Lean Six Sigma for Dummies, 3ed

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