index [pbookshop.com]pbookshop.com/media/filetype/2/22/22f/20120417114746.pdf · isixsigma...

Index• Numerics •1-10-100 rule, 17980:20 rule, 57

• A •AARs (After Action Reviews), 173Ackoff, Russ, 273affi nity diagrams, 28–30alternate hypothesis, 136Altshuller, Genrich, 195amber light state, 128–129Analyse phase of DfSS, 198–200analysing performance

cause and effect diagrams, 140–141common problems, identifying, 139–143comparing processes. See process

sigma valuescorrelation coeffi cients, 146–148CTQs, 71–72design of experiments, 147–148fi shbone diagrams, 140–141interrelationship diagrams, 141–142multiple regression, 147–148OEE (overall equipment effectiveness),

152OPE (overall process effectiveness),

152overall effectiveness, 148–152r values, 146–148root causes, identifying, 146–148simple linear regression, 147–148SIPOC diagrams, 142Takt time, 149–151

analysing performance, balance of measures

developing measures, 143–145logical cause testing, 145–146

relationships between variables, 143reviewing measures, 143–145

analysis paralysis, 268–269andon (fl ashing light), 190ANOVA, 136–137anti-solution brainstorming, 178associations, sources of help, 278assumption busting, 248attitude and energy scale, 250Attribute Agreement Analysis, 102–104attribute charts, 126attribute data, 104autonomation, 12, 176averages, limitations of, 221

• B •backwards visioning, 246balance of measures

developing measures, 143–145logical cause testing, 145–146relationships between variables, 143reviewing measures, 143–145

batch processing, bottlenecks, 191benchmarking, 195, 208–210best practices

building in prevention, 259–260challenging processes, 260champions, 264going to the Gemba, 261keeping things simple, 258–259picking the right tools, 262–263process management with Lean Six

Sigma, 261–262senior executive duties, 257–258storyboarding, 263strategic change, 264

bias, avoiding in research, 64Black Belt, 38–39

28_9781119953708-bindex.indd 28328_9781119953708-bindex.indd 283 3/1/12 7:16 PM3/1/12 7:16 PM

COPYRIG

HTED M

ATERIAL

http:/

/www.pb

ooks

hop.c

om

284 Lean Six Sigma For Dummies, 2nd Edition

books and periodicalsImplementing Six Sigma, 279Integrated Enterprises, 279International Journal of Six Sigma and

Competitive Advantage, 279iSixSigma Magazine, 279Lean For Dummies, 152The Lean Six Sigma Improvement

Journey Toolkit, 279The Machine That Changed The World, 279Making Six Sigma Last, 279Moments of Truth, 93Practitioner’s Guide to Statistics

and Lean Six Sigma for Process

Improvements, 278Quality World, 279Quantitative Approaches in Business

Studies, 279Six Sigma For Dummies, 125, 147Six Sigma Forum, 280The Six Sigma Revolution, 279The Six Sigma Way, 279Six Sigma Workbook For Dummies,

125, 147SPC in the Offi ce, 279The Toyota Way: 14 Management

Principles from the World’s Greatest

Manufacturer, 279UK Excellence, 280

bottlenecks. See also constraints; theory of constraints

batch processing, 191cell manufacturing techniques, 191–193defi nition, 185just in time production, 190overproduction, 189–190in process maps, 83product families, 193–194in the production cycle, 189–191pull versus push production, 189–190single piece fl ow, 190wasted movement, 191workplace layout, 191–193

brainstorming, 178Breyfogle, Forrest, III, 279buffers, theory of constraints, 188–189

• C •capability indices, 129–133cards. See kanban cardsCarlzon, Jan, 93cause and effect diagrams, 140–141Cavanagh, Roland, 279cell manufacturing techniques,

bottlenecks, 191–193champions, 226–227, 264, 276change

assessing team progress, 253–254assumption busting, 248change management, 242–244change reactions, 249cultural webs, 247–248deadbeats, 250energy and attitude scale, 250forcefi eld diagram, 251key elements of change, 253–254key stakeholders, 252lack of support, 270organisational culture, 247–248overcoming resistance, 244–245reactions to, 249spectators, 250stakeholder analysis, 251–253terrorists, 250winners, 250

chaos state, 128, 129charts, control. See also graphic

representation, processesanomalies, 123–126attribute charts, 126creating, 122–123examining processes, 127–129individuals charts, 126–127overview, 121–122process stability, 123


http:/

/www.pb

ooks

hop.c

om

285285 Index

selecting, 126–127special causes of variation, identifying,

123–126variable charts, 126variation in processes, 127–129X moving R charts, 126–127

check sheets, 105–107Clarke, Estelle, 244colleagues, sources of help, 275collecting data. See also sampling

Attribute Agreement Analysis, 102–104attribute data, 104check sheets, 105–107collection techniques, 105–107concentration diagrams, 106–107continuous data, 104cycle time, 101Gauge R and R, 102–104improving your approach, 107–108most important data, 101MSA (measurement System Analysis),

102–104operational defi nitions, 102output measures, 100–102repeatability, 103–104reproducibility, 103–104rules for validity and consistency,

102–104upstream variables, 107–108

common cause variation, 117–119common mistakes. See pitfallscompetitive analysis, 204–206complacency, 271–272concentration diagrams, 106–107conferences, sources of help, 278confi dence intervals, 111–115consistency of data, 102–104constraints, 185–186. See also

bottlenecks; theory of constraintsconsultancy companies, sources of

help, 281contact error proofi ng, 180continuous data, 104

continuous improvement, 37control charts. See also graphic

representation, processesanomalies, 123–126attribute charts, 126creating, 122–123examining processes, 127–129individuals charts, 126–127overview, 121–122process stability, 123selecting, 126–127special causes of variation, identifying,

123–126variable charts, 126variation in processes, 127–129X moving R charts, 126–127

control plans, 33–34controlled convergence, 213–216correlation, 210–212correlation coeffi cients, 146–148Criteria Selection Matrix, 234–236CTQs (Critical to Quality). See also

customer requirementsdefi nition, 18developing, 65–69examples, 67–69identifying root causes, 69–70outside-in thinking, 71–72performance measures, 71–72prioritising, 70–71

cultural webs, 247–248current state process maps, 78customer focus, 23–24customer needs, QFD, 204customer requirements. See also CTQs

(Critical to Quality)delighters, 54dissatisfi ers, 54Kano model, 53–55must-bes, 54one-dimensionals, 54prioritising, 57


http:/

/www.pb

ooks

hop.c

om


customer requirements (continued)

satisfi ers, 54segmenting, 56–57VOC (Voice of Customer), 55–57

customer requirements, researchingavoiding bias, 64focus groups, 61–62interviewing customers, 60–61observational research, 63overview, 57–59potential issues, 59qualitative research, 59quantitative research, 59surveys, 62–63

customersgraphic representation, 48–51internal versus external, 45–47perspectives on waste, 166–167

cycle timedata collection, 101defi nition, 18process maps, 82

• D •data collection. See also sampling

Attribute Agreement Analysis, 102–104attribute data, 104check sheets, 105–107collection techniques, 105–107concentration diagrams, 106–107continuous data, 104cycle time, 101Gauge R and R, 102–104improving your approach, 107–108most important data, 101MSA (measurement System Analysis),

102–104operational defi nitions, 102output measures, 100–102

repeatability, 103–104reproducibility, 103–104rules for validity and consistency,


data presentation. See also control charts; graphic representation, processes

histograms, 133–135run charts, 120–121tampering, 119–120

data presentation, variationcommon cause, 117–119natural, 117–119in processes, 127–129special cause, 117–119, 123–126

data quality, importance of, 98De Hodgins, Ofelia C., 278dead time, 83deadbeats, 250defect opportunity, defi nition, 21defect prevention

building in, 259–260Laozu’s comments on, 169

defect prevention, housekeepingAARs (After Action Reviews), 173red-tag exercises, 171–172scrubbing, 170sorting, 170standardising, 171straightening, 170systemising, 171unnecessary items, identifying, 171–172visual management, 172–175

defect prevention, spreading the loadavoiding peaks and troughs, 182–184Heijunka, 182–183levelling, 183Mura, 184Muri, 184process unevenness, 183–184


http:/

/www.pb

ooks

hop.c

om

287287 Index

sequencing, 183stability, 183standardisation, 183, 184

defect prevention, tools and techniques1-10-100 rule, 179autonomation, 176contact error proofi ng, 180error proofi ng processes,179–180failure modes, 176–178fi xed value error proofi ng, 180FMEA (failure mode effects analysis),

176–178Jidoka, 175–176motion step error proofi ng, 180negative brainstorming, 178Poka-yoke, 179preventive maintenance, 181RPN (risk priority number), 177–178

defective, defi nition, 21defects, defi nition, 21Defi ne, Measure, Analyse, Design, Verify

(DMADV)versus DMAIC, 201–202phases, 196–197

Defi ne, Measure, Analyse, Improve and Control (DMAIC). See DMAIC (Defi ne, Measure, Analyse, Improve and Control)

Defi ne phase of DfSS, 197–198delighters, 54deploying Six Sigma, 219–227deployment fl owcharts, 80–83deployment management, help, 281deployment programme manager,

223–225design of experiments, 147–148Design phase of DfSS, 200DfSS (Design for Six Sigma). See also QFD

(quality function deployment)Analyse phase, 198–200controlled convergence, 213–216decision making, 213–216

Defi ne phase, 197–198defi nition, 196Design phase, 200DMADV phases, 196–197DMAIC versus DMADV, 201–202Measure phase, 198Pugh Matrix, 213–216Verify phase, 200–201

diagrams. See graphic representation, performance analysis; specifi c

diagrams

dissatisfi ers, 54DMADV (Defi ne, Measure, Analyse,

Design, Verify)versus DMAIC, 201–202phases, 196–197

DMAIC (Defi ne, Measure, Analyse, Improve and Control)

adjusting to your needs, 37affi nity diagrams, 28–30analysing processes, 32–33control charts, 32control plans, 33–34defi ning your project, 26–31defi nition, 25versus DMADV, 201–202identifying key drivers, 31improvement charters, 26–28interrelationship diagrams, 28–31issue statements, 28–29Kai Sigma events, 238–240measuring the work, 32phases of, 25–26, 34–37projects, starting, 237quantifying opportunities, 35–36storyboarding, 31tollgate reviews, 34–37

doing wrong things right, 273–274drum concept, theory of constraints,

188–189Dyson, James, 199


http:/

/www.pb

ooks

hop.c

om


• E •Eckes, George, 243, 279effectiveness, 148–15280:20 rule, 57energy and attitude scale, 250environment, process element, 44environmental waste, 166equipment, process element, 43ergonomics, effects on waste, 164error proofi ng processes, 179essential NVAs, 157–159executive sponsorship, 220–221

• F •facilitators, 239failure factors, transformation to Six

Sigma, 242failure modes, 176–178fi shbone diagrams, 140–141fi xed value error proofi ng, 180fl ashing light (andon), 190fl ow, removing constraints, 14–15FMEA (failure mode effects analysis),

176–178focus groups, 61–62forcefi eld diagram, 251future state process maps, 78

• G •Galvin, Bob, 16Gauge R and R, 102–104Gemba

defi nition, 74going to, 24, 261workplace layout, bottlenecks, 191–193

General Electric, 15–16getting started with Six Sigma

assessing team progress, 253–254assumption busting, 248

candidate projects, 229–234change management, 242–244change reactions, 249common tools, 239Criteria Selection Matrix, 234–236cultural webs, 247–248deadbeats, 250DMAIC projects, 237energy and attitude scale, 250facilitators, 239fi tting approach to project, 236–237forcefi eld diagram, 251initial focus, 233–236Kai Sigma events, 238–240key elements of change, 253–254key stakeholders, 252lack of support, 270management and leadership, 225–226organisational culture, 247–248overcoming resistance, 244–245prioritisation techniques, 240prioritising projects, 233–234rapid improvement, 238–240reactions to, 249selection techniques, 240spectators, 250staffi ng, 229–236stakeholder analysis, 251–253stifl ing a new programme, 270–271terrorists, 250winners, 250

going to the Gemba, 24, 261Goldratt, Eliyahu, 14, 186graphic representation, data. See data

presentationgraphic representation, performance

analysiscause and effect diagrams, 140–141fi shbone diagrams, 140–141interrelationship diagrams, 141–142scatter diagrams, 145–146, 148SIPOC diagrams, 142


http:/

/www.pb

ooks

hop.c

om

289289 Index

graphic representation, processes. See

also charts; process maps; value stream maps

customers, 48–51high-level process, 48–51inputs, 48–51outputs, 48–51SIPOC (Suppliers, Inputs, Process,

Outputs, Customers) diagrams, 48–51

suppliers, 48–51Green Belt, 38–39green light state, 128Gustafson, Terry, 147Gygi, Craig, 147

• H •Harry, Mike J., 278Heijunka

defect prevention, spreading the load, 182–184

defi nition, 11–12help, sources of

associations, 278books, 278–279champions, 276colleagues, 275conferences, 278consultancy companies, 281deployment management, 281Implementing Six Sigma, 279Integrated Enterprises, 279International Journal of Six Sigma and

Competitive Advantage, 279the Internet, 276–277iSixSigma Magazine, 279Lean For Dummies, 152The Lean Six Sigma Improvement

Journey Toolkit, 279The Machine That Changed The World,

279Making Six Sigma Last, 279Moments of Truth, 93

networks, 278other organisations, 276periodicals, 279–280Practitioner’s Guide to Statistics

and Lean Six Sigma for Process

Improvements, 278Quality World, 279Quantitative Approaches in Business

Studies, 279search engines, 277Six Sigma For Dummies, 125, 147Six Sigma Forum, 280The Six Sigma Revolution, 279The Six Sigma Way, 279Six Sigma Workbook For Dummies,

125, 147software, 280–281SPC in the Offi ce, 279statistical analysis, 280–281The Toyota Way: 14 Management


Manufacturer, 279training companies, 281UK Excellence, 280

house diagram, TPS, 11House of Quality. See also DfSS (Design

for Six Sigma); QFD (quality function deployment)

benchmarking, 208–210characteristics, 206competitive analysis, 204–206correlation, 210–212customer needs, 204limits, 210measures, 206overview, 203prioritising needs, 204–206QFD drill-down, 212–213relationships, 206–208targets, 210

housekeepingAARs (After Action Reviews), 173red-tag exercises, 171–172scrubbing, 170


http:/

/www.pb

ooks

hop.c

om


housekeeping (continued)

sorting, 170standardising, 171straightening, 170systemising, 171unnecessary items, identifying, 171–172visual management, 172–175

Hulbert, Richard L., 278human potential, wasting, 165–166hypothesis testing, 136

• I •icons in this book, 5ideal state, 128ignoring the soft stuff, 271Implementing Six Sigma, 279improvement charters, 26–28individuals charts, 126–127inputs, graphic representation, 48–51Integrated Enterprises, 279International Journal of Six Sigma and

Competitive Advantage, 279the Internet, sources of help, 276–277interrelationship diagrams, 28–31,

141–142interviewing customers, 60–61inventory, waste, 163iSixSigma Magazine, 279issue statements, 28–29

• J •Jidoka

defect prevention, 175–176defi nition, 12–13

JIT (just in time)defi nition, 13production bottlenecks, 190pull production, 13single piece fl ow, 13Takt time, 14

Jobs, Steve, 196Johnson, Gerry, 247jumping to solutions, 221,

267–268

• K •Kai Sigma events, 238–240Kaizen, 37Kaizen blitz events, 37kanban cards, defi nition, 190Kano model, 53–55Key Concept icon, 5key drivers, identifying, 31key stakeholders, 252Kotter, John P., 242Krafcik, John, 10

• L •lack of support, 270Lacke, Christopher J., 278Laozu, on defect prevention, 169lead time. See cycle timeleadership. See management and

leadershipLean

history of, 9–10key principles, 15

Lean For Dummies, 152Lean Six Sigma, process management,

261–262The Lean Six Sigma Improvement Journey

Toolkit, 279levelling


defi nition, 11–12Liker, Jeffrey, 279logical cause testing, 145–146


http:/

/www.pb

ooks

hop.c

om

291291 Index

• M •The Machine That Changed The World,

279machines, autonomous operation. See

autonomationMaking Six Sigma Last, 279management and leadership

deploying Six Sigma, 219–227deployment programme manager,

223–225executive sponsorship, 220–221facilitators, 239organisational size, 222–223project champions, 226–227required roles, 219senior executive duties, 257–258Six Sigma start up, 225–226techniques to encourage, 221

managing by fact, 25Mann, Prem S., 278mapping. See graphic representation,

processesmaps, process. See also graphic

representation, processesbottlenecks, 83conventions, 79–80current state, 78cycle time, 82dead time, 83defi nition, 47–51deployment fl owcharts, 80–83description, 47–51elapsed time. See cycle timefuture state, 78lead time. See cycle timemeasuring time, 82–83moments of truth, 80process stapling, 74–76questions to ask, 78–79

spaghetti diagrams, 76–77swim lane charts, 81symbols, 79–80touch points, 80tracking workfl ow, 74–77unit time, 82

maps, value stream. See also graphic representation, processes; process maps

description, 84–85drawing, 85–87example, 87–93

Mars Lander failure, 102materials, process element, 44MBB (Master Black Belt), 38–39Measure phase of DfSS, 198Measurement System Analysis (MSA),

102–104measures

identifying relevant, 99–100output, 100–102reviewing current, 98–99

measuringtime with process maps, 82–83work with DMAIC, 32

methodology madness, 269methods, process element, 43mistakes, common. See pitfallsmoments of truth

defi nition, 80identifying, 93–94in process maps, 80

Moments of Truth, 93Morgan, John, 279Morris, Clare, 279motion step error proofi ng, 180Motorola, 16MSA (Measurement System Analysis),

102–104Muda, 160. See also waste categories


http:/

/www.pb

ooks

hop.c

om


multiple regression, 147–148Mura, 184Muri, 184must-bes, 54myths of Six Sigma, 272–273

• N •NASA Mars Lander failure, 102natural variation, 117–119negative brainstorming, 178–179networks, sources of help, 278Neuman, Robert, 279non-value-added steps, 157–159null hypothesis, 136

• O •observational research, 63OEE (overall equipment effectiveness),

152Ohno, Taiichi

history of Lean, 9–10removing waste, 160TPS approach, 10value stream maps, 84

on the brink state, 128, 1291-10-100 rule, 179one-dimensionals, 54OPE (overall process effectiveness), 152operational defi nitions, 102organisational culture, 247–248output measures, 100–102outputs, graphic representation, 48–51outside-in thinking, 71–72over-processing, waste, 162–163overproduction

bottlenecks, 189–190waste, 161

overtraining, 274

• P •p values, 137Pande, Peter, 279Pareto, Vilfredo, 57peaks and troughs, avoiding, 182–183PEMME (People, Equipment, Method,

Materials, Environment), 43–44. See

also processespeople

assumption busting, 248cultural webs, 247–248human potential, wasting, 165–166involving and equipping, 25organisational culture, 247–248process element, 43staffi ng Six Sigma, 229–236

people, coping with changeassessing team progress, 253–254assumption busting, 248change management, 242–244change reactions, 249cultural webs, 247–248deadbeats, 250energy and attitude scale, 250forcefi eld diagram, 251key elements of change, 253–254key stakeholders, 252organisational culture, 247–248overcoming resistance, 244–245spectators, 250stakeholder analysis, 251–253terrorists, 250transformation failure factors, 242winners, 250

people issuesbackwards visioning, 246change management, 242–244creating a vision, 245–247


http:/

/www.pb

ooks

hop.c

om

293293 Index

overcoming resistance, 244–245transformation failure factors, 242

people power, TPS, 11performance analysis

cause and effect diagrams, 140–141common problems, identifying, 139–143comparing processes. See process

sigma valuescorrelation coeffi cients, 146–148CTQs, 71–72design of experiments, 147–148fi shbone diagrams, 140–141interrelationship diagrams, 141–142multiple regression, 147–148OEE (overall equipment effectiveness),

152OPE (overall process effectiveness), 152overall effectiveness, 148–152r values, 146–148root causes, identifying, 146–148simple linear regression, 147–148SIPOC diagrams, 142Takt time, 149–151

performance analysis, balance of measures

developing measures, 143–145logical cause testing, 145–146relationships between variables, 143reviewing measures, 143–145

pictures. See graphic representation, processes

Piggly Wiggly supermarket, 9–10pitfalls

analysis paralysis, 268–269believing in myths, 272–273complacency, 271–272doing wrong things right, 273–274ignoring the soft stuff, 271jumping to solutions, 221, 267–268lack of support, 270methodology madness, 269overtraining, 274scope scandals, 269

stifl ing a new programme, 270–271team turmoil, 270‘We’re already doing it.’, 272

Poka-yoke, 179population sampling, 111–115Practitioner’s Guide to Statistics and Lean

Six Sigma for Process Improvements, 278

precision, sampling, 111–115presenting data. See also control charts;

graphic representation, processeshistograms, 133–135run charts, 120–121tampering, 119–120

presenting data, variationcommon cause, 117–119natural, 117–119in processes, 127–129special cause, 117–119, 123–126

preventing defectsbuilding in, 259–260Laozu’s comments on, 169

preventing defects, housekeepingAARs (After Action Reviews), 173red-tag exercises, 171–172scrubbing, 170sorting, 170standardising, 171straightening, 170systemising, 171unnecessary items, identifying, 171–172visual management, 172–175

preventing defects, spreading the loadavoiding peaks and troughs, 182–184Heijunka, 182–183levelling, 183Mura, 184Muri, 184process unevenness, 183–184sequencing, 183stability, 183standardisation, 183–184


http:/

/www.pb

ooks

hop.c

om


preventing defects, tools and techniques

1-10-100 rule, 179autonomation, 176contact error proofi ng, 180error proofi ng processes, 179failure modes, 176–178fi xed value error proofi ng, 180FMEA (failure mode effects analysis),


preventive maintenance, 181principles of Six Sigma. See also specifi c

principles

customer focus, 23–24going to the Gemba, 24involving and equipping people, 25managing by fact, 25overview, 22process fl ow control, 24reducing variation, 25removing waste, 24systematic improvement, 25value stream, 24

prioritisation techniques, 240prioritising

CTQs, 70–71customer requirements, 57needs with QFD, 204–206with paired comparisons, 70–71projects, 233–234

process fl ow control, 24process improvement. See DMAIC

(Defi ne, Measure, Analyse, Improve and Control)

process maps. See also graphic representation, processes

bottlenecks, 83conventions, 79–80current state, 78cycle time, 82dead time, 83defi nition, 47–51deployment fl owcharts, 80–83description, 47–51elapsed time. See cycle timefuture state, 78lead time. See cycle timemeasuring time, 82–83moments of truth, 80process stapling, 74–76questions to ask, 78–79spaghetti diagrams, 76–77swim lane charts, 81symbols, 79–80touch points, 80tracking workfl ow, 74–77unit time, 82

process owners, 55process performance

capability indices, 129–133process sigma values, calculating,

18–22process rhythm. See Takt timeprocess sigma values, calculating, 18–22processes

amber light state, 128–129on the brink state, 128, 129capability indices, 129–133challenging, 260chaos state, 128, 129customers, internal versus external,

45–47defi nition, 43elements of, 43–45


http:/

/www.pb

ooks

hop.c

om

295295 Index

environment, 44equipment, 43error proofi ng, 179–180examining, 127–129green light state, 128ideal state, 128managing with Lean Six Sigma, 261–262materials, 44method, 43people, 43red light state, 128, 129sampling, 109–110stability, 118, 123stapling, 74–76state, examining, 127–129statistical control, 118sub-optimisation, waste, 161symptoms of poor health, 231–232threshold state, 128–129unevenness, 183–184variation, 127–129

processes, graphic representationcustomers, 48–51high-level process, 48–51inputs, 48–51outputs, 48–51process maps, 47–51SIPOC (Suppliers, Inputs, Process,

Outputs, Customers) diagrams, 48–51

suppliers, 48–51product families, bottlenecks, 193–194project champions, 226–227, 264, 276projects, selecting for Six Sigma, 229–237Pugh, Stuart, 214Pugh Matrix, 213–216pull production, 13pull versus push production,

bottlenecks, 189–190

• Q •QFD (quality function deployment). See

also DfSS (Design for Six Sigma)benchmarking, 208–210characteristics, 206competitive analysis, 204–206correlation, 210–212customer needs, 204drill-down, 212–213House of Quality, 203–212limits, 210measures, 206overview, 203prioritising needs, 204–206QFD drill-down, 212–213relationships, 206–208targets, 210

qualitative research, 59quality. See House of Quality; QFD

(quality function deployment)Quality World, 279quantifying opportunities, 35–36Quantitative Approaches in Business

Studies, 279quantitative research, 59

• R •r values, 146–148rapid improvement events, 37red light state, 128, 129red-tag exercises, 171–172reducing variation, 25regression, 147–148relationships

House of Quality, 206–208interrelationship diagrams, 28–31,

141–142QFD (quality function deployment),

206–208between variables, 143


http:/

/www.pb

ooks

hop.c

om


Remember icon, 5repeatability, 103–104reproducibility, 103–104required roles, 219requirements. See also CTQs (Critical to

Quality)delighters, 54dissatisfi ers, 54Kano model, 53–55must-bes, 54one-dimensionals, 54prioritising, 57satisfi ers, 54segmenting, 56–57VOC (Voice of Customer), 55–57

requirements, researchingavoiding bias, 64focus groups, 61–62interviewing customers, 60–61observational research, 63overview, 57–59potential issues, 59qualitative research, 59quantitative research, 59surveys, 62–63

researching customer requirementsavoiding bias, 64focus groups, 61–62interviewing customers, 60–61observational research, 63overview, 57–59potential issues, 59qualitative research, 59quantitative research, 59surveys, 62–63

researching process improvementidentifying relevant measures, 99–100importance of good data, 98reviewing current measures, 98–99

researching process improvement, data collection. See also sampling

Attribute Agreement Analysis, 102–104attribute data, 104

check sheets, 105–107collection techniques, 105–107concentration diagrams, 106–107continuous data, 104cycle time, 101Gauge R and R, 102–104improving your approach, 107–108most important data, 101MSA (Measurement System Analysis),

102–104operational defi nitions, 102output measures, 100–102repeatability, 103–104reproducibility, 103–104rules for validity and consistency,


reviews, 34–37rework, waste, 165rhythm of a process. See Takt timerope concept, theory of constraints,

188–189RPN (risk priority number), 177–178

• S •sampling. See also researching process

improvement, data collectionconfi dence intervals, 111–115example, 112–115overview, 108–109population, 111–115precision, 111–115process, 109–110

satisfi ers, 54Saunders, Clarence, 9–10Sayer, Natalie J., 152scatter diagrams, 145–146, 148scope scandals, 269scrubbing, 170search engines, sources of help, 277segmenting customers, 56–57Senge, Peter, 173


http:/

/www.pb

ooks

hop.c

om

297297 Index

sequencing, 12, 183Shewhart, Walter, 121Shingo, Shigeo, 86simple linear regression, 147–148single minute exchange of die (SMED), 86single piece fl ow, 13, 190SIPOC (Suppliers, Inputs, Process,

Outputs, Customers) diagrams, 48–51, 142. See also graphic representation, processes

Six Sigmaadjusting to your needs, 37analogy to martial arts, 38–39example, 16–17name origin, 16in the workplace, 17–19

Six Sigma, key principles. See also specifi c principles

customer focus, 23–24going to the Gemba, 24involving and equipping people, 25managing by fact, 25overview, 22process fl ow control, 24reducing variation, 25removing waste, 24systematic improvement, 25value stream, 24

Six Sigma For Dummies, 125, 147Six Sigma Forum, 280The Six Sigma Revolution, 279Six Sigma start up, 225–226The Six Sigma Way, 279Six Sigma Workbook For Dummies,

125, 147size of Six Sigma organisations, 222–223SMED (single minute exchange of die), 86Smith, Bill, 16software

deployment management, 281statistical analysis, 280–281

sorting, 170spaghetti diagrams, 76–77

SPC (statistical process control) charts. See control charts

SPC in the Offi ce, 279special cause variation, 117–119, 123–126spectators, 250sponsorship, executive management,

220–221spreading the load

avoiding peaks and troughs, 182–184Heijunka, 182–183levelling, 183Mura, 184Muri, 184process unevenness, 183–184sequencing, 183stability, 183standardisation, 183–184

stabilitydefect prevention, spreading the

load, 182–184processes, 118

staffi ng Six Sigma, 229–236. See also people

stakeholdersanalysing, 251–253key, 252

standard deviation, calculating, 16–17standardisation


defi nition, 12housekeeping, 171

starting Six Sigmaassessing team progress, 253–254assumption busting, 248candidate projects, 229–234change management, 242–244change reactions, 249common tools, 239Criteria Selection Matrix, 234–236cultural webs, 247–248deadbeats, 250


http:/

/www.pb

ooks

hop.c

om


starting Six Sigma (continued)

DMAIC projects, 237energy and attitude scale, 250facilitators, 239fi tting approach to project, 236–237forcefi eld diagram, 251initial focus, 232–236Kai Sigma events, 238–240key elements of change, 253–254key stakeholders, 252lack of support, 270management and leadership, 225–226organisational culture, 247–248overcoming resistance, 244–245prioritisation techniques, 240prioritising projects, 233–234rapid improvement, 238–240reactions to, 249selection techniques, 240spectators, 250staffi ng, 229–236stakeholder analysis, 251–253stifl ing a new programme, 270–271terrorists, 250winners, 250

statistical analysis, sampling. See also researching process improvement, data collection

confi dence intervals, 111–115example, 112–115overview, 108–109population, 111–115precision, 111–115process, 109–110

statistical analysis, software for, 280–281statistical control, 118statistical process control (SPC) charts.

See control chartsstifl ing a new programme, 270–271stopping the line, 13storyboarding, 31, 263straightening, 170

suppliers, graphic representation, 48–51Suppliers, Inputs, Process, Outputs,

Customers (SIPOC) diagrams, 48–51. See also graphic representation, processes

surveys, 62–63swim lane charts, 81symbols, process maps, 79–80symptoms of poor process health,

231–232systematic improvement, 25systemising, 171

• T •Takt time, 14, 149–151targets, QFD, 210team turmoil, 270terrorists, 250theories, testing, 137theory of constraints. See also

bottlenecks; constraintsbuilding a buffer, 188–189drum concept, 188–189identifying the weakest link, 185–186improving process fl ow, 186–188overview, 14–15, 186rope concept, 188–189

threshold state, 128–129“Tim Wood” waste categories, 160–161time, measuring with process maps,

82–83time and motion, waste, 163–164Tip icon, 5tollgate reviews, 34–37tools and techniques

deployment management, 281selecting, 262–263software, 280–281for starting Six Sigma, 239statistical analysis, 280–281


http:/

/www.pb

ooks

hop.c

om

299299 Index

tools and techniques, defect prevention1-10-100 rule, 179autonomation, 176contact error proofi ng, 180error proofi ng processes, 179–180failure modes, 176–178fi xed value error proofi ng, 180FMEA (failure mode effects analysis),


touch points, process maps, 80Toyoda, Kiichiro

autonomation, 12, 176history of Lean, 9–10

Toyota, customer ride-alongs, 63The Toyota Way: 14 Management


Manufacturer, 279TPS (Toyota Production System)

house diagram, 11jargon, 11–14. See also specifi c terms

people power, 11performance attributes, 10

training companies, 281training for Six Sigma

analogy to martial arts, 38–39overtraining, 274

transformation failure factors, 242transportation, waste, 162True Stories icon, 5T-tests, 136–137

• U •UK Excellence, 280unit, defi nition, 21unit time, 82

unnecessary items, identifying, 171–172upstream variables, 107–108

• V •validity of data, 102–104value stream maps. See also graphic

representation, processes; process maps

description, 84–85drawing, 85–87example, 87–93

value streams, 24value-added steps

analysing, 157–159criteria for, 156–157defi nition, 156–157essential NVAs, 157–159non-value-added steps, 157–159opportunities for, 160

variable charts, 126variation

common cause, 117–119natural, 117–119in processes, 127–129special cause, 117–119, 123–126

Verify phase of DfSS, 200–201visual management, 172–175, 221vital few, focusing on the, 167–168VOC (Voice of Customer), 55–57

• W •waiting, waste, 162Warning icon, 5waste categories. See also Muda; specifi c

categories

customer perspectives on, 166–167environmental, 166ergonomics, 164focusing on the vital few, 167–168human potential, 165–166


http:/

/www.pb

ooks

hop.c

om


waste categories (continued)

inventory, 163over-processing, 162–163overproduction, 161process sub-optimisation, 161rework, 165summary of, 160–161“Tim Wood,” 160–161time and motion, 163–164transportation, 162unnecessary waiting, 162

waste removal, principle of Six Sigma, 24wasted movement, bottlenecks, 191weakest link. See bottlenecks;

constraintsWelch, Jack, 15–16, 220

‘We’re already doing it.’, 272Williams, Bruce, 147, 152winners, 250workfl ow, tracking. See process maps;

value stream mapsworkplace. See Gembaworkplace layout, bottlenecks, 191–193

• X •X moving R charts, 126–127

• Y •Yellow Belt, 38–39


http:/

/www.pb

ooks

hop.c

om

index [pbookshop.com]pbookshop.com/media/filetype/2/22/22f/20120417114746.pdf · isixsigma...

Documents