index [] · 2020. 10. 23. · breyfogle, forrest, iii (author) implementing six sigma, 329...

9781119067351-bindex.indd 333 September 29, 2015 10:46 AM

Index

• Symbols and Numerics •δ (sigma), 141-10-100 rule, 182

• A •A (acceptance)

defined, 321gaining, 292

AARs (After Action Reviews), 175abandon rate, 148acceptance (A)

defined, 321gaining, 292

acceptance baseline, 295Accuracy CTQ grouping, 67Ackoff, Russ (systems theorist), 323actions

logging, 251planning, facilitator and, 252

actual place, 74affinity, 28affinity diagrams, 29After Action Reviews (AARs), 175agenda, 248, 251agreeing on rules, 102–104‘already doing it’ attitude, 322Altshuller, Genrich (engineer), 199American Society for Quality (ASQ), 39,

326, 328, 330Analyse phase

about, 32–33analysing design, 202–204outputs from, 264–266in QFD drill-down, 218

quality function deployment and, 206–207

in rapid improvement events, 247analysing

data, 264–266design, 202–204processes, 32–33stakeholders, 301–302

analysis paralysis, 318–319andon, 194ANOVA, 136–137applying

solutions, 267–273Theory of Constraints, 189–193

approach, right, 237–242articles (website), 3ASQ (American Society for Quality), 39,

326, 328, 330assessing

effectiveness, 149–153how work is done, 32opportunity, 160–161performance using customer-focused

measures, 71–72associations

American Society for Quality (ASQ), 39, 326, 328, 330

British Quality Foundation (BQF), 39, 328, 330

European Foundation for Quality Management (EFQM), 327–328

help from, 328assumptions, busting, 298attendees, 248attitude, compared with energy, 300attribute charts, 126

COPYRIG

HTED M

ATERIAL

attribute data, 104automation with human intelligence, 178autonomation, 11availability rate, 152–153average, beware of the, 226avoiding

peaks, 184–186pitfalls, 317–324tampering, 119–120troughs, 184–186

• B •backwards visioning, 296balance, 286balance of measures

about, 143connecting CTQs, 143–145

Balanced Business Scorecard, 234Baldrige Model (website), 327batches, recognising problems with, 195believing myths, 322–323benefit reviews, 267benefits, 36best practices, 307–315bias, avoiding, 64bimodal distribution, 135Black Belt, 38–39, 324, 325, 331books

help from, 328–329Implementing Six Sigma

(Breyfogle III), 329Integrated Enterprise Excellence

(Breyfogle III), 329Lean For Dummies (Sayer and

Williams), 153Lean Six Sigma Business Transformation

For Dummies (Burghall and Grant), 233, 315, 329

The Lean Six Sigma Improvement Journey (Morgan), 329

The Machine That Changed the World (Womack, Jones and Roos), 329

Making Six Sigma Last (Eckes), 329Practitioner’s Guide to Statistics

and Lean Six Sigma for Process Improvements (Harry, Mann, De Hodgins, Hulbert and Lacke), 328

Quantitative Approaches in Business Studies, 8th Edition (Morris), 329

Six Sigma For Dummies (Gygi, DeCarlo and Williams), 125, 148

Six Sigma Workbook For Dummies (Gygi, Williams and Gustafson), 125, 148

The Six Sigma Revolution (Eckes), 329The Six Sigma Way Team Fieldbook

(Pande, Neuman and Cavanagh), 329SPC in the Office (Owen and

Morgan), 329The Toyota Way: 14 Management

Principles from the World’s Greatest Manufacturer (Liker), 329

bottlenecksabout, 12–13, 189applying Theory of

Constraints, 189–193layout, 195–198managing production cycles,

193–195BQF (British Quality Foundation),

39, 328, 330Breyfogle, Forrest, III (author)

Implementing Six Sigma, 329Integrated Enterprise Excellence, 329


buffers, building, 192–193building

buffers, 192–193cause–and–effect diagrams, 140–141causes of poor performance, 140–141checklists for running successful

events, 252–253control charts, 122–123

334


Lean Six Sigma For Dummies

culture of continuous improvement, 290

definitions, 102value stream maps, 84–93visions, 295–296

Burghall, Roger (author)Lean Six Sigma Business Transformation

For Dummies, 233, 315, 329business benefits, confirming, 273–274busting assumptions, 298

• C •candidate improvement projects,

generating a list of, 234–237capability, of processes, 129–133capability indices, 129–133Capacity CTQ grouping, 67Carlzon, Jan (chief executive), 93–94Catalyst Process Guide, 332cause and effect diagrams,

creating, 140–141Cavanagh, Roland (author)

The Six Sigma Way Team Fieldbook, 329cell, 196cell manufacturing techniques, 196–197chain of events

about, 73how the work gets done, 73–77painting pictures of the process, 78–94

challenging processes, 310champions

about, 314help from, 326recognising, 231role of the, 314typical questions asked by, 260, 263,

266, 272–273, 278–279change

focusing on key elements of, 303–304how people cope with, 299–304managing, 292–293

Changes CTQ grouping, 69characteristics, quality function

deployment and, 210–211Chartered Quality Institute, 330Cheat Sheet (website), 3checking

designs work, 204process meets CTQs, 284

checklists, creating for running successful events, 252–253

choosingcontrol charts, 126–127between DMAIC and DMADV, 205–206tools for the job, 312–313

clarifying role of manager, 283–287colleagues, help from, 325collecting data, 104–106common cause variation, 117comparing energy and attitude, 300competition, looking at, 208–210competitive benchmarking, quality

function deployment and, 212–214complacency, 321–322Compliance CTQ grouping, 67concentration diagram, 106conducting final benefit review, 279conferences, help from, 328confirming customer and business

benefits, 273–274connecting CTQs, 143–145consistency, of data, 102–104constraints

about, 12–13, 189applying Theory of

Constraints, 189–193layout, 195–198managing production cycles, 193–195

consultancy companies, 332contact error proofing, 182–183continuous data, 104continuous improvement, creating

culture of, 290

335


Index

control chartsabout, 121–122capability of processes, 129–133choosing, 126–127creating, 122–123histograms, 133–135state of processes, 127–129unusual features of, 123–126

control limits, 122Control phase, 37, 246, 275–279control plan

about, 33–34establishing, 284–285

controlled convergence, 219conventions, 78correction, as one of the ‘seven

wastes,’ 166correlation coefficient, 146correlation limits, 214cost-benefit analysis, 268Cp index, 130–133Cpk index, 130–133creating

buffers, 192–193cause–and–effect diagrams, 140–141causes of poor performance,

140–141checklists for running successful

events, 252–253control charts, 122–123culture of continuous

improvement, 290definitions, 102value stream maps, 84–93visions, 295–296

criteria selection matrix, 239–241Critical to Quality (CTQ)

about, 17–18checking process meets, 284connecting, 143–145customer requirements, 55, 65–69establishing real, 69–72

as improvement charter component, 28requirements, 53

Crystal Ball (Oracle), 331CTQ (Critical to Quality)

about, 17–18checking process meets, 284connecting, 143–145customer requirements, 55, 65–69establishing real, 69–72as improvement charter component, 28requirements, 53

cultural web, 297customer benefits, confirming, 273–274customer needs

about, 53avoiding bias, 64critical to quality (CTQ) customer

requirements, 65–69establishing real CTQs, 69–72Kano model, 53–55quality function deployment and, 208researching requirements, 58–63voice of the customer (VOC), 55–57

customer perspectives, 168customer surveys, 62–63customer-focused measures

establishing clear, 283measuring performance using, 71–72

customersconsiderations about, 13external, 45–46focusing on, 23–24high-level process, 47–52internal, 45–46interviewing, 60–61prioritising, 57process of, 43–46segmenting, 52, 56–57in SIPOC model, 49

cycle timedefined, 16importance of, 101

336



• D •data

analysing, 264–266collecting, 104–106consistency of, 102–104displaying, 120–121importance of good, 98validity of, 102–104

data collection plans, developing, 100–108

data presentationabout, 117control charts, 121–135testing your theories, 136–137variation, 117–121

Data/Information CTQ grouping, 67De Hodgins, Ofelia C. (author)

Practitioner’s Guide to Statistics and Lean Six Sigma for Process Improvements, 328

dead time, 83deadbeats, 300DeCarlo, Neil (author)

Six Sigma For Dummies, 125, 148decisions

making, 218–220what to measure, 99–100

defect opportunity, 18defective, 18defects, 17, 18defects per million opportunities

(DPMO), 17–18Define, Measure, Analyse, Improve and

Control (DMAIC)about, 1, 21, 25–26, 237, 255Analyse phase, 32–33, 264–266analysing your process, 32–33compared with DMADV, 205–206conducting final benefit review, 279confirming customer and business

benefits, 273–274Control phase, 37, 275–279controlling solutions, 275–279

defining projects, 26–31defining where you’re going, 256–260implementing solutions, 275–279Improve phase, 33, 36, 267–273improving your process, 33Measure phase, 32–33, 260–263measuring how work is done, 32phases of, 34–37quantifying opportunities, 267setting up projects, 242–243standardising solutions, 275–279working your way through, 256

Define phase, 201–206, 257–258defining

what needs designing, 201–206where you’re going, 256–260

definitions, creating clear, 102delighters, in Kano model, 54deltas, noting, 251Deming. W.E. (statistician), 310deployment

Deployment Programme Manager, 227–229

Executive Sponsorship, 224–226key factors of successful, 223–224leading, 223–231Lean Six Sigma startup, 229–231recognising project champions, 231size, 226–227software for managing, 331

Deployment Programme Manager, 227–229

designanalysing, 202–204of experiments, 148

Design for Six Sigma (DfSS)about, 199–200, 237choosing between DMAIC and

DMADV, 205–206defining what needs designing, 201–206DMADV framework, 200–201making decisions, 218–220quality function deployment

(QFD), 206–218

337


Index

Design phase, 204, 206–207developing

data collection plans, 100–108designs, 204development flowcharts, 80–84

development flowcharts, developing, 80–84

DfSS (Design for Six Sigma)about, 199–200, 237choosing between DMAIC and

DMADV, 205–206defining what needs designing,

201–206DMADV framework, 200–201making decisions, 218–220quality function deployment

(QFD), 206–218displaying data, 120–121dissatisfiers, 54DMADV framework

about, 200–201compared with DMAIC, 205–206

DMAIC (Define, Measure, Analyse, Improve and Control)

about, 1, 21, 25–26, 237, 255Analyse phase, 32–33, 264–266analysing your process, 32–33compared with DMADV, 205–206conducting final benefit review, 279confirming customer and business

benefits, 273–274Control phase, 37, 275–279controlling solutions, 275–279defining projects, 26–31defining where you’re going, 256–260implementing solutions, 275–279Improve phase, 33, 36, 267–273improving your process, 33Measure phase, 32–33, 260–263measuring how work is done, 32phases of, 34–37quantifying opportunities, 267setting up projects, 242–243

standardising solutions, 275–279working your way through, 256

doing the work right, 241–242‘doing the wrong things right,’ 323DPMO (defects per million

opportunities), 17–18drawing

maps, 48–49spaghetti diagrams, 76–77

driving strategy deployment, 233–234dynamics, event, 249

• E •E (effective), 321Eckes, George (author)

E = Q X A, 293Making Six Sigma Last, 329The Six Sigma Revolution, 329

effective (E), 321effectiveness, assessing, 149–153EFQM (European Foundation for Quality

Management), 327, 328elevator speech, 258energy, compared with attitude, 300engaging teams, 285–287ensuring process is stable and

predictable, 284environment

creating the right, 224in PEMME mnemonic, 44

Environment CTQ grouping, 69Equipment, in PEMME mnemonic, 43error-proofing processes, 181–183, 284establishing

clear customer-focused objectives, 283control plan, 284–285real CTQs, 69–72

European Foundation for Quality Management (EFQM), 327, 328

evaluatingeffectiveness, 149–153how work is done, 32

338



opportunity, 160–161performance using customer-focused

measures, 71–72event dynamics, 249event roles, 249event structure, 249event venue, 250events, running, 250–251everyday operational excellence

about, 281clarifying role of manager, 283–287getting better every day, 287–290reality of, 281–282

Excel, 330–331Executive Sponsorship, 224–226expectations, setting, 251exploit, 190external customers, identifying, 45–46

• F •facilitator

role of in rapid improvement events, 248–252

running events, 250–251fact, managing by, 25, 97–100, 141–143Failure Mode Effects Analysis (FMEA),

11, 179–181, 204failure modes, 179fifteen-word flipchart, 256final benefit review, conducting, 279finding root cause, 264–266fishbone diagram, 140–141Five Ss

about, 172–173, 236red-tag exercise, 173–174visual management, 174–177

fixed value error proofing, 183FlowMap, 330FMEA (Failure Mode Effects Analysis),

11, 179–181, 204focus groups, 61–62focusing on key elements of

change, 303–304

following up, facilitator and, 252Follow-up phase, in Kaizan events, 246forcefield diagram, 301‘future state’ map, 78

• G •gaining acceptance, 292Galvin, Bob (CEO), 14gathering information

about, 97developing data collection

plans, 100–108managing by fact, 97–100, 141–143sampling, 108–115

Gauge R and R, 102–103Gemba, 24, 74, 261, 311General Electric (GE), 14, 72, 224goal statement, as improvement charter

component, 28goldratt (website), 327Goldratt, Eliyahu (physicist), 12–13,

189, 190–192Grant, Vince (author)

Lean Six Sigma Business Transformation For Dummies, 233, 315, 329

green, going, 167–168Green Belt, 38–39, 324, 325‘green lean,’ 167Gustafson, Terry (author)

Six Sigma Workbook For Dummies, 125, 148

Gygi, Craig (author)Six Sigma For Dummies, 125, 148Six Sigma Workbook For

Dummies, 125, 148

• H •Harry, Mike J. (author)


head-in-the-sand (HITS) thinking, 299

339


Index

Heijunka, 10, 185help, 325–332high-level business case, as

improvement charter component, 28high-level process, 47–52, 48–49histograms, 133–135HITS (head-in-the-sand) thinking, 299Hoshin Kanri, 234Hulbert, Richard L. (author)


human intelligence, automation with, 178human potential, wasting, 167hypothesis testing, 136

• I •icons, explained, 3ideal state, for processes, 128identifying

external customers, 45–46internal customers, 45–46moments of truth, 93–94product families, 197–198wasted movement, 195ways to improve approaches, 106–108weakest link, 189–190

IFAs (independent financial advisers), 287

ignoring soft tools, 321iGraphix, 330Implementing Six Sigma

(Breyfogle III), 329implementing solutions, 275–279Improve phase, 36, 267–273improvement charter, 27–28improving

approaches, 106–108process flow, 190–192your process, 33

independent financial advisers (IFAs), 287

individuals chart, 126information gathering

about, 97developing data collection

plans, 100–108managing by fact, 97–100, 141–143sampling, 108–115

inputsdefined, 175in SIPOC model, 49

Integrated Enterprise Excellence (Breyfogle III), 329

internal customers, identifying, 45–46International Journal of Six Sigma and

Competitive Advantage, 330Internet, help from, 326–327Internet resources

American Society for Quality (ASQ), 326, 328

articles, 3Baldrige Model, 327British Quality Foundation (BQF), 328Cheat Sheet, 3European Foundation for Quality

Management (EFQM), 327, 328goldratt, 327isixsigma (website), 327ISSSP, 327Kaizen, 327Lean, 327LERC, 327Morgan, John (author), 326Process Excellence Network, 327Quality Digest, 327Quality Function Deployment (QFD)

Institute, 327shingoprize, 327Theory of Constraints, 327

interrelationship diagram, 28, 30–31, 141interviewing customers, 60–61inventory, as one of the ‘seven

wastes,’ 164

340



IPO, 175Ishikawa diagrams, 140–141isixsigma (website), 327iSixSigma Magazine, 330ISSSP (website), 327issue statement, 28issues, logging, 251

• J •Jidoka, 11, 178, 194–195JIT (Just in Time), 11JMP® Statistical Discovery Software, 331Johnson, Gerry (cultural web

developer), 297Jones, Daniel (author)

benchmarking work of, 327The Machine That Changed the

World, 329jumping to solutions, 317–318Just in Time (JIT), 11, 194

• K •Kai Sigma events, 245–247Kaizen, 245–247, 327Kaizen blitz events, 37–38kanban, 194Kano model, 53–55Key Concept icon, 3key stakeholder, 302Kiichiro Toyoda (entrepreneur), 7–8, 11Konosuke Matsushita (founder of

Panasonic), 285Kotter, John P. (expert), 292Krafcik, John (CEO), 8

• L •lack of support problems, 320Lacke, Christopher J. (author)


lagging indicators, 145layout, 195–198lead time, 16leadership best practices, 307–308leading deployment, 223–231leading indicators, 145Lean

about, 7–8basics of, 8–14website, 327

Lean For Dummies (Sayer and Williams), 153

Lean Six Sigma. See also specific topicsabout, 7DMAIC phases, 34–37improving existing processes, 25–26managing processes with, 311–312martial arts and, 38–39pragmatic approach of, 37–39principles of, 23–25startup, 229–231using strategy to drive, 315

Lean Six Sigma and Minitab: The Complete Toolbox Guide for Business Improvement, 4th Edition, 329

Lean Six Sigma Business Transformation For Dummies (Burghall and Grant), 233, 315, 329


LERC (website), 327less is more, 308–309levelling, 10, 185Liker, Jeffrey (author)

The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer, 329

limits, quality function deployment and, 214

linear regression, 148load, spreading the, 186logging actions, facilitator and, 251logging issues, facilitator and, 251logical cause testing, 145

341


Index

• M •The Machine That Changed the World

(Womack, Jones and Roos), 329Making Six Sigma Last (Eckes), 329managed, 285management best practices, 307–308managers, clarifying role of, 283–287managing

change, 292–293by fact, 97–100, 141–143processes with Lean Six Sigma, 311–312production cycles, 193–195solutions, 275–279

Mann, Prem S. (author)Practitioner’s Guide to Statistics

and Lean Six Sigma for Process Improvements, 328

mapping, 160maps, drawing, 48–49Mars Lander, 102martial arts, Lean Six Sigma and, 38–39Master Black Belt (MBB), 38–39, 325, 331Materials, in PEMME mnemonic, 44MBB (Master Black Belt), 38–39, 325, 331Measure phase, 32–33, 73, 202,

247, 260–263Measurement System Analysis

(MSA), 102measure(s)

deciding what to, 99–100getting of the design, 202quality function deployment

and, 210–211reviewing what you currently, 98–99

measuringeffectiveness, 149–153how work is done, 32opportunity, 160–161performance using customer-focused

measures, 71–72Method, in PEMME mnemonic, 43methodology

problems with, 319using the right, 289

milestones, as improvement charter component, 28

Minitab® Statistical Software, 331missed potential, 167mobile apps, 332moments of truth

defined, 80identifying, 93–94

Money CTQ grouping, 68Morgan, John (author)

The Lean Six Sigma Improvement Journey, 329

SPC in the Office, 329website, 326

Morris, Clare (author)Quantitative Approaches in Business

Studies, 8th Edition, 329motion, as one of the ‘seven

wastes,’ 165–166motion step error proofing, 183Motorola, 14, 18moving range, 126MSA (Measurement System

Analysis), 102Muda, 24, 161, 186multiple regression, 148Mura, 186Muri, 186must-bes, in Kano model, 54myths, believing, 322–323

• N •natural variation, 117, 118needs, customer

about, 53avoiding bias, 64critical to quality (CTQ) customer

requirements, 65–69establishing real CTQs, 69–72Kano model, 53–55quality function deployment and, 208researching requirements, 58–63voice of the customer (VOC), 55–57

needs, prioritising, 208–210

342



networks, help from, 328Neuman, Robert (author)

The Six Sigma Way Team Fieldbook, 329non-conformance, price of (PONC), 166Noriaki Kano (professor), 53–55noting pluses and deltas,

facilitator and, 251null hypothesis, 136Numbers, 330–331

• O •observations, 63OEE (overall equipment

effectiveness), 152–153on the brink state, for processes, 1291-10-100 rule, 182one-dimensionals, in Kano model, 54OPE (overall process

effectiveness), 152–153operational definition, 102operational excellence, everyday

about, 281clarifying role of manager, 283–287getting better every day, 287–290reality of, 281–282

opportunityassessing, 160–161for prevention. See preventionquantifying, 35, 267

Oracle’s Crystal Ball, 331organisational culture, 297–298organisations




help from, 326output measures, 100–101outputs

defined, 175in SIPOC model, 49

outside-in thinking, 71outside-in view, 55–56overall equipment effectiveness

(OEE), 152–153overall process effectiveness

(OPE), 152–153overcoming resistance, 294–295overproduction, 162–163overtraining, 324Owen, Mal (author)

SPC in the Office, 329Oxford English Dictionary, 285

• P •painting pictures of the process,

78–94paired comparison, 70Pande, Peter (author)

The Six Sigma Way Team Fieldbook, 329Pareto, Vilifredo (economist), 57Pareto chart, 105–106, 169–170peaks, avoiding, 184–186PEMME mnemonic, 43–44People, in PEMME mnemonic, 43People CTQ grouping, 68people issues

about, 291busting assumptions, 298creating visions, 295–296how people cope with change,

299–304organisational culture, 297–298working right, 291–295

people power, 9–10performance

balance of measures, 143–153measuring using customer-focused

measures, 71–72usual suspects, 139–143

performance rate, 152–153periodicals, help from, 330‘peripheral’ process-mapping

activity, 322

343


Index

phasesAnalyse, 32–33, 202–204, 206–207, 218,

247, 264–266Control, 37, 246, 275–279Define, 201–206, 257–258Design, 204, 206–207Follow-up, 246Improve, 36, 267–273Measure, 32–33, 73, 202, 247, 260–263Preparation, 246Verify, 204

phases, Analyseabout, 32–33analysing design, 202–204outputs from, 264–266in QFD drill-down, 218quality function deployment

and, 206–207in rapid improvement events, 247

Piggly Wiggly, 7–8pitfalls, avoiding, 317–324planning, by facilitators, 248–250plug-ins, 331pluses, noting, 251point

proving your, 145–146seeing the, 146–149

Poka-yoke, 181–183PONC (price of non-conformance), 166population sampling, 110–115practising process stapling, 74–76Practitioner’s Guide to Statistics and Lean

Six Sigma for Process Improvements (Harry, Mann, De Hodgins, Hulbert and Lacke), 328

pragmatic approach, of Lean Six Sigma, 37–39

precision, 111predictablity, of processes, 284preparation, by facilitators, 248–250Preparation phase, in Kaizan events, 246

presenting dataabout, 117control charts, 121–135testing your theories, 136–137variation, 117–121

preventionabout, 171avoiding peaks and troughs, 184–186building in, 309–310Five Ss, 172–177preventive maintenance, 183–184tools and techniques for, 178–183

preventive maintenance, 183–184price of non-conformance (PONC), 166prioritising

customers, 57needs, 208–210projects, 239requirements, 70–71

problem statement, as improvement charter component, 28

processabout, 175analysing, 32–33basics of, 43–46capability of, 129–133challenging, 310checking meets CTQs, 284elements of a, 44–45ensuring stability and predictability

of, 284error-proofing, 181–183, 284improving your, 33managing with Lean Six Sigma,

311–312painting pictures of the, 78–94in SIPOC model, 49state of, 127–129working on the, 283–285

Process Excellence Network (website), 327

344



process flowabout, 24improving, 190–192

process mapping, 78–94process owner, 55process sampling, 109–110process sigma

calculating values of, 17–20practising in the workplace, 16–17value of, 17

process staplingabout, 24practising, 74–76

process stream maps, 47process sub-optimisation, 162, 190processing, as one of the ‘seven

wastes,’ 164product families, identifying, 197–198production cycles, managing, 193–195professional associations




help from, 328Professionalism CTQ grouping, 68programme executive sponsor, 314programmes, stifling, 320–321project champions

about, 314help from, 326recognising, 231role of the, 314typical questions asked by, 260, 263,

266, 272–273, 278–279project scope, as improvement charter

component, 28projects

defining, 26–31falling into traps with, 319–320prioritising, 239

proving your point, 145–146publications

help from, 328–329Implementing Six Sigma

(Breyfogle III), 329Integrated Enterprise Excellence

(Breyfogle III), 329Lean For Dummies (Sayer and

Williams), 153Lean Six Sigma Business Transformation

For Dummies (Burghall and Grant), 233, 315, 329


The Machine That Changed the World (Womack, Jones and Roos), 329

Making Six Sigma Last (Eckes), 329Practitioner’s Guide to Statistics

and Lean Six Sigma for Process Improvements (Harry, Mann, De Hodgins, Hulbert and Lacke), 328

Quantitative Approaches in Business Studies, 8th Edition (Morris), 329


Six Sigma Workbook For Dummies (Gygi, Williams and Gustafson), 125, 148

The Six Sigma Revolution (Eckes), 329The Six Sigma Way Team Fieldbook

(Pande, Neuman and Cavanagh), 329SPC in the Office (Owen and

Morgan), 329The Toyota Way: 14 Management

Principles from the World’s Greatest Manufacturer (Liker), 329

Pugh, Stuart (design engineer), 219Pugh Matrix, 218–219pull production, 12, 193–194pulling the work, 191purpose, 248push production, 193–194push the work, 191

345


Index

• Q •Q (quality), 321QFD (Quality Function Deployment), 46,

205, 206–218QFD drill-down, 217–218qualitative research, 59quality (Q), 321Quality Digest (website), 327Quality Function Deployment (QFD), 46,

205, 206–218Quality Function Deployment (QFD)

Institute (website), 327quality rate, 152–153Quality World, 330quantifying opportunities, 35, 267Quantitative Approaches in Business

Studies, 8th Edition (Morris), 329quantitative research, 59

• R •r value, 146rapid improvement events

about, 37–38, 245creating checklists for running

successful events, 252–253facilitator’s role, 248–252Kai Sigma events, 245–247Kaizen, 245–247

recognisingimportance of control charts, 121–135problems with batches, 195project champions, 231

red light state, for processes, 129red-tag exercise, 172, 173–174reducing risk, 179–181relationships, quality function

deployment and, 211–212Remember icon, 3reources, Internet


articles, 3

Baldrige Model, 327British Quality Foundation (BQF), 328Cheat Sheet, 3European Foundation for Quality



repeatability, 103, 192reproducibility, 103requirements

prioritising, 70–71researching, 58–63

researching requirements, 58–63resistance, overcoming, 294–295reviewing what you currently

measure, 98–99RFT (‘right first time’), 90right, working, 291–295right approach, 237–242‘right first time’ (RFT), 90right work

about, 223, 233driving strategy deployment,

233–234generating a list of candidate

improvement projects, 234–237right approach, 237–242setting up DMAIC projects, 242–243

risk, reducing, 179–181risk priority number (RPN), 179roles

event, 249as improvement charter component, 28

346



Roos, Daniel (author)The Machine That Changed the

World, 329root cause, finding, 264–266RPN (risk priority number), 179rules, agreeing on, 102–104run chart, 121running events, 250–251

• S •Safety CTQ grouping, 67Sakich Toyoda (founder of Toyota

group), 178sampling

about, 108–109population, 110–115process, 109–110

SAS (Scandinavian Air Services), 93–94satisfiers, 54Sayer, Natalie J. (author)

Lean For Dummies, 153Scandinavian Air Services (SAS), 93–94scatter diagram/plot, 145–146scope scandals, 319Scrub, as one of Five Ss, 172Security CTQ grouping, 68segmenting customers, 52, 56–57selecting

control charts, 126–127between DMAIC and DMADV, 205–206tools for the job, 312–313

sequencing, 10, 185setting expectations, 251‘seven wastes’

about, 161–162beyond the, 166–168correction, 166inventory, 164motion, 165–166overproduction, 162–163processing, 164transportation, 163waiting, 163

Shewhart, Walter (physicist), 121–122Shigeo Shingo (consultant), 86–87shingoprize (website), 327sigma (δ), 14SigmaXL plug-in, 331simple linear regression, 148SIMUL8, 331simulation software, 331single minute exchange of die (SMED), 86single piece flow, 11–12, 194–195SIPOC model, 48–49, 142SIPOC (Suppliers, Inputs, Process,

Outputs and Customers) model, 48–49, 142, 236

Six Sigmaabout, 14core of, 14–17points of, 20–21


Six Sigma Forum, 330Six Sigma Workbook For Dummies (Gygi,

Williams and Gustafson), 125, 148The Six Sigma Revolution (Eckes), 329The Six Sigma Way Team Fieldbook

(Pande, Neuman and Cavanagh), 329size, deployment and, 226–227SMED (single minute exchange of die), 86Smith, Bill (quality engineer), 14Social Conscience CTQ grouping, 69social media, help from, 327–328soft tools, ignoring, 321software, help from, 330–332solutions

applying, 267–273controlling, 275–279implementing, 275–279jumping to, 317–318standardising, 275–279

Sort, as one of Five Ss, 172spaghetti diagrams

about, 74, 195drawing, 76–77

SPC (statistical process control), 118

347


Index

SPC in the Office (Owen and Morgan), 329special cause variation, 118, 119spectators, 300Speed CTQ grouping, 67spreading the load, 186stability

in Heijunka, 185of processes, 284

stakeholders, analysing, 301–302standardisation

about, 10, 187in Heijunka, 185solutions, 275–279

Standardise, as one of Five Ss, 173startup, Lean Six Sigma, 229–231statistical analysis, software for, 330–331statistical control, 118statistical process control (SPC), 118stifling programmes, 320–321‘Stop at every abnormality’

concept, 11, 178Straighten, as one of Five Ss, 172strangers, 198strategy

driving deployment, 233–234using to drive Lean Six Sigma, 315

structure, event, 249subordinate, 191Suppliers, in SIPOC model, 48Suppliers, Inputs, Process, Outputs

and Customers (SIPOC) model, 48–49, 142, 236

Systemise, as one of Five Ss, 173

• T •Taiich Ohno (businessman), 7–8,

8–9, 84, 160Takt time, 12, 149–152tampering, avoiding, 119–120targets, quality function

deployment and, 214

teamsengaging, 285–287turmoil with, 320typical questions addressed by,

258–259, 262–263, 265–266, 270–272, 276–278

technical evaluation, 212techniques, for prevention, 178–183terrorists, 300testing theories, 136–137theories,, testing, 136–137Theory of Constraints, 12–13,

189–193, 327theory of inventive problem solving

(TRIZ), 199threshold state, for processes, 128–129‘Tim Wood’ mnemonic, 162timekeeping, facilitator and, 251Tip icon, 3tollgate review, 34‘Toolpak’ for Excel, 331tools

picking for the job, 312–313for prevention, 178–183

Toyota Production System (TPS)about, 7, 185process of, 8–14

The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer (Liker), 329

TPS (Toyota Production System), 7about, 7, 185process of, 8–14

training companies, help from, 332transportation, as one of the ‘seven

wastes,’ 163TRIZ (theory of inventive problem

solving), 199troughs, avoiding, 184–186True Stories icon, 3T-test, 136–137

348



349


Index

• U •UK Excellence, 330unit, 18unit time, 83, 160untapped potential, 167upstream variables, 106–107

• V •validity, of data, 102–104value stream, 24value stream maps

about, 47, 236constructing, 84–93

value-added analysis, 159–160value-adding

about, 157assessing opportunity, 160–161beyond the ‘seven wastes,’ 166–168common definition of, 158–159correction, 166inventory, 164motion, 165–166overproduction, 162–163processing, 164‘seven wastes,’ 161–166transportation, 163value-added analysis, 159–160vital few, 169–170waiting, 163

variable charts, 126variation

about, 117–118avoiding tampering, 119–120distinguishing between types of, 119natural, 118reducing, 25special cause, 119

venue, event, 250

Verify phase, 204verifying

designs work, 204process meets CTQs, 284

Visio, 330visions, creating, 295–296visual management, 174–177, 226vital few, 169–170VOC. See voice of the customer (VOC)voice of the customer (VOC), 20,

53, 55–57, 64

• W •waiting, as one of the ‘seven wastes,’ 163Warning! icon, 3wasted movement, identifying, 195weakest link, identifying, 189–190websites


articles, 3Baldrige Model, 327British Quality Foundation (BQF), 328Cheat Sheet, 3European Foundation for Quality



350



Welch, Jack (CEO), 14, 72, 224White Belt, 39whole range, 17whole story, telling the, 313Williams, Bruce (author)

Lean For Dummies, 153Six Sigma For Dummies, 125, 148Six Sigma Workbook For

Dummies, 125, 148wing-to-wing time, 72winners, 300Womack, James (author)

benchmarking work of, 327The Machine That Changed the

World, 329

work rightabout, 223how it gets done, 283how well it gets done, 284

Workshop phase, in Kaizan events, 246

• X •X moving R chart, 126

• Y •Yellow Belt, 38–39

index [] · 2020. 10. 23. · breyfogle, forrest, iii (author) implementing six sigma, 329...

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