Six Sigma for dummies [electronic resource].
- Gygi, Craig
- Hoboken, N.J. : Wiley, 2012.
Chichester : John Wiley.
- 2nd ed. / by Craig Gygi, Bruce Williams, with Neil DeCarlo ; foreword by Stephen R. Covey.
- Physical Description:
- 1 online resource (xxiv, 375 pages) : illustrations
- Additional Creators:
- Williams, Bruce (Bruce David), DeCarlo, Neil, and Ebooks Corporation
- Machine generated contents note: Conventions Used in This Book -- What You're Not to Read -- Foolish Assumptions -- How This Book Is Organized -- pt. I Getting Acquainted with Six Sigma Basics -- pt. II DMAIC: Defining and Measuring -- pt. III DMAIC: Analyzing -- pt. IV DMAIC: Improving and Controlling -- pt. V Looking at the Six Sigma Technology Tool Landscape -- pt. VI The Part of Tens -- Icons Used in This Book -- Where to Go from Here -- pt. I Getting Acquainted with Six Sigma Basics -- ch. 1 Better Business and Better Performance: Defining Six Sigma -- Discovering What's Behind the Name -- Tackling Six Sigma from the Managerial Perspective -- Bridging science and leadership -- Management system orientation -- ch. 2 Linking Quality and Business -- Specifications: Listening to the Voice of the Customer -- How close is close enough? Understanding the need for specifications -- Defining specifications -- Do you do the RUMBA? Creating realistic specifications -- Examining What Quality Truly Is -- Discovering the cost of poor quality curve: Football and Taguchi's loss function -- Avoiding the hidden factory -- Looking at How Quality Beliefs Determine Behavior -- Comparing belief systems side by side -- Journeying from one to many -- Connecting quality and variation -- Calculating Six Sigma quality -- ch. 3 Examining the Principles and Language of Six Sigma -- Starting Out with One Simple Equation: Y = f(X) + ε -- Principle 1 Recognizing Determinism -- Seeking cause and effect -- Correlation doesn't imply causation: Resisting superstitious delusions -- Principle 2 Reducing Variation -- Understanding variation -- Categorizing common cause versus special cause variation -- Coping with variation -- We're adrift: Peeking at short-term and long-term variation -- Principle 3 Measuring for Success -- Minding your Ys and Xs -- Summing it up with data -- Principle 4 Applying Leverage -- Appreciating the difference between the critical few and the trivial many -- Separating and utilizing the critical few -- Principle 5 Managing Risk -- ch. 4 Organizing for Improvement -- DMAIC: Introducing Your Project Strategy -- Venturing to the Domains of Activity -- Thinking for breakthrough -- Processing for breakthrough -- Designing for breakthrough -- Managing for breakthrough -- Filling the Roles: Who You Need to Know -- Starting at the top -- Assembling the core team -- Focusing on functional representatives -- Spotting the deployment leader -- Meeting the Six Sigma Champion -- Number-crunching karate: Black Belts and their brethren -- Following the Five Stages of a Six Sigma Initiative -- Initializing: Ready, aim -- Deploying: Setting the infrastructure in motion -- Implementing: Forging first successes -- Expanding: Taking it everywhere -- Sustaining: The self-healing culture -- pt. II DMAIC: Defining and Measuring -- ch. 5 Identifying and Right-Sizing Projects -- Launching a Six Sigma Project -- Scoping the perfect project -- Transforming the problem -- Knowing your goals and needs -- Determining project responsibilities -- Writing the Business Case -- Starting with candidate business-case statements -- Selecting the business case -- When You're Ready: Defining a Six Sigma Project -- Following the steps of the project definition process -- Identifying the significant Y -- Understanding how bad it actually is -- Deciding whether a project is worthwhile -- ch. 6 Launching a Project -- Describing the Problem with a Problem Statement -- Deciding How Much Improvement Is Enough -- Asking "How much am I entitled to?" -- Acknowledging that other hidden opportunities exist -- Going for breakthrough improvement -- Setting an Improvement Target with Your Objective Statement -- Getting a Project Approved and Assigned -- ch. 7 Mapping to Identify Possible Factors -- Breaking Down Process Flow -- Drawing a process map -- Defining and visualizing the process points -- Acknowledging the as-is state -- Developing a SIPOC -- VSM: Charting the Value Stream -- Introducing a stream of resources, information, and value -- Creating a VSM for your process -- ch. 8 Diagramming to Identify Possible Factors -- Breaking Down Brainstorming Tools -- Affinity diagrams -- Fishbone (Ishikawa) diagrams -- Focusing on Failure Mode Effects Analysis (FMEA) -- Listing process steps -- Identifying requirements and recording potential failure modes -- Spelling out effects of failures -- Scoring the severity of the effects -- Listing causes of failure modes -- Scoring the occurrence of the cause -- Identifying current controls -- Scoring the detection of the controls -- Calculating and reviewing RPN scores -- Devising and assigning improvement actions -- ch. 9 Describing Performance with Numbers -- Recognizing Different Types of Data -- Identifying attribute (category) data -- Classifying continuous (variable) data -- Using Statistics to Make Sense of Data -- Beginning with measurement 101: Distribution -- Measuring distribution location -- Calculating the width of variation -- The Long and Short of Variation -- Sizing up short-term variation -- Shift happens: Looking at long-term variation -- Being all you can be: Entitlement -- pt. III DMAIC: Analyzing -- ch. 10 Depicting and Analyzing Data through Charts and Graphs -- Checking Out Dot Plots and Histograms -- Creating your own dot plots and histograms -- Interpreting dot plots and histograms -- Comparing Distributions in Box and Whisker Plots -- Making your own box and whisker plot -- Making sense of box and whisker plots -- Making Connections with Scatter Plots -- Developing a scatter plot -- Drawing correlations from a scatter plot -- Hindsight Is 20/20: Observing Process Behavior Charts -- Creating a characteristic or process behavior chart -- Interpreting characteristic or process behavior charts -- ch. 11 Analyzing for Value -- Understanding and Achieving Value: It's Customer-Driven -- Ascertaining value -- Waste not: Defining the seven forms of waste -- Kano's framework: Hearing the voice of the customer -- Analyzing Process Flow for Value: Introducing Take One, Make One -- Considering Cause-and-Effect (C&E) Analysis -- Laying out the matrix -- Adding some weight -- Figuring the final score -- Go team! Appreciating group input when using C&E -- Leveraging Your Old Friend FMEA for Value -- ch. 12 What's Normal? Recognizing Normally-Shaped Variation -- Defining Normal: Bell-Shaped Variation and Probability -- Meeting the model: The standard normal distribution -- Working with nonstandard normal data: The Z transformation -- Using Excel to calculate normal probabilities -- Checking How Well Data Follow a Normal Curve: Normal Probability Plots -- Constructing a normal probability plot -- Interpreting your normal probability plot -- ch. 13 Assessing Capability: Comparing the Voices of the Customer and the Process -- Working with Yield and Defect Rates -- Measuring yield -- Measuring defect rate -- Brought to you by the number e: Linking yield and defect rate -- What's Your Sigma, Baby? Deciphering Sigma (Z) Score -- Breaking down how many standard deviations can fit -- Comparing short-term versus long-term sigma score calculations -- Linking short-term capability to long-term performance with the 1.5-sigma shift -- Considering Capability Indices -- Short-term capability index (CP) -- Adjusted short-term capability index (CPK) -- Long-term capability indices (PP and PPK) -- Prescribing a capability improvement plan -- ch. 14 Gauging Gauges: Measurement System Analysis (MSA) -- Avoiding Illusion: Measurement System Capability Analysis -- Looking at variation in a measurement system -- Sources of measurement system variation -- Measuring Measurements: Measurement System Analysis (MSA) -- Audit measurement system studies -- Attribute measurement system studies -- Gauge or continuous variable measurement system studies -- ch. 15 Mining Data and Processes for Insight -- Filling the Funnel -- Let the data do the talking -- Cast a big net -- Mining Data for Insight -- Go with what you have: Observational studies -- Digging in: Identifying potential sources of variation through graphical analysis -- Nearly Magical Multi-Vari Charts: Expertly Screening Factors -- Categorizing the variations -- Putting it all together: Creating a multi-vari sampling plan -- Constructing a multi-vari chart -- Interpreting a multi-vari chart -- Checking out a Multi-Vari Example -- ch. 16 Making Confident Decisions -- Introducing Populations and Samples -- Parameter Distributions from Multiple Samples: Using the Central Limit Theorem -- Calculating Decision Risk: Confidence Intervals -- Confidence intervals for means -- Confidence intervals for standard deviations -- Four out of five recommend: Confidence intervals for proportions -- pt. IV DMAIC: Improving and Controlling -- ch. 17 Forecasting Future Performance -- Seeing the Correlation -- Getting a Handle on Curve Fitting -- Finding the line: Simple linear regression -- Discovering residuals and the fitted model -- Practicing tools for fitting lines -- Moving on to multiple linear regression -- ch. 18 Designing, Conducting, and Analyzing Experiments (DOE) -- Seeing the Improvement Power of Six Sigma Experiments -- Achieving better understanding through experiments -- Getting schooled on the terms -- The end game of Six Sigma experiments -- Looking Before You Leap: Experimental Considerations -- The trial-and-error approach -- The one-factor-at-a-time approach -- The boil-the-ocean approach -- The Six Sigma approach: Multitasking and progressing -- Setting up 2k Factorial Experiments -- Planning your experiment -- Conducting your experiment -- Analyzing your experiment -- You've Only Just Begun: Looking at More Topics in Experimentation -- ch. 19 Standardizing on Improvement -- Satisfying the Need for Control Planning -- The process management summary -- The process control plan -- 5S: Housekeeping for Sustained Improvement -- Mistake-Proofing with Poka-Yoke -- and Contents note continued: Leveraging FMEA as a Control Tool -- Setting and Following Standards -- ch. 20 Maintaining Gains through Statistical Process Control -- Getting to Know Control Charts -- Monitoring the process -- Understanding control limits -- Using control charts to keep processes on track -- Detecting patterns, shifts, and drifts -- Collecting data for control charts -- Setting Up Control Charts for Continuous Data -- Individuals and moving range chart (I - MR) -- Averages and ranges chart (- R chart) -- Averages and standard deviation chart (- S) -- Making Control Charts for Attribute Data -- The p chart for attribute data -- The u chart for attribute data -- pt. V Looking at the Six Sigma Technology Tool Landscape -- ch. 21 Eyeing Process Characterization and Optimization Technologies -- Understanding the Platforms and Protocols -- Paper and pencil -- Looking at desktops and laptops -- Upgrading to smartphones and tablets -- Expanding to enterprise-class options -- Knowing When Going Manual Makes Sense (And Doesn't) -- Using Basic Desktop Tools -- Getting a handle on the Office suite -- Process mapping with Visio -- Perusing Process Intelligence Tools -- Diving into Desktop Process Mapping Technology -- Exploring Enterprise-Class Technology -- ch. 22 Tools for Performing Six Sigma Analysis -- Tackling Technology for Analytics -- Making room for manual computations -- Holding out for hand-held calculators -- Opting for online calculators -- Looking at the local computer -- Using Standard Spreadsheets -- Taking on Bigger Projects with Specialized Statistical Analysis Tools -- Sampling spreadsheet add-ons -- Perusing dedicated statistics packages -- Minitab -- JMP -- Other stats packages -- ch. 23 Managing Six Sigma -- Managing Your Projects Skillfully -- Involving all the right people -- Being in charge of your toolkit -- Through the Looking Glass: Communicating Like a Leader -- Helping Yourself to Project Management Tools -- Capturing ideas with ideation tools -- Defining the project -- Pick a winner! Selecting the project -- Tracking the project -- Just the Facts, Ma'am: Intelligence Tools -- Gaining process intelligence -- Dealing with dashboards -- Keeping a balanced scorecard -- Collaborating in Style: Knowledge Management -- pt. VI The Part of Tens -- ch. 24 Ten Top Do's and Don'ts of Six Sigma -- Do Target Tangible Results -- Do Think Before You Act -- Do Put Your Faith in Data -- Do Align Projects with Key Goals -- Do Unleash Everyone's Potential -- Do Leverage Technology -- Don't Deploy Six Sigma without a Leader -- Don't Take Too Big a Bite -- Don't Think, "But We're Different" -- Don't Overtrain -- ch. 25 Ten Ways to Gain Synergies with Lean and Six Sigma -- Add Customer Value -- Map the Value Stream -- Strive for Flow -- 3-Gen: Go to Gemba -- Muda-Mura-Muri: Expand Your Definition of Waste -- 5S the Workplace -- Keep Simple Things Simple -- Remember that Everyone Plays a Part -- View Improvement as a Mindset -- Make Sure Managers Improve, Too -- ch. 26 Ten Places to Go for Help -- Court Your Colleagues -- Web Searches and Social Networks -- Contact Six Sigma Corporations -- Join Associations and Societies -- Attend Conferences -- Read The Books -- Talk to Technology Vendors -- Chat with Consultants -- Survey the Six Sigma Trainers.
- 9781118224687 (electronic bk.)
111822468X (electronic bk.)
9781118238042 (electronic bk.)
1118238044 (electronic bk.)
- Includes index.
AVAILABLE ONLINE TO AUTHORIZED PSU USERS.
- Reproduction Note:
- Electronic reproduction. Perth, W.A. Available via World Wide Web.
- Technical Details:
- Mode of access: World Wide Web.
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