)
Discontinue Phase Tasks and Deliverables
203(5)
Summary
208(1)
Chapter 7 Quick Review of Traditional DMAIC 209(20)
The Traditional Six Sigma DMAIC Method
210(2)
The Define Step
212(3)
Define Step Tools, Tasks, and Deliverables
212(1)
Define Step Deliverables
213(1)
Define Step Tasks
214(1)
Tools That Enable the Define Tasks
215(1)
The Measure Step
215(3)
Measure Step Tools, Tasks, and Deliverables
216(1)
Measure Step Deliverables
217(1)
Measure Step Tasks
217(1)
Tools, Methods, and Best Practices That Enable the Measure Tasks
218(1)
The Analyze Step
218(3)
Analyze Step Tools, Tasks, and Deliverables
219(1)
Analyze Step Deliverables
220(1)
Analyze Step Tasks
220(1)
Tools, Methods, and Best Practices That Enable the Analyze Tasks
220(1)
The Improve Step
221(3)
Improve Step Tools, Tasks, and Deliverables
222(1)
Improve Step Deliverables
222(1)
Improve Step Tasks
223(1)
Tools, Methods, and Best Practices That Enable the Improve Tasks
224(1)
The Control Step
224(5)
Control Step Tools, Tasks, and Deliverables
225(1)
Control Step Deliverables
226(1)
Control Step Tasks
226(1)
Tools, Methods, and Best Practices That Enable the Control Tasks
227(2)
Chapter 8 Future Trends in Six Sigma and Marketing Processes 229(6)
Glossary 235(26)
Index 261
Clyde "Skip" Creveling is the president and founder of Product Development Systems & Solutions Inc. (PDSS) (http://www.pdssinc.com). Since PDSS' founding in 2002, Mr. Creveling has led Design for Six Sigma (DFSS) initiatives at Motorola, Carrier Corporation, StorageTek, Cummins Engine, BD, Mine Safety Appliances, Callaway Golf, and a major pharmaceutical company. Prior to founding PDSS, Mr. Creveling was an independent consultant, DFSS Product Manager, and DFSS Project Manager with Sigma Breakthrough Technologies Inc. (SBTI). During his tenure at SBTI he served as the DFSS Project Manager for 3M, Samsung SDI, Sequa Corp., and Universal Instruments.

Mr. Creveling was employed by Eastman Kodak for 17 years as a product development engineer within the Office Imaging Division. He also spent 18 months as a systems engineer for Heidelberg Digital as a member of the System Engineering Group. During his career at Kodak and Heidelberg he worked in R&D, Product Development/Design/System Engineering, and Manufacturing. Mr. Creveling has five U.S. patents.

He was an assistant professor at Rochester Institute of Technology for four years, developing and teaching undergraduate and graduate courses in mechanical engineering design, product and production system development, concept design, robust design, and tolerance design. Mr. Creveling is also a certified expert in Taguchi Methods.

He has lectured, conducted training, and consulted on product development process improvement, design for Six Sigma methods, technology development for Six Sigma, critical parameter management, robust design, and tolerance design theory and applications in numerous U.S, European, and Asian locations. He has been a guest lecturer at MIT, where he assisted in the development of a graduate course in robust design for the System Design and Management program.

Mr. Creveling is the author or coauthor of several books, including Six Sigma for Technical Processes, Six Sigma for Marketing Processes, Design for Six Sigma in Technology and Product Development, Tolerance Design, and Engineering Methods for Robust Product Design. He is the editorial advisor for Prentice Hall's Six Sigma for Innovation and Growth Series.

Mr. Creveling holds a B.S. in mechanical engineering technology and an M.S. from Rochester Institute of Technology.