Transactional Six Sigma and Lean Servicing: Leveraging Manufacturing Concepts to Achieve World-Class Service

Transacational SIX SIGMA and LEAN SERVICING: Leveraging Manufacturing Concepts to Achieve World-Class Service......Page 1
Dedication......Page 3
THE CONTINUOUS JOURNEY......Page 4
INTENT AND STRUCTURE OF THE BOOK......Page 6
Acknowledgments......Page 8
Author......Page 9
Introduction......Page 10
TRANSACTIONAL SIX SIGMA AND LEAN SERVICING™......Page 11
REFERENCES......Page 12
Table of Contents......Page 14
1.1.1 SIX SIGMA DEFINED......Page 20
Table of Contents......Page 0
1.1.2 SIX SIGMA BACKGROUND......Page 21
1.1.4 TRANSACTIONAL SERVICE QUALITY......Page 22
1.2.1 WHAT IS LEAN MANUFACTURING?......Page 23
1.2.2 LEAN TECHNIQUES AND TOOLS......Page 24
1.3.1 IS SIX SIGMA NEW?......Page 25
1.3.2 TOTAL QUALITY MANAGEMENT......Page 26
1.4 COMMON SIX SIGMA TERMS......Page 27
1.5.1 PROBABILITY......Page 28
1.5.2 STATISTICS......Page 29
1.6.2 W. EDWARDS DEMING (1900–1993)......Page 33
1.6.3 JOSEPH M. JURAN (1904–)......Page 35
1.6.4 PHILIP R. CROSBY26 (1926–2001)......Page 36
1.6.5 SHIEGO SHINGO (1909–1990)......Page 37
REFERENCES......Page 38
2.1 LEADERSHIP MATTERS......Page 40
2.2 SIX SIGMA AS A STRATEGIC INITIATIVE......Page 41
2.3 INTERNAL COMMUNICATION STRATEGY AND TACTICS......Page 42
2.4 FORMALLY LAUNCHING SIX SIGMA......Page 43
2.5.2 SELECTION CRITERIA FOR SIX SIGMA ROLES......Page 45
2.6.1 MASTER BLACK BELT TRAINING......Page 46
2.6.4 TEAM TRAINING......Page 47
2.6.5 CHAMPION TRAINING......Page 48
2.7.1 IDENTIFY DECISION MAKERS......Page 49
2.7.4 DETERMINE THE SELECTION DECISION PROCESS......Page 50
2.8 ASSESSING ORGANIZATIONAL READINESS......Page 51
2.8.1 HUMAN RESOURCES PRACTICES......Page 52
2.9 COMMON PITFALLS......Page 53
2.9.4 EXPECTATION OF QUICK RESULTS......Page 54
2.9.5 PERSONAL AND ORGANIZATIONAL RESISTANCE TO CHANGE......Page 55
REFERENCES......Page 56
3.1 OVERVIEW......Page 57
3.2 VERTICAL FUNCTIONS AND HORIZONTAL PROCESSES......Page 58
REFERENCES......Page 60
4.1 IMPORTANCE......Page 61
4.2 IDENTIFY THE CUSTOMER......Page 62
4.3.1 SURVEYS......Page 63
4.3.3 DIRECT CUSTOMER OBSERVATION......Page 65
4.4 CRITICAL-TO-QUALITY (CTQ) CUSTOMER REQUIREMENTS......Page 66
4.4.1 CTQ DEFINED......Page 67
REFERENCES......Page 68
5.2 PROJECT CULTURE......Page 69
5.2.2 WEAK PROJECT CULTURES......Page 70
5.3.1 BUILD THE TEAM......Page 71
5.3.3 CONTROL THE PROJECT......Page 72
5.3.5 CLOSE THE PROJECT......Page 73
5.4 TEAM TYPING......Page 74
5.5.4 PERFORMING......Page 75
5.7 SUMMARY......Page 76
REFERENCES......Page 77
6.1 INTRODUCTION TO THE DMAIC PHASES......Page 78
6.2 DEFINE PHASE OVERVIEW......Page 79
6.3.2 PROBLEM STATEMENT......Page 80
6.3.5 PRELIMINARY PROJECT PLAN......Page 81
6.3.7 UPDATING THE CHARTER......Page 82
6.5 HIGH-LEVEL PROCESS MAP......Page 83
6.6 PROJECT TEAM......Page 85
6.7 CASE STUDY: DEFINE PHASE......Page 86
REFERENCES......Page 91
7.1 OVERVIEW......Page 92
7.1.1 TYPES OF MEASURES......Page 93
7.1.2 MEASUREMENT DATA TYPES......Page 94
7.2.2 BASICS OF PROBABILITY AND STATISTICS......Page 95
7.2.3.1 Central Tendency Measures......Page 98
7.2.3.2 Dispersion Measures......Page 99
7.2.4 THE NORMAL DISTRIBUTION......Page 100
7.2.6 SAMPLING PLAN......Page 103
7.2.6.1 Defining the Target Population......Page 104
7.2.6.2 Selecting a Sampling Scheme......Page 105
7.2.6.3 Determining the Sample Size......Page 106
7.2.6.3.2 Determining Sample Size for Discrete Data......Page 109
7.3.1 GETTING STARTED......Page 110
7.4 CHOOSING STATISTICAL SOFTWARE......Page 112
7.4.3 STATGRAPHICS......Page 114
7.5.1 PROCESS MAPS......Page 115
7.5.2 PARETO CHARTS......Page 117
7.5.3 CAUSE-AND-EFFECT DIAGRAMS......Page 119
7.5.3.1 Constructing Cause-and-Effect Diagrams......Page 120
7.5.4 HISTOGRAMS......Page 122
7.5.4.1 Constructing Histograms......Page 123
7.5.4.2 Interpreting Histograms......Page 125
7.5.5 CONTROL CHARTS......Page 127
7.5.5.1 Types of Control Charts......Page 130
7.5.5.2 Constructing and Interpreting Control Charts......Page 131
7.5.5.3 Normality Assumptions......Page 132
7.6 SIX SIGMA MEASUREMENTS......Page 133
7.7 COST OF POOR QUALITY......Page 136
7.7.3 FAILURE COST OF POOR QUALITY......Page 137
7.7.4 COST OF QUALITY PROFILES......Page 138
7.8.1 EXPONENTIAL DISTRIBUTION......Page 139
7.8.5 HYPERGEOMETRIC DISTRIBUTION......Page 141
7.9.1 GAUGE R & R......Page 142
7.10 TECHNICAL ZONE: PROCESS CAPABILITY......Page 143
7.10.1 CALCULATING PROCESS CAPABILITY......Page 144
7.10.2 THREE SIGMA CONTROL LIMITS VS. SIX SIGMA SPECIFICATION LIMITS......Page 145
REFERENCES......Page 147
8.1 OVERVIEW......Page 148
8.2.2 CUSTOMER CONTACT POINTS......Page 149
8.2.3 PROCESS DELAYS......Page 150
8.2.5 THE THEORY OF CONSTRAINTS......Page 151
8.3 HYPOTHESIS TESTING......Page 152
8.3.1 STATISTICAL SIGNIFICANCE......Page 153
8.4 STATISTICAL TESTS AND TABLES......Page 154
8.4.1 ANOVA......Page 160
8.5.1 SCATTER PLOTS......Page 162
8.5.2 CORRELATION COEFFICIENT......Page 164
8.5.3 REGRESSION ANALYSIS......Page 165
8.5.3.1 Simple Linear Regression......Page 166
8.6 TECHNICAL ZONE: SURVIVAL ANALYSIS......Page 169
8.7 SUMMARY......Page 171
REFERENCES......Page 172
9.2 PROCESS REDESIGN......Page 173
9.2.1 PROCESS REDESIGN PRINCIPLES......Page 174
9.2.2 AUTOMATION CONSIDERATIONS......Page 176
9.3.1 BRAINSTORMING......Page 177
9.4 TECHNICAL ZONE: DESIGN OF EXPERIMENTS......Page 178
9.5 PILOT EXPERIMENTS......Page 186
9.7 IMPLEMENTATION PLAN......Page 189
9.9 CARD ONE CASE STUDY IMPROVE PHASE RESULTS......Page 190
REFERENCES......Page 192
10.1 OVERVIEW......Page 193
10.4 FAILURE MODE AND EFFECTS ANALYSIS......Page 194
10.5 SPC CHARTS......Page 196
10.6 FINAL PROJECT REPORT AND DOCUMENTATION......Page 200
REFERENCE......Page 201
11.1 OVERVIEW......Page 202
11.2.1 QUALITY FUNCTION DEPLOYMENT......Page 203
11.2.2 THE THEORY OF INVENTIVE PROBLEM SOLVING (TRIZ)......Page 207
REFERENCES......Page 208
12.2 LEAN HISTORY......Page 209
12.3 LEAN SERVICING CASE STUDY INTRODUCTION......Page 211
12.4 LEAN SERVICING CONCEPTS......Page 214
12.4.2 CONTINUOUS-FLOW PRODUCTION......Page 215
12.5 CASE STUDY CONTINUED......Page 218
REFERENCES......Page 229
Appendix A: Deming’s 14 Points for Management......Page 230
B.1 AREA UNDER THE NORMAL CURVE......Page 232
B.2.1 HOW TO USE THIS TABLE......Page 235
B.3.1 HOW TO USE THIS TABLE......Page 239
B.4.1 HOW TO USE THIS TABLE......Page 257
Appendix C: TRIZ — Abbreviated Version of the 40 Principles for Inventive Problem Solving......Page 264