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Lean Sigma: A Practitioner's Guide


Lean Sigma: A Practitioner's Guide by Prentice Hall at Diseasome. Hurry! Limited time offer. Offer valid only while supplies last. The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving Lean Sigma delivers results—if you use the right tools and techniques. In Lean


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The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving

Lean Sigma delivers results—if you use the right tools and techniques. In Lean Sigma: A Practitioner’s Guide, Dr. Ian Wedgwood captures best-practice Lean Sigma experience from multiple projects and industries, helping any professional identify the solution that will work best—and implement it.

 

Wedgwood’s exclusive "project roadmaps" present the fastest, most effective route to solving a wide range of problems—and explain why those solutions make sense. His "discovery roadmaps" help you identify potential Lean Sigma projects, even in processes where there are no obvious targets.

 

The heart of Lean Sigma is Wedgwood's 48 individual "tools roadmaps": step-by-step instructions revealing exactly how and when to use all these Lean Sigma tools...

• 5 Whys

 

• 5S

 

• Affinity

 

• ANOVA

 

• Boxplots

 

• Capability tools

 

• Cause & effect matrices

 

• Chi-Square

 

• Control charts

 

• Critical path analyses

 

• Customer tools

 

• Demand tools

 

• DOE tools

 

• Fishbone diagrams

 

• Handoff maps

 

• KPOVs

 

• Load charts

 

• MSA tools

 

• Multi-Cycle analyses

 

• Multi-Vari studies

 

• Murphy’s analyses

 

• Normality tests

 

• OEE

 

• Pareto charts

 

• Poka Yoke

 

• Process FMEA

 

• Process variables (I/O) maps

 

• Project charter

 

• Pull systems & Kanban

 

• Rapid changeover

 

• Regression

 

• SIPOC

 

• Spaghetti maps

 

• SPC

 

• Swimlane maps

 

• Time tools

 

Whether you’re a Green Belt, Black Belt, Master, Project Champion, Sponsor, Deployment Leader, or consultant, this book will help you use Lean Sigma to solve far more problems, far more rapidly, and far more effectively.

 

Dr. Ian Wedgwood, Executive Director of Sigma Breakthrough Technologies, has more than ten years of experience using, deploying, training, and consulting on Six Sigma and Lean Sigma. He has led and facilitated deployments in industries ranging from electronics and medical devices to chemicals and health care, and has trained and mentored numerous executives, champions, and belts. He holds a Ph.D. and First-Class Honors degree in Applied Mathematics from Scotland’s St. Andrew’s University.

 

Chapter 1    Introduction 1

PART I        PROJECT ROADMAPS TO SOLVE BUSINESS PROBLEMS

Chapter 2    Define—Tools Roadmap Applied to the Beginning of All Projects   13

Chapter 3    Global Process Problems  23

          A: On-Time Delivery Issues        23

          B: Capacity of Process Is Too Low      27

          C: RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues    29

          D: % Uptime Is Too Low 33

          E: Pace of Process Too Slow     36

          F: Process Has Enough Capacity, But Fails Intermittently   38

          G: Process Has Enough Capacity, But Process Lead Time Is Too Long  41

          H: Individual Steps Meet Takt, Global Process Does Not    44

          I: Demand from the Customer Is Too Variable        47

          J: Too Many Entity Types (Products)   51

          K: High Schedule Variation         54

          L: Measurement System Broken         60

          M: Performance Characteristic Not Good Enough    63

          N: Planned Maintenance Takes Too Long       64

          O: Setup/Changeover Takes Too Long          65

          P: Too Much Unplanned Maintenance   68

          Q: Process Can’t Make Product at All   72

          R: Resource Usage Is Too High (Headcount Reduction)     75

          S: Inventory Is Too High  78

          T: Waste/Process Loss Too High         82

          U: High Forecast Variation         85

          V: Not Enough Sales        89

          W: Backlog of Orders Is Too High        91

          X: Payments Made to Suppliers Not Optimized        93

          Y: Accounts Receivable Are Too High   95

Chapter 4    Individual Step Process Problems         99

Chapter 5    Control—Tools Used at the End of All Projects         107

PART II      ROADMAPS TO FIND PROJECTS WHERE NO OBVIOUS CANDIDATES EXIST

Chapter 6    Discovery—Tools Applied to Identify Projects 115

PART III    ROADMAPS TO GUIDE IN THE PRACTICAL APPLICATION OF EACH LEAN SIGMA TOOL

Chapter 7    Tools  119

    01: 5 Whys  119

    02: 5S         122

    03: Affinity   130

    04: ANOVA  133

    05: Box Plot 141

    06: Capability—Attribute  143

    07: Capability—Continuous        146

    08: Cause & Effect (C&E) Matrix         153

    09: Chi-Square      157

    10: Control Charts 163

    11: Critical Path Analysis  171

    12: Customer Interviewing        174

    13: Customer Requirements Tree       183

    14: Customer Surveys    186

    15: Demand Profiling       193

    16: Demand Segmentation       196

    17: DOE—Introduction     202

    18: DOE—Screening        213

    19: DOE—Characterizing 222

    20: DOE—Optimizing       237

    21: Fishbone Diagram     249

    22: Handoff Map    253

    23: KPOVs and Data        257

    24: Load Chart      268

    25: MSA—Validity  272

    26: MSA—Attribute          276

    27: MSA—Continuous      284

    28: Multi-Cycle Analysis   294

    29: Multi-Vari Studies      300

    30: Murphy’s Analysis      306

    31: Normality Test 308

    32: Overall Equipment Effectiveness (OEE)    311

    33: Pareto Chart   318

    34: Poka Yoke (Mistake Proofing)       321

    35: Process FMEA  325

    36: Process Variables (Input/Output) Map     330

    37: Project Charter         333

    38: Pull Systems and Kanban    342

    39: Rapid Changeover (SMED)  354

    40: Regression      362

    41: SIPOC   372

    42: Spaghetti (Physical Process) Map  376

    43: Statistical Process Control (SPC)   380

    44: Swimlane Map 384

    45: Test of Equal Variance         389

    46: Time—Global Process Cycle Time  392

    47: Time—Individual Step Cycle Time  395

    48: Time—Process Lead Time    398

    49: Time—Replenishment Time  401

    50: Time—Takt Time       404

    51: Total Productive Maintenance        408

    52: t-Test—1-Sample      411

    53: t-Test—2-Sample      416

    54: t-Test—Paired 422

    55: Value Stream Map     423

Additional Information

Manufacturer:Prentice Hall
Publisher:Prentice Hall
Studio:Prentice Hall
UPC:076092041115
EAN:9780132390781
Item Weight:2.34 pounds
Item Size:1.21 x 9.5 x 9.5 inches
Package Weight:2.1 pounds
Package Size:7.1 x 1.3 x 1.3 inches

Lean Sigma: A Practitioner's Guide by Prentice Hall

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Lean Sigma: A Practitioner's Guide

Brand: Prentice Hall
Condition: New
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