Lean six sigma for dummies

Table of content

Introduction

About This Book

Foolish Assumptions

Icons Used In This Book

Beyond This Book

Where to Go From Here



Part I: Getting Started with Lean Six Sigma

Chapter 1: Defining Lean Six Sigma

Introducing Lean Thinking
Bringing on the basics of Lean
Perusing the principles of Lean thinking
Sussing Six Sigma
Considering the core of Six Sigma
Calculating process sigma values
Clarifying the major points of Six Sigma


Chapter 2: Understanding the Principles of Lean Six Sigma

Considering the Key Principles of Lean Six Sigma
Improving Existing Processes: Introducing DMAIC
Defining your project
Measuring how the work is done
Analysing your process
Improving your process
Coming up with a control plan
Reviewing Your DMAIC Phases
Taking a Pragmatic Approach


Part II: Working with Lean Six Sigma

Chapter 3: Identifying Your Customers

Understanding the Process Basics
Pinpointing the elements of a process
Identifying internal and external customers
Getting a High-Level Picture
Drawing a high-level process map
Segmenting customers


Chapter 4: Understanding Your Customers’ Needs

Considering If You Can Kano
Obtaining the Voice of the Customer
Taking an outside-in view
Segmenting your customers
Prioritising your customers
Researching the Requirements
Interviewing your customers
Focusing on focus groups
Considering customer surveys
Using observations
Avoiding Bias
Considering Critical To Quality Customer Requirements
Establishing the Real CTQs
Prioritising the requirements
Measuring performance using customer-focused measures


Chapter 5: Determining the Chain of Events

Finding Out How the Work Gets Done
Practising process stapling
Drawing spaghetti diagrams
Painting a Picture of the Process
Keeping things simple
Developing a deployment flowchart
Constructing a value stream map
Identifying moments of truth


Part III: Assessing Performance

Chapter 6: Gathering Information

Managing by Fact
Realising the importance of good data
Reviewing what you currently measure
Deciding what to measure
Developing a Data Collection Plan
Beginning with output measures
Creating clear definitions
Agreeing rules to ensure valid and consistent data
Collecting the data
Identifying ways to improve your approach
Introducing Sampling
Process sampling
Population sampling

Chapter 7: Presenting Your Data

Delving into Different Types of Variation
Understanding natural variation
Spotlighting special cause variation
Distinguishing between variation types
Avoiding tampering
Displaying data differently
Recognising the Importance of Control Charts
Creating a control chart
Unearthing unusual features
Choosing the right control chart
Examining the state of your processes
Considering the capability of your processes
Additional ways to present and analyse your data
Testing Your Theories


Chapter 8: Analysing What’s Affecting Performance

Unearthing the Usual Suspects
Generating your list of suspects
Investigating the suspects and getting the facts
Getting a Balance of Measures
Connecting things up
Proving your point
Seeing the point
Assessing your effectiveness


Part IV: Improving the Processes

Chapter 9: Identifying Value-Adding Steps and Waste

Interpreting Value-Added
Providing a common definition
Carrying out a value-added analysis
Assessing opportunity
Looking at the Seven Wastes
Owning up to overproduction
Playing the waiting game
Troubling over transportation
Picking on processing
Investigating inventory
Moving on motion
Coping with correction
Looking Beyond the Seven Wastes
Wasting people’s potential
Going green
Considering customer perspectives
Focusing on the Vital Few


Chapter 10: Discovering the Opportunity for Prevention

Keeping Things Neat and Tidy
Introducing the Five Ss
Carrying out a red-tag exercise
Using visual management
Looking at Prevention Tools and Techniques
Introducing Jidoka
Reducing risk with Failure Mode Effects Analysis
Error proofing your processes
Profiting from Preventive Maintenance
Avoiding Peaks and Troughs
Introducing Heijunka
Spreading the load
Carrying out work in a standard way


Chapter 11: Detecting and Tackling Bottlenecks

Applying the Theory of Constraints
Identifying the weakest link
Improving the process flow
Building a buffer
Managing the Production Cycle
Using pull rather than push production
Moving to single piece flow
Recognising the problem with batches
Looking at Your Layout
Identifying wasted movement
Using cell manufacturing techniques
Identifying product families


Chapter 12: Introducing Design for Six Sigma

Introducing DfSS
Introducing DMADV
Defining What Needs Designing
Getting the measure of the design
Analysing the design
Developing the design
Verifying that the design works
Choosing between DMAIC and DMADV
Considering Quality Function Deployment
Clarifying what these houses and rooms are all about
Undertaking a QFD drill-down
Making Decisions


Part V: Deploying Lean Six Sigma

Chapter 13: Leading the Deployment

Looking at the Key Factors for Successful Deployment
Understanding Executive Sponsorship
Considering Size
Introducing the Deployment Programme Manager
Starting Your Lean Six Sigma Programme
Understanding What Project Champions Do


Chapter 14: Selecting the Right Projects

Driving Strategy Deployment with Lean Six Sigma
Generating a List of Candidate Improvement Projects
Working Out Whether Lean Six Sigma Is the Right Approach
Prioritising projects
Using a criteria selection matrix
Deciding on which approach fits which project: Doing the work right
Setting Up a DMAIC Project


Chapter 15: Running Rapid Improvement Events

Seeing Rapid Improvement with Kaizen or Kai Sigma Events
Understanding the Facilitator’s Role
Planning and preparation
Running the event
Following up and action planning
Creating a Checklist for Running Successful Events


Chapter 16: Putting It All Together

Working Your Way through DMAIC
Defining Where You’re Going
Looking at the outputs from the Define phase
Being prepared: Typical questions the team needs to address in Define
Considering typical questions the champion needs to ask in Define
Getting the Measure of Things
Checking the outputs from the Measure phase
Noting some typical questions the team needs to address in Measure
Recognising typical questions the champion needs to ask in Measure
Analysing the Data to Find the Root Cause
Checking the outputs from the Analyse phase
Examining typical questions the team needs to address in Analyse
Examining typical questions the champion needs to ask in Analyse
Quantifying the Opportunity
Applying Solutions in the Improve Phase
Checking the outputs from the Improve phase
Eyeing typical questions the team needs to address in Improve
Noting typical questions the champion needs to ask in Improve
Confirming the Customer and Business Benefits
Implementing Standardising and Controlling the Solution
Checking the outputs from the Control phase
Listing typical questions the team needs to address in Control
Noting typical questions the champion needs to ask in Control
Conducting the Final Benefit Review


Chapter 17: Ensuring Everyday Operational Excellence

Making Everyday Operational Excellence a Reality
Clarifying the Role of the Manager
Working on the process
Engaging the team
Getting Better Every Day in Every Way
Using the right methodology
Creating a culture of continuous improvement


Chapter 18: Comprehending the People Issues

Working Right Right from the Start
Gaining acceptance
Managing change
Overcoming resistance
Creating a Vision
Understanding Organisational Culture
Busting Assumptions
Seeing How People Cope with Change
Comparing energy and attitude
Using a forcefield diagram
Analysing your stakeholders
Focusing on key elements of change


Part VI: The Part of Tens

Chapter 19: Ten Best Practices

Lead and Manage the Programme
Appreciate that Less is More
Build in Prevention
Challenge Your Processes
Go to the Gemba
Manage Your Processes with Lean Six Sigma
Pick the Right Tools for the Job
Tell the Whole Story
Understand the Role of the Champion
Looking at the Lean Six Sigma programme executive sponsor
Perusing the role of the project champion
Use Strategy to Drive Lean Six Sigma


Chapter 20: Ten Pitfalls to Avoid

Jumping to Solutions
Coming Down with Analysis Paralysis
Falling into Common Project Traps
Stifling the Programme before You’ve Started
Ignoring the Soft Stuff
Getting Complacent
Thinking that You’re Already Doing It
Believing the Myths
Doing the Wrong Things Right
Overtraining


Chapter 21: Ten (Plus One) Places to Go for Help

Your Colleagues
Your Champion
Other Organisations
The Internet
Social Media
Networks and Associations
Conferences
Books
Periodicals
Software
Statistical analysis
Simulation
Deployment management
Mobile apps
Training and Consultancy Companies


Index

Description
Are you looking to make your organisation more effective and productive? If you answered "yes," you need to change the way it thinks. Combining the leading improvement methods of Six Sigma and Lean, this winning technique drives performance to the next level—and this friendly and accessible guide shows you how. The third edition of Lean Six Sigma For Dummies outlines the key concepts of this strategy and explains how you can use it to get the very best out of your team and your business.