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The Complete Idiot's Guide to Lean Six Sigma
Get the tools you need to build a lean, mean business machine
Publisher: Alpha, 2007 , 378 pages
ISBN: 978-1-59257-594-7
Synopsis:
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You're no idiot, of course. You know your business processes could use some fine-tuning. But when you try to improve efficiency and quality, you wonder if you'll ever win the workflow race...
Don't succumb! The Complete Idiot's Guide® to Lean Six Sigma gives you the best of two proven process-improvement methods. In this Complete Idiot's Guide®, you'll get:
- The basics of Lean Six Sigma — explained in an idiot-friendly style.
- Simple ways to analyze, improve, and control performance.
- Problem-solving strategies any business can use to boost results and returns.
- Expert advice on generating and evaluating solutions to your company's challenges.
Table of Contents:
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- Part 1: Understanding Lean Six Sigma
- What Is Lean?
- It's All About Value
- Lean Is One Big Waste-Removal Machine
- Where Did Lean Come From?
- Henry Ford's Big Problem
- Taiichi Ohno's Revelations
- The Machine That Changed the World
- What Is a Kaizen Event?
- The Basics of Lean
- Muda, Muda, Muda (The Eight Types of Waste)
- The Waste of Waiting
- The Waste of Overproduction
- The Waste of Rework
- The Waste of Motion
- The Waste of Transportation
- The Waste of Processing
- The Waste of Inventory
- The Waste of Intellect
- You Know More About Lean Than You Think
- Practice Rapid Changeover
- Keep the Flow
- Pull What You Need
- Balance the Workload
- Develop Cellular Layouts
- Embody the Five Ss
- Make Mistakes Impossible
- Standardize Work and Process
- Muda, Muda, Muda (The Eight Types of Waste)
- What Is Six Sigma?
- Many Things to Many People
- Can You See Your Hidden Process?
- Where Did Six Sigma Come From?
- Quality Beginning
- Quality Crazy
- Quality Business
- You Know More About Six Sigma Than You Think
- Y = f(x)
- Measure, Measure, Measure
- Claim Your Entitlement
- The Six Sigma DMAIC Methdology
- The Basics of Six Sigma
- It's All Greek to Me
- Basic Statistical Terms
- What Is a CT?
- What Are Specifications?
- What Is a Statistical Population?
- What Is a Standard Deviation?
- What Does Six Sigma Look Like?
- It's All About Variation
- How Capable Is Your Process?
- Mind Your CTs
- Multiply Your Yields
- Beware of Shift and Drift
- It's All Greek to Me
- What Is Lean Six Sigma?
- Lean Six Sigma Is Faster, Better, and Cheaper
- The Business Focus
- The Statistical Focus
- Better Isn't Always Better
- The Job of Business Is Value Creation
- The Lineage of Lean Six Sigma
- Evolution Cannot Be Stopped
- Ode to the Pioneers
- AlliedSignal
- Maytag
- DMAIC, or Kaizen Event?
- Lean Six Sigma Is Faster, Better, and Cheaper
- What Is Lean?
- Part 2: Defining and Measuring Performance
- Develop Project Opportunities
- Figure Out What's Critical
- The Customer View
- The Business Owner's View
- Brainstorming Project Possibilities
- More Idea Sources
- The Balanced Scorecard
- Voice of the Customer
- Value Stream Mapping
- The Bigger Picture
- Separate Wheat from Chaff
- What's Most Important?
- The Prioritization Matrix
- Figure Out What's Critical
- Clarify the Problem
- Introducing Define
- Write Problem Statement
- Define the High-Level Process
- It All Comes Down to Processes
- The SIPOC Map
- Document the Process
- Value-Added, Non-Value-Added
- Spaghetti You Don't Eat
- Collect the Voice of the Customer
- The Kano Model
- Focus on What Must Be
- Set the Goal
- A Note About Scope
- Define Project Metrics
- One Project, One Y
- Primary, Secondary, Consequential
- Verify Alignment to Business Metrics
- Establish Baseline and Entitlement
- Calculate Your Standard Deviation
- Don't Forget to Benchmark
- Develop an Objective Statement
- Estimate Financial Benefits
- Savings, Cost Avoidance, and Revenue
- Finalize the Plan
- Identify Project Team
- Identify Stakeholders
- Stakeholder Analysis
- Power Influence Map
- Stakeholder Action Plan
- Identify Project Risks
- Establish Project Timeline
- Create Project Charter
- Choosing Your Methodology
- Communicate, Communicate, Communicate
- Conduct Toolgate Review
- Measure the Process
- Introducing Measure
- Knowing What to Improve
- Not as Easy as You Think
- Four Things to Do
- Primary Metric Defects or Time?
- Flow the Process Flow
- Swimming in Lanes
- The 8.5-by-11 Syndrome
- Significant Other Test
- Value Stream Maps
- Expose Simplification Opportunities
- Executing Quick-Hit Opportunities
- Where Do I Go From Here?
- Validate Measurement Systems
- Identify Existing Measurement System
- Analyze the Measurement System
- Attribute MSA
- Variable MSA
- Improve the Measurement System
- Validate Customer Requirements
- Defect-Based Requirements
- Time-Based Requirements
- Characterize the Process
- Collect Data
- Make a Plan
- Sampling
- Examine Process Stability
- Run, Run Chart, Run
- Control Chart
- Histograms
- Perform Capability Analysis
- Why Sigma Score?
- Process Capability and Time
- Conduct Tollgate Review
- Collect Data
- Develop Project Opportunities
- Part 3: Analyzing, Improving, and Controlling Processes
- Identify Potential Causes
- Introducing Analyze
- Focus on the xs
- Wayne and Fred
- Extracting Causes from Process Mapping
- Brainstorming Techniques
- Affinity Diagrams
- Fishbone Diagrams
- Ask Why Five Times
- Failure Mode and Effects Analysis
- Narrow the Potential Causes
- Multivoting
- Cause-and-Effect Matrix
- Pick Your Analyze Tool Set
- Conduct Efficiency Analysis
- Name That Waste
- Value Analusis
- Examining Imventory Levels
- Queueing Theory
- Little's Law
- Takt Time Analysis
- Do You Kanban?
- Analysis of Resource Usage
- Ideal Manning
- Workload Balance
- Analyzing Standard Work Combinations
- Spaghetti Diagrams
- Overall Equipment Effectiveness
- Quick Changeover Opportunities
- Total Productive Maintenance (TPM)
- Identifying Bottlenecks in the Process
- Find Significant xs
- Collect Data on the xs
- Computer Databases
- Logs (Logbooks and Log Sheets)
- Data Collection Forms
- Check Sheets
- Control Charts
- Observation of Processes
- Special Studies
- Sample Size Calculations
- Comparing Avergaes
- Comparing Percentages (Proportions)
- Graphical Analysis
- Conduct Statistical Analysis
- p-Values and Hypothesis Testing
- Statistical Analysis Methods
- Test for Averages
- Test for Proportions
- Collect Data on the xs
- Solve the Problem
- Prioritize the xs
- Focus on the Primary Metric
- Revisit the Cause-and-Effect Matrix
- Evaluate the Impact on Y
- Design of Experiments
- Analysis of Variance
- Simulation
- State the Y = f(x) Equation
- Conduct Tollgate Review
- Prioritize the xs
- Create the Future State
- Introducing Improve
- Your Future State
- What Needs to Change?
- Which Path to Take?
- The Five Ss
- Sort (Seiri)
- Store (Seiton)
- Shine (Seiso)
- Standardize (Seiketzu)
- Sustain (Shitsuke)
- Standard Work
- Managing Standard Work
- Multiple Skills Matrix
- Cellular Layout
- Rebalance Equipment
- Quick Changeover
- Implementing TPM
- Kaizen Events
- Generate and Evaluate Solutions
- Generate Solutions
- Still Need Solutions?
- Brainstorming
- Structured Innovation
- Applying Lean Concepts
- Process Thinking
- Evaluate Potential Solutions
- Find Affinities and Consolidate
- Potential Solutions Matrix
- Conduct Experimental Trials
- Simulations
- Mathematical Models
- State the Y = f(x)
- Contour Plots
- Optimaization
- Monte Carlo Simulation
- DOE Methods for Multiple Solutions
- Generate Solutions
- Implement the Solution
- Select the Solution
- Ease, Permamence, Impact, and Cost
- Selecting Competing Solutions
- Pilot the Solution
- Evaluate Pilot Performance
- Identify Risks and Countermeasures
- Develop Implementation Plan
- Update Stakeholdr Analysis
- The Training Plan
- Systems and Supports
- Communicate
- Conduct Tollgate Review
- Select the Solution
- Develop the Control Plan
- Introducing Control
- Control x, Monitor Y
- An Ounce of Prevention
- Update Your Process Flow
- Update Your FMEA
- Be Consistent and Standardize
- Plan for Control
- Use Control Charts
- What Are Control Charts?
- Constructing Control Charts
- Individuals Control Chart
- Other Control Charts
- Interpreting a Control Chart
- Special Causes
- Common Causes
- Acting on the Interpretation
- Lock In the Gains
- Show Me the Money
- Make It Known
- Project Storyboard
- The Final Report
- Herding Cats
- Opportunities and Obstacles
- Opportunies
- Obstacles
- Pass the Baton
- Conduct Tollgate Review
- Let's Celebrate
- Identify Potential Causes
- Part 4: Leading Lean Six Sigma Initiatives
- Lean Six Sigma Deployment
- How Does a Business Excel?
- Product/Service Life Cycle
- Innovation and Growth
- Design and Development
- Operations and Support
- Total Performance Excellence
- Deployment Phases
- Assess Performance
- Plan Improvements
- Enable Execution
- Execute Projects and Events
- Sustain Improvements
- Critical Success Factors
- Prepare the Path
- Assess Road map
- Assess Organizational Readiness
- Conduct Needs Assessment
- Establish Cultural Readiness
- Conduct Stakeholder Assessment
- Evaluate the Organizational Situation
- Review Organizational Strategy
- Review Competitive Position
- Customer Value Proposition
- People Matter
- Conduct Opportunity Assessment
- Establish Approach
- Educate and Engage Personnel
- Project Identification
- Prioritize Projects
- Assign Methodology
- Complete Project Charters
- Project Tracking Software
- Design Your Destiny
- Design Road Map
- Establish Deployment Objectives
- Design Overall Objectives
- Current-Year Priorities
- Design the Organization
- Engage Leadership Support
- Secure Executive Sponsorship
- Demystify the Approach
- Engage Deployment Champions
- Champions and Process Owners
- Install Deployment Infrastructure
- Human Resources
- Finance
- Information Technology
- Project Management
- Training
- Communication
- Design Governance Model
- Design Governance Metrics
- Long-Term Practitioner Strategies
- Establish Practitioner Selection Process
- Identify Practitioners
- Align Projects and People
- Set Performance Objectives
- Enable Everyone Involved
- Enable Road Map
- Adapt Approaches and Intellectual Property
- Evaluate and Adapt Methodology
- Adapt Curiculum
- Integrate with Other Initiatives
- Management Awareness and Education
- Deployment Champion Education
- Project Champion Training
- Process Owner Training
- Functional Champion Training
- Black Belts, Green Belts, and Facilitators
- Welcome to Your New Career
- Training and Project Work
- Coaching and Mentoring
- Make It Happen
- Execute and Sustain Road Map
- Execute and Review Progress
- The Implementation Plan
- Execute and Review Projects
- Champion Review
- Steering Committee Review
- Executive Team Review
- Sustain the Initiative
- Master Development
- Role Definition and Selection
- Train and Certify Masters
- Adapt and Customize Deployment
- Mine for Gold in Your Own Backyard
- Manage and Disseminate Knowledge
- Health Check and Dashboard Review
- Deployment Health Check
- Doctor, Doctor, Give Me the News
- Re-energize the Program
- Deployment Objective Review
- Evaluate Performance and Resources
- Establish Focus for Next Year
- Lean Six Sigma Deployment
- Appendixes
- Glossary
- Road Maps and Blueprint
- Sigma Conversion Chart
- Resources
- Part 1: Understanding Lean Six Sigma
Reviews:
The Complete Idiot's Guide to Lean Six Sigma
Rating: **** (Mediocre)
If you are a bit confused about what is Six Sigma and what is Lean, this book won't help you. It is a confusing read, but maybe a consultants wet dream come true: as you need one to understand anything after this.
If you want to understand what Six Sigma is about and get a bit of sprinkling from Lean, this may be for you. Otherwise, it is a pretty meaningless book, albeit written in an easy-to-read prose and not containing too many errors.