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

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

    1. About This eBook
    2. Title Page
    3. Copyright Page
    4. Dedication Page
    5. Contents
    6. Acknowledgments
    7. About the Authors
    8. Section I: Building a Foundation of Process Improvement Fundamentals
      1. 1. You Don’t Have to Suffer from the Sunday Night Blues!
        1. What Is the Objective of This Chapter?
        2. Sarah’s Story
        3. Nine Principles of Process Improvement to Get the Most Out of This Book
        4. Structure of the Book
        5. Let’s Go!
        6. References
      2. 2. Process and Quality Fundamentals
        1. What Is the Objective of This Chapter?
        2. Process Fundamentals
          1. What Is a Process?
          2. Where Do Processes Exist?
          3. Why Does Understanding Processes Matter?
          4. What Is a Feedback Loop and How Does It Fit into the Idea of a Process?
          5. Some Process Examples to Bring It All Together!
        3. Variation Fundamentals
          1. What Is Variation in a Process?
          2. Why Does Variation Matter?
          3. What Are the Two Types of Variation?
          4. How to Demonstrate the Two Types of Variation
          5. Red Bead Experiment
        4. Quality Fundamentals
          1. Goal Post View of Quality
          2. Continuous Improvement Definition of Quality—Taguchi Loss Function
          3. More Quality Examples
        5. Takeaways from This Chapter
        6. References
      3. 3. Defining and Documenting a Process
        1. What Is the Objective of This Chapter?
        2. A Story to Illustrate the Importance of Defining and Documenting a Process
        3. Fundamentals of Defining a Process
          1. Who Owns the Process? Who Is Responsible for the Improvement of the Process?
          2. What Are the Boundaries of the Process?
          3. What Are the Process’s Objectives? What Measurements Are Being Taken on the Process with Respect to Its Objectives?
        4. Fundamentals of Documenting a Process
          1. How Do We Document the Flow of a Process?
          2. Why and When Do We Use a Flowchart to Document a Process?
          3. What Are the Different Types of Flowcharts and When Do We Use Each?
          4. What Method Do We Use to Create Flowcharts?
        5. Fundamentals of Analyzing a Process
          1. How Do We Analyze Flowcharts?
          2. Things to Remember When Creating and Analyzing Flowcharts
        6. Takeaways from This Chapter
        7. References
    9. Section II: Creating Your Toolbox for Process Improvement
      1. 4. Understanding Data: Tools and Methods
        1. What Is the Objective of This Chapter?
        2. What Is Data?
          1. Types of Numeric Data
        3. Graphing Attribute Data
          1. Bar Chart
          2. Pareto Diagrams
          3. Line Graphs
        4. Graphing Measurement Data
          1. Histogram
          2. Dot Plot
          3. Run Chart
        5. Measures of Central Tendency for Measurement Data
          1. Mean
          2. Median
          3. Mode
        6. Measures of Central Tendency for Attribute Data
          1. Proportion
        7. Measures of Variation
          1. Range
          2. Sample Variance and Standard Deviation
          3. Understanding the Range, Variance, and Standard Deviation
        8. Measures of Shape
          1. Skewness
        9. More on Interpreting the Standard Deviation
        10. How-To Guide for Understanding Data: Minitab 17 User Guide
          1. Using Minitab Worksheets
          2. Opening and Saving Worksheets and Other Components
          3. Obtaining a Bar Chart
          4. Obtaining a Pareto Diagram
          5. Obtaining a Line Graph (Time Series Plot)
          6. Obtaining a Histogram
          7. Obtaining a Dot Plot
          8. Obtaining a Run Chart
          9. Obtaining Descriptive Statistics
        11. Takeaways from This Chapter
        12. References
        13. Additional Readings
      2. 5. Understanding Variation: Tools and Methods
        1. What Are the Objectives of This Chapter?
        2. What Is Variation?
          1. Common Cause Variation
          2. Special Cause Variation
        3. Using Control Charts to Understand Variation
          1. Attribute Control Charts
          2. Variables Control Charts
          3. Understanding Control Charts
          4. Rules for Determining Out of Control Points
        4. Control Charts for Attribute Data
          1. P Charts
          2. C Charts
          3. U Charts
        5. Control Charts for Measurement Data
          1. Individuals and Moving Range (I-MR) Charts
          2. X Bar and R Charts
          3. X Bar and S Charts
        6. Which Control Chart Should I Use?
          1. Control Chart Case Study
        7. Measurement Systems Analysis
          1. Measurement System Analysis Checklist
          2. Gage R&R Study
        8. How-To Guide for Understanding Variation: Minitab User Guide (Minitab Version 17, 2013)
          1. Using Minitab to Obtain Zone Limits
          2. Using Minitab for the P Chart
          3. Using Minitab for the C Chart
          4. Using Minitab for the U Chart
          5. Using Minitab for the Individual Value and Moving Range Charts
          6. Using Minitab for the X Bar and R Charts
          7. Using Minitab for the X Bar and S Charts
        9. Takeaways from This Chapter
        10. References
        11. Additional Readings
      3. 6. Non-Quantitative Techniques: Tools and Methods
        1. What Is the Objective of This Chapter?
        2. High Level Overview and Examples of Non-Quantitative Tools and Methods
          1. Flowcharting
          2. Voice of the Customer (VoC)
          3. Supplier-Input-Process-Output-Customer (SIPOC) Analysis
          4. Operational Definitions
          5. Failure Modes and Effects Analysis (FMEA)
          6. Check Sheets
          7. Brainstorming
          8. Affinity Diagrams
          9. Cause and Effect (Fishbone) Diagrams
          10. Pareto Diagrams
          11. Gantt Charts
          12. Change Concepts
          13. Communication Plans
        3. How-To Guide for Using Non-Quantitative Tools and Methods
          1. How to Do Flowcharting
          2. How to Do a Voice of the Customer (VoC) Analysis
          3. How to Do a SIPOC Analysis
          4. How to Create Operational Definitions
          5. How to Do a Failure Modes and Effects Analysis (FMEA)
          6. How to Do Check Sheets
          7. Brainstorming
          8. How to Do Affinity Diagrams
          9. How to Do Cause and Effect Diagrams (C&E Diagrams)
          10. How to Do Pareto Diagrams
          11. How to Do Gantt Charts
          12. How to Use Change Concepts
          13. How to Do Communication Plans
        4. Takeaways from This Chapter
        5. References
        6. Additional Readings
      4. 7. Overview of Process Improvement Methodologies
        1. What Is the Objective of This Chapter?
        2. SDSA Cycle
          1. SDSA Example
        3. PDSA Cycle
          1. PDSA Example
        4. Kaizen/Rapid Improvement Events
          1. Kaizen/Rapid Improvement Events Example
        5. DMAIC Model: Overview
          1. Define Phase
          2. Measure Phase
          3. Analyze Phase
          4. Improve Phase
          5. Control Phase
          6. DMAIC Model Example
        6. DMADV Model: Overview
          1. Define Phase
          2. Measure Phase
          3. Analyze Phase
          4. Design Phase
          5. Verify/Validate Phase
          6. DMADV Model Example
        7. Lean Thinking: Overview
          1. The 5S Methods
          2. Total Productive Maintenance (TPM)
          3. Quick Changeover (Single Minute Exchange of Dies—SMED)
          4. Poka-Yoke
          5. Value Streams
        8. Takeaways from This Chapter
        9. References
      5. 8. Project Identification and Prioritization: Building a Project Pipeline
        1. What Is the Objective of This Chapter?
        2. Project Identification
          1. Internal Proactive
          2. Internal Reactive
          3. External Proactive
          4. External Reactive
        3. Using a Dashboard for Finding Projects
          1. Structure of a Managerial Dashboard
          2. Example of a Managerial Dashboard
          3. Managing with a Dashboard
        4. Project Screening and Scoping
          1. Questions to Ask to Ensure Project Is Viable
          2. Estimating Project Benefits
          3. Project Methodology Selection—Which Methodology Should I Use?
          4. Estimating Time to Complete Project
          5. Creating a High Level Project Charter
          6. Problem Statement
        5. Prioritizing and Selecting Projects
          1. Prioritizing Projects Using a Project Prioritization Matrix
          2. Final Project Selection
        6. Executing and Tracking Projects
          1. Allocating Resources to Execute the Projects
          2. Monthly Steering Committee (Presidential) Reviews
        7. Takeaways from This Chapter
        8. References
    10. Section III: Putting It All Together—Six Sigma Projects
      1. 9. Overview of Six Sigma Management
        1. What Is the Objective of This Chapter?
        2. Non-Technical Definition of Six Sigma Management
        3. Technical Definition of Six Sigma
        4. Where Did Six Sigma Come From?
        5. Benefits of Six Sigma Management
        6. Key Ingredient for Success with Six Sigma Management
        7. Six Sigma Roles and Responsibilities
          1. Senior Executive
          2. Executive Steering Committee
          3. Project Champion
          4. Process Owner
          5. Master Black Belt
          6. Black Belt
          7. Green Belt
          8. Green Belt Versus Black Belt Projects
        8. Six Sigma Management Terminology
        9. Next Steps: Understanding the DMAIC Model
        10. Takeaways from This Chapter
        11. References
        12. Additional Readings
        13. Appendix 9.1 Technical Definition of Six Sigma Management
      2. 10. DMAIC Model: “D” Is for Define
        1. What Is the Objective of This Chapter?
        2. Purpose of the Define Phase
        3. The Steps of the Define Phase
          1. Activate the Six Sigma Team
          2. Project Charter
          3. SIPOC Analysis
          4. Voice of the Customer Analysis
          5. Definition of CTQ(s)
          6. Create an Initial Draft of the Project Objective
          7. Tollgate Review: Go-No Go Decision Point
        4. Keys to Success and Pitfalls to Avoid in the Define Phase
        5. Case Study of the Define Phase: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Define Phase
          1. Activate the Six Sigma Team
          2. Project Charter
          3. SIPOC Analysis
          4. Voice of the Customer Analysis
          5. Definition of CTQ(s)
          6. Initial Draft Project Objective
          7. Tollgate Review: Go-No Go Decision Point
        6. Takeaways from This Chapter
        7. References
        8. Additional Readings
      3. 11. DMAIC Model: “M” Is for Measure
        1. What Is the Objective of This Chapter?
        2. Purpose of the Measure Phase
        3. The Steps of the Measure Phase
          1. Operational Definitions of the CTQ(s)
          2. Data Collection Plan for CTQ(s)
          3. Validate Measurement System for CTQ(s)
          4. Collect and Analyze Baseline Data for the CTQ(s)
          5. Estimate Process Capability for CTQ(s)
        4. Keys to Success and Pitfalls to Avoid
        5. Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Measure Phase
          1. Operational Definition of the CTQ(s) and Data Collection Plan for the CTQ(s)
          2. Validate Measurement System for CTQ(s)
          3. Collect and Analyze Baseline Data
          4. Tollgate Review: Go-No Go Decision Point
        6. Takeaways from This Chapter
        7. References
        8. Additional Readings
      4. 12. DMAIC Model: “A” Is for Analyze
        1. What Is the Objective of This Chapter?
        2. Purpose of the Analyze Phase
        3. The Steps of the Analyze Phase
          1. Detailed Flowchart of Current State Process
          2. Identification of Potential Xs for CTQ(s)
          3. Failure Modes and Effects Analysis (FMEA) to Reduce the Number of Xs
          4. Operational Definitions for the Xs
          5. Data Collection Plan for Xs
          6. Validate Measurement System for X(s)
          7. Test of Theories to Determine Critical Xs
          8. Develop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)
          9. Go-No Go Decision Point
        4. Keys to Success and Pitfalls to Avoid
        5. Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Analyze Phase
          1. Detailed Flowchart of Current State Process
          2. Identification of Xs for CTQ(s)
          3. Failure Modes and Effects Analysis (FMEA) to Reduce the Number of Xs
          4. Operational Definitions of the Xs
          5. Data Collection Plan for Xs
          6. Validate Measurement System for Xs
          7. Test of Theories to Determine Critical Xs
          8. Develop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)
          9. Tollgate Review—Go-No Go Decision Point
        6. Takeaways from This Chapter
        7. References
        8. Additional Readings
      5. 13. DMAIC Model: “I” Is for Improve
        1. What Is the Objective of This Chapter?
        2. Purpose of the Improve Phase
        3. The Steps of the Improve Phase
          1. Generate Alternative Methods for Performing Each Step in the Process
          2. Select the Best Alternative Method (Change Concepts) for All of the CTQs
          3. Create a Flowchart for the Future State Process
          4. Identify and Mitigate the Risk Elements for New Process
          5. Run a Pilot Test of the New Process
          6. Collect and Analyze the Pilot Test Data
          7. Go-No Go Decision Point
        4. Keys to Success and Pitfalls to Avoid
        5. Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Improve Phase
          1. Generate Alternative Methods for Performing Each Step in the Process
          2. Select the Best Alternative Method (Change Concept) for All the CTQs
          3. Create a Flowchart of the New Improved Process
          4. Identify and Mitigate the Risk Elements for the New Process
          5. Run a Pilot Test of the New Process
          6. Collect and Analyze the Pilot Test Data
          7. Tollgate Review—Go-No Go Decision Point
        6. Takeaways from This Chapter
        7. References
        8. Additional Readings
      6. 14. DMAIC Model: “C” Is for Control
        1. What Is the Objective of This Chapter?
        2. Purpose of the Control Phase
        3. The Steps of the Control Phase
          1. Reduce the Effects of Collateral Damage to Related Processes
          2. Standardize Improvements (International Standards Organization [ISO])
          3. Develop a Control Plan for the Process Owner
          4. Identify and Document the Benefits and Costs of the Project
          5. Input the Project into the Six Sigma Database
          6. Diffuse the Improvements throughout the Organization
          7. Conduct a Tollgate Review of the Project
        4. Keys to Success and Pitfalls to Avoid
        5. Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Control Phase
          1. Reduce the Effects of Collateral Damage to Related Processes
          2. Standardize Improvements (International Standards Organization [ISO])
          3. Develop a Control Plan for the Process Owner
          4. Financial Impact
          5. Input the Project into the Six Sigma Database
          6. Diffuse the Improvements throughout the Organization
          7. Champion, Process Owner, and Black Belt Review the Project
        6. Takeaways from This Chapter
        7. References
        8. Additional Readings
      7. 15. Maintaining Improvements in Processes, Products-Services, Policies, and Management Style
        1. What Is the Objective of This Chapter?
        2. Improving Processes, Products-Services, and Processes: Revisited
        3. Case Study 1: Failure in the Act Phase of the PDSA Cycle in Manufacturing
        4. Case Study 2: Failure in the Act Phase of the PDSA Cycle in Accounts Receivable
        5. A Method for Promoting Improvement and Maintainability
          1. Dashboards
          2. Presidential Review of Maintainability Indicators
        6. The Funnel Experiment and Successful Management Style
          1. Rule 1 Revisited
          2. Rule 4 Revisited
        7. Succession Planning for the Maintainability of Management Style
          1. Succession Planning by Incumbent Model
          2. Succession Planning by Creating Talent Pools Model
          3. Succession Planning Using the Top-Down/Bottom-Up Model
          4. Process Oriented Top-Down/Bottom-Up Succession Planning Model
        8. Egotism of Top Management as a Threat to the Maintainability of Management Style
          1. Six Indicators of Egotism That Threaten the Maintainability of Management Style
          2. Summary
        9. The Board of Directors Fails to Understand the Need for Maintainability in the Organization’s Culture and Management Style
          1. Definition of Culture/Management Style
          2. Components of Board Culture
          3. Shared Mission and Shared Values/Beliefs
          4. Allocation of Work
          5. Reducing Variability
          6. Engagement
          7. Trust
        10. Takeaways from This Chapter
        11. References
    11. Section IV: The Culture Required for Six Sigma Management
      1. 16. W. Edwards Deming’s Theory of Management: A Model for Cultural Transformation of an Organization
        1. Background on W. Edwards Deming
          1. Deming’s System of Profound Knowledge
          2. Purpose of Deming’s Theory of Management
          3. Paradigms of Deming’s Theory of Management
          4. Components of Deming’s Theory of Management
        2. Deming’s 14 Points for Management
        3. Deming’s 14 Points and the Reduction of Variation
        4. Transformation or Paradigm Shift
          1. The Prevailing Paradigm of Leadership
          2. The New Paradigm of Leadership
          3. Transformation
        5. Quality in Service, Government, and Education
        6. Quotes from Deming
        7. Summary
        8. References and Additional Readings
    12. Index
    13. Section V: Six Sigma Certification
      1. 17. Six Sigma Champion Certification
        1. What Is the Objective of This Chapter?
        2. Description of Certification Examination
        3. Takeaways from This Chapter
      2. 18. Six Sigma Green Belt Certification
        1. What Is the Objective of This Chapter?
        2. Sample Green Belt Certification Examination Questions with Answers

    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): Howard S. Gitlow, Richard Melnyck, David M. Levine
    • Release date: April 2015
    • Publisher(s): Pearson
    • ISBN: 9780133925463