book

The Lean Six Sigma Black Belt Handbook

Name: The Lean Six Sigma Black Belt Handbook
ISBN: 9781466554696

by Frank Voehl, H. James Harrington, Chuck Mignosa, Rich Charron

July 2013

Intermediate to advanced

621 pages

12h 50m

English

Productivity Press

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Cover
Title Page
Copyright
Dedication
Acknowledgments
About the Authors
SECTION 1 Overview of Lean Six Sigma
Chapter 1 Introduction to Lean Six Sigma Methodology
In a NutshellIntroductionThe Notion of Standing upon the Shoulders of GiantsLSS Cultural Building BlocksConnecting the Tools with Engineering GoalsWhat Came First—Six Sigma or Lean?Technical Competency LevelsLSS Belt LevelsLean Six Sigma Master Black Belt (LSSMBB)Lean Six Sigma Black Belt (LSSBB)Lean Six Sigma Green Belt (LSSGB)Lean Six Sigma Yellow Belt (LSSYB)Lean Six Sigma Blue BeltFive Phases of an LSS Improvement ProjectSummary
Chapter 2 Process Improvement and Lean Six Sigma
In a NutshellIntroductionAn LSS Quality Focus on the Business ProcessSome Basic DefinitionsObjectives of Process ImprovementCross-Functional FocusCritical Success FactorsNature of LSS Process ImprovementAdvantages of LSS Process ImprovementDetermining Process OwnershipThe Nature of Business ProcessesManagement’s Traditional FocusCross-Functional FocusProcess OwnershipThe Process OwnerThe Process Management CommitteeThe Process Quality TeamSelection, Responsibilities, and Authority of the Process OwnerSelection of the Process OwnerResponsibilities of the Process OwnerAuthority of the Process OwnerProcess Definition and the Process ModelDefinition of Process Mission and ScopeSummaryExercise
SECTION 2 The Lean Journey into Process Improvement

Chapter 3 Waste Identification
In a NutshellOverviewWhat Is Variation?How Do We Chart Variation?Why Is Understanding and Controlling Variation So Important?What Is Waste?Defining the Value-Added Work ComponentsHow Does Waste Creep into a Process?The Power of ObservationSeeing with New EyesWaste 1: OverproductionWhat Causes Overproduction?How to Identify OverproductionWaste 2: Excess InventoriesWhat Causes Excess Inventory?How to Identify Excess InventoryWaste 3: DefectsWhat Causes Defects?How to Identify DefectsWaste 4: Extra ProcessingWhat Causes Processing Waste?How to Identify Processing WasteWaste 5: WaitingWhat Causes Waiting Waste?How to Identify Waiting WasteWaste 6: MotionWhat Causes Motion Waste?How to Identify Motion WasteWaste 7: TransportationWhat Causes Transportation Waste?How to Identify Transportation WasteWaste 8: Underutilized EmployeesWhat Causes Underutilized Employees Waste?How to Identify Underutilized Employees WasteWaste 9: BehaviorHow to Identify Behavior WasteSummary
Chapter 4 Lean Concepts, Tools, and Methods
OverviewTraditional Organization Operational PhilosophyLean Operational PhilosophyLean Management ConceptsWasteValue-Added ActivitiesNo-Value-Added ActivitiesBusiness-Value-Added ActivitiesWaste IdentificationWaste EliminationValue StreamValue Stream ManagementContinuous FlowPull SystemsPoint of Use StorageQuality at the SourceJust-in-TimeKaizen5M’s—Materials, Machines, Manpower, Methods, and MeasurementsKey Process Input Variables (KPIVs)Key Process Output Variables (KPOVs)Lean Tools5S Workplace Organization and StandardizationJust the Facts5S Means ActionCommon Omissions When Implementing 5SOverall Equipment EffectivenessJust the FactsHow to Use OEEApplying OEE in Nonmanufacturing EnvironmentsMistake ProofingJust the FactsHow to Use Mistake ProofingCellular ManufacturingJust the FactsHow to Create Manufacturing CellsKanbanJust the FactsHow to Use KanbanValue Stream MappingJust the FactsManaging with MapsVisual ControlsJust the FactsHow to Use Visual ControlsThe Power of Lean Concepts and Lean ToolsComposite U-Cell Case StudyLean Six Sigma Concepts and Tools UsedSummary
Chapter 5 Three Faces of Change—Kaizen, Kaikaku, and Kakushin
In a NutshellIntroductionResistance to ChangeFear of the UnknownMeasurement SystemsBeliefsOvercoming Resistance to ChangeLeaving Old Beliefs BehindConsidering New PossibilitiesEmergence of LSSThree Faces of ChangeKaizen—Continuous ImprovementKaizen and You MethodKaizen for Process TroubleshootingStep 1: Go to GembaStep 2: Conduct GembutsuStep 3: Take Temporary Countermeasures “on the Spot”Step 4: Find Root CausesStep 5: Standardize to Prevent RecurrenceKaizen TeamsPossible Target Areas for Kaizen TeamsPreparing for KaizenTeam Member Roles in KaizenOvercoming Obstacles during KaizenKaikaku—Transformation of MindHow Do We Recognize Kaikaku (Transformation of Mind)?Kaikaku in Cell DesignKaikaku in Facility LayoutsKakushin (Innovation)The 20-20 Innovation ProcessSummary
SECTION 3 SSBB Overview
Chapter 6 On Integrating LSS and DMAIC with DMADV
In a NutshellOverviewGoals of Lean DMADVLean DesignGoals of DMAIC/DMADVOverview of How DMAIC WorksOverview of How DMADV WorksComparing DMAIC and DMADVIntegrating Lean with DMAIC/DMADVRoot Cause Analysis and LeanGroups of Root Cause Analysis ToolsSummary
SECTION 4 LSSBB Advanced Nonstatistical Tools
Chapter 7 Black Belt Nonstatistical Tools (A through M)
Introduction5SJust the FactsExampleAdditional ReadingBenchmarking of ProcessesJust the FactsWhat Will Benchmarking Do for You?History of BenchmarkingTypes of BenchmarkingInternal BenchmarkingExternal BenchmarkingGuidelines and TipsWhat Are the Primary Reasons for Using Process Benchmarking?The WhatThe HowThe Five Phases of Internal and External Combined Benchmarking ProcessExamplesAdditional ReadingBureaucracy Elimination MethodsJust the FactsProcess-Focused ApproachIncident-Focused ApproachExamplesExample 1Example 2Example 3Additional ReadingConflict ResolutionJust the FactsExampleAdditional ReadingCritical to QualityJust the FactsCritical to Quality (CTQ) CharacteristicsExampleAdditional ReadingCycle Time Analysis and ReductionJust the FactsApplications of Cycle Time Analysis and ReductionCycle Time Analysis and Reduction ProcessExamplesAdditional ReadingFast-Action Solution Technique (FAST)Just the FactsExamplesAdditional ReadingFoundation of Six Sigma (Minimizing Variation)Just the FactsWhat Does “Good Enough” Mean?ExampleAdditional ReadingJust-in-Time (JIT)Just the FactsExampleAdditional ReadingMatrix Diagram/Decision MatrixJust the FactsL-Shaped MatrixT-Shaped MatrixGuidelines and TipsExamplesAdditional ReadingMeasurementsJust the FactsPrinciples of Good MeasureExamplesQuality MeasurementAdditional Reading
Chapter 8 Black Belt nonstatistical Tools (O Through Q)
Organizational Change Management (OCM)Just the FactsSeven Phases of OCMPhase I: Defining Current State PainPhase II: Establishing a Clear Vision of the Future State SolutionPhase III: Defining Change RolesPhase IV: Mapping Change RolesPhase V: Defining the Degree of Change RequiredPhase VI: Developing the Organizational Change Management PlanPhase VII: Implementing the Change Management PlanExamplesAdditional ReadingPareto DiagramsJust the FactsThe Pareto Principle (80/20 Rule)Uses of Pareto DiagramsClassifications of DataConstructing a Pareto DiagramExamplePrioritization MatrixJust the FactsExampleAdditional ReadingProject Management (PM)Just the FactsProject Management Knowledge AreasProject Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human Resource ManagementProject Communications ManagementProject Risk ManagementProject Procurement ManagementHow OCM Can HelpEstimate Task Effort and DurationDevelop the ScheduleProject Management SoftwareProject Management Software SelectionPMBOK Tools and TechniquesExamplesAdditional ReadingQuality Function Deployment (QFD) Prepared by Dave FarrellJust the FactsUsing QFDVoice of the CustomerPart Deployment PhaseThe Process Plan and Quality Plan MatricesThe Roof of the House of QualityOperating InstructionsSummaryExamplesAdditional Reading
Chapter 9 Black Belt Nonstatistical Tools (R through Z)
IntroductionReliability Management SystemJust the FactsPhase I: Defining Reliability RequirementsPhase II: Designing Reliability into the ItemPhase III: Defining Component ReliabilityPhase IV: Calculating the Item’s ReliabilityPhase V: Minimizing Manufacturing DegradationPhase VI: Qualifying the ItemPhase VII: Measuring Customer/Consumer ReliabilityPhase VIII: Corrective Action and Database UpdatingExamplesAdditional ReadingRoot Cause AnalysisJust the FactsHow to Do a Root Cause Analysis in Six StepsExamplesScatter DiagramsJust the FactsSteps to Prepare a Scatter DiagramGuidelines and TipsExampleAdditional ReadingSelection Matrix (Decision Matrix)Just the FactsExampleAdditional ReadingSIPOC DiagramJust the FactsThe SIPOC Approach ExpandedBuilding a SIPOC DiagramExample: Mama Mia Case StudyMama Mia’s SIPOC—Food Storage ProcessMama Mia’s SIPOC—Food Preparation and Order DeliverySWOT—Strengths, Weaknesses, Opportunities, and ThreatsJust the FactsThe SWOT MatrixExampleAdditional ReadingTakt TimeJust the FactsExampleAdditional ReadingTheory of Constraints (TOC)Just the FactsTypes of (Internal) ConstraintsExampleAdditional ReadingTree DiagramsJust the FactsExamplesAdditional ReadingValue Stream MappingJust the FactsExampleAdditional Reading
SECTION 5 LSSBB Advanced Statistical Tools
Chapter 10 Advanced Statistical Tools
Analysis of Variance (ANOVA)—One-WayJust the FactsExampleAnalysis of Variance (ANOVA)—Two-WayJust the FactsMajor ConsiderationsExampleBox PlotsJust the FactsExampleConfidence IntervalsJust the FactsExampleConfidence Interval for the MeanConfidence Interval for the Standard DeviationConfidence Interval for the Proportion DefectiveData TransformationsJust the FactsData Transformation TypesStandard Transformation FunctionsExampleApplication CookbookDesign of ExperimentsJust the FactsSteps in Designing an ExperimentPrinciples of an Experimental DesignSetting Up the Appropriate ExperimentAnalysis (of Means and Variance) MethodologiesAnalysis of MeansPaired ComparisonAnalysis of Variance MethodologyOne-Way and Two-Way ANOVAOne-Way ANOVAExample Experiment 1Example Experiment 2Two-Way ANOVATypes of Experimental DesignsApplications of DoEDoE StepsExperimental ObjectivesSelect and Scale the Process VariablesDesign GuidelinesA Typical DoE ChecklistThe Iterative Approach to DoEExperimental AssumptionsIs the Measurement System Capable?Is the Process Stable?Are the Residuals Well Behaved?InteractionsCategories of Experimental DesignsThree-Factor, Three-Level ExperimentRandomized Block PlansLatin Square DesignsGraeco-Latin DesignsPlackett-Burman DesignsTaguchi DesignsMixture DesignsSimplex-Lattice DesignsSteepest Ascent/DescentResponse SurfacesEvolutionary Operations (EVOP)When to Use Which DesignProject StrategiesData AnalysisExperimental DesignsResponse Surface DesignsProject Strategy Decision TableBibliographyBackground ReferencesMeasurement Systems Analysis (MSA)Just the FactsExampleApproaches to Attribute MSAMethod of Least SquaresJust the FactsExampleMultivari ChartsJust the FactsExampleNonparametric Statistical TestsJust the FactsExampleSign Test for the MedianOne-Sided Wilcoxon TestTwo-Sample Mann-WhitneyKruskal-WallisMood’s Median TestFriedman Test for a Randomized Block DesignPopulations and SamplesJust the FactsUncertainty in the Mean—ConclusionsData DefinedSummary of Data TypesProcess Measurements SummaryExampleRegression AnalysisJust the FactsSimple Linear RegressionMultiple Linear RegressionCurvilinear RegressionOther Linear Regression ModelsCautionExampleRolled-Throughput YieldJust the FactsExampleCalculating Process SigmaTaguchi MethodJust the FactsTaguchi Quality DefinitionsIdeal QualityRobust DesignQuality Loss Function Fundamental ConceptsExampleTraditional View of the Loss FunctionTaguchi ApproachSpecify a TargetThe Quadratic Loss Function (QFL)Understanding the Quality CharacteristicObserving the SlopeDetermining Customer ImpactThe Cost of Not Being on TargetValidationJust the FactsThe Failure ModalitiesSome Risk Assessment ToolsGuidelines and TipsExample
Appendix A: Glossary
Appendix B: The Six Sigma Body of Knowledge
Appendix C: Six Sigma Green Belt Tools

Content preview from The Lean Six Sigma Black Belt Handbook

Section 3 SSBB Overview

So far in this book we have concentrated on the Lean side of the LSSBB methodology. This section provides a short overview of the SSBB side of the LSSBB methodology. The term Six Sigma was originated by Bill Smith of Motorola when he convinced William J. Weisz, then COO of Motorola, that the standard of performance for all business activities should be 3.4 defects per million opportunities. This was statistically equivalent to plus-or-minus six sigma when long-term drift was considered. Previously, most process control standards were set at plus or minus three sigma, which is equivalent to 66.8 defects per million opportunities. To meet this new, more rigid requirement, Motorola implemented an extensive program, training ...

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The Lean Six Sigma Black Belt Handbook

by Frank Voehl, H. James Harrington, Chuck Mignosa, Rich Charron

Section 3

SSBB Overview

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