Book description
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.
Table of contents
- 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!
- 2. Process and Quality Fundamentals
- 3. Defining and Documenting a Process
-
Section II: Creating Your Toolbox for Process Improvement
-
4. Understanding Data: Tools and Methods
- What Is the Objective of This Chapter?
- What Is Data?
- Graphing Attribute Data
- Graphing Measurement Data
- Measures of Central Tendency for Measurement Data
- Measures of Central Tendency for Attribute Data
- Measures of Variation
- Measures of Shape
- More on Interpreting the Standard Deviation
- How-To Guide for Understanding Data: Minitab 17 User Guide
- Takeaways from This Chapter
- References
- Additional Readings
-
5. Understanding Variation: Tools and Methods
- What Are the Objectives of This Chapter?
- What Is Variation?
- Using Control Charts to Understand Variation
- Control Charts for Attribute Data
- Control Charts for Measurement Data
- Which Control Chart Should I Use?
- Measurement Systems Analysis
- How-To Guide for Understanding Variation: Minitab User Guide (Minitab Version 17, 2013)
- Takeaways from This Chapter
- References
- Additional 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 Methods
- Flowcharting
- Voice of the Customer (VoC)
- Supplier-Input-Process-Output-Customer (SIPOC) Analysis
- Operational Definitions
- Failure Modes and Effects Analysis (FMEA)
- Check Sheets
- Brainstorming
- Affinity Diagrams
- Cause and Effect (Fishbone) Diagrams
- Pareto Diagrams
- Gantt Charts
- Change Concepts
- Communication Plans
-
How-To Guide for Using Non-Quantitative Tools and Methods
- How to Do Flowcharting
- How to Do a Voice of the Customer (VoC) Analysis
- How to Do a SIPOC Analysis
- How to Create Operational Definitions
- How to Do a Failure Modes and Effects Analysis (FMEA)
- How to Do Check Sheets
- Brainstorming
- How to Do Affinity Diagrams
- How to Do Cause and Effect Diagrams (C&E Diagrams)
- How to Do Pareto Diagrams
- How to Do Gantt Charts
- How to Use Change Concepts
- How to Do Communication Plans
- Takeaways from This Chapter
- References
- Additional Readings
- 7. Overview of Process Improvement Methodologies
- 8. Project Identification and Prioritization: Building a Project Pipeline
-
4. Understanding Data: Tools and Methods
-
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 Management
- Technical Definition of Six Sigma
- Where Did Six Sigma Come From?
- Benefits of Six Sigma Management
- Key Ingredient for Success with Six Sigma Management
- Six Sigma Roles and Responsibilities
- Six Sigma Management Terminology
- Next Steps: Understanding the DMAIC Model
- Takeaways from This Chapter
- References
- Additional Readings
- Appendix 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 Phase
- The Steps of the Define Phase
- Keys to Success and Pitfalls to Avoid in the Define Phase
- Case Study of the Define Phase: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Define Phase
- Takeaways from This Chapter
- References
- Additional Readings
- 11. DMAIC Model: “M” Is for Measure
-
12. DMAIC Model: “A” Is for Analyze
- What Is the Objective of This Chapter?
- Purpose of the Analyze Phase
-
The Steps of the Analyze Phase
- Detailed Flowchart of Current State Process
- Identification of Potential Xs for CTQ(s)
- Failure Modes and Effects Analysis (FMEA) to Reduce the Number of Xs
- Operational Definitions for the Xs
- Data Collection Plan for Xs
- Validate Measurement System for X(s)
- Test of Theories to Determine Critical Xs
- Develop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)
- Go-No Go Decision Point
- Keys to Success and Pitfalls to Avoid
-
Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Analyze Phase
- Detailed Flowchart of Current State Process
- Identification of Xs for CTQ(s)
- Failure Modes and Effects Analysis (FMEA) to Reduce the Number of Xs
- Operational Definitions of the Xs
- Data Collection Plan for Xs
- Validate Measurement System for Xs
- Test of Theories to Determine Critical Xs
- Develop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)
- Tollgate Review—Go-No Go Decision Point
- Takeaways from This Chapter
- References
- Additional Readings
-
13. DMAIC Model: “I” Is for Improve
- What Is the Objective of This Chapter?
- Purpose of the Improve Phase
-
The Steps of the Improve Phase
- Generate Alternative Methods for Performing Each Step in the Process
- Select the Best Alternative Method (Change Concepts) for All of the CTQs
- Create a Flowchart for the Future State Process
- Identify and Mitigate the Risk Elements for New Process
- Run a Pilot Test of the New Process
- Collect and Analyze the Pilot Test Data
- Go-No Go Decision Point
- Keys to Success and Pitfalls to Avoid
-
Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Improve Phase
- Generate Alternative Methods for Performing Each Step in the Process
- Select the Best Alternative Method (Change Concept) for All the CTQs
- Create a Flowchart of the New Improved Process
- Identify and Mitigate the Risk Elements for the New Process
- Run a Pilot Test of the New Process
- Collect and Analyze the Pilot Test Data
- Tollgate Review—Go-No Go Decision Point
- Takeaways from This Chapter
- References
- Additional Readings
-
14. DMAIC Model: “C” Is for Control
- What Is the Objective of This Chapter?
- Purpose of the Control Phase
-
The Steps of the Control Phase
- Reduce the Effects of Collateral Damage to Related Processes
- Standardize Improvements (International Standards Organization [ISO])
- Develop a Control Plan for the Process Owner
- Identify and Document the Benefits and Costs of the Project
- Input the Project into the Six Sigma Database
- Diffuse the Improvements throughout the Organization
- Conduct a Tollgate Review of the Project
- Keys to Success and Pitfalls to Avoid
-
Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Control Phase
- Reduce the Effects of Collateral Damage to Related Processes
- Standardize Improvements (International Standards Organization [ISO])
- Develop a Control Plan for the Process Owner
- Financial Impact
- Input the Project into the Six Sigma Database
- Diffuse the Improvements throughout the Organization
- Champion, Process Owner, and Black Belt Review the Project
- Takeaways from This Chapter
- References
- Additional 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: Revisited
- Case Study 1: Failure in the Act Phase of the PDSA Cycle in Manufacturing
- Case Study 2: Failure in the Act Phase of the PDSA Cycle in Accounts Receivable
- A Method for Promoting Improvement and Maintainability
- The Funnel Experiment and Successful Management Style
- Succession Planning for the Maintainability of Management Style
- Egotism of Top Management as a Threat to the Maintainability of Management Style
- The Board of Directors Fails to Understand the Need for Maintainability in the Organization’s Culture and Management Style
- Takeaways from This Chapter
- References
-
9. Overview of Six Sigma Management
-
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
- Index
- Section V: Six Sigma Certification
Product information
- Title: A Guide to Six Sigma and Process Improvement for Practitioners and Students: Foundations, DMAIC, Tools, Cases, and Certification, Second Edition
- Author(s):
- Release date: April 2015
- Publisher(s): Pearson
- ISBN: 9780133925463
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