Practitioner's Guide to Statistics and Lean Six SIGMA for Process Improvements - Harry, Mikel J

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Résumé :
Preface.

1 Principles of Six Sigma.

1.1 Overview.

1.2 Six Sigma Essentials.

1.2.1 Driving Need.

1.2.2 Customer Focus.

1.2.3 Core Beliefs.

1.2.4 Deterministic Reasoning.

1.2.5 Leverage Principle.

1.3 Quality Definition.

1.4 Value Creation.

1.4.1 Value.

1.5 Business, Operations, Process and Individual (BOPI) Goals.

1.5.1 Differences between Product and Process Capability from a Six Sigma Perspective.

1.6 Underpinning Economics.

1.6.1 Sigma Benchmarking.

1.6.2 Breakthrough Goals.

1.6.3 Performance Benchmark.

1.7 Performance Metrics.

1.8 Process.

1.8.1 Process Models.

1.9 Design Complexity.

1.10 Nature and Purpose of Six Sigma.

1.10.1 Not Just Defect Reduction.

1.11 Needs That Underlie Six Sigma.

1.11.1 Looking Across the Organization.

1.11.2 Processing for Six Sigma.

1.11.3 Designing for Six Sigma.

1.11.4 Managing for Six Sigma.

1.11.5 Risk Orientation.

1.12 Why Focusing on The Customer is Essential to Six Sigma.

1.13 Success Factors.

1.14 Software Applications.

Explore Excel.

Explore MINITAB.

Explore JMP.

Glossary.

References.

2 Six Sigma Installation.

2.1 Overview.

2.2 Six Sigma Leadership-The Fuel of Six Sigma.

2.3 Deployment Planning.

2.3.1 Executive Management.

2.3.2 Six Sigma Champion.

2.3.3 Line Management.

2.3.4 Master Black Belts.

2.3.5 Black Belts.

2.3.6 Green Belts.

2.3.7 White Belts.

2.3.8 Six Sigma Roadmap.

2.3.9 Characteristics of Effective Metrics.

2.3.10 The Role of Metrics.

2.3.11 Six Sigma Performance Metrics.

2.3.12 Profit and Measurement

2.3.13 Twelve Criteria for Performance Metrics.

2.4 Application Projects.

2.5 Deployment Timeline.

2.6 Design for Six Sigma [DFSS] Principles.

2.7 Processing for Six Sigma [PFSS] Principles.

2.8 Managing for Six Sigma [MPSS] Principles.

2.9 Project Review.

2.9.1 Tollgate Criteria.

2.9.2 Project Closure.

2.9.3 Project Documentation.

2.9.4 Personal Recognition.

2.9.5 Authenticating Agent.

2.10 Summary.

Glossary.

References and Notes.

3 Lean Sigma Projects.

3.1 Overview.

3.2 Introduction.

3.3 Project Description.

3.4 Project Guidelines.

3.5 Project Selection.

3.5.1 Project Selection Guidelines.

3.6 Project Scope.

3.7 Project Leadership.

3.8 Project Teams.

3.9 Project Financials.

3.10 Project Management.

3.11 Project Payback.

3.12 Project Milestones.

3.13 Project Roadmap.

3.14 Project Charters (General).

3.15 Six Sigma Projects.

3.16 Project Summary.

Glossary.

References.

4 Lean Practices.

4.1 Overview.

4.2 Introduction.

4.3 The Idea of Lean Thinking.

4.4 Theory of Constraints [TOC].

4.5 Lean Concept.

4.6 Value-Added Versus Non-Value-Added Activities.

4.7 Why Companies Think Lean.

4.8 Visual Controls-Visual Factory.

4.9 The Idea of Pull (Kanban).

4.10 5S-6S Approach.

4.11 The Idea of Perfection (Kaizen).

4.12 Replication-Translate.

4.13 Poka-Yoke System-Mistakeproofing.

4.14 SMED System.

4.15 7W + 1 Approach-Seven Plus One Deadly Waste(s).

4.16 6M Approach.

4.17 Summary.

Glossary.

References.

5 Value Stream Mapping.

5.1 Overview.

5.2 Introduction.

5.3 Value Stream Mapping.

5.3.1...

Biographie:
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Sommaire:
Mikel J. Harry, PhD, is President and Chairman of the Board of the Six Sigma Management Institute. He is considered the principal architect of Six Sigma and one of the world's leading authorities in the field. Dr. Harry also focuses his research on applications of experimental design, inferential statistics, and statistical process control.

Prem S. Mann, PhD, is Professor and Chair of the Department of Economics at Eastern Connecticut State University. Dr. Mann has published numerous articles in the areas of labor economics, microeconomics, and statistics. He is the author of Introductory Statistics, Seventh Edition (Wiley).

Ofelia C. De Hodgins, MS, is a Six Sigma Global Master Black Belt. She has over twenty-five years of consulting experience in manufacturing and finance and has published more than thirty journal articles in the areas of physics, industrial engineering, statistics, and Statistical Process Control (SPC).

Richard L. Hulbert, MBA, is Vice President of Systems and Technology for the Bank of New York Mellon. He has more than thirty-five years of industry experience in the areas of network engineering, installation, implementation, network operations of technology infrastructure, distributed systems, market data, and government telecommunications.

Christopher J. Lacke, PhD, is Associate Professor of Mathematics at Rowan University. He has published numerous journal articles in his areas of research interest, which include decision analysis, Bayesian analysis, and operations research.