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A Guide to Six Sigma and Process Improvement for Practitioners and Students: Foundations, DMAIC, Tools, Cases, and Certification, Second Edition

Name: A Guide to Six Sigma and Process Improvement for Practitioners and Students: Foundations, DMAIC, Tools, Cases, and Certification, Second Edition
ISBN: 9780133925463

by Howard S. Gitlow, Richard Melnyck, David M. Levine

April 2015

Intermediate to advanced

400 pages

13h 53m

English

Pearson

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About This eBook
Title Page
Copyright Page
Dedication Page
Contents
Acknowledgments
About the Authors
Section I: Building a Foundation of Process Improvement Fundamentals
1. You Don’t Have to Suffer from the Sunday Night Blues!
What Is the Objective of This Chapter?Sarah’s StoryNine Principles of Process Improvement to Get the Most Out of This BookStructure of the BookLet’s Go!References
2. Process and Quality Fundamentals
What Is the Objective of This Chapter?Process FundamentalsWhat Is a Process?Where Do Processes Exist?Why Does Understanding Processes Matter?What Is a Feedback Loop and How Does It Fit into the Idea of a Process?Some Process Examples to Bring It All Together!Variation FundamentalsWhat Is Variation in a Process?Why Does Variation Matter?What Are the Two Types of Variation?How to Demonstrate the Two Types of VariationRed Bead ExperimentQuality FundamentalsGoal Post View of QualityContinuous Improvement Definition of Quality—Taguchi Loss FunctionMore Quality ExamplesTakeaways from This ChapterReferences

3. Defining and Documenting a Process
What Is the Objective of This Chapter?A Story to Illustrate the Importance of Defining and Documenting a ProcessFundamentals of Defining a ProcessWho Owns the Process? Who Is Responsible for the Improvement of the Process?What Are the Boundaries of the Process?What Are the Process’s Objectives? What Measurements Are Being Taken on the Process with Respect to Its Objectives?Fundamentals of Documenting a ProcessHow Do We Document the Flow of a Process?Why and When Do We Use a Flowchart to Document a Process?What Are the Different Types of Flowcharts and When Do We Use Each?What Method Do We Use to Create Flowcharts?Fundamentals of Analyzing a ProcessHow Do We Analyze Flowcharts?Things to Remember When Creating and Analyzing FlowchartsTakeaways from This ChapterReferences
Section II: Creating Your Toolbox for Process Improvement
4. Understanding Data: Tools and Methods
What Is the Objective of This Chapter?What Is Data?Types of Numeric DataGraphing Attribute DataBar ChartPareto DiagramsLine GraphsGraphing Measurement DataHistogramDot PlotRun ChartMeasures of Central Tendency for Measurement DataMeanMedianModeMeasures of Central Tendency for Attribute DataProportionMeasures of VariationRangeSample Variance and Standard DeviationUnderstanding the Range, Variance, and Standard DeviationMeasures of ShapeSkewnessMore on Interpreting the Standard DeviationHow-To Guide for Understanding Data: Minitab 17 User GuideUsing Minitab WorksheetsOpening and Saving Worksheets and Other ComponentsObtaining a Bar ChartObtaining a Pareto DiagramObtaining a Line Graph (Time Series Plot)Obtaining a HistogramObtaining a Dot PlotObtaining a Run ChartObtaining Descriptive StatisticsTakeaways from This ChapterReferencesAdditional Readings
5. Understanding Variation: Tools and Methods
What Are the Objectives of This Chapter?What Is Variation?Common Cause VariationSpecial Cause VariationUsing Control Charts to Understand VariationAttribute Control ChartsVariables Control ChartsUnderstanding Control ChartsRules for Determining Out of Control PointsControl Charts for Attribute DataP ChartsC ChartsU ChartsControl Charts for Measurement DataIndividuals and Moving Range (I-MR) ChartsX Bar and R ChartsX Bar and S ChartsWhich Control Chart Should I Use?Control Chart Case StudyMeasurement Systems AnalysisMeasurement System Analysis ChecklistGage R&R StudyHow-To Guide for Understanding Variation: Minitab User Guide (Minitab Version 17, 2013)Using Minitab to Obtain Zone LimitsUsing Minitab for the P ChartUsing Minitab for the C ChartUsing Minitab for the U ChartUsing Minitab for the Individual Value and Moving Range ChartsUsing Minitab for the X Bar and R ChartsUsing Minitab for the X Bar and S ChartsTakeaways from This ChapterReferencesAdditional Readings
6. Non-Quantitative Techniques: Tools and Methods
What Is the Objective of This Chapter?High Level Overview and Examples of Non-Quantitative Tools and MethodsFlowchartingVoice of the Customer (VoC)Supplier-Input-Process-Output-Customer (SIPOC) AnalysisOperational DefinitionsFailure Modes and Effects Analysis (FMEA)Check SheetsBrainstormingAffinity DiagramsCause and Effect (Fishbone) DiagramsPareto DiagramsGantt ChartsChange ConceptsCommunication PlansHow-To Guide for Using Non-Quantitative Tools and MethodsHow to Do FlowchartingHow to Do a Voice of the Customer (VoC) AnalysisHow to Do a SIPOC AnalysisHow to Create Operational DefinitionsHow to Do a Failure Modes and Effects Analysis (FMEA)How to Do Check SheetsBrainstormingHow to Do Affinity DiagramsHow to Do Cause and Effect Diagrams (C&E Diagrams)How to Do Pareto DiagramsHow to Do Gantt ChartsHow to Use Change ConceptsHow to Do Communication PlansTakeaways from This ChapterReferencesAdditional Readings
7. Overview of Process Improvement Methodologies
What Is the Objective of This Chapter?SDSA CycleSDSA ExamplePDSA CyclePDSA ExampleKaizen/Rapid Improvement EventsKaizen/Rapid Improvement Events ExampleDMAIC Model: OverviewDefine PhaseMeasure PhaseAnalyze PhaseImprove PhaseControl PhaseDMAIC Model ExampleDMADV Model: OverviewDefine PhaseMeasure PhaseAnalyze PhaseDesign PhaseVerify/Validate PhaseDMADV Model ExampleLean Thinking: OverviewThe 5S MethodsTotal Productive Maintenance (TPM)Quick Changeover (Single Minute Exchange of Dies—SMED)Poka-YokeValue StreamsTakeaways from This ChapterReferences
8. Project Identification and Prioritization: Building a Project Pipeline
What Is the Objective of This Chapter?Project IdentificationInternal ProactiveInternal ReactiveExternal ProactiveExternal ReactiveUsing a Dashboard for Finding ProjectsStructure of a Managerial DashboardExample of a Managerial DashboardManaging with a DashboardProject Screening and ScopingQuestions to Ask to Ensure Project Is ViableEstimating Project BenefitsProject Methodology Selection—Which Methodology Should I Use?Estimating Time to Complete ProjectCreating a High Level Project CharterProblem StatementPrioritizing and Selecting ProjectsPrioritizing Projects Using a Project Prioritization MatrixFinal Project SelectionExecuting and Tracking ProjectsAllocating Resources to Execute the ProjectsMonthly Steering Committee (Presidential) ReviewsTakeaways from This ChapterReferences
Section III: Putting It All Together—Six Sigma Projects
9. Overview of Six Sigma Management
What Is the Objective of This Chapter?Non-Technical Definition of Six Sigma ManagementTechnical Definition of Six SigmaWhere Did Six Sigma Come From?Benefits of Six Sigma ManagementKey Ingredient for Success with Six Sigma ManagementSix Sigma Roles and ResponsibilitiesSenior ExecutiveExecutive Steering CommitteeProject ChampionProcess OwnerMaster Black BeltBlack BeltGreen BeltGreen Belt Versus Black Belt ProjectsSix Sigma Management TerminologyNext Steps: Understanding the DMAIC ModelTakeaways from This ChapterReferencesAdditional ReadingsAppendix 9.1 Technical Definition of Six Sigma Management
10. DMAIC Model: “D” Is for Define
What Is the Objective of This Chapter?Purpose of the Define PhaseThe Steps of the Define PhaseActivate the Six Sigma TeamProject CharterSIPOC AnalysisVoice of the Customer AnalysisDefinition of CTQ(s)Create an Initial Draft of the Project ObjectiveTollgate Review: Go-No Go Decision PointKeys to Success and Pitfalls to Avoid in the Define PhaseCase Study of the Define Phase: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Define PhaseActivate the Six Sigma TeamProject CharterSIPOC AnalysisVoice of the Customer AnalysisDefinition of CTQ(s)Initial Draft Project ObjectiveTollgate Review: Go-No Go Decision PointTakeaways from This ChapterReferencesAdditional Readings
11. DMAIC Model: “M” Is for Measure
What Is the Objective of This Chapter?Purpose of the Measure PhaseThe Steps of the Measure PhaseOperational Definitions of the CTQ(s)Data Collection Plan for CTQ(s)Validate Measurement System for CTQ(s)Collect and Analyze Baseline Data for the CTQ(s)Estimate Process Capability for CTQ(s)Keys to Success and Pitfalls to AvoidCase Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Measure PhaseOperational Definition of the CTQ(s) and Data Collection Plan for the CTQ(s)Validate Measurement System for CTQ(s)Collect and Analyze Baseline DataTollgate Review: Go-No Go Decision PointTakeaways from This ChapterReferencesAdditional Readings
12. DMAIC Model: “A” Is for Analyze
What Is the Objective of This Chapter?Purpose of the Analyze PhaseThe Steps of the Analyze PhaseDetailed Flowchart of Current State ProcessIdentification of Potential Xs for CTQ(s)Failure Modes and Effects Analysis (FMEA) to Reduce the Number of XsOperational Definitions for the XsData Collection Plan for XsValidate Measurement System for X(s)Test of Theories to Determine Critical XsDevelop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)Go-No Go Decision PointKeys to Success and Pitfalls to AvoidCase Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Analyze PhaseDetailed Flowchart of Current State ProcessIdentification of Xs for CTQ(s)Failure Modes and Effects Analysis (FMEA) to Reduce the Number of XsOperational Definitions of the XsData Collection Plan for XsValidate Measurement System for XsTest of Theories to Determine Critical XsDevelop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)Tollgate Review—Go-No Go Decision PointTakeaways from This ChapterReferencesAdditional Readings
13. DMAIC Model: “I” Is for Improve
What Is the Objective of This Chapter?Purpose of the Improve PhaseThe Steps of the Improve PhaseGenerate Alternative Methods for Performing Each Step in the ProcessSelect the Best Alternative Method (Change Concepts) for All of the CTQsCreate a Flowchart for the Future State ProcessIdentify and Mitigate the Risk Elements for New ProcessRun a Pilot Test of the New ProcessCollect and Analyze the Pilot Test DataGo-No Go Decision PointKeys to Success and Pitfalls to AvoidCase Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Improve PhaseGenerate Alternative Methods for Performing Each Step in the ProcessSelect the Best Alternative Method (Change Concept) for All the CTQsCreate a Flowchart of the New Improved ProcessIdentify and Mitigate the Risk Elements for the New ProcessRun a Pilot Test of the New ProcessCollect and Analyze the Pilot Test DataTollgate Review—Go-No Go Decision PointTakeaways from This ChapterReferencesAdditional Readings
14. DMAIC Model: “C” Is for Control
What Is the Objective of This Chapter?Purpose of the Control PhaseThe Steps of the Control PhaseReduce the Effects of Collateral Damage to Related ProcessesStandardize Improvements (International Standards Organization [ISO])Develop a Control Plan for the Process OwnerIdentify and Document the Benefits and Costs of the ProjectInput the Project into the Six Sigma DatabaseDiffuse the Improvements throughout the OrganizationConduct a Tollgate Review of the ProjectKeys to Success and Pitfalls to AvoidCase Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Control PhaseReduce the Effects of Collateral Damage to Related ProcessesStandardize Improvements (International Standards Organization [ISO])Develop a Control Plan for the Process OwnerFinancial ImpactInput the Project into the Six Sigma DatabaseDiffuse the Improvements throughout the OrganizationChampion, Process Owner, and Black Belt Review the ProjectTakeaways from This ChapterReferencesAdditional Readings
15. Maintaining Improvements in Processes, Products-Services, Policies, and Management Style
What Is the Objective of This Chapter?Improving Processes, Products-Services, and Processes: RevisitedCase Study 1: Failure in the Act Phase of the PDSA Cycle in ManufacturingCase Study 2: Failure in the Act Phase of the PDSA Cycle in Accounts ReceivableA Method for Promoting Improvement and MaintainabilityDashboardsPresidential Review of Maintainability IndicatorsThe Funnel Experiment and Successful Management StyleRule 1 RevisitedRule 4 RevisitedSuccession Planning for the Maintainability of Management StyleSuccession Planning by Incumbent ModelSuccession Planning by Creating Talent Pools ModelSuccession Planning Using the Top-Down/Bottom-Up ModelProcess Oriented Top-Down/Bottom-Up Succession Planning ModelEgotism of Top Management as a Threat to the Maintainability of Management StyleSix Indicators of Egotism That Threaten the Maintainability of Management StyleSummaryThe Board of Directors Fails to Understand the Need for Maintainability in the Organization’s Culture and Management StyleDefinition of Culture/Management StyleComponents of Board CultureShared Mission and Shared Values/BeliefsAllocation of WorkReducing VariabilityEngagementTrustTakeaways from This ChapterReferences
Section IV: The Culture Required for Six Sigma Management
16. W. Edwards Deming’s Theory of Management: A Model for Cultural Transformation of an Organization
Background on W. Edwards DemingDeming’s System of Profound KnowledgePurpose of Deming’s Theory of ManagementParadigms of Deming’s Theory of ManagementComponents of Deming’s Theory of ManagementDeming’s 14 Points for ManagementDeming’s 14 Points and the Reduction of VariationTransformation or Paradigm ShiftThe Prevailing Paradigm of LeadershipThe New Paradigm of LeadershipTransformationQuality in Service, Government, and EducationQuotes from DemingSummaryReferences and Additional Readings
Index
Section V: Six Sigma Certification
17. Six Sigma Champion Certification
What Is the Objective of This Chapter?Description of Certification ExaminationTakeaways from This Chapter
18. Six Sigma Green Belt Certification
What Is the Objective of This Chapter?Sample Green Belt Certification Examination Questions with Answers

Overview

Master modern Six Sigma implementation with the most complete, up-to-date guide for Green Belts, Black Belts, Champions and students! Now fully updated with the latest lean and process control applications, A Guide to Lean Six Sigma and Process Improvement for Practitioners and Students, Second Edition gives you a complete executive framework for understanding quality and implementing Lean Six Sigma. Whether you're a green belt, black belt, champion, or student, Howard Gitlow and Richard Melnyck cover all you need to know. Step by step, they systematically walk you through the five-step DMAIC implementation process, with detailed examples and many real-world case studies. You'll find practical coverage of Six Sigma statistics and management techniques, from dashboards and control charts to hypothesis testing and experiment design. Drawing on their extensive experience consulting on Six Sigma and leading major Lean and quality initiatives, Gitlow and Melnyck offer up-to-date coverage of:

What Six Sigma can do, and how to manage it effectively

Six Sigma roles, responsibilities, and terminology

Running Six Sigma programs with Dashboards and Control Charts

Mastering each DMAIC phase: Define, Measure, Analyze, Improve, Control

Understanding foundational Six Sigma statistics: probability, probability distributions, sampling distributions, and interval estimation

Pursuing Six Sigma Champion or Green Belt Certification, and more

This guide will be an invaluable resource for everyone who is currently involved in Six Sigma implementation, or plans to be. It's ideal for students in quality programs; "Green Belts" who project manage Six Sigma implementations, "Black Belts" who lead Six Sigma teams; "Champions" who promote and coordinate Six Sigma at the executive level; and anyone seeking Six Sigma certification.

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.

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