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The Certified Six Sigma Green Belt Handbook 2 HAR/CDR

  • Formaat: 600 pages, kõrgus x laius x paksus: 2625x1875x1.75 mm, kaal: 3300 g
  • Ilmumisaeg: 01-Feb-2015
  • Kirjastus: Asq Pr
  • ISBN-10: 0873898915
  • ISBN-13: 9780873898911
Teised raamatud teemal:
  • Formaat: 600 pages, kõrgus x laius x paksus: 2625x1875x1.75 mm, kaal: 3300 g
  • Ilmumisaeg: 01-Feb-2015
  • Kirjastus: Asq Pr
  • ISBN-10: 0873898915
  • ISBN-13: 9780873898911
Teised raamatud teemal:
This reference manual is designed to help those interested in passing the ASQ's certification exam for Six Sigma Green Belts and others who want a handy reference to the appropriate materials needed to conduct successful Green Belt projects. It is a reference handbook on running projects for those who are already knowledgeable about process improvement and variation reduction.The primary layout of the handbook follows the ASQ Body of Knowledge (BoK) for the Certified Six Sigma Green Belt (CSSGB) updated in 2015. The authors were involved with the first edition handbook, and have utilized first edition user comments, numerous Six Sigma practitioners, and their own personal knowledge gained through helping others prepare for exams to bring together a handbook that they hope will be very beneficial to anyone seeking to pass the ASQ or other Green Belt exams.In addition to the primary text, the authors have added a number of new appendixes, an expanded acronym list (both print and electronic), new practice exam questions, and other additional materials to the CD-ROM. Of special note on the CD-ROM are introductory Lean video clips from the Gemba Academy that should be very useful in understanding applications of lean to your organization. The videos are from each of the groupings that Gemba Academy uses in their business. Another new feature of this handbook is the offer from PQ Systems, Inc., that anyone who purchases this book can receive a free copy of the Quality Gamebox software.The CD-ROM has been expanded into two disks, and a layout diagram is available in Appendix R. Given that this is an electronic format, you are encouraged to search the files for any number of forms, examples, templates, videos, and other useful tidbits that can help in running projects and preparing for the exam.

This guide to the Six Sigma quality control process popular in large companies such as General Electric and Motorola is divided into five large parts, each addressing a different phase of the Six Sigma methodology. They are "Overview: Six Sigma and the Organization," "Define Phase," "Measuring Phase," "Analyze Phase," and "Improve Phase." There are many appendices addressing such topics as control limit formulas, a list of acronyms, and an explanation of the certification process. The text contains a large number of graphs, charts, and helpful illustrations. A CD-Rom is also included. Annotation ©2015 Ringgold, Inc., Portland, OR (protoview.com)
List of Figures and Tables xvi
Preface xxii
Acknowledgments xxv
Part I Overview: Six Sigma and the Organization 1(72)
Chapter 1 Six Sigma and Organizational Goals
2(29)
1 Value of Six Sigma
2(23)
Why Use Six Sigma versus Other Methodologies?
2(1)
How Six Sigma Philosophy and Goals Should Be Applied
3(1)
The Lead-Up to the Six Sigma Methodology
4(2)
Modern Six Sigma
6(2)
Quality Pioneers
8(7)
Processes
15(1)
Business Systems
16(1)
Process Inputs, Outputs, and Feedback
16(2)
Significance of Six Sigma
18(1)
A Green Belt's Role
19(1)
Potential Tasks
20(1)
DMAIC Model
21(2)
The Six Sigma Road Map
23(1)
Cost-Benefit Analysis: (Cost of Quality, Quality Cost, Cost of Poor Quality, Cost of Current Quality)
23(2)
2 Organizational Goals and Six Sigma Projects
25(3)
Linking Projects to Organizational Goals
25(3)
3 Organizational Drivers and Metrics
28(3)
Key Drivers
28(1)
Voice of the Customer (VOC)
28(1)
Balanced Scorecard
29(1)
Scoreboard/Dashboard
29(1)
Key Performance/Process Indicator (KPI)
30(1)
Chapter 2 Lean Principles in the Organization
31(18)
1 Lean Concepts
31(13)
Value
32(2)
Some of the Top Lean Tools
34(7)
Waste (Muda)
41(3)
Additional Forms of Waste
44(1)
2 Value Stream Mapping
44(5)
Value Stream
44(5)
Chapter 3 Design for Six Sigma (DFSS) Methodologies
49(24)
1 Road Maps for DFSS
49(5)
IDOV
50(1)
DMADV
51(3)
2 Basic Failure Mode and Effects Analysis (FMEA)
54(15)
Why Do FMEAs7
56(2)
FMEA Forms/Tables
58(1)
Steps in Performing FMEA
58(3)
Severity, Occurrence, and Detection Tables
61(3)
Risk Priority Number
64(2)
Do's
66(1)
Don'ts
67(2)
3 Design FMEA and Process FMEA
69(7)
Differences between Design and Process FMEA
72(1)
Part II Define Phase 73(80)
Overview
74(2)
Chapter 4 Project Identification
76(9)
1 Project Selection
76(1)
2 Process Elements
77(1)
3 Benchmarking
78(1)
4 Process Inputs and Outputs
79(4)
Systems Thinking
83(1)
5 Owners and Stakeholders
83(2)
Chapter 5 Voice of the Customer (VOC)
85(10)
1 Customer Identification
85(1)
2 Customer Data
86(1)
3 Customer Requirements
87(8)
Application
90(5)
Chapter 6 Project Management Basics
95(7)
1 Project Charter
95(1)
Project Planning
96(1)
2 Project Scope
96(1)
3 Project Metrics
97(1)
4 Project Planning Tools
97(1)
5 Project Documentation
98(1)
6 Project Risk Analysis
99(2)
7 Project Closure
101(1)
Chapter 7 Management and Planning Tools
102(24)
Activity Network Diagram
102(1)
Advanced Quality Planning
103(1)
Affinity Diagram
103(1)
Auditing
104(2)
Benchmarking
106(1)
Brainstorming
107(1)
Cause-and-Effect Diagram (Fishbone, Ishikawa Diagram)
107(1)
Check Sheets
108(1)
Customer Feedback
109(1)
Failure Mode and Effects Analysis (FMEA)
109(1)
Flowchart
109(1)
Focus Groups
110(2)
Force-Field Analysis
112(1)
Gantt Chart
112(1)
Graphical Charts, Control Charts, and other Statistical Tools
113(2)
Variables Charts
113(1)
Attributes Charts
114(1)
Charts for Other Kinds of Data
114(1)
Interrelationship Diagram (Digraph)
115(1)
Interviews
115(1)
Matrix Diagram
115(1)
Multivoting
116(1)
Nominal Group Technique
116(1)
PDCA (PDSA and SDCA)
117(2)
Prioritization Matrix
119(1)
Problem Solving
119(2)
Process Decision Program Chart
121(1)
Project Evaluation and Review Technique (PERT)
121(1)
Quality Function Deployment
121(1)
Risk Priority Number
122(1)
Sampling Plan
122(1)
Suppliers-Inputs-Process-Outputs-Customers (SIPOC) Diagram
123(1)
Tree Diagram
123(2)
Written Survey
125(1)
Tool Review
125(1)
Chapter 8 Business Results for Projects
126(5)
1 Process Performance
127(2)
2 Communication
129(2)
Chapter 9 Team Dynamics and Performance
131(22)
Team Basics
131(1)
Team Formation
131(1)
Virtual Teams
132(1)
1 Team Stages and Dynamics
132(7)
Stage 1: Forming
133(1)
Stage 2: Storming
133(1)
Stage 3: Norming
133(1)
Stage 4: Performing
134(1)
Stage 5: Transitioning/Adjourning
134(1)
Stage 6: Recognition
134(1)
Team Leadership
134(1)
Negative Team Dynamics
135(4)
2 Team Roles and Responsibilities
139(6)
3 Team Tools
145(7)
Brainstorming
145(5)
Nominal Group Technique
150(1)
Multivoting
150(2)
4 Team Communication
152(1)
Part III Measure Phase 153(100)
Chapter 10 Process Analysis and Documentation
154(14)
Process Maps and Flowcharts
154(5)
Written Procedures and Work Instructions
158(1)
Process Inputs and Outputs
159(9)
Relationship Diagram
166(2)
Chapter 11 Probability and Statistics
168(11)
1 Basic Probability Concepts
168(6)
Simple Events Probability
168(1)
Compound Events Probability
169(1)
Relations between Events
169(2)
Mutually Exclusive Events
171(1)
The Multiplicative Law
171(1)
Permutations and Combinations
172(2)
2 Central Limit Theorem
174(5)
Definition and Description
174(2)
Use of Central Limit Theorem in Control Charts
176(1)
Use of Central Limit Theorem in Hypothesis Testing
176(1)
Drawing Valid Statistical Conclusions
177(2)
Chapter 12 Statistical Distributions
179(13)
Binomial
179(3)
Normal Approximations of the Binomial
182(1)
Poisson Distribution
182(3)
Normal Distributions
185(2)
Chi-Square Distribution
187(1)
Degrees of Freedom
188(1)
t-Distribution
189(1)
F-Distribution
190(2)
Chapter 13 Collecting and Summarizing Data
192(25)
1 Types of Data and Measurement Scales
192(1)
2 Sampling and Data Collection Methods
193(4)
Techniques for Assuring Data Accuracy and Integrity
194(2)
Types of Sampling
195(1)
Check Sheets
196(1)
3 Descriptive Statistics
197(4)
Cumulative Frequency Distribution
200(1)
4 Graphical Methods
201(36)
Stem-and-Leaf Plot
203(1)
Box Plots
204(3)
The Run Chart
207(1)
Scatter Diagrams
208(6)
Normal Probability Plots
214(1)
Weibull Plots
215(2)
Chapter 14 Measurement System Analysis
217(20)
Chapter 15 Process and Performance Capability
237(16)
1 Process Performance vs. Process Specifications
237(4)
Test Results for X Chart of Length
239(1)
Test Results for R Chart of Length
239(2)
2 Process Capability Studies
241(4)
Steps for Process Capability Studies
242(2)
Sampling with Respect to Statistical Process Control
244(1)
3 Process Capability (Cp, Cpk) and Process Performance (Pp, Ppk) Indices
245(2)
Process Capability Calculations
246(1)
4 Short-Term vs. Long-Term Capability and Sigma Shift
247(7)
Short-Term vs. Long-Term Capability
249(4)
Part IV Analyze Phase 253(60)
Overview
253(1)
Chapter 16 Exploratory Data Analysis
254(25)
1 Multi-vari studies
254(9)
Procedure for Multi-Vari Sampling Plan
255(8)
2 Correlation and Linear Regression
263(16)
Correlation
263(1)
Correlation versus Causation
263(1)
Correlation Coefficient
264(6)
Simple Regression
270(4)
Confidence Interval for the Regression Line
274(2)
Multiple Linear Regression
276(3)
Chapter 17 Hypothesis Testing
279(34)
1 Basics
279(6)
The Null and Alternative Hypotheses
279(1)
Types of Errors
280(1)
One Tail Test
280(2)
Two Tail Test
282(1)
Required Sample Size
283(1)
Statistical and Practical Significance
283(1)
What Is a Desired Power?
284(1)
When to Calculate Statistically Significant Sample Size
284(1)
How to Calculate Statistically Significant Sample Size
284(1)
Power and Sample Size
285(1)
2 Tests for Means, Variances, and Proportions
285(29)
Test for Means
286(1)
Hypothesis Tests for Means
286(2)
Student's t-Test
288(2)
Confidence Intervals for the Mean
290(1)
Test for Variance
291(1)
Confidence Intervals for Variation
292(1)
Test for Proportion
293(1)
Confidence Intervals for Proportion
293(1)
One Population Proportion (p-Test)
294(2)
Paired-Comparison Tests
296(5)
Two-Mean, Equal Variance t-Test
296(1)
Two-Mean, Unequal Variance t-Test
297(1)
Paired t-Test
298(2)
F-Test
300(1)
Single-Factor Analysis of Variance (ANOVA)
301(7)
One-Way ANOVA
301(7)
Chi Square
308(6)
Procedure for Chi-Square Test
308(3)
Contingency Tables
311(1)
Parametric and Nonparametric Tests
312(1)
Part V Improve Phase 313(60)
Chapter 18 Design of Experiments (DOE)
314(24)
1 Basic Terms
314(9)
Factor
314(1)
Levels
314(1)
Treatment
314(1)
Block
315(1)
Experimental Design
315(1)
Experimental Error
315(1)
Planned Grouping
315(1)
Randomization
315(1)
Replication
315(1)
Repetition
315(1)
Variables
316(1)
Effects
316(1)
DOE Overview-Planning and Organizing Experiments
316(7)
2 DOE Graphs and Plots
323(15)
Main Effects
323(2)
Interaction Effects
325(2)
Balanced Designs
327(1)
Effects and Confounding
327(1)
Design and Analysis of One-Factor Experiments
328(2)
Design and Analysis of Full Factorial Experiments
330(3)
Design and Analysis of Two-Level Fractional Factorial Experiments
333(1)
Two-Level Fractional Factorial Experiment Procedure
334(2)
Two-Level Fractional Factorial Experiment Conclusions
336(1)
Testing Main Effects and Interactions
337(1)
Design of Experiments Considerations
337(1)
Chapter 19 Root Cause Analysis
338(11)
Phase 1: Identify the Opportunity (Problem Identification)
339(1)
Phase 2: Analyze the Current Process
340(1)
Phase 3: Develop the Optimal Solution(s) (Correction)
341(1)
Phase 4: Implement Changes
341(1)
Phase 5: Study the Results
341(1)
Phase 6: Standardize the Solution (Recurrence Control)
341(1)
Phase 7: Plan for the Future (Effectiveness Assessment)
342(1)
Corrective Action System
342(1)
Root Cause Analysis Methodology
342(1)
Identify Root Cause
343(6)
Cause-and-Effect Diagram (Fishbone Diagram)
343(2)
5 Whys
345(1)
Is/Is Not Comparative Analysis
345(1)
Cause-and-Effect (X-Y) Relational Matrix
346(1)
Root Cause Tree
346(2)
Failure Mode and Effects Analysis
348(1)
Chapter 20 Lean Tools
349(24)
1 Waste Elimination
349(7)
Relevance of Lean to Six Sigma
349(1)
Comparison of Lean to Traditional Systems
350(1)
Examples of Lean Tools
351(5)
Pull Systems
352(1)
Mistake-Proofing (Error-Proofing or Poka-Yoke)
353(1)
5S
354(1)
Visual Factory
354(1)
Kaizen
354(1)
Kanban
355(1)
Total Productive Maintenance
355(1)
Standard Work
355(1)
2 Cycle Time Reduction
356(10)
Standard Work
356(2)
Process Design
358(1)
SIPOC
358(1)
Process Stability
358(1)
Process Capability
359(1)
Process Capacity
359(1)
Other Factors
360(1)
Work Flow Analysis
360(3)
Countermeasure Activities
363(1)
Quick Changeover/Setup Reduction
364(1)
Cycle Time Reduction Through Constraints Management
365(1)
3 Kaizen and Kaizen Blitz
366(8)
Incremental Continuous Improvement (Kaizen)
366(1)
Kaizen Blitz
366(1)
Breakthrough Continuous Improvement (Kaikaku)
367(7)
Organizing for Kaizen
369(1)
Kaizen Events
369(4)
Part VI Control Phase 373(66)
Chapter 21 Statistical Process Control (SPC)
374(39)
1 SPC Basics
374(11)
Statistical Process Control
374(1)
SPC Theory
375(1)
Objectives and Benefits
376(1)
Process Capability: Special versus Common Causes
377(1)
Process Data: Discrete versus Continuous
378(2)
Discrete Data (Attributes Control Charts)
380(1)
Continuous Data (Variables Control Charts)
380(1)
Process Behavior Charts (Control Charts)
380(5)
2 Rational Subgrouping
385(3)
Rational Subgrouping Method
386(1)
Rational Subgrouping Approach
387(1)
3 Control Charts
388(25)
Selection and Application of Control Charts
388(1)
Variables Charts
388(1)
Control Limits
389(1)
X and R Control Charts
389(3)
X and s Control Charts
392(2)
Individuals and Moving Range Control Charts
394(1)
Median Control Charts
395(1)
Attributes Control Charts
395(2)
p Control Charts
397(2)
np Control Charts
399(2)
u Control Chart
401(1)
c Control Charts
402(2)
Analysis of Control Charts
404(9)
Chapter 22 Control Plan
413(11)
Examples of Process Controls
418(1)
Dynamic Control Planning
418(2)
Gage Control Plan
420(1)
Standard Operating Procedures
420(1)
Continual Improvement
421(1)
Process Improvement
422(2)
Chapter 23 Lean Tools for Process Control
424(15)
1 Total Productive Maintenance (TPM)
424(7)
Loss Description
427(2)
Overall Equipment Effectiveness (OEE)
429(2)
2 Visual Factory
431(8)
Visual Management
431(1)
Visual Workplace
432(7)
Part VII Appendices 439(116)
Appendix A ASQ Code of Ethics
440(2)
Appendix B The ASQ Certification Process
442(9)
Appendix C Six Sigma Green Belt Body of Knowledge Map 2006-2014
451(7)
Appendix D ASQ Certified Six Sigma Green Belt (CSSGB) Body of Knowledge (2014)
458(8)
Appendix E ASQ Certified Six Sigma Yellow Belt (CSSYB) Body of Knowledge (2014)
466(5)
Appendix F ASQ Certified Six Sigma Black Belt (CSSBB) Body of Knowledge (2015)
471(11)
Appendix G ASQ Certified Six Sigma Master Black Belt (CSSMBB) Body of Knowledge (2010)
482(10)
Appendix H ASQ Honorary Members
492(2)
Appendix I Control Limit Formulas
494(1)
Appendix J Constants for Control Charts
495(1)
Appendix K Areas under Standard Normal Curve
496(4)
Appendix L F Distributions
500(10)
Appendix M Binomial Distribution
510(2)
Appendix N Chi-Square Distribution
512(2)
Appendix O Exponential Distribution
514(2)
Appendix P Poisson Distribution
516(2)
Appendix Q Values of the t-Distribution
518(2)
Appendix R CSSGB Handbook CD-ROM
520(2)
Appendix S Acronym List
522(30)
Appendix T Quality Gamebox
552(3)
Endnotes 555(4)
Glossary 559(28)
References 587