A Guide to Six Sigma and Process Improvement for Practitioners and Students

About This eBook
Title Page
Copyright Page
Dedication Page
Contents
Acknowledgments
About the Authors
Section I: Building a Foundation of Process Improvement Fundamentals
	1. You Don’t Have to Suffer from the Sunday Night Blues!
		What Is the Objective of This Chapter?
		Sarah’s Story
		Nine Principles of Process Improvement to Get the Most Out of This Book
		Structure of the Book
		Let’s Go!
		References
	2. Process and Quality Fundamentals
		What Is the Objective of This Chapter?
		Process Fundamentals
			What Is a Process?
			Where Do Processes Exist?
			Why Does Understanding Processes Matter?
			What Is a Feedback Loop and How Does It Fit into the Idea of a Process?
			Some Process Examples to Bring It All Together!
		Variation Fundamentals
			What Is Variation in a Process?
			Why Does Variation Matter?
			What Are the Two Types of Variation?
			How to Demonstrate the Two Types of Variation
			Red Bead Experiment
		Quality Fundamentals
			Goal Post View of Quality
			Continuous Improvement Definition of Quality—Taguchi Loss Function
			More Quality Examples
		Takeaways from This Chapter
		References
	3. Defining and Documenting a Process
		What Is the Objective of This Chapter?
		A Story to Illustrate the Importance of Defining and Documenting a Process
		Fundamentals of Defining a Process
			Who Owns the Process? Who Is Responsible for the Improvement of the Process?
			What Are the Boundaries of the Process?
			What Are the Process’s Objectives? What Measurements Are Being Taken on the Process with Respect to Its Objectives?
		Fundamentals of Documenting a Process
			How Do We Document the Flow of a Process?
			Why and When Do We Use a Flowchart to Document a Process?
			What Are the Different Types of Flowcharts and When Do We Use Each?
			What Method Do We Use to Create Flowcharts?
		Fundamentals of Analyzing a Process
			How Do We Analyze Flowcharts?
			Things to Remember When Creating and Analyzing Flowcharts
		Takeaways from This Chapter
		References
Section II: Creating Your Toolbox for Process Improvement
	4. Understanding Data: Tools and Methods
		What Is the Objective of This Chapter?
		What Is Data?
			Types of Numeric Data
		Graphing Attribute Data
			Bar Chart
			Pareto Diagrams
			Line Graphs
		Graphing Measurement Data
			Histogram
			Dot Plot
			Run Chart
		Measures of Central Tendency for Measurement Data
			Mean
			Median
			Mode
		Measures of Central Tendency for Attribute Data
			Proportion
		Measures of Variation
			Range
			Sample Variance and Standard Deviation
			Understanding the Range, Variance, and Standard Deviation
		Measures of Shape
			Skewness
		More on Interpreting the Standard Deviation
		How-To Guide for Understanding Data: Minitab 17 User Guide
			Using Minitab Worksheets
			Opening and Saving Worksheets and Other Components
			Obtaining a Bar Chart
			Obtaining a Pareto Diagram
			Obtaining a Line Graph (Time Series Plot)
			Obtaining a Histogram
			Obtaining a Dot Plot
			Obtaining a Run Chart
			Obtaining Descriptive Statistics
		Takeaways from This Chapter
		References
		Additional Readings
	5. Understanding Variation: Tools and Methods
		What Are the Objectives of This Chapter?
		What Is Variation?
			Common Cause Variation
			Special Cause Variation
		Using Control Charts to Understand Variation
			Attribute Control Charts
			Variables Control Charts
			Understanding Control Charts
			Rules for Determining Out of Control Points
		Control Charts for Attribute Data
			P Charts
			C Charts
			U Charts
		Control Charts for Measurement Data
			Individuals and Moving Range (I-MR) Charts
			X Bar and R Charts
			X Bar and S Charts
		Which Control Chart Should I Use?
			Control Chart Case Study
		Measurement Systems Analysis
			Measurement System Analysis Checklist
			Gage R&R Study
		How-To Guide for Understanding Variation: Minitab User Guide (Minitab Version 17, 2013)
			Using Minitab to Obtain Zone Limits
			Using Minitab for the P Chart
			Using Minitab for the C Chart
			Using Minitab for the U Chart
			Using Minitab for the Individual Value and Moving Range Charts
			Using Minitab for the X Bar and R Charts
			Using Minitab for the X Bar and S Charts
		Takeaways from This Chapter
		References
		Additional Readings
	6. Non-Quantitative Techniques: Tools and Methods
		What Is the Objective of This Chapter?
		High Level Overview and Examples of Non-Quantitative Tools and Methods
			Flowcharting
			Voice of the Customer (VoC)
			Supplier-Input-Process-Output-Customer (SIPOC) Analysis
			Operational Definitions
			Failure Modes and Effects Analysis (FMEA)
			Check Sheets
			Brainstorming
			Affinity Diagrams
			Cause and Effect (Fishbone) Diagrams
			Pareto Diagrams
			Gantt Charts
			Change Concepts
			Communication Plans
		How-To Guide for Using Non-Quantitative Tools and Methods
			How to Do Flowcharting
			How to Do a Voice of the Customer (VoC) Analysis
			How to Do a SIPOC Analysis
			How to Create Operational Definitions
			How to Do a Failure Modes and Effects Analysis (FMEA)
			How to Do Check Sheets
			Brainstorming
			How to Do Affinity Diagrams
			How to Do Cause and Effect Diagrams (C&E Diagrams)
			How to Do Pareto Diagrams
			How to Do Gantt Charts
			How to Use Change Concepts
			How to Do Communication Plans
		Takeaways from This Chapter
		References
		Additional Readings
	7. Overview of Process Improvement Methodologies
		What Is the Objective of This Chapter?
		SDSA Cycle
			SDSA Example
		PDSA Cycle
			PDSA Example
		Kaizen/Rapid Improvement Events
			Kaizen/Rapid Improvement Events Example
		DMAIC Model: Overview
			Define Phase
			Measure Phase
			Analyze Phase
			Improve Phase
			Control Phase
			DMAIC Model Example
		DMADV Model: Overview
			Define Phase
			Measure Phase
			Analyze Phase
			Design Phase
			Verify/Validate Phase
			DMADV Model Example
		Lean Thinking: Overview
			The 5S Methods
			Total Productive Maintenance (TPM)
			Quick Changeover (Single Minute Exchange of Dies—SMED)
			Poka-Yoke
			Value Streams
		Takeaways from This Chapter
		References
	8. Project Identification and Prioritization: Building a Project Pipeline
		What Is the Objective of This Chapter?
		Project Identification
			Internal Proactive
			Internal Reactive
			External Proactive
			External Reactive
		Using a Dashboard for Finding Projects
			Structure of a Managerial Dashboard
			Example of a Managerial Dashboard
			Managing with a Dashboard
		Project Screening and Scoping
			Questions to Ask to Ensure Project Is Viable
			Estimating Project Benefits
			Project Methodology Selection—Which Methodology Should I Use?
			Estimating Time to Complete Project
			Creating a High Level Project Charter
			Problem Statement
		Prioritizing and Selecting Projects
			Prioritizing Projects Using a Project Prioritization Matrix
			Final Project Selection
		Executing and Tracking Projects
			Allocating Resources to Execute the Projects
			Monthly Steering Committee (Presidential) Reviews
		Takeaways from This Chapter
		References
Section III: Putting It All Together—Six Sigma Projects
	9. Overview of Six Sigma Management
		What Is the Objective of This Chapter?
		Non-Technical Definition of Six Sigma Management
		Technical Definition of Six Sigma
		Where Did Six Sigma Come From?
		Benefits of Six Sigma Management
		Key Ingredient for Success with Six Sigma Management
		Six Sigma Roles and Responsibilities
			Senior Executive
			Executive Steering Committee
			Project Champion
			Process Owner
			Master Black Belt
			Black Belt
			Green Belt
			Green Belt Versus Black Belt Projects
		Six Sigma Management Terminology
		Next Steps: Understanding the DMAIC Model
		Takeaways from This Chapter
		References
		Additional Readings
		Appendix 9.1 Technical Definition of Six Sigma Management
	10. DMAIC Model: “D” Is for Define
		What Is the Objective of This Chapter?
		Purpose of the Define Phase
		The Steps of the Define Phase
			Activate the Six Sigma Team
			Project Charter
			SIPOC Analysis
			Voice of the Customer Analysis
			Definition of CTQ(s)
			Create an Initial Draft of the Project Objective
			Tollgate Review: Go-No Go Decision Point
		Keys to Success and Pitfalls to Avoid in the Define Phase
		Case Study of the Define Phase: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Define Phase
			Activate the Six Sigma Team
			Project Charter
			SIPOC Analysis
			Voice of the Customer Analysis
			Definition of CTQ(s)
			Initial Draft Project Objective
			Tollgate Review: Go-No Go Decision Point
		Takeaways from This Chapter
		References
		Additional Readings
	11. DMAIC Model: “M” Is for Measure
		What Is the Objective of This Chapter?
		Purpose of the Measure Phase
		The Steps of the Measure Phase
			Operational Definitions of the CTQ(s)
			Data Collection Plan for CTQ(s)
			Validate Measurement System for CTQ(s)
			Collect and Analyze Baseline Data for the CTQ(s)
			Estimate Process Capability for CTQ(s)
		Keys to Success and Pitfalls to Avoid
		Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Measure Phase
			Operational Definition of the CTQ(s) and Data Collection Plan for the CTQ(s)
			Validate Measurement System for CTQ(s)
			Collect and Analyze Baseline Data
			Tollgate Review: Go-No Go Decision Point
		Takeaways from This Chapter
		References
		Additional Readings
	12. DMAIC Model: “A” Is for Analyze
		What Is the Objective of This Chapter?
		Purpose of the Analyze Phase
		The Steps of the Analyze Phase
			Detailed Flowchart of Current State Process
			Identification of Potential Xs for CTQ(s)
			Failure Modes and Effects Analysis (FMEA) to Reduce the Number of Xs
			Operational Definitions for the Xs
			Data Collection Plan for Xs
			Validate Measurement System for X(s)
			Test of Theories to Determine Critical Xs
			Develop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)
			Go-No Go Decision Point
		Keys to Success and Pitfalls to Avoid
		Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Analyze Phase
			Detailed Flowchart of Current State Process
			Identification of Xs for CTQ(s)
			Failure Modes and Effects Analysis (FMEA) to Reduce the Number of Xs
			Operational Definitions of the Xs
			Data Collection Plan for Xs
			Validate Measurement System for Xs
			Test of Theories to Determine Critical Xs
			Develop Hypotheses/Takeaways about the Relationships between the Critical Xs and CTQ(s)
			Tollgate Review—Go-No Go Decision Point
		Takeaways from This Chapter
		References
		Additional Readings
	13. DMAIC Model: “I” Is for Improve
		What Is the Objective of This Chapter?
		Purpose of the Improve Phase
		The Steps of the Improve Phase
			Generate Alternative Methods for Performing Each Step in the Process
			Select the Best Alternative Method (Change Concepts) for All of the CTQs
			Create a Flowchart for the Future State Process
			Identify and Mitigate the Risk Elements for New Process
			Run a Pilot Test of the New Process
			Collect and Analyze the Pilot Test Data
			Go-No Go Decision Point
		Keys to Success and Pitfalls to Avoid
		Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Improve Phase
			Generate Alternative Methods for Performing Each Step in the Process
			Select the Best Alternative Method (Change Concept) for All the CTQs
			Create a Flowchart of the New Improved Process
			Identify and Mitigate the Risk Elements for the New Process
			Run a Pilot Test of the New Process
			Collect and Analyze the Pilot Test Data
			Tollgate Review—Go-No Go Decision Point
		Takeaways from This Chapter
		References
		Additional Readings
	14. DMAIC Model: “C” Is for Control
		What Is the Objective of This Chapter?
		Purpose of the Control Phase
		The Steps of the Control Phase
			Reduce the Effects of Collateral Damage to Related Processes
			Standardize Improvements (International Standards Organization [ISO])
			Develop a Control Plan for the Process Owner
			Identify and Document the Benefits and Costs of the Project
			Input the Project into the Six Sigma Database
			Diffuse the Improvements throughout the Organization
			Conduct a Tollgate Review of the Project
		Keys to Success and Pitfalls to Avoid
		Case Study: Reducing Patient No Shows in an Outpatient Psychiatric Clinic—Control Phase
			Reduce the Effects of Collateral Damage to Related Processes
			Standardize Improvements (International Standards Organization [ISO])
			Develop a Control Plan for the Process Owner
			Financial Impact
			Input the Project into the Six Sigma Database
			Diffuse the Improvements throughout the Organization
			Champion, Process Owner, and Black Belt Review the Project
		Takeaways from This Chapter
		References
		Additional Readings
	15. Maintaining Improvements in Processes, Products-Services, Policies, and Management Style
		What Is the Objective of This Chapter?
		Improving Processes, Products-Services, and Processes: Revisited
		Case Study 1: Failure in the Act Phase of the PDSA Cycle in Manufacturing
		Case Study 2: Failure in the Act Phase of the PDSA Cycle in Accounts Receivable
		A Method for Promoting Improvement and Maintainability
			Dashboards
			Presidential Review of Maintainability Indicators
		The Funnel Experiment and Successful Management Style
			Rule 1 Revisited
			Rule 4 Revisited
		Succession Planning for the Maintainability of Management Style
			Succession Planning by Incumbent Model
			Succession Planning by Creating Talent Pools Model
			Succession Planning Using the Top-Down/Bottom-Up Model
			Process Oriented Top-Down/Bottom-Up Succession Planning Model
		Egotism of Top Management as a Threat to the Maintainability of Management Style
			Six Indicators of Egotism That Threaten the Maintainability of Management Style
			Summary
		The Board of Directors Fails to Understand the Need for Maintainability in the Organization’s Culture and Management Style
			Definition of Culture/Management Style
			Components of Board Culture
			Shared Mission and Shared Values/Beliefs
			Allocation of Work
			Reducing Variability
			Engagement
			Trust
		Takeaways from This Chapter
		References
Section IV: The Culture Required for Six Sigma Management
	16. W. Edwards Deming’s Theory of Management: A Model for Cultural Transformation of an Organization
		Background on W. Edwards Deming
			Deming’s System of Profound Knowledge
			Purpose of Deming’s Theory of Management
			Paradigms of Deming’s Theory of Management
			Components of Deming’s Theory of Management
		Deming’s 14 Points for Management
		Deming’s 14 Points and the Reduction of Variation
		Transformation or Paradigm Shift
			The Prevailing Paradigm of Leadership
			The New Paradigm of Leadership
			Transformation
		Quality in Service, Government, and Education
		Quotes from Deming
		Summary
		References and Additional Readings
Index
Section V: Six Sigma Certification
	17. Six Sigma Champion Certification
		What Is the Objective of This Chapter?
		Description of Certification Examination
		Takeaways from This Chapter
	18. Six Sigma Green Belt Certification
		What Is the Objective of This Chapter?
		Sample Green Belt Certification Examination Questions with Answers