Index

80/20 rule, 330

accelerated globalization, 3–4

accuracy, 239

ACFC (at the customer, for the customer) projects, 82–83

acronyms, 333–334

activity-based costing (ABC), 132

administrative processes, expanding Lean Six Sigma to, 237–241

AlliedSignal, 1, 110–111

Amazon, 4–5

ambidextrous organizations, 8–9

analytics

Big Data, 57–58, 247

Big Data projects, 210–211

defined, 327

failures of, 18

growth of, 4–5

Lean Six Sigma and, 17–19

risk management in, 275

defined, 57

Analyze phase (DMADV approach), 47

Newspaper Accuracy case study, 301

questions to ask in, 319

annual reviews, 223–226

Applied Statistics Group (DuPont), 88

appropriateness of Lean Six Sigma, 10–11

“at the customer, for the customer” (ACFC) projects, 82–83

attributes (project), 154–158

audit systems for previously closed projects, 151–152

Automotive Industry Action Group

control plan for, 221–222

short-term capability indices, 300

awareness training, 203–205

Bank of America, 2, 43, 110–111

baselines, 211, 327

BBs. See Black Belts

The Beatles, 196

benchmarking, 132

“best” model, lack of, 15

Big Data analytics, 57–58, 247

Big Data projects, 210–211

defined, 327

failures of, 18

growth of, 4–5

Lean Six Sigma and, 17–19

risk management in, 275

biopharmaceutical case study, 29–30

Black Belts. See also Master Black Belts

defined, 170–171, 327

delegation to, 293–294

leadership support for, 188–190

management project reviews and, 194–197

Newspaper Accuracy case study, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

project closure, 213

project selection, 208–209

recognition programs for, 206–207

refinement of project charters, 164

responsibilities of, 306

selection of, 149, 214–215

team-formation process, 174

training, 226–227

Black Belt course for finance, 177–178

Black Belt course for manufacturing, 179–181

breakthrough improvement methods, 31, 51–52

Big Data analytics, 57–58, 247

Big Data projects, 210–211

defined, 327

failures of, 18

growth of, 4–5

Lean Six Sigma and, 17–19

risk management in, 275

Lean Enterprise, 2, 52–54

defined, 329

project attributes, 154–158

risk management in, 275

statistical engineering, 16–17, 54–57

defined, 331

risk management in, 275

Work-Out approach, 10–11, 59–60, 83–84, 246–247, 331

Brexit, 4

budgeting, 213–214

bureaucratic focus, 325

business improvement, holistic view of, 26–29

capability, 327

capability index, 327

CART (classification and regression trees), 57–58

CAS (corporate audit staff), 81–82

CAS Quality Council, 232–233

case studies, 73

biopharmaceutical, 29–30

Diversified Paper

leadership commitment of, 115

supporting infrastructure, 116–117

talent utilization, 115–116

DuPont, 85

Corporate Continuous Improvement System, 88

DIBM (DuPont Integrated Business Management), 92–93

DPS (DuPont Production System), 91–92

improvement initiatives 1950–1990s, 85–86

improvement projects, 90–91

ISO 9000, 88

Lean Six Sigma launch, 88–90

lessons learned, 93–94

PCF (Product Commercialization Framework), 93

PQM (Product Quality Management), 86–87

QMTC (Quality Management and Technology Center), 88

SOE (Strategy of Experimentation), 86

GE (General Electric), 1–2, 42–43, 73–74

commitment to initiative, 75

communications, 152–153

compared to Grace, 110

customer focus, 80–81, 82–83

DFSS (Design for Six Sigma), 79–80

digitization, 82

DMADV approach, 1–2

expansion and reinvigoration, 83–84

financial projects, 81–82

first year (1996), 76–78

Green Belts, 79–80, 229

initiative launch, 74–75

innovation and new product development, 84

leadership commitment, 111–112

lessons learned, 84–85

revenues, 110–111

supporting infrastructure, 112–114

talent utilization, 112

tangible benefits, push for, 78–79

TRIZ (theory of inventive problem solving), 84

Work-Out approach, 10–11, 59–60, 83–84

Grace

compared to GE, 110

Green Belt training, 111–112

revenues, 110–111

supporting infrastructure, 112–114

talent utilization, 112

Motorola financial audit, 283–284

Newspaper Accuracy, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

Royal Chemicals

leadership commitment, 115

supporting infrastructure, 116–117

talent utilization, 115–116

Scott Paper Company, 94–96

integration attempts, 103–104

JIT (just-in-time) initiatives, 98–100

lessons learned, 104–105

parallel efforts in, 97–98

process control initiative, 96–97

QFD (Quality Function Deployment), 101–103

quality improvement efforts, 100–101

cause-and-effect (C&E) matrix, 309–310, 327

cause-and-effect diagrams, 298–299

CEC (Corporate Executive Council), 76

CEOs (Chief Executive Officers), 267

CFM (continuous flow manufacturing), 90

CFOs (Chief Financial Officers), 268

Champions

defined, 167–169, 327

drafting of project charters, 164

GE (General Electric) case study, 76

management project reviews, 194

project closure, 213

recognition programs for, 207–208

selection of, 149

team-formation process, 174

workshops, 144

change, holistic improvement as driver of, 287–289

charters (project)

development of, 164–167

Newspaper Accuracy case study, 295

charts

control, 300

Pareto, 301–302

checklists, 304–305

Chief Executive Officers (CEOs), 267

Chief Financial Officers (CFOs), 268

Chief Improvement Officers (CIMOs), 267–268

Chief Information Officers (CIOs), 267

Chief Master Black Belt (CMBB), 268

Churchill, Winston, 219

CIMO (Chief Improvement Officer), 267–268

CIO (Chief Information Officer), 267

classification and regression trees (CART), 57–58

climate change, 5

Clinton, Hillary Rodham, 20

closure, project, 212–213

CMBB (Chief Master Black Belt), 268

commercial quality (CQ), 78–79

committed leadership

measuring, 118–120

successful case studies, 111–112

GE, 75, 111–112

Grace, 111–112

unsuccessful case studies, 115

common improvement systems, 32–35

Commonwealth Health Corporation, 2

communication plans, 152–153, 201–205

Competing on Analytics (Davenport and Harris), 17–18

complex, unstructured problems

growth of, 5

Lean Six Sigma inefficiency with, 13–16

comprehensive improvement, 26

computer hacking, threat of, 5–6

conceptual design, 47

context, 17

continuous flow manufacturing (CFM), 90

control charts, 298–299

Control phase

Newspaper Accuracy case study, 304–305

questions to ask in, 320

control plans, 221–223, 327

corporate audit staff (CAS), 81–82

Corporate Continuous Improvement System (DuPont), 88

Corporate Executive Council (CEC), 76

cost

defined, 240

poor quality, 328

QDC (Quality, Delivery, and Cost) model, 146–147

courses

Black Belt course for finance, 177–178

Black Belt course for manufacturing, 179–181

Green Belt course for manufacturing, 181–183

CQ (commercial quality), 78–79

creativity, 45–46. See also quality by design approaches

criteria for success, 315–317

critical to quality variables. See CTQs (critical to quality variables)

Crompton Corporation, 139

cross-training, 268

CRT (customer response time), 254–255

CTQs (critical to quality variables)

cause-and-effect (C&E) matrix, 309–310

defined, 328

identifying, 46

Newspaper Accuracy case study, 297

culture, holistic improvement and, 28, 287–289

current management systems, Lean Six Sigma 2.0 integration with, 215–216

customer focus

customer satisfaction, 240, 287

GE (General Electric) case study, 80–81, 82–83

customer response time (CRT), 254–255

cycle time, 239

data challenges, 15

default, varying definitions of, 14

defects, 328

Define, Measure, Analyze, Design, Verify. See DMADV approach

Define, Measure, Analyze, Improve, Control. See DMAIC approach

Define phase

Newspaper Accuracy case study, 295–296

questions to ask in, 319

DeGeus, Arie, 293

delivery, 147

Deming, W. Edwards, 96–97, 327

Democratic National Committee (DNC), security breach of, 20

deployment of Lean Six Sigma 2.0. See Lean Six Sigma 2.0

deployment plans. See also implementation process; roles

audit systems for previously closed projects, 151–152

Champion workshops, 144

communication plans, 152–153, 201–205

deployment processes for leaders, 149

development of, 140–144

Executive workshops, 142–143

process performance measures, 146–147

project and initiative review schedules, 150

project identification and prioritization, 148–149, 208–213

project reporting and tracking, 150–151, 197–200

project selection criteria, 147–148

reward and recognition plans, 152, 205–208

strategy and goals, 145–146

design, quality by. See quality by design approaches

Design for Six Sigma. See DFSS (Design for Six Sigma)

design of experiments (DOE), 304, 310, 328

designed experiments, 304

DFSS (Design for Six Sigma)

GE (General Electric) case study, 79–80

innovation and creativity in, 46–48

quality and process management system integration, 269

risk management in, 274

time frame of, 241

diagrams, cause-and-effect, 298–299

DIBM (DuPont Integrated Business Management), 92–93

digitization, GE (General Electric) case study, 82

distribution, normal, 330

Diversified Paper case study

leadership commitment of, 115

supporting infrastructure, 116–117

talent utilization, 115–116

DMADV approach

development of, 1–2, 46–48, 80

DuPont case study, 89

DMAIC approach

growing top line with, 252–254

Lean projects and, 34

methodology and key tools, 43–44

Newspaper Accuracy case study, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

sequence of, 309

DNC (Democratic National Committee), security breach of, 20

DOE (design of experiments), 304, 310, 328

dollars, hard versus soft, 199–200

DPS (DuPont Production System), 91–92

Dunn and Bradstreet (D&B), 14

DuPont case study, 85

Corporate Continuous Improvement System, 88

DIBM (DuPont Integrated Business Management), 92–93

DPS (DuPont Production System), 91–92

improvement initiatives 1950–1990s, 85–86

improvement projects, 90–91

ISO 9000, 88

Lean Six Sigma launch, 88–90

lessons learned, 93–94

PCF (Product Commercialization Framework), 93

PQM (Product Quality Management), 86–87

QMTC (Quality Management and Technology Center), 88

SOE (Strategy of Experimentation), 86

DuPont Integrated Business Management (DIBM), 92–93

effort, managing, 129, 187–190

communication plans, 152–153, 201–205

deployment processes for leaders, 214–215

integration with current management systems, 214–215

Lean Six Sigma budgeting, 213–214

management project reviews, 193–197

managerial systems and processes, 191–193

project closure, 212–213

project identification and prioritization, 148–149, 208–213

project reporting and tracking, 150–151, 197–200

questions to ask, 326

reward and recognition plans, 152, 205–208

Einstein, Albert, 1, 333

engineering, statistical, 16–17, 54–57, 331

entitlement

defined, 51, 328

determining, 161–164

recording progress toward, 196, 211

errors in processes, Newspaper Accuracy case study, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

European Union

Brexit, 4

immigration into, 4

Executive workshops, 142–143

expansion of Lean Six Sigma, 237–241

GE (General Electric) case study, 83–84

improvement project portfolios, 244–245

methodologies

adding, 245–248

implications for infrastructure, 248–249

selecting, 249–251

supplier performance, 242–244

experimentation, SOE (Strategy of Experimentation), 86

extrinsic motivation, 205–206

feedback

feedback loops, 279–280

soliciting, 196–197

FICO (Fair, Isaac, and Company), 58

finance teams

Black Belt course for, 177–178

Champion workshops, 144

Executive workshops, 142–143

financial audits, Motorola case study, 283–284

financial impact, tracking, 199–200

financial projects, GE (General Electric) case study, 81–82

first pass yield (FPY), 328

FMEA (failure mode and effects analysis), 276, 301–302, 310, 328

forming teams, 173–174

forms, reporting, 195

FPY (first pass yield), 328

full deployment, 138–140

functional support groups, 173

Gage R&R (gage repeatability and reproducibility), 299, 328

Gates, Bill, 159

GBs. See Green Belts

GE (General Electric) case study, 73–74

commitment to initiative, 75

communications, 152–153

compared to Grace, 110

customer focus, 80–81, 82–83

DFSS (Design for Six Sigma), 79–80

digitization, 82

DMAIC approach in, 1–2

expansion and reinvigoration, 83–84

financial projects, 81–82

first year (1996), 76–78

Green Belts, 79–80, 229

initiative launch, 74–75

innovation and new product development, 84

leadership commitment, 111–112

lessons learned, 84–85

Quality Leaders’ Council, 232–233

revenues, 110–111

supporting infrastructure, 112–114

talent utilization, 112

tangible benefits, push for, 78–79

top line, growth of, 255–256

TRIZ (theory of inventive problem solving), 84

Work-Out approach, 10–11, 59–60, 83–84, 331

General Electric. See GE (General Electric) case study

globalization, 3–4

goals, 145–146

Google, 4–5, 18, 58

Grace case study, 110

leadership commitment of, 111–112

revenues of, 110–111

supporting infrastructure, 112–114

talent utilization, 112

Great Britain, exit from European Union, 4

Green Bay Packers, 234–235

Green Belts

defined, 171–172, 328

GE (General Electric) case study, 78–80

project closure, 213

recognition programs for, 207–208

responsibilities of, 306

training, 145–146, 181–183, 229–231

growth, 237

Lean Six Sigma expansion

improvement project portfolios, 244–245

supplier performance, 242–244

throughout organization, 237–241

methodologies

adding, 245–248

implications for infrastructure, 248–249

selecting, 249–251

sustained momentum, 219–221

leadership role in, 233–234

Lean Six Sigma organizational structure, 231–233

Lean Six Sigma Sweep team, 234–237

project gains, holding, 221–223

quarterly and annual reviews, 223–226

training system, 226–231

sustaining, 129–131

of top line, 251–256

Hagley Museum, 85

hard dollars, 199–200

Heckert, Richard E., 87

hidden factories, 240, 328

high-level deployment roadmap, 125–127

effort management, 129

initial launch, 127–128

sustained momentum and growth, 129–131

work processes, Lean Six Sigma 2.0 integration into, 131–135

history of Six Sigma, 1–2

Hoerl, Arthur E., 86

holistic improvement, 25. See also case studies; Lean Six Sigma 2.0; methodologies

business improvement, 26–29

common improvement systems, 32–35

comprehensive improvement, 26

creating, 27

culture and, 28, 287–289

defined, 21–22, 328

example of, 29–30

initiative success, 320

criteria for, 320–323

management reviews, questions to ask in, 325–326

pitfalls to avoid, 324–325

integrated project management systems, 35–39

as leadership development tool, 289–290

long-term impact of, 284–286

project success, 315

criteria for, 315–317

pitfalls to avoid, 317–318

project reviews, questions to ask in, 318–320

significant improvements, 27

strategic structure for, 30–32

sustaining, 27

Holliday, Chad, 89

Honeywell, 1, 42–43

hoppers, project, 210–211

houses of quality, 48–50

HR (human resources) personnel

Champion workshops, 144

Executive workshops, 142–143

people selection process and, 214–215

core processes, 191–192

Watson, 18

identifying projects, 148–149, 208–213

If Japan Can, Why Can’t We? (whitepaper), 88

Immelt, Jeff, 77, 83

immigration, 4

implementation process. See also Lean Six Sigma 2.0

common misconceptions, 110–111

deployment processes for leaders, 214–215

high-level roadmap, 125–127

effort management, 129

initial launch, 127–128

sustained momentum and growth, 129–131

work processes, Lean Six Sigma 2.0 integration into, 131–135

improvement project portfolios, 124–125

leadership commitment

less successful case studies, 115

measuring, 118–120

successful case studies, 111–112

organizational successes, 109–110

supporting infrastructure

importance of, 122–124

less successful case studies, 116–117

successful case studies, 112–114

top talent

importance of, 120–122

less successful case studies, 115–116

successful case studies, 112

Improve phase

Newspaper Accuracy case study, 302–304

questions to ask in, 320

improvement organizations, 267–269

improvement project portfolios, 124–125, 244–245, 262–263

improvement tools. See tools

information technology (IT)

Champion workshops, 144

Executive workshops, 142–143

infrastructure

importance of, 122–124

Lean Six Sigma expansion and, 248–249

less successful case studies, 112–114

initiative launch, 127–128, 137–138. See also implementation process; roles

deployment plans

audit systems for previously closed projects, 151–152

Champion workshops, 144

communication plans, 152–153, 201–205

deployment processes for leaders, 149

development of, 140–144

Executive workshops, 142–143

process performance measures, 146–147

project and initiative review schedules, 150

project identification and prioritization, 148–149, 208–213

project reporting and tracking, 150–151, 197–200

project selection criteria, 147–148

reward and recognition plans, 152, 205–208

roles, 149

strategy and goals, 145–146

entitlement

defined, 51, 328

determining, 161–164

recording progress toward, 196, 211

full deployment, 138–140

Lean Six Sigma providers, 183–184

partial deployment, 138–140

project charters, 164–167

project selection, 208–211

Lean Six Sigma projects, 158–161

process entitlement, 161–164

project attributes, 154–158

selection criteria, 147–148

questions to ask, 326

training, 176–177

Black Belt course for finance, 177–178

Black Belt course for manufacturing, 179–181

Green Belt course for manufacturing, 181–183

initiative reviews. See management reviews

initiative success, 320

criteria for, 320–323

management reviews, questions to ask in, 325–326

pitfalls to avoid, 324–325

innovation

GE (General Electric) case study, 84

Lean Six Sigma and, 8–9

quality by design approaches and, 45–46

risk management and, 274

integrated project management systems, 35–39

International Journal of Lean Six Sigma, 2

International Journal of Six Sigma and Competitive Advantage, 2

International Organization for Standardization. See ISO (International Organization for Standardization)

Internet of Things (IoT), 68–69, 329

intrinsic motivation, 205

inventive problem solving, theory of. See TRIZ (theory of inventive problem solving)

IoT (Internet of Things), 68–69, 329

Is-Is Not analysis, 10–11, 65–67, 96–97

ISO (International Organization for Standardization), 61

ISO 9000, 61–63, 269–270

DuPont case study, 88

holistic improvement systems and, 270–272

risk management in, 275

ISO 31000, 274–275

IT (information technology)

Champion workshops, 144

Executive workshops, 142–143

growth of, 4–5

JIT (just-in-time) initiatives, 54, 98–100

JMP, 329

journals, 2

just-in-time (JIT) initiatives, 54, 98–100

Kaizen, 37, 53, 329

Kanban, 54

Kepner-Tregoe approach, 10–11, 65–67

defined, 329

risk management in, 275

Scott Paper Company case study, 96–97

Kimberly-Clark, 94, 104

Koch, Ed, 196

Kramer, Jerry, 234–235

growth of, 5

Lean Six Sigma inefficiency with, 13–16

Lau Tsu, 137

launching initiative. See initiative launch

leadership. See also roles

commitment of

GE (General Electric) case study, 111–112

Grace case study, 111–112

less successful case studies, 115

measuring, 118–120

successful case studies, 111–112

deployment processes for, 149, 214–215

Green Belt training for, 229–231

holistic improvement as leadership development tool, 289–290

methodologies and, 306–308

Newspaper Accuracy case study, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

role in sustaining momentum, 233–234

subject matter knowledge of, 311–313

support for Black Belt projects, 188–190

tools and, 311

Lean Enterprise, 2, 52–54

defined, 329

project attributes, 154–158

risk management in, 275

Lean Six Sigma

defined, 329

DuPont case study, 88–90

expansion of Six Sigma to, 2–12

Lean projects, 37

limitations of, 10–11

Lean Six Sigma 1.2, 7–8

Lean Six Sigma 1.3

innovation in, 8–9

limitations of, 9–10

Big Data analytics, 17–19

inefficiency with complex problems, 13–16

problem solving, 11–12

quality management, 12–13

risk management, 19–21

need for new paradigm, 21–22

Lean Six Sigma 2.0, 6–7, 109, 329. See also case studies; deployment plans; roles

budgeting, 213–214

effort, managing, 187–190

communication plans, 152–153, 201–205

deployment processes for leaders, 214–215

integration with current management systems, 214–215

Lean Six Sigma budgeting, 213–214

management project reviews, 193–197

managerial systems and processes, 191–193

project closure, 212–213

project identification and prioritization, 148–149, 208–213

project reporting and tracking, 150–151, 197–200

questions to ask, 326

reward and recognition plans, 152, 205–208

expanding

improvement project portfolios, 244–245

supplier performance, 242–244

throughout organization, 237–241

implementation, 109

common misconceptions, 110–111

high-level roadmap, 125–135

improvement project portfolios, 124–125

leadership commitment, 111–112, 115, 118–120

organizational successes, 109–110

supporting infrastructure, 116–117, 122–124

top talent, 112, 115–116, 120–122

initiative launch, 127–128, 137–138

entitlement, 161–164

full deployment, 138–140

Lean Six Sigma providers, 183–184

partial deployment, 138–140

project charters, 164–167

project selection, 154–161

questions to ask, 326

training, 176–177

integration into work processes, 131–135, 261–262

as driver of cultural change, 287–289

improvement organizations, 267–269

improvement project portfolios, 262–263

ISO 9000 and, 270–272

as leadership development tool, 289–290

long-term impact of, 284–286

managerial processes, 280–283

MBNQA (Malcolm Baldrige National Quality Award), 272–273

Motorola financial audit case study, 283–284

process control, 276–280

quality and process management systems, 269–270

questions to ask, 326

risk management, 274–276

system needs and sample approaches, 262–263

management, 129

momentum, sustaining, 129–131, 219–221

leadership role in, 233–234

Lean Six Sigma organizational structure, 231–233

Lean Six Sigma Sweep team, 234–237

project gains, holding, 221–223

quarterly and annual reviews, 223–226

questions to ask, 326

training system, 226–231

organizational structure, 231–233

project selection

Lean Six Sigma projects, 158–161

process entitlement, 161–164

project attributes, 154–158

training metrics, 282

Lean Six Sigma Council, 232

Lean Six Sigma providers, 183–184

Lean Six Sigma Sweep team, 234–237

Lean tools, 34–35

line balancing, 54

Linsenmann, Don, 89

Lombardi, Vince, 234–235

long-term success

criteria for, 320–323

impact of holistic improvement and, 284–286

management reviews, 325–326

pitfalls to avoid, 324–325

accelerated globalization, 3–4

growth of IT and Big Data analytics, 4–5

immigration, 4

large, complex, unstructured problems, 5

security concerns, 5–6

Madden, John, 235

Magnificent 7 tools, 250–251

MAIC (Measure, Analyze, Improve, Control) process, 76

Malcolm Baldrige National Quality Award (MBNQA), 12, 63–65, 88, 272–273

management reviews, 193–197, 279

questions to ask in, 325–326

schedules, 150

management systems

defined, 188

Lean Six Sigma 2.0 integration with, 215–216

managerial processes, 191–193

communication plans, 152–153, 201–205

deployment processes for leaders, 214–215

holistic improvement systems and, 280–283

Lean Six Sigma budgeting, 213–214

management project reviews, 193–197

project closure, 212–213

project identification and prioritization, 148–149, 208–213

project reporting and tracking, 150–151, 197–200

reward and recognition plans, 152, 205–208

managing the effort. See effort, managing

manufacturing

Black Belt course for, 179–181

Green Belt course for, 181–183

mapping

process mapping, 54

defined, 330

Newspaper Accuracy case study, 297

value stream mapping (VSM), 54

Master Black Belts

Chief Master Black Belt, 268

defined, 172–173, 329

delegation to, 293–294

GE (General Electric) case study, 76

management project reviews, 194–197

management project reviews and, 194–197

recognition programs for, 207–208

responsibilities of, 306

MBBs. See Master Black Belts

MBNQA (Malcolm Baldrige National Quality Award), 12, 63–65

DuPont case study, 88

holistic improvement systems and, 272–273

Measure, Analyze, Improve, Control (MAIC) process, 76

Measure phase

Newspaper Accuracy case study, 296–300

questions to ask in, 319

measurement system analysis (MSA), 299, 310, 329

measurement systems, 329

methodologies, 41–42. See also Lean Six Sigma 2.0; Six Sigma framework

adding, 245–248

Big Data analytics, 57–58, 247

Big Data projects, 210–211

defined, 327

failures of, 18

growth of, 4–5

Lean Six Sigma and, 17–19

risk management in, 275

DFSS (Design for Six Sigma), 46–48, 241, 269

GE (General Electric) case study, 79–80

innovation and creativity in, 46–48

quality and process management system integration, 269

risk management in, 274

time frame of, 241

how to think about, 306–308

implications for infrastructure, 248–249

IoT (Internet of Things), 68–69, 329

ISO 9000, 61–63, 269–270

DuPont case study, 88

holistic improvement systems and, 270–272

risk management in, 275

Kepner-Tregoe approach, 10–11, 65–67

defined, 329

risk management in, 275

Scott Paper Company case study, 96–97

leaders and, 306–308

Lean Enterprise, 2, 52–54

defined, 329

project attributes, 154–158

risk management in, 275

MBNQA (Malcolm Baldrige National Quality Award), 12, 63–65

DuPont case study, 88

holistic improvement systems and, 272–273

Newspaper Accuracy case study, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

QFD (Quality Function Deployment), 48–50, 269

risk management and, 274–275

selection of, 249–251, 264

statistical engineering, 16–17, 54–57, 331

TPM (Total Productive Maintenance), 67–68

TRIZ (theory of inventive problem solving), 9, 50–51, 84, 269, 274

Work-Out approach, 10–11, 59–60, 83–84, 246–247, 331

methods, 293

metrics (training), 282

MGP (multigenerational planning), 47

Millennium Development Goals, 5

Minitab, 329

mistake proofing, 54

momentum, sustaining, 27, 129–131, 219–221. See also growth

leadership role in, 233–234

Lean Six Sigma organizational structure, 231–233

Lean Six Sigma Sweep team, 234–237

project gains, holding, 221–223

quarterly and annual reviews, 223–226

questions to ask, 326

training system

Black Belt training, 226–227

elements of, 226–228

Green Belt training, 229–231

motivation

extrinsic, 205–206

intrinsic, 205

Motorola, 1, 283–284

MSA (measurement system analysis), 299, 310, 329

multigenerational planning (MGP), 47

multinational companies, training systems for, 228

multi-vari charts, 329

multi-vari studies

defined, 330

Newspaper Accuracy case study, 301–302

National Security Agency (NSA), 20

national security applications, 5–6, 13

Netflix, 17–18

Newspaper Accuracy case study, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

NIH (Not Invented Here) Syndrome, 74

Nike projects, 10–11, 36, 247, 264, 330

NIST (National Institute of Standards and Technology), 63–65

normal distributions, 330

North America, immigration into, 4

Not Invented Here (NIH) Syndrome, 74

NSA (National Security Agency), 20

optimal solutions, lack of, 16

organizational structure, 231–233

organizations, improvement, 267–269

Pareto, Wilfredo, 330

Pareto charts, 243, 301–302, 330

partial deployment, 138–140

PCF (Product Commercialization Framework), 93

people selection process, 167–169, 214–215. See also roles

perfection, Lean Enterprise and, 53

performance measures, 146–147

pharmaceutical applications, 13, 45

pitfalls to avoid, 317–318

planning

communication plans, 152–153, 201–205

deployment plans. See also implementation process; roles

audit systems for previously closed projects, 151–152

Champion workshops, 144

communication plans, 152–153, 201–205

deployment processes for leaders, 149

development of, 140–144

Executive workshops, 142–143

process performance measures, 146–147

project and initiative review schedules, 150

project identification and prioritization, 148–149, 208–213

project reporting and tracking, 150–151, 197–200

project selection criteria, 147–148

reward and recognition plans, 152, 205–208

strategy and goals, 145–146

reward and recognition plans, 152, 205–208

poka-yoke, 54

Polymers (DuPont), 88

poor quality, cost of, 328

portfolios. See improvement project portfolios

PQM (Product Quality Management), 86–87

previously closed projects, audit systems for, 151–152

prioritization of projects, 148–149, 208–213

problem solving

lack of, 10–11

team problem solving, 250–251

process errors, reducing. See Newspaper Accuracy case study

process management systems, 31, 61

defined, 330

integration of, 269–270

ISO 9000, 61–63

Kepner-Tregoe approach, 10–11, 65–67

managerial processes, 280–283

MBNQA (Malcolm Baldrige National Quality Award), 12, 63–65

TPM (Total Productive Maintenance), 67–68

process owners, project closure and, 213

processes, 330

defined, 191

deployment processes for leaders, 149, 214–215

entitlement, 161–164

defined, 51, 328

determining, 161–164

recording progress toward, 196, 211

IBM, 191–192

managerial processes, 191–193

communication plans, 201–205

deployment processes for leaders, 214–215

holistic improvement systems and, 280–283

Lean Six Sigma budgeting, 213–214

management project reviews, 193–197

project closure, 212–213

project identification and prioritization, 208–213

project reporting and tracking, 197–200

reward and recognition plans, 205–208

performance measures, 146–147

process capability studies, 300

process control

holistic improvement systems and, 276–280

Scott Paper Company case study, 96–97

process mapping, 54

defined, 330

Newspaper Accuracy case study, 297

process variation, 330

Product Commercialization Framework (PCF), 93

product development. See R&D (research and development)

Product Quality Management (PQM), 86–87

project budgeting, 213–214

Project Champions, 164, 330

project charters

development of, 164–167

Newspaper Accuracy case study, 295

project closure, 212–213

project gains, holding, 221–223

project hoppers, 210–211

project management systems, integrated, 35–39

project portfolios. See improvement project portfolios

project reporting and tracking systems, 150–151, 197–200

project reviews, 150, 318–320

project selection, 35–36

Lean Six Sigma projects, 158–161

project attributes, 154–158

project identification and prioritization, 148–149, 208–213

selection criteria, 147–148

project status reporting forms, 195

project success, 315

criteria for, 315–317

pitfalls to avoid, 317–318

project reviews, 318–320

providers, selection of, 183–184

pulling value, 53

Python, 18

QFD (Quality Function Deployment), 48–50, 269

defined, 330

Newspaper Accuracy case study, 297

Scott Paper Company case study, 101–103

QMTC (Quality Management and Technology Center), 88

Quality, Delivery, and Cost (QDC) model, 146–147

quality by design approaches, 31, 45

defined, 330

DFSS (Design for Six Sigma), 46–48

GE (General Electric) case study, 79–80

innovation and creativity in, 46–48

quality and process management system integration, 269

risk management in, 274

time frame of, 241

innovation and creativity and, 45–46

QFD (Quality Function Deployment), 48–50, 269

defined, 330

Newspaper Accuracy case study, 297

Scott Paper Company case study, 101–103

Scott Paper Company case study, 101–103

TRIZ (theory of inventive problem solving), 9, 50–51, 84, 269, 274

Quality Engineering journal, 57

Quality Function Deployment. See QFD (Quality Function Deployment)

Quality Leaders’ Council (GE), 232–233

Quality Management and Technology Center (QMTC), 88

quality management systems, 12–13, 31, 61

CTQs (critical to quality variables)

cause-and-effect (C&E) matrix, 309–310

defined, 328

identifying, 46

Newspaper Accuracy case study, 297

integration of, 269–270

ISO 9000, 61–63, 269–270

DuPont case study, 88

holistic improvement systems and, 270–272

risk management in, 275

Kepner-Tregoe approach, 10–11, 65–67

defined, 329

risk management in, 275

Scott Paper Company case study, 96–97

MBNQA (Malcolm Baldrige National Quality Award), 12, 63–65

DuPont case study, 88

holistic improvement systems and, 272–273

Scott Paper Company case study, 100–101

TPM (Total Productive Maintenance), 67–68, 275

quality organizations, 100–101, 267. See also improvement organizations

quarterly reviews, 223–226

R&D (research and development), 267

expanding Lean Six Sigma to, 241

GE (General Electric) case study, 84

rapid improvement projects, 53

recognition plans, 152, 205–208

re-engineering, 250

reinvigoration, 83–84

repeatability, 299, 328

reporting forms, 195

reporting systems, 150–151, 198–200

reproducibility, 299, 328

research and development. See R&D (research and development)

resource strategies, 174–176

reviews

annual, 223–226

project, 150, 193–197

quarterly, 223–226

reward and recognition plans, 152, 205–208

risk management, 19–21

defined, 330

holistic improvement systems and, 274–276

roadmap for Lean Six Sigma 2.0 deployment, 125–127

effort management, 129

initial launch, 127–128

sustained momentum and growth, 129–131

work processes, Lean Six Sigma 2.0 integration into, 131–135

roles, 149. See also training

Black Belts. See also Master Black Belts

Chief Master Black Belt, 268

defined, 170–171, 327

delegation to, 293–294

leadership support for, 188–190

management project reviews, 194–197

management project reviews and, 194–197

Newspaper Accuracy case study, 294–306

project closure, 213

project selection, 208–209

recognition programs for, 206–207

refinement of project charters, 164

responsibilities of, 306

selection of, 149, 214–215

team-formation process, 174

training, 177–181, 226–227

Champions

defined, 167–169, 327

drafting of project charters, 164

GE (General Electric) case study, 76

management project reviews, 194

management project reviews and, 194

project closure, 213

project closure and, 213

recognition programs for, 207–208

selection of, 149

team-formation process, 174

workshops, 144

functional support groups, 173

Green Belts

defined, 171–172, 328

GE (General Electric) case study, 78–80

Green Belt course for manufacturing, 181–183

project closure, 213

recognition programs for, 207–208

responsibilities of, 306

training, 145–146, 181–183, 229–231

Master Black Belts

Chief Master Black Belt, 268

defined, 172–173, 329

delegation to, 293–294

GE (General Electric) case study, 76

management project reviews, 194–197

management project reviews and, 194–197

recognition programs for, 207–208

responsibilities of, 306

people selection process, 167–169

resource strategies, 174–176

team formation, 173–174

rolled throughput yield (RTY), 331

routine problem solving, lack of, 10–11

Royal Chemicals case study

leadership commitment of, 115

supporting infrastructure, 116–117

talent utilization, 115–116

Royal Dutch Shell, 293

RTY (rolled throughput yield), 331

Russian election meddling, 20

Santayana, George, 73

Scott Paper Company case study, 94–96

integration attempts, 103–104

JIT (just-in-time) initiatives, 98–100

lessons learned, 104–105

parallel efforts in, 97–98

process control initiative, 96–97

purchase by Kimberly-Clark, 94, 104

QFD (Quality Function Deployment), 101–103

quality improvement efforts, 100–101

S.D. Warren, 96–97

security concerns, 5–6

selecting

Black Belts, 214–215

Lean Six Sigma providers, 183–184

methodologies, 249–251

people, 167–169. See also roles

projects, 35–36

Lean Six Sigma projects, 158–161

project attributes, 154–158

project identification and prioritization, 148–149, 208–213

selection criteria, 147–148

Senge, Peter, 192–193

sequencing tools, 309–311

short-term capability indices, 300

significant improvements, 27

single correct solution, lack of, 15

single-minute exchange of dies (SMED), 54

Six Sigma Academy, 89

Six Sigma Forum Magazine, 2

Six Sigma framework. See also case studies; DMAIC approach; Lean Six Sigma 2.0

defined, 331

DFSS (Design for Six Sigma), 46–48, 269

GE (General Electric) case study, 79–80

innovation and creativity in, 46–48

quality and process management system integration, 269

risk management in, 274

time frame of, 241

expansion to Lean Six Sigma, 2–12

history of, 1–2

journals, 2

overall management infrastructure for, 42–45

project attributes, 154–158

risk management in, 275

Six Sigma projects, 37

versions of

Lean Six Sigma 1.2, 7–8

Lean Six Sigma 1.3, 8–21

Six Sigma 1.0, 7

Six Sigma 1.1, 7

table of, 6–7

Six Sigma tools, 34–35

SMED (single-minute exchange of dies), 54

Snowden, Edward, 20

social issues, soliciting feedback on, 196–197

societal shifts, 3

accelerated globalization, 3–4

growth of IT and Big Data analytics, 4–5

immigration, 3–4

large, complex, unstructured problems, 5

security concerns, 5–6

SOE (Strategy of Experimentation), 86

soft dollars, 199–200

“solution known” problems, 10, 154–155

“solution unknown” problems, 10–11, 155

special cause problems, 247

specifications, 331

Standard and Poor’s (S&P), 14

standard deviation, 331

statistical engineering, 16–17, 54–57

defined, 331

risk management in, 275

statistical process control, 331

strategic structure, holistic improvement systems, 30–32

strategy and goals, 145–146

Strategy of Experimentation (SOE), 86

subject matter knowledge, leaders and, 311–313

success

initiative success, 320

criteria for, 320–323

management reviews, questions to ask in, 325–326

pitfalls to avoid, 324–325

project success, 315

criteria for, 315–317

pitfalls to avoid, 317–318

project reviews, questions to ask in, 318–320

suction, 121

supplier performance, improving, 242–244

support vector machines (SVM), 57–58

supporting infrastructure

importance of, 122–124

less successful case studies, 116–117

successful case studies, 112–114

sustaining momentum. See momentum, sustaining

SVM (support vector machines), 57–58

systems, managerial, 191–193

importance of, 120–122, 324

less successful case studies, 115–116

successful examples, 112

Target, security breach of, 5–6, 20

Taylor, Jim, 234–235

teams. See also leadership; roles

formation of, 173–174

Lean Six Sigma Sweep team, 234–237

problem solving, 250–251

teamwork, 233–234

technical issues, soliciting feedback on, 196–197

terrorism, threat of, 5

Textile Fibers (DuPont), 88

theory of inventive problem solving (TRIZ), 9, 50–51, 84, 269, 274

Thurston, Fuzzy, 234–235

TLG (top line growth), 89, 251–256

tools, 34–35

defined, 293

how to think about, 306–308

leaders and, 311

Newspaper Accuracy case study, 294–295

Analyze phase, 301

Control phase, 304–305

Define phase, 295–296

Improve phase, 302–304

Measure phase, 296–300

results of, 305–306

role of, 308

sequencing, 309–311

top line growth (TLG), 89, 251–256

Total Productive Maintenance (TPM), 67–68, 275

Total Quality Management (TQM), 113, 132, 310–311

Toyota, 2, 52

TPM (Total Productive Maintenance), 67–68, 275

TQM (Total Quality Management), 113, 132, 310–311

tracking systems, 150–151, 197–200

training, 176–177

awareness training, 203–205

Black Belts, 226–227

Black Belt course for finance, 177–178

Black Belt course for manufacturing, 179–181

elements of, 226–228

Green Belts, 181–183, 229–231

metrics, 282

Yellow Belts, 223

transactional processes, expanding Lean Six Sigma to, 237–241

transactional quality, 79

transition points, 125–127

effort management, 129

initial launch, 127–128

sustained momentum and growth, 129–131

work processes, Lean Six Sigma 2.0 integration into, 131–135, 261–262

as driver of cultural change, 287–289

improvement organizations, 267–269

improvement project portfolios, 262–263

ISO 9000 and, 270–272

as leadership development tool, 289–290

long-term impact of, 284–286

managerial processes, 280–283

MBNQA (Malcolm Baldrige National Quality Award), 272–273

Motorola financial audit case study, 283–284

process control, 276–280

quality and process management systems, 269–270

risk management, 274–276

system needs and sample approaches, 262–263

TRIZ (theory of inventive problem solving), 9, 50–51, 84, 269, 274

Trump, Donald, 20

unstructured problems

growth of, 5

Lean Six Sigma inefficiency with, 13–16

U-shaped work cells, 54

value flow, 53

value stream mapping (VSM), 37, 54

value streams, 52

variables, X’s input, 331

variables, Y’s output, 331

variation, 331

versions (Six Sigma)

Lean Six Sigma 1.2, 7–8

Lean Six Sigma 1.3

innovation in, 8–9

limitations of, 9–21

Six Sigma 1.0, 7

Six Sigma 1.1, 7

table of, 6–7

VSM (value stream mapping), 37, 54

Watson IBM computer, 18

Weapons of Math Destruction (O’Neil), 19

Welch, Jack. See also GE (General Electric) case study

communication plan, 152–153

culture change and, 287

media coverage of, 110

on rewards systems, 206

Six Sigma launch, 74

on training programs, 122, 289

Work-Out approach, 59

WikiLeaks, 20

Will, George, 234

Wooden, John, 123

work processes, Lean Six Sigma 2.0 integration into, 131–135, 261–262

as driver of cultural change, 287–289

improvement organizations, 267–269

improvement project portfolios, 262–263

ISO 9000 and, 270–272

as leadership development tool, 289–290

long-term impact of, 284–286

managerial processes, 280–283

MBNQA (Malcolm Baldrige National Quality Award), 272–273

Motorola financial audit case study, 283–284

process control, 276–280

quality and process management systems, 269–270

questions to ask, 326

risk management, 274–276

system needs and sample approaches, 262–263

work standardization, 54

Work-Out approach, 10–11, 59–60, 83–84, 246–247, 331

workshops

Champion, 144

Executive, 142–143

Y = f(X’s), 331

YBs. See Yellow Belts

Yellow Belts, 223, 331

Y’s output variable, 331