http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
how to maximize the impact of your change and improvement efforts
The Six Sigma way, how to maximize the impact of your change and improvement efforts, Second edition
1 online resource (xix, 426 pages) : illustrations, figures, tables; 24 cm.
Explains the impressive benefits of Six Sigma's improvement-driven and customer-centric approach to business leaders and managers. This book reveals how GE, Motorola, and other companies used Six Sigma to fine-tune products and processes, improve performance, reduce costs, build customer loyalty, and increase profits.
A. DEDICATION -- B. INTRODUCTION TO THE SECOND EDITION -- Six Sigma's Hidden Truths, Lessons Learned, and Potential Payoffs -- Key Features of The Six Sigma Way -- A Final Philosophical Word -- C. A GUIDE TO THE SIX SIGMA WAY -- The Major Sections -- The Chapters -- D. ABOUT THE AUTHORS -- Peter S. Pande -- Robert P. Neuman, Ph.D. -- Roland R. Cavanagh, P.E. -- A. PART ONE: AN EXECUTIVE OVERVIEW OF SIX SIGMA -- 1. A Powerful Strategy for Sustained Success -- Some Six Sigma Success Stories -- The Benefits of Six Sigma -- The Tools and Themes of Six Sigma -- Six Themes of Six Sigma -- Conclusion: Where You Stand -- 2. Key Concepts of the Six Sigma System -- A Six Sigma Vision of Business Leadership -- An Introduction to Sigma Measurement (aka "the Big Y") -- Customers, Defects, and Sigma Levels -- Six Sigma Improvement and Management Strategies -- Conclusion: Defining the "Six Sigma Organization" -- 3. Applying Six Sigma to Service and Manufacturing -- The Changing Role of Manufacturing -- Service Process Opportunities?and Realities -- Manufacturing Challenges -- Conclusion: Making Six Sigma Work Best for You -- 4. The Six Sigma Roadmap -- Advantages of the Six Sigma Roadmap -- Step 1: Identify Core Processes and Key Customers -- Step 2: Define Customer Requirements -- Step 3: Measure Current Performance -- Step 4: Prioritize, Analyze, and Implement Improvements -- Step 5: Expand and Integrate the Six Sigma System -- Recapping the Executive Summary -- B. PART TWO: GEARING UP AND ADAPTING SIX SIGMA TO YOUR ORGANIZATION -- 5. Is Six Sigma Right for Us Now? -- Six Sigma Readiness -- When Six Sigma Is Not Right for an Organization -- Summarizing the Assessment: Three Key Questions -- Six Sigma from a Cost/Benefit Perspective -- 6. How and Where Should We Start Our Efforts? -- Where to Start: Objective, Scope, and Time Frame -- On-Ramps to the Six Sigma Roadmap -- The Roadmap and Your Strengths and Weaknesses -- Piloting Your Six Sigma Effort (aka "Start Smaller and Grow") -- Six Sigma Start-Up Summary -- 7. Leadership Actions to Launch and Guide the Effort -- Develop a Strong Vision and Rationale -- Actively Participate in Planning and Implementation -- Become Powerful Advocates -- Set Clear Objectives -- Hold Yourself and Others Accountable -- Demand Meaningful Measures of Results -- Communicate Constantly -- Be Persistent -- Conclusion -- 8. Preparing Black Belts and Other Key Roles -- Roles in a Six Sigma Organization -- The Leadership Group or Council -- The Sponsor or Champion -- The Implementation Leader -- The Improvement Coach -- The Team Leader or Project Leader -- The Team Member -- The Process Owner -- Belt Types and Role Structures -- Considerations in Defining the Green and Black Belt Role -- Role-Clarity Issues -- Selecting Project Team Members -- 9. Training Your Organization for Six Sigma -- The Essentials of Effective Six Sigma Training -- Planning a Six Sigma Curriculum -- 10. The Key to Successful Improvement: Selecting the Right Six Sigma Projects -- Project Selection and Priority Management Essentials -- Steps Toward Effective Project Selection -- Understanding Types of Improvement Projects -- Defining Criteria for Project Selection -- Creating the Project Rationale -- Choosing Your Improvement Model -- Conclusion -- C. PART THREE: IMPLEMENTING SIX SIGMA: THE ROADMAP AND THE TOOLS -- 11. Identifying Core Processes and Key Customers (Roadmap Step 1) -- Step 1A: Identify Core Processes -- A Sampling of Core Processes -- An Overview of Support Processes -- Defining and Tailoring Your Core Processes -- Step 1B: Define Your Key Process Outputs and Key Customers -- Step 1C: Create High-Level Core Process Maps -- 12. Defining Customer Requirements (Roadmap Step 2) -- Step 2A: Gather Customer Data, and Develop a "Voice of the Customer" Strategy -- Step 2B: Develop Performance Standards and Requirements Statements -- Step 2C: Analyzing and Prioritizing Customer Requirements; Linking Requirements to Strategy -- Conclusion -- 13. Measuring Current Performance (Roadmap Step 3) -- Measurement Concept #1: Observe, Then Measure -- Measurement Concept #2: Continuous versus Discrete Measures -- Measurement Concept #3: Measure for a Reason -- Measurement Concept #4: A Process for Measurement -- Measuring Rare or Low-Volume Activities -- Step 3A. Plan and Measure Performance Against Customer Requirements -- Step 3B: Develop Baseline Measures and Identify Improvement Opportunities -- Internal or Process/Input Measures -- Including Cost of Poor Quality -- Using Baseline Measures -- 14. Six Sigma Process Improvement (Roadmap Step 4A) -- The "Define" Phase of DMAIC: Clarify the Problem, Goal, and Process -- The "Measure" Phase of DMAIC: Baselining and Refining the Problem -- The "Analyze" Phase of DMAIC: Becoming a Process Detective -- The "Improve" Phase of DMAIC: Generating, Selecting, and Implementing Solutions -- If Your Company Isn't AutoRec -- 15. Six Sigma Process Design/Redesign (Roadmap Step 4B) -- Benefits of Six Sigma Design -- Getting Started on Process Design/Redesign -- Essential Conditions for Process Design/Redesign -- The "Define" Phase: Defining the Redesign Goal, Scope, and Requirements -- The "Measure" Phase: Establishing Performance Baselines -- The "Analyze" Phase: Building a Foundation for Redesign -- The "Improve" Phase: Designing and Implementing the New Process -- 16. Expanding and Integrating the Six Sigma System (Roadmap Step 5) -- Step 5A: Implement Ongoing Measures and Actions to Sustain Improvement (Control) -- Step 5B: Define Responsibility for Process Ownership and Management -- The Process Owner -- Step 5C: Execute Closed-Loop Management and Drive to Six Sigma -- Tools for Process Management -- Conclusion: Moving Toward Six Sigma -- 17. Advanced Six Sigma Tools: An Overview -- Statistical Process Control, and Control Charts -- Tests of Statistical Significance (Chi-Square, t-test, ANOVA) -- Correlation and Regression Analysis -- Design of Experiments (DOE) -- Failure Modes and Effects Analysis (FMEA) -- Quality Function Deployment (QFD) -- D. Conclusion: Twelve Keys to Success -- Keys to Success -- A Final Word -- E. APPENDIX -- F. NOTES -- Introduction -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 7 -- Chapter 8 -- Chapter 10 -- Chapter 11 -- Chapter 12 -- Chapter 13 -- Chapter 15 -- Chapter 16 -- Chapter 17 -- G. GLOSSARY -- H. REFERENCES -- Process Improvement and Design/Redesign -- Voice of the Customer -- Learning and Innovation -- Organizations and Six Sigma -- Voice of the Process -- I. ACKNOWLEDGMENTS -- For the Second Edition -- For the First Edition.
Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh.
Includes bibliographical references and indexes.