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Section 2: Creating Your Toolbox For Process Improvement
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Section 2: Creating Your Toolbox For Process Improvement
by David M. Levine, Howard S. Gitlow, Richard Melnyck
A Guide to Six Sigma and Process Improvement for Practitioners and Students: Foundations, DMAIC, Tools, Cases, and Certification, Second Edition
Title Page
Copyright Page
Dedication
Contents
Acknowledgments [This content is currently in development.]
About the Authors
Preface
Structure of the Book
Major Changes in the Second Edition
Section 1: Building a Foundation of Process Improvement Fundamentals
Chapter 1. You Don’t Have to Suffer from the Sunday Night Blues!
What is the Objective of This Chapter?
9 Principles of Process Improvement to Get the Most Out of This Book
Structure of this Book
Let’s Go!
References
Chapter 2. Process and Quality Fundamentals
What is the Objective of This Chapter?
Process Fundamentals
Variation Fundamentals
Quality Fundamentals
Takeaways from This Chapter
References
Chapter 3. Defining and Documenting a Process
What is the Objective of This Chapter?
A Story to Illustrate the Importance of Defining and Documenting a Process
Fundementals of Defining a Process
Fundamentals of Documenting a Process
Fundamentals of Analyzing a Process
Takeaways from This Chapter
References
Section 2: Creating Your Toolbox For Process Improvement
Chapter 4. Understanding Data: Tools and Methods
What is the Objective of This Chapter?
What is Data?
Types of Numeric Data
Graphing Attribute Data
Graphing Measurement Data
Measures of Central Tendency for Measurement Data
Measures of Central Tendency for Attribute Data
Measures of Variation
Measures of Shape
More on Interptreting the Standard Deviation
How to Guide for Understanding Data: Minitab 17 User Guide
Takeaways from This Chapter
References
Additional Readings
Chapter 5. Understanding Variation: Tools and Methods
What is the Objective of This Chapter?
What is Variation?
Types of Variation
Using Control Charts to Understand Variation
Understanding Control Charts
Rules for Determining Out of Control Points
Control Charts for Attribute Data
Control Charts for Measurement Data
Which Control Chart Should I Use?
Control Chart Case Study
How to Guide for Understanding Variation: Minitab User Guide
Takeaways from This Chapter
References
Additional Readings
Chapter 6. Using Non-Quantitative Techniques: Tools and Methods
What is the Objective of This Chapter
High Level Overview and Examples of Non-Quantitative Tools and Methods
How to Guide for Using Non-Quantitative Tools and Methods
Takeaways from This Chapter
References
Additional Readings
Chapter 7. Overview of Process Improvement Methodologies
What is the Objective of This Chapter?
Types of Process Improvement Methodologies
An Anecdote for Poka-Yoke
Takeaways from This Chapter
References
Section 3: Putting it All Together—Six Sigma Projects
Chapter 8. Project Identification and Prioritization: Building a Project Pipeline
What is the Objective of This Chapter
Project Identification
Using a Dashboard for Finding Projects
Project Screening and Scoping
Prioritizing and Selecting Projects
Executing and Tracking Projects
Takeaways from This Chapter
References
Chapter 9. Overview of Six Sigma Management
What is the Objective of This Chapter?
Non-Technical Definition of Six Sigma Management
Technical Definition of Six Sigma
Where Did Six Sigma Come From?
Benefits of Six Sigma Management
Key Ingredient for Success with Six Sigma Management
Six Sigma Roles and Responsibilities
Six Sigma Management Terminology
Next Steps: Understanding the DMAIC Model
Takeaways from This Chapter
References
Additional Readings
Appendix 9.1 Technical Definition of Six Sigma Management
Chapter 10. Dmaic Model: ‘D’ is for Define
What is the Objective of This Chapter?
Purpose of the Define Phase
The Steps of the Define Phase
Keys to Success and Pitfalls to Avoid in the Define Phase
Define Phase
Project Charter
Takeaways
References
Additional Readings
Chapter 11. Dmaic Model: ‘M’ is for Measure
What is the Objective of This Chapter?
Purpose of the Measure Phase
The Steps of the Measure Phase
Keys to Success and Pitfalls to Avoid
Operational Definition of the CTQ(s) and Data Collection Plan for the CTQ(s)
Takeaways
References
Additional Readings
Chapter 12. Dmaic Model: ‘A’ is for Analyze
What is the Objective of This Chapter?
Purpose of the Analyze Phase
The Steps of the Analyze Phase
Keys to Success and Pitfalls to Avoid
Analyze Phase
Takeaways
References
Additional Readings
Chapter 13. Dmaic Model: ‘I’ is for Improve
What is the Objective of This Chapter?
Purpose of the Improve Phase
The Steps of the Improve Phase
Keys to Success and Pitfalls to Avoid
Improve Phase
Takeaways
References
Additional Readings
Chapter 14. Dmaic Model: ‘C’ is for Control
What is the Objective of This Chapter?
Purpose of the Control Phase
The Steps of the Control Phase
Keys to Success and Pitfalls to Avoid
Control Phase
Takeaways from This Chapter
References
Additional Readings
Chapter 15. Maintaining Improvements in Processes, Products-Services, Policies, and management style
What is the Objective of This Chapter?
Improving Processes, Products-Services, and Processes: Revisited
Two Case Studies of Failure to Maintain Improvements
A Method for Promoting Improvement and Sustainability
The Funnel Experiment and Successful Management Style
Succession Planning for the Sustainability of Management Style
Egotism of Top Management As a Threat to the Sustainability of Management Style
Summary
The Board of Directors Fail to Understand the Need for Sustainability
In the Organization’s Culture and Management Style5
Takeaways
References
Section 4: Six Sigma Certification
Chapter 16. Six Sigma Champion Certification at the University of Miami
What is the Objective of This Chapter?
Description of Certification Examination
Sample Champion Certification Examination Questions with Answers
Summary
Chapter 17. Six Sigma Yellow / Green Belt Certification
What is the Objective of This Chapter?
Sample Yellow Belt Certification Examination Questions with Answers
Time to Get Ready for 10 Days Used to Calculate Variance and Standard Deviation
30 Days of Incoming Slide Shipments for a Particular Vendor
Number of Add-Ons Per Day for 50 Conescutive Days in an Outpatient Clinic
Turnaround Times for 100 Consecutive GI Biopsy Cases
Vial Weights for Six Vials Selected During Twenty-Two Time Periods
Admitting Process Time in Seconds
Data for Gage R&R Study
Pharmacy Delay Reasons
Delay Reasons Pareto Diagram
Standarized and Revised Best Practice Flowcharts
Generic Managerial Dashboard
Project Prioritization Matrix
Section 5: The Culture Required For Six Sigma Management
Chapter 18. W. Edwards Deming’s Theory of Management: A Model for Cultural Transformation of an Organization
W. Edwards Deming’s Theory of Management
Transformation or Paradigm Shift
Quality in Service, Government and Education
Quotes from Deming
Summary
References and Additional Readings
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Chapter 3. Defining and Documenting a Process
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Chapter 4. Understanding Data: Tools and Methods
Section 2: Creating Your Toolbox For Process Improvement
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