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E-raamat: Six Sigma Handbook, Fourth Edition

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  • Formaat: 608 pages
  • Ilmumisaeg: 29-May-2014
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071840545
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Six Sigma Handbook, Fourth EditionSuurem pilt
  • Formaat: 608 pages
  • Ilmumisaeg: 29-May-2014
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071840545
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This interactive training resource teaches the core concepts of the management systems and statistical tools that comprise the foundation of Six Sigma, then features them in the context of real-world, on-the-job situations and how they relate to project objectives.

The most complete, current guide to Six Sigma

“Best practices in Six Sigma are continuously evolving, just as Six Sigma itself evolved from earlier best practices in quality improvement. …This fourth edition...(features) expanded materials on innovation, strategic development, Lean, and constraint management. …You’ll notice many references to free online materials within the text, such as Excel file templates that can be used for analyzing projects, or videos that provide an in-depth narrative on specific topics. Additional links will be added over time to further extend the learning potential offered by the text, so be sure to regularly check back into the online site at www.mhprofessional.com/SSH4.” —From the Preface by Paul Keller

The Six Sigma approach is being used to vastly improve processes, profitability, sustainability, and long-term growth at global organizations of all sizes. Fully revised for the latest developments in the field, The Six Sigma Handbook, Fourth Edition, reveals how to successfully implement this improvement strategy in your company.

The book explains how to define and deploy Six Sigma projects focused on key stakeholder requirements and carry out data-driven management. This comprehensive resource walks you through the phases of DMAIC and DMADV and demonstrates how to use the statistical tools and problem-solving techniques of Six Sigma with screenshots of Minitab and Excel applications.

The new edition has been updated to include:

  • Two online quizzes for Six Sigma certification, one for Green Belt candidates and one for Black Belt candidates
  • Links to five videos that walk you through specific processes, such as Minitab functions, statistical process control, and how to read a Pareto chart
  • Fully incorporated coverage of Lean methodologies

Find out how to select the right personnel to train, achieve technical proficiency, build the best teams, and foster effective leadership. Improve the quality of processes and products in your organization, increase customer satisfaction, and boost profits with help from this definitive guide to Six Sigma.

Written by two of the foremost authorities on the subject, this authoritative resource delivers all of the guidance you need to successfully implement Six Sigma. Comprehensive coverage includes:

  • Building the responsive Six Sigma organization
  • Recognizing and capitalizing on opportunity
  • Data-driven management
  • Maximizing resources
  • Project management using DMAIC and DMADV
  • The define phase
  • The measure phase
  • Process behavior charts
  • Measurement systems evaluation
  • The analyze phase
  • The improve/design phase
  • The control/verify phase

Preface xiii
PART I Six Sigma Implementation and Management
Chapter 1 Building the Responsive Six Sigma Organization
3(60)
What Is Six Sigma?
3(14)
Why Six Sigma?
4(2)
The Six Sigma Philosophy
6(2)
Six Sigma Versus Traditional Three Sigma Performance
8(4)
The Change Imperative
12(5)
Implementing Six Sigma
17(46)
Timetable
18(3)
Infrastructure
21(17)
Integrating Six Sigma and Related Initiatives
38(14)
Deployment to the Supply Chain
52(2)
Communications and Awareness
54(9)
Chapter 2 Recognizing and Capitalizing on Opportunity
63(84)
Methods for Collecting Customer Data
63(14)
Surveys
64(9)
Focus Groups
73(1)
Operational Feedback Systems
74(3)
Cost of Poor Quality
77(7)
Cost of Quality Examples
80(3)
Quality Cost Bases
83(1)
Benchmarking
84(5)
The Benchmarking Process
84(1)
Getting Started with Benchmarking
85(2)
Why Benchmarking Efforts Fail
87(1)
The Benefits of Benchmarking
88(1)
Some Dangers of Benchmarking
89(1)
Innovation
89(19)
Kano Model
90(1)
Quality Function Deployment
91(4)
Translating Customer Demands
95(8)
Creative Destruction
103(5)
Strategic Planning
108(7)
Organizational Vision
109(2)
Strategy Development
111(1)
Strategic Styles
112(1)
Possibilities-Based Strategic Decisions
113(2)
Strategic Development Using Constraint Theory
115(32)
The Systems Approach
116(3)
Basic Constraint Management Principles and Concepts
119(9)
Tools of Constraint Management
128(12)
Constraint Management Measurements
140(5)
Summary and Conclusion
145(2)
Chapter 3 Data-Driven Management
147(32)
Attributes of Good Metrics
147(4)
Measuring Causes and Effects
149(2)
The Balanced Scorecard
151(28)
Translating the Vision
153(8)
Communicating and Linking
161(3)
Business Planning
164(4)
Feedback and Learning
168(11)
Chapter 4 Maximizing Resources
179(34)
Choosing the Right Projects
179(18)
Types of Projects
180(1)
Analyzing Project Candidates
181(8)
Using Pareto Analysis to Identify Six Sigma Project Candidates
189(2)
Throughput-Based Project Selection
191(6)
Ongoing Management Support
197(6)
Internal Roadblocks
198(1)
External Roadblocks
199(1)
Individual Barriers to Change
199(1)
Ineffective Management Support Strategies
200(1)
Effective Management Support Strategies
201(1)
Cross-Functional Collaboration
202(1)
Tracking Six Sigma Project Results
203(10)
Financial Results Validation
206(1)
Team Performance Evaluation
206(1)
Team Recognition and Reward
207(2)
Lessons-Learned Capture and Replication
209(4)
PART II Six Sigma Tools and Techniques
Chapter 5 Project Management Using DMAIC and DMADV
213(32)
DMAIC and DMADV Deployment Models
213(21)
Project Scheduling
218(12)
Project Reporting
230(2)
Project Budgets
232(1)
Project Records
233(1)
Six Sigma Teams
234(11)
Team Membership
235(1)
Team Dynamics Management, Including Conflict Resolution
235(1)
Stages in Group Development
236(2)
Member Roles and Responsibilities
238(2)
Management's Role
240(1)
Facilitation Techniques
240(5)
Chapter 6 The Define Phase
245(26)
Project Charters
245(2)
Project Decomposition
247(3)
Work Breakdown Structures
247(2)
Pareto Analysis
249(1)
Deliverables
250(16)
Critical to Quality Metrics
251(6)
Critical to Schedule Metrics
257(4)
Critical to Cost Metrics
261(5)
Top-Level Process Definition
266(1)
Process Maps
267(1)
Assembling the Team
267(4)
Chapter 7 The Measure Phase
271(22)
Process Definition
271(6)
Flowcharts
272(1)
SIPOC
273(4)
Metric Definition
277(3)
Measurement Scales
278(2)
Discrete and Continuous Data
280(1)
Process Baseline Estimates
280(13)
Enumerative and Analytic Studies
282(3)
Principles of Statistical Process Control
285(6)
Estimating Process Baselines Using Process Capability Analysis
291(2)
Chapter 8 Process Behavior Charts
293(100)
Distributions
293(18)
Methods of Enumeration
293(2)
Frequency and Cumulative Distributions
295(1)
Sampling Distributions
296(1)
Binomial Distribution
297(1)
Poisson Distribution
298(2)
Hypergeometric Distribution
300(2)
Normal Distribution
302(5)
Lognormal Distribution
307(1)
Exponential Distribution
308(1)
Weibull Distribution
309(2)
Control Charts for Variables Data
311(13)
Averages and Ranges Control Charts
311(4)
Averages and Standard Deviation (Sigma) Control Charts
315(2)
Control Charts for Individual Measurements (X Charts)
317(7)
Control Charts for Attributes Data
324(13)
Control Charts for Proportion Defective (p Charts)
324(4)
Control Charts for Count of Defectives (np Charts)
328(2)
Control Charts for Average Occurrences-Per-Unit (u Charts)
330(4)
Control Charts for Counts of Occurrences-Per-Unit (c Charts)
334(3)
Control Chart Selection
337(5)
Rational Subgroup Sampling
337(5)
Control Chart Interpretation
342(8)
Run Tests
347(3)
Short-Run Statistical Process Control Techniques
350(19)
Variables Data
350(12)
Attribute SPC for Small and Short Runs
362(7)
Summary of Short-Run SPC
369(1)
SPC Techniques for Automated Manufacturing
369(12)
Problems with Traditional SPC Techniques
370(1)
Special and Common Cause Charts
370(1)
EWMA Common Cause Charts
371(7)
EWMA Control Charts Versus Individuals Charts
378(3)
Process Capability Indices
381(12)
Example of Non-Normal Capability Analysis Using Minitab
386(7)
Chapter 9 Measurement Systems Evaluation
393(34)
Definitions
393(13)
Measurement System Discrimination
397(1)
Stability
397(2)
Bias
399(1)
Repeatability
400(2)
Reproducibility
402(3)
Part-to-Part Variation
405(1)
Example of Measurement System Analysis Summary
406(5)
Gage R&R Analysis Using Minitab
407(4)
Linearity
411(4)
Linearity Analysis Using Minitab
413(2)
Attribute Measurement Error Analysis
415(12)
Operational Definitions
415(3)
How to Conduct Attribute Inspection Studies
418(1)
Example of Attribute Inspection Error Analysis
419(3)
Minitab Attribute Gage R&R Example
422(5)
Chapter 10 Analyze Phase
427(94)
Value Stream Analysis
427(10)
Value Stream Mapping
431(5)
Spaghetti Charts
436(1)
Analyzing the Sources of Variation
437(26)
Cause and Effect Diagrams
438(2)
Boxplots
440(2)
Statistical Inference
442(1)
Chi-Square, Student's t, and f Distributions
443(5)
Point and Interval Estimation
448(7)
Hypothesis Testing
455(7)
Resampling (Bootstrapping)
462(1)
Regression and Correlation Analysis
463(12)
Linear Models
466(3)
Least-Squares Fit
469(4)
Correlation Analysis
473(2)
Designed Experiments
475(1)
The Traditional Approach Versus Statistically Designed Experiments
475(27)
Terminology
475(2)
Design Characteristics
477(1)
Types of Design
478(2)
One-Factor ANOVA
480(2)
Two-Way ANOVA with No Replicates
482(1)
Two-Way ANOVA with Replicates
483(2)
Full and Fractional Factorial
485(9)
Power and Sample Size
494(1)
Testing Common Assumptions
495(7)
Analysis of Categorical Data
502(13)
Making Comparisons Using Chi-Square Tests
502(2)
Logistic Regression
504(2)
Binary Logistic Regression
506(3)
Ordinal Logistic Regression
509(4)
Nominal Logistic Regression
513(2)
Non-Parametric Methods
515(6)
Chapter 11 The Improve/Design Phase
521(64)
Using Customer Demands to Make Design and Improvement Decisions
521(1)
Pugh Concept Selection Method
521(1)
Lean Techniques for Optimizing Flow
522(4)
Tools to Help Improve Flow
523(3)
Using Empirical Model Building to Optimize
526(19)
Phase 0 Getting Your Bearings
528(1)
Phase I The Screening Experiment
529(4)
Phase II Steepest Ascent (Descent)
533(1)
Phase III The Factorial Experiment
534(3)
Phase IV The Composite Design
537(4)
Phase V Robust Product and Process Design
541(4)
Data Mining, Artificial Neural Networks, and Virtual Process Mapping
545(4)
Example of Neural Net Models
546(3)
Optimization Using Simulation
549(20)
Predicting CTQ Performance
550(1)
Simulation Tools
550(4)
Random Number Generators
554(4)
Model Development
558(9)
Virtual DOE Using Simulation Software
567(2)
Risk Assessment Tools
569(9)
Design Review
570(1)
Fault-Tree Analysis
571(1)
Safety Analysis
572(3)
Failure Mode and Effect Analysis
575(3)
Defining New Performance Standards Using Statistical Tolerancing
578(7)
Assumptions of Formula
582(1)
Tolerance Intervals
582(3)
Chapter 12 Control/Verify Phase
585(16)
Validating the New Process or Product Design
585(1)
Business Process Control Planning
585(16)
Maintaining Gains
586(2)
Tools and Techniques Useful for Control Planning
588(1)
Preparing the Process Control Plan
589(2)
Process Control Planning for Short and Small Runs
591(3)
Process Audits
594(1)
Selecting Process Control Elements
594(3)
Other Elements of the Process Control Plan
597(4)
Appendix 1 Glossary of Basic Statistical Terms 601(6)
Appendix 2 Area Under the Standard Normal Curve 607(4)
Appendix 3 Critical Values of the t-Distribution 611(2)
Appendix 4 Chi-Square Distribution 613(2)
Appendix 5 F Distribution (α = 1%) 615(2)
Appendix 6 F Distribution (α = 5%) 617(2)
Appendix 7 Poisson Probability Sums 619(4)
Appendix 8 Tolerance Interval Factors 623(4)
Appendix 9 Control Chart Constants 627(2)
Appendix 10 Control Chart Equations 629(2)
Appendix 11 Table of d2* Values 631(2)
Appendix 12 Factors for Short Run Control Charts for Individuals, X, and R Charts 633(2)
Appendix 13 Sample Customer Survey 635(2)
Appendix 14 Process σ Levels and Equivalent PPM Quality Levels 637(2)
Appendix 15 Black Belt Effectiveness Certification 639(12)
Appendix 16 Green Belt Effectiveness Certification 651(12)
Appendix 17 AHP Using Microsoft Excel 663(4)
References 667(8)
Index 675
Thomas Pyzdek is a quality consultant, entrepreneur, author, educator, software developer, and speaker. He writes a regular column for Quality Digest and is a Fellow of the American Society for Quality (ASQ). He conducts seminars on Six Sigma for the American Society for Quality, and has received that organizations "Edwards" award. His clients and employers cover a wide range of industries including Ford, GM, McDonald's, Avon, Hughes Aircraft Company Missile Systems Group, and the Tucson Medical Center.





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