Six Sigma for Marketing Processes : An Overview for Marketing Executives, Leaders, and Managers

Description

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

About the Author

Mr. Creveling is President and founder of PDSS Inc.  Since its founding in 2002, Mr. Creveling has led the DFSS initiatives at Merck, Motorola, Carrier Corporation, StorageTek, Cummins Engine, Becton-Dickinson, Mine Safety Appliances and Callaway Golf.  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 1 1/2 years as a systems engineer for Heidelberg Digital as a member of the System Engineering Group.  During this period, 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 4 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 start up of a graduate course in Robust Design within the MS in System Development & Management program.

Mr. Creveling is the editorial advisor for Prentice-Hall’s Six Sigma for Innovation and Growth Series.

Mr. Creveling holds a BS in Mechanical Engineering Technology and an MS from Rochester Institute of Technology.

Lynne Hambleton is a business consultant providing advisory and business implementation services, with special focus on operational process improvement and growth initiatives, commercialization, change management, interim general management, marketing, and business plan development. She has held management positions in a Fortune 100 company, the public sector, and start-ups, gaining experience in general management, marketing, operations, strategic planning, alliance development, and sales/channel management. She also has served as an adjunct professor of strategic planning at Rochester Institute of Technology’s School of Business.

Ms. Hambleton received a master’s degree in business administration with an emphasis in industrial marketing, a master’s degree in adult and higher education/organizational development, and a bachelor of science degree in psychophysiology, all from the University of North Carolina—Chapel Hill. Ms. Hambleton has been a PMIcertified Project Management Professional (PMP) since 1998.

Ms. Hambleton’s additional publications include the chapter “Supporting a Metamorphosis Through Communities of Practice” in Leading Knowledge Management and Learning by Dede Bonner (2000) and the article “How does a company the size of Xerox design a curriculum in project management for the entire organization?” in In Search of Excellence in Project Management, Volume 2 by Harold Kerzner (1999).

Ms. Hambleton lives in Rochester, NY with her husband, Bill, and their two sons, Corbin and Garrett.

Burke McCarthy has marketed industrial and consumer products in a wide range of industries, including photography, digital imaging, printing, telecommunications, maritime transportation, pharmaceuticals, soaps, fragrances, medical and diagnostic equipment, and HVAC.

Mr. McCarthy earned an MBA in finance from Seton Hall University in 1988. His career with Eastman Kodak took him from technical sales representative in New York City to product line manager in Rochester, NY to regional manager and vice president in Los Angeles to director, global strategic growth to marketing manager of Kodak single-use camera products in Rochester.

His other roles and responsibilities have included technical sales; product development; director of marketing; president, business development; sales management; and strategic planning. He has also worked at Foveon of Santa Clara, Calif. and at Xerox as strategic accounts manager in 2000 based in Rochester. In 2003, he assumed the role of vice president, Six Sigma for Marketing and Sales at PDSS, Inc.

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