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Index
Introduction
About This Book Conventions Used in This Book Foolish Assumptions How This Book Is Organised Part I: Lean Six Sigma Basics Part II: Working with Lean Six Sigma Part III: Assessing Performance Part IV: Improving the Processes Part V: Deploying Lean Six Sigma Part VI: The Part of Tens Icons Used In This Book Where to Go From Here
Part I: Lean Six Sigma Basics
Chapter 1: Defining Lean Six Sigma Introducing Lean Thinking Bringing on the basics of Lean Perusing the principles of Lean thinking Sussing Six Sigma Considering the core of Six Sigma Calculating process sigma values Meeting the major points of Six Sigma Chapter 2: Understanding the Principles of Lean Six Sigma Considering the Key Principles of Lean Six Sigma Improving Existing Processes: Introducing DMAIC Defining your project Measuring how the work is done Analysing your process Improving your process Coming up with a control plan Reviewing Your DMAIC Phases Taking a Pragmatic Approach
Part II: Working with Lean Six Sigma
Chapter 3: Identifying Your Customers Understanding the Process Basics Pinpointing the elements of a process Identifying internal and external customers Getting a High-Level Picture Drawing a high-level process map Segmenting customers Chapter 4: Understanding Your Customers’ Needs Can You Kano? Obtaining the Voice of the Customer Taking an outside-in view Segmenting your customers Prioritising your customers Researching the Requirements Interviewing your customers Focusing on focus groups Considering customer surveys Using observations Avoiding Bias Considering Critical To Quality Customer Requirements Establishing the Real CTQs Prioritising the requirements Measuring performance using customer-focused measures Chapter 5: Determining the Chain of Events Finding Out How the Work Gets Done Practising process stapling Drawing spaghetti diagrams Painting a Picture of the Process Keeping things simple Developing a deployment flowchart Seeing the value in a value stream map Identifying moments of truth
Part III: Assessing Performance
Chapter 6: Gathering Information Managing by Fact Realising the importance of good data Reviewing what you currently measure Deciding what to measure Developing a Data Collection Plan Beginning with output measures Creating clear definitions Agreeing rules to ensure valid and consistent data Collecting the data Identifying ways to improve your approach An Introduction to Sampling Process sampling Population sampling Chapter 7: Presenting Your Data Delving into Different Types of Variation Understanding natural variation Spotlighting special cause variation Distinguishing between variation types Avoiding tampering Displaying data differently Recognising the Importance of Control Charts Creating a control chart Unearthing unusual features Choosing the right control chart Examining the state of your processes Considering the capability of your processes Additional ways to present and analyse your data Testing Your Theories Chapter 8: Analysing What’s Affecting Performance Unearthing the Usual Suspects Generating your list of suspects Investigating the suspects and getting the facts Getting a Balance of Measures Connecting things up Proving your point Seeing the point Assessing your effectiveness
Part IV: Improving the Processes
Chapter 9: Identifying Value-Added Steps and Waste Interpreting Value-Added Providing a common definition Carrying out a value-added analysis Assessing opportunity Looking at the Seven Wastes Owning up to overproduction Playing the waiting game Troubling over transportation Picking on processing Investigating inventory Moving on motion Coping with correction Looking Beyond the Seven Wastes Wasting people’s potential Going green Considering customer perspectives Focusing on the Vital Few Chapter 10: Discovering the Opportunity for Prevention Keeping Things Neat and Tidy Introducing the Five Ss Carrying out a red-tag exercise Using visual management Looking at Prevention Tools and Techniques Introducing Jidoka Reducing risk with Failure Mode Effects Analysis (FMEA) Error proofing your processes Profiting from Preventive Maintenance Avoiding Peaks and Troughs Introducing Heijunka Spreading the load Carrying out work in a standard way Chapter 11: Identifying and Tackling Bottlenecks Applying the Theory of Constraints Identifying the weakest link Improving the process flow Building a buffer Managing the Production Cycle Using pull rather than push production Moving to single piece flow Recognising the problem with batches Looking at Your Layout Identifying wasted movement Using cell manufacturing techniques Identifying product families Chapter 12: Introducing Design for Six Sigma Introducing DfSS Introducing DMADV Defining What Needs Designing Getting the measure of the design Analysing the design Developing the design Verifying that the design works Choosing between DMAIC and DMADV Considering Quality Function Deployment What are these houses and rooms all about? Undertaking a QFD drill-down Decisions, Decisions
Part V: Deploying Lean Six Sigma
Chapter 13: Leading the Deployment Key Factors for Successful Deployment Executive Sponsorship A Few Words about Size The Deployment Programme Manager Lean Six Sigma Start Up Project Champions Chapter 14: Selecting the Right Projects Generating a List of Candidate Improvement Projects Working Out if Lean Six Sigma is the Right Approach Prioritising projects Using a Criteria Selection Matrix Deciding on which approach fits which project: Doing the work right Setting up a DMAIC Project Seeing Rapid Improvement with a Kai Sigma Event Chapter 15: Understanding the People Issues Working ‘Right’ Right from the Start Gaining Acceptance Managing change Overcoming resistance Creating a Vision Understanding Organisational Culture Busting Assumptions Seeing how People Cope with Change Comparing energy and attitude Using a forcefield diagram Analysing your stakeholders Focusing on key elements of change
Part VI: The Part of Tens
Chapter 16: Ten Best Practices Lead and Manage the Programme Appreciate that Less Is More Build in Prevention Challenge Your Processes Go to the Gemba Manage Your Processes with Lean Six Sigma Pick the Right Tools for the Job Tell the Whole Story Understand the Role of the Champion Looking at the Lean Six Sigma programme business champion Perusing the role of the project champion Use Strategy to Drive Lean Six Sigma Chapter 17: Ten Pitfalls to Avoid Jumping to Solutions Coming Down with Analysis Paralysis Falling into Common Project Traps Methodology madness Scope scandals Team turmoil Lack of support Stifling the Programme Before You’ve Started Ignoring the Soft Stuff Getting Complacent Thinking ‘We’re Already Doing It’ Believing the Myths Doing the Wrong Things Right Overtraining Chapter 18: Ten Places to Go for Help Your Colleagues Your Champion Other Organisations The Internet Networks and Associations Conferences Books Periodicals Software Statistical analysis Deployment management Training and Consultancy Companies
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