| Preface |
|
xiii | |
| About the Editors |
|
xv | |
|
What's All the Fuss: An Introduction to Six Sigma |
|
|
1 | (8) |
|
|
|
The Difinition of Six Sigma |
|
|
3 | (3) |
|
|
|
6 | (2) |
|
|
|
8 | (1) |
|
|
|
8 | (1) |
|
So Many Tools, So Little Understanding |
|
|
9 | (16) |
|
|
|
Tools of Organization and Prioritization: Checklists and Pareto Diagrams |
|
|
10 | (5) |
|
Tools of Root Cause Analysis: Cause-and-Effect Diagrams, Flow Charts, Scatter Plots |
|
|
15 | (6) |
|
Tools to Determine Variation: Histograms and Control Charts |
|
|
21 | (3) |
|
|
|
24 | (1) |
|
|
|
25 | (20) |
|
|
|
The Problem with Comitment |
|
|
26 | (4) |
|
The Six Sigma Roles and Responsiblilities: A dream of a Team |
|
|
30 | (6) |
|
Team Enabling and Team Dynamics |
|
|
36 | (2) |
|
Team Growth: the Tried But True Four |
|
|
38 | (2) |
|
|
|
40 | (4) |
|
|
|
44 | (1) |
|
|
|
45 | (20) |
|
Jacquelyn K. Carpenter Badley |
|
|
|
|
46 | (1) |
|
Process Mapping: The Beginning |
|
|
47 | (2) |
|
Process Mapping: What Size Is Right? |
|
|
49 | (5) |
|
Failure Modes and Effects Analysis |
|
|
54 | (9) |
|
|
|
63 | (1) |
|
|
|
63 | (2) |
|
Making Merry with Measurement |
|
|
65 | (32) |
|
|
|
Measurement System Fundamentals |
|
|
66 | (6) |
|
Measurement System Error: Perspectives |
|
|
72 | (2) |
|
Measurement System Analysis |
|
|
74 | (16) |
|
Improving the Measurement System |
|
|
90 | (3) |
|
|
|
93 | (1) |
|
|
|
94 | (1) |
|
|
|
94 | (3) |
|
That can't Be Right: Understanding Process Capability |
|
|
97 | (18) |
|
|
|
Understanding Process Capability: The Fromal Introducation |
|
|
98 | (5) |
|
Getting Capable with Continuous Data |
|
|
103 | (4) |
|
Getting Capable with Attribute and Discrete Data |
|
|
107 | (2) |
|
Understanding the Z Score: Helping You Understand Your DPMO (Defects Per Million Opportunities) |
|
|
109 | (3) |
|
|
|
112 | (1) |
|
|
|
113 | (2) |
|
Just Because: Root Cause Analysis |
|
|
115 | (12) |
|
Jacquelyn K. Carpenter Badley |
|
|
Root Cause Analysis Basics |
|
|
116 | (2) |
|
Root Cause Analysis and the Pareto Diagram |
|
|
118 | (4) |
|
Root Cause Analysis and the Five Whys |
|
|
122 | (3) |
|
|
|
125 | (1) |
|
|
|
125 | (2) |
|
Verifying Relationships between Inputs and Outputs |
|
|
127 | (18) |
|
|
|
Hypothesis Testing Basics |
|
|
129 | (5) |
|
Determining the Test to Use |
|
|
134 | (9) |
|
|
|
143 | (2) |
|
Things Can Only Get Better: Optimizing the Process |
|
|
145 | (12) |
|
|
|
|
|
147 | (2) |
|
The Main Effects: Go Figure |
|
|
149 | (1) |
|
The Interaction Effects: Go Figure Some More |
|
|
150 | (2) |
|
Statistical Significance: Go Compute |
|
|
152 | (3) |
|
Follow Up: Determine the Ideal |
|
|
155 | (1) |
|
|
|
156 | (1) |
|
Steady Now: Stay in Control |
|
|
157 | (18) |
|
|
|
|
|
158 | (1) |
|
Establishing a Control Plan: Who, What, When, and Where |
|
|
159 | (3) |
|
Baseline Data: Your Future's Past |
|
|
162 | (1) |
|
Success Criteria: Your Today's Futures |
|
|
163 | (1) |
|
Control Charting: Your Crystal Ball |
|
|
163 | (9) |
|
|
|
172 | (1) |
|
|
|
173 | (1) |
|
|
|
173 | (2) |
|
Just When You Thought Things Were Going So Well |
|
|
175 | (12) |
|
|
|
|
|
176 | (3) |
|
|
|
179 | (3) |
|
I should Have Measured What? |
|
|
182 | (2) |
|
|
|
184 | (1) |
|
|
|
185 | (2) |
| Appendix: DMAIC Tools Matrix |
|
187 | (2) |
| Index |
|
189 | |
