Book description
Most Six Sigma books are targeted at manufacturers, and don't reflect the unique implementation challenges service companies face. This book fills the gap. Using its practical, start-to-finish guidance, service company teams can utilize Six Sigma to drive powerful bottom-line benefits. The authors systematically introduce the management foundation required to implement Six Sigma successfully. Readers will discover how to lead teams to achieve results in shorter time frames, and present projects to executives concisely and effectively. This book thoroughly covers every stage of the DMADV Design for Six Sigma® Management improvement model: Define, Measure, Analyze, Design, and Verify/Validate. Outputs from Minitab, JMP, and SigmaFlow are illustrated and provided on CD-ROM and through downloadable date sets and templates.
Table of contents
- Copyright
- Acknowledgments and Thanks
- About the Authors
- Preface
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I. Design for Six Sigma Basics
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1. Foundations of Six Sigma Management
- Introduction
- 1.1. Successful Applications of Six Sigma Management
- 1.2. Key Ingredients for Success with Six Sigma Management
- 1.3. Benefits of Six Sigma Management
- 1.4. Fundamentals of Improving a Product, Service, or Process
- 1.5. Fundamentals of Inventing–Innovating a Product, Service, or Process
- 1.6. What Is New about Six Sigma Management?
- 1.7. Six Sigma in Non-Manufacturing Industries
- Summary
-
References
- 2. Six Sigma Roles, Responsibilities, and Terminology
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3. Macro Model of Six Sigma Management (Dashboards)
- Introduction
- 3.1. Beginning Six Sigma Management
- 3.2. Benefits of a Dashboard
- 3.3. Structure of a Dashboard
- 3.4. Components of a Dashboard
- 3.5. Example of a Dashboard
- 3.6. Another Example of a Dashboard
- 3.7. Managing with a Dashboard
- 3.8. Project Prioritization for a Dashboard
- 3.9. Management Decides if a Project Team Is Necessary
- 3.10. Types of Six Sigma Projects
- Summary
-
References
-
1. Foundations of Six Sigma Management
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II. The Design for Six Sigma (Dfss) Model
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4. Define Phase
- Introduction
- 4.1. Steps of the Define Phase
- 4.2. Inputs to the Define Phase
- 4.3. Develop the Business Case
- 4.4. Prepare the Opportunity Statement
- 4.5. Develop the Initial Project Objective
- 4.6. Develop the Project Scope
- 4.7. Develop the Project Plan
- 4.8. Develop the Document Control System
- 4.9. Assess the Benefits of the Six Sigma Project
- 4.10. Assess the Risks to the Project’s Success
- 4.11. Activate the DFSS Development Team (DT)
- 4.12. Finalize the Project Objective
- 4.13. Conduct Tollgate Review
- 4.14. Define Phase Tollgate Review (Check Sheet)
- 4.15. Key Outputs of the Define Phase
- Summary
-
References
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5. Measure Phase
- Introduction
- 5.1. Steps of the Measure Phase
- 5.2. Inputs to the Measure Phase
- 5.3. Market Segmentation
- 5.4. Finding Cognitive Images with Kano Surveys
- 5.5. Convert Cognitive Images into CTQs with Quality Function Deployment
- 5.6. Select Final Set of CTQs
- 5.7. Develop and Validate a Measurement System for the CTQs
- 5.8. Develop a Design Scorecard
- 5.9. Review Intellectual Property Issues
- 5.10. Plan to Manage the Risk
- 5.11. Revise the Project Objective, if Necessary
- 5.12. Update the Multi-Generational Product Plan (MGPP)
- 5.13. Conduct Tollgate Review (Check Sheet)
- 5.14. Outputs of the Measure Phase
- Summary
-
References
- 5.1. Using Minitab for Gage R&R Studies
- 5.2. Using JMP for Gage R&R Studies
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6. Analyze Phase
- Introduction
- 6.1. Steps of the Analyze Phase
- 6.2. Inputs of the Analyze Phase
- 6.3. Generate High-Level Design Concepts for Critical Parameters
- 6.4. Investigate Alternative Design Concepts for Each Critical Parameter
- 6.5. Create a Limited Set of Potential High-Level Design Concepts
- 6.6. Assess the Risks of the “Best” Design Concept
- 6.7. Optimize the Total Life Cycle Cost (TLCC) of the Design
- 6.8. Develop a Process Model for the Best Design
- 6.9. Transfer High-Level Design to Process Owner With Design Scorecards
- 6.10. Analyze Phase Tollgate Review (Check Sheet)
- 6.11. Outputs from the Analyze Phase
- Summary
-
References
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7. Design Phase
- Introduction
- 7.1. Steps of the Design Phase
- 7.2. Inputs of the Design Phase
- 7.3. Constructing a Detailed Design
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7.4. Develop Detailed CTPs for CTQs and High-Level CTPs
- Language of CTQs and CTPs
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Flow-Up CTPs
- Law of the Addition of Component Dimension Averages
- Law of the Sums and Differences of Component Dimension Averages
- Law of the Addition of Component Dimension Standard Deviations
- Law of the Average for Created Areas and Volumes for Rectangular Constructions
- Law of the Standard Deviation for Created Areas and Volumes for Rectangular Constructions
- Flow-Down CTQs
- 7.5. Create a Comprehensive Set of Detailed CTPs
- 7.6. Operationally Define Each Detailed CTP
- 7.7. Validate the Measurement System for Each Detailed CTP
- 7.8. Establish Baseline Capabilities for Each CTQ and CTP
- 7.9. Conduct a Capacity Analysis
- 7.10. Perform a FMEA of the Detailed CTPs
- 7.11. Constructing Detailed Design Scorecards
- 7.12. Performing Accounting Analysis
- 7.13. Prepare a Control and Verification Plan
- 7.14. Conduct Design Phase Tollgate Review (Check Sheet)
- 7.15. Outputs of the Design Phase
- Summary
-
References
-
8. Verify/Validate Phase
- Introduction
- 8.1. Steps of the Verify/Validate Phase
- 8.2. Inputs to the Verify/Validate Phase
- 8.3. Build a Prototype of the Detailed Design
- 8.4. Pilot Test the Prototype of the Detailed Design
- 8.5. Conduct Design Reviews Using Design Scorecards
- 8.6. Decide Whether or Not to Scale-Up Design
- 8.7. Build and Operate Full-Scale Process
- 8.8. Decide if the Full-Scale Process Is Meeting Business Objectives
- 8.9. Document the Full-Scale Process
- 8.10. Transition Full-Scale Process to Owners with a Control Plan
- 8.11. Conduct Verify/Validate Phase Tollgate Review (Check Sheet)
- 8.12. Close the DMADV Project
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8.13. Transfer the Lessons Learned from the Project
- Introduction
- Perceived Attributes of Innovations
- Adopter Categories
- Innovation-Decision Process
- Rate of Adoption
- Demand and Supply Factors
- Organizational Factors
- An Alternative Measure for Rate of Adoption
- A Demand-Based Diffusion Strategy
- A Demand- and Supply-Based Diffusion Strategy
- Consider the Diffusion of a Design Throughout the Entire DMADV Model
- 8.14. Outputs of the Verify/Validate Phase
- Summary
-
References
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4. Define Phase
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III. Design for Six Sigma Tools and Methods
- 9. Basics of Statistical Studies
- 10. Design of Experiments
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11. Multiple Regression
- Introduction
- 11.1. Review of Simple Linear Regression
- 11.2. Developing the Multiple Regression Model
- 11.3. Coefficient of Multiple Determination and the Overall F Test
- 11.4. Residual Analysis for the Multiple Regression Model
- 11.5. Inferences Concerning the Population Regression Coefficients
- 11.6. Using Dummy Variables and Interaction Terms in Regression Models
- 11.7. Collinearity
- 11.8. Model Building
- 11.9. Logistic Regression
- Summary
-
References
- 11.1. Using Minitab for Multiple Regression
- 11.2. Using JMP for Multiple Regression
- 12. Additional Tools and Methods
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13. Discrete Event Simulation Models
- Introduction
- 13.1. What Is Simulation?
- 13.2. Applications of Simulation
- 13.3. Why Use Simulation Modeling?
- 13.4. Advantages of Simulation
- 13.5. Precautions When Using Simulation
- 13.6. Pitfalls of Simulation Models
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13.7. Simulation Terminology
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Definition of a System
- System Performance Measures
- Discrete Event Simulation Versus Continuous Simulation
- Stochastic Versus Deterministic Simulation
- Static Versus Dynamic Models
- Steady-State Simulations Versus Terminating Simulations
- Warm-Up Period
- Model Verification and Validation
- Random Numbers, Seeds, and Streams
- Model Run and Independent Model Replication
- Common Distributions Used in Simulation
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Definition of a System
- 13.8. How Discrete Event Simulation Works
- 13.9. Simulation Project Management
- 13.10. Optimizing a Process Using Design of Experiments From Simulations
- 13.11. Service Industry Application Using the SigmaFlow Software Package
- Summary
-
References
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14. Articulating the Voice of the Stakeholder
- Introduction
- 14.1. Market Segmentation
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14.2. Kano Surveys
- Introduction
- Level A Survey—Improved or Less Expensive Designs
- Level B Survey—Major New Features of Existing Designs
- STAGE ONE: Collect “Voice of the User” (VoU) and “Voice of the Customer” (VoC) Data
- STAGE TWO: Analyze “Voice of the User” and “Voice of the Customer” Data
- STAGE THREE: Develop New Features
- STAGE FOUR: Evolve Strategies for New Features
- Level C Survey—Entirely New Designs
- STAGE ONE: Collect “Voice of the People” (VoP) Data
- STAGE TWO: Analyze Circumstantial Issues
- STAGE THREE: Develop Features of New Product
- STAGE FOUR: Decide Strategic Themes
- Summary
-
References
-
15. Enhancing Creativity to Develop Alternative Designs
- Introduction
- 15.1. Using De Bono’s Thinking Habits and Tools to Generate Alternative Design Concepts
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15.2. Using TRIZ to Generate Alternative Design Concepts
- Introduction
-
40. Inventive Principles of TRIZ with Service Examples
- Principle 1—Segmentation
- Principle 2—Taking Out
- Principle 3—Local Quality
- Principle 4—Asymmetry
- Principle 5—Merging
- Principle 6—Universality
- Principle 7—“Nested Doll”
- Principle 8—Anti-Weight
- Principle 9—Preliminary Anti-Action
- Principle 10—Preliminary Action
- Principle 11—Beforehand Cushioning
- Principle 12—Equi-Potentiality
- Principle 13—The Other Way Round
- Principle 14—Spheroidality—Curvature
- Principle 15—Dynamics
- Principle 16—Partial or Excessive Actions
- Principle 17—Another Dimension
- Principle 18—Mechanical Vibration
- Principle 19—Periodic Action
- Principle 20—Continuity of Useful Action
- Principle 21—Skipping
- Principle 22—”Blessing in Disguise” or “Turn Lemons into Lemonade”
- Principle 23—Feedback
- Principle 24—Intermediary
- Principle 25—Self-Service
- Principle 26—Copying
- Principle 27—Use Cheap Replacement Events
- Principle 28—Substitution for Mechanical Means
- Principle 29—Pneumatics and Hydraulics
- Principle 30—Flexible Shells and Thin Films
- Principle 31—Porous Materials
- Principle 32—Color Changes
- Principle 33—Homogeneity
- Principle 34—Discarding and Recovering
- Principle 35—Parameter Changes
- Principle 36—Phase Transitions
- Principle 37—Thermal Expansion
- Principle 38—Strong Oxidants
- Principle 39—Inert Atmosphere
- Principle 40—Composite Materials
- 39. Contradictions of TRIZ
- Conclusion
- 15.3. Using Benchmarking to Generate Alternative Design Concepts
- Summary
-
References
- 15.1. Full Contradictions Matrix
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16. Professional Interpersonal Behavior Skills, Team Behavior Skills, and Six Sigma Management
- Introduction
-
16.1. Professional Interpersonal Behavior Skills
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Assertive Behavior
- STEP ONE: Identify Situations in Which You Exhibit Passive or Aggressive Behavior
- STEP TWO: Prepare Contingency Plans That Utilize Assertive Behavior to Deal with Your Most Common Types of Unassertive Episodes
- STEP THREE: Practice Giving Assertive Responses to Your Most Common Types of Unassertive or Aggressive Episodes
- STEP FOUR: Use Assertive Behavior in Actual Unassertive or Aggressive Episodes
- “I” Messages
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Creating “No Lose” or “Win-Win” Solutions to Conflicts
- STEP ONE: View the Participants in the Conflict as Equals Trying to Solve a Problem to Their Mutual Advantage
- STEP TWO: Identify the Viewpoints of All Participants of the Conflict
- STEP THREE: Develop Alternative Solutions for the Conflict That Result in “Win-Win” Situations, or at Least a “No Lose” Situations
- STEP FOUR: All Participants in the Conflict Review the “Win-Win” Solutions, or Negotiate the Differences in Their Solutions to Create “No Lose” Solutions, to the Conflict
- STEP FIVE: Avoid the Common Pitfalls of “No Lose” Solutions
- STEP SIX: Try Out the “Win-Win” Solution, or the “No Lose” Solution, for a Limited Time Period
-
Assertive Behavior
- 16.2. Professional Team Behavior Skills
- 16.3. Product Development Team Basics
- Summary
-
References
-
IV. Design For Six Sigma Case Study
-
17. Six Sigma DMADV Case Study
- Introduction
- 17.1. Background
- 17.2. Define Phase
- 17.3. Measure Phase
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17.4. Analyze Phase
- Introduction
- Part 1: Design Generation (Generating Design Concepts for Critical Parameters)
- Part 2: Design Analysis (Alternative Design Concepts for Critical Parameters)
- Part 3: Risk Analysis (Assessing Risk of the “Best” Design Concept)
- Optimizing the Total Life Cycle Cost (TLCC) of the Design
- Part 4: Design Model (Develop a High-Level Model for the Design)
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17.5. Design Phase
- Identify the Detailed CTPs Using QFD
- Create Operational Definition for Each CTQ and CTP
- Estimate the Risks of the Detailed Design
- Develop a Detailed Design Scorecard for the Detailed Design
- Conduct an Accounting Analysis of the Detailed Design
- Mistake-Proof the Detailed Design
- Conduct a Tollgate Review of the Design Phase
- Prepare a Control and Verification Plan
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17.6. Verify/Validate Phase
- Build a Prototype of the Detailed Design
- Pilot Test the Prototype of the Detailed Design
- Conduct Design Reviews Using Design Scorecards
- Decide Whether or Not to Scale-Up Design
- Build and Operate Full-Scale Process
- Decide if Full-Scale Process Is Meeting Business Objectives
- Document the Full-Scale Process
- Transition Full-Scale Process to Owners with a Control Plan
- Close the DMADV Project
- Transfer the Lessons Learned from the Project
- Summary
-
17. Six Sigma DMADV Case Study
- V. Design for Six Sigma Certification
Product information
- Title: Design for Six Sigma for Green Belts and Champions: Applications for Service Operations—Foundations, Tools, DMADV, Cases, and Certification
- Author(s):
- Release date: June 2006
- Publisher(s): Pearson
- ISBN: 9780131855243
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