Lean six sigma for dummies
- 3rd
- New Delhi Wiley India Pvt. Ltd. 2021
- xi, 350 p.
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
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.
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Six sigma (Quality control standard) Industrial efficiency Industrial management Organizational effectiveness Project management