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
