Leaner Six Sigma: Making Lean Six Sigma Easier and Adaptable to Current Workplaces

Description

Since the 1980s, Lean and Six Sigma have been used independently to make existing processes better, faster and more cost effective. For almost twenty years, countless companies have embraced the power of blending the two process improvement methodologies. This has resulted in major financial successes throughout the world, but no one denies that we have learned a lot in the last two decades. Just in time to meet the challenges we will experience in 2020, and beyond, SSD Global Solutions has introduced Leaner Six Sigma (LrSS). LrSS makes the concepts and tools within these two popular methodologies easier and quicker to understand. Regardless, if you plan to take an industry-standard exam or simply want to apply critical-thinking and problem-solving models to your daily life, this book helps you rapidly navigate your path. Originally, to steer our way through traditional Six Sigma, it was necessary to understand complicated statistics. Then, with Lean, the heavy emphasis on manufacturing made it difficult to apply theories to the service sector. After the combination of Lean and Six Sigma became widespread, many of the core concepts still involved understanding historical references. Fast-forward, we now have spreadsheet-based calculators and programs that build charts and graphs in a couple of clicks. Many "Best Practices" have been established which allows for process improvements without re-inventing the wheel. Over the years, talented subject matter experts and practitioners have discovered useful shortcuts to make Lean Six Sigma, Leaner. This groundbreaking work shows how LrSS reduces the learning curve for those unfamiliar with quality initiatives. It streamlines the fundamentals for students wanting to take exams in Lean, Six Sigma or Lean Six Sigma. LrSS also provides the mature Lean Six Sigma practitioner, innovative techniques to explain Lean Six Sigma theories to the new user. Lean Six Sigma has served us well, but it is time to utilize all the lessons learned and software tools available today. It is time to embrace next-generation thinking with Leaner Six Sigma! Terra Vanzant Stern, PhD is also the author of Lean and Agile Project Management: How to Make Any Project Better, Faster, and More Cost Effective. Cover Half Title Title Page Copyright Page Dedication Table of Contents Preface Author SECTION I: The Basics—Making Things Better, Faster or More Cost Effective Chapter 1: What Is Process Improvement? Chapter 2: A Brief History of Lean and Six Sigma Chapter 3: Agile Recognized Certifications in Agile Agile Basic Tools and Techniques Scrum Model Sprints Sprint Retrospectives Agile Stages Agile Manufacturing Agile Project Management Chapter 4: Project Management Project Initiation Project Planning Project Execution Project Monitoring and Controlling Project Closing Chapter 5: A Deeper Dive: Six Sigma and the DMAIC Model Define Measure Analyze Improve Control PDCA Plan-Do-Check-Act Procedure SWOT Analysis 5S Six Sigma Lean Summary Overview SECTION II: The DMAIC Model Chapter 6: Define Overview DMAIC (Define-Measure-Analyze-Improve-Control) Elements of Define (DMAIC) Project Charter Stakeholder Analysis High-Level Process Map SIPOC Process Map Voice of the Customer Affinity Diagram Kano Model Critical-to-Quality (CTQ) Tree Chapter 7: Measure Overview DMAIC (Define-Measure- Analyze- Improve-Control) Prioritization Matrix Process Cycle Efficiency Time Value Analysis Pareto Charts Measurement Systems Analysis Control Charts Run Charts Failure Modes and Effect Analysis (FMEA) Chapter 8: Analyze Overview DMAIC (Define-Measure-Analyze-Improve-Control) 5 Whys Analysis Key Concept Brainstorming Cause & Effect (C&E) Diagram Flow Diagrams Regression Analysis Scatter Plots Variation Chapter 9: Improve Overview DMAIC (Define-Measure-Analyze-Improve-Control) Setup Reduction Key Concept Queuing Methods for Reducing Congestion and Delays Kaizen Roles and Responsibilities Basic Phases of Traditional Project Management Chapter 10: Control Overview DMAIC (Define-Measure-Analyze-Improve-Control) Control Charts FMEA Forms ROI Formulas Quality Control Standardization Responding When Defects Occur SECTION III: Standards Chapter 11: The Impact of ISO Standard 13053: Six Sigma on the Leaner Approach ISO 13053-1 ISO 13053-2 Chapter 12: ISO 21500—Guide to Project Management PMI Certifications PRINCE2® Certifications The American Academy of Project Managers Self-Study SECTION IV: Leaner Environment Chapter 13: Leaner Leadership Defining the Service Demand How Much Time Is Needed to Meet the Demand? How Frequently Does the Demand Need to Be Met? Who Is Requesting the Demand and Why? Where and When Is the Initial Starting Point? How Will We Know the Demand Has Been Met? Chapter 14: Change Management SECTION V: Leaner Six Sigma Body of Knowledge and Competency Models Chapter 15: Leaner Six Sigma Body of Knowledge Outline: Summarized Version (SSD Global Solution Version 6.1) Chapter 16: Leaner Six Sigma Body of Knowledge Outline: Full Narrative Version (SSD Global Solution Version 6.1) Major Process Improvement Programs That Contributed to Lean Six Sigma The Primary Recognized Process Improvement Programs Total Quality Management International Standards Organization Capability Maturity Model Integrated Six Sigma DMAIC Model Define Measure Analyze Improve Control Design Verify Common Cause Special Cause Stabilize Processes Lean Manufacturing/Lean Thinking Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma Chapter 17: Implementation Guide Full-Scale Implementation of Lean Six Sigma Chapter 18: Kaizen Events (Rapid Improvement Events) PDCA DMAIC DMADV (DFSS) SECTION VI: Additional Resources Important Names in Lean Six Sigma Walter Shewhart Edwards Deming Joseph Juran Malcolm Baldrige Genichi Taguchi Eli Goldratt Kaoru Ishikawa Basic Quality Concepts Summary—Core Tools Used in Leaner Six Sigma (LrSS) Quality Impact Lean Six Sigma Tools The Define-Measure-Analyze-Improve-Control (DMAIC) Model Pre-DMAIC Tools Constraint Management Lean Six Sigma Green Belt Competency Model Ability to Define Lean Six Sigma Ability to Explain the Roles and Responsibilities of Lean Six Sigma Participants Be Able to Use the Seven Tools of Quality Exposure to Basic Project Management Describe the Impact that Lean Six Sigma has on Business Operations Ability to Identify and Explain Areas of Waste Lean Six Sigma Black Belt Competency Model Ability to Lead a DMAIC Project Ability to Describe and Identify Organizational Roadblocks and Overcome Barriers Understand Benchmarking, Performance and Financial Measures Use and Understand the Following Lean Six Sigma Tools Understand These Core Concepts Lean Six Sigma Master Black Belt Competency Model Ability to Identify and Lead a DMAIC Project Ability to Creatively Deal with Roadblocks and Overcome Barriers Related To Teaching and Mentoring Knowledge of Tools and Theories to Include Prepare, Explain and Evaluate Factors Related to Benchmarking, Performance and Financial Measures Use, Evaluate and Explain Develop, Delivery, Evaluate Training Plans Additional Design Criteria Lean Six Sigma Key Terms Index