The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration

Publisher: CRC Press
ISBN: 9781466554689
Author: Frank Voehl, H. James Harrington, Chuck Mignosa, Rich Charron
Dispatch Time: 15 - 30 Days

Format: Hard Cover

Number of Pages: 616

Year of Published: 2013

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Although Lean and Six Sigma appear to be quite different, when used together they have shown to deliver unprecedented improvements to quality and profitability. The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration explains how to integrate these seemingly dissimilar approaches to increase production speed while decreasing variations and costs in your organization.

Presenting problem-solving tools you can use to immediately determine the sources of the problems in your organization, the book is based on a recent survey that analyzed Six Sigma tools to determine which are the most beneficial. Although it focuses on the most commonly used tools, it also includes coverage of those used a minimum of two times on every five Six Sigma projects.

Filled with diagrams of the tools you’ll need, the book supplies a comprehensive framework to help you for organize and process the vast amount of information currently available about Lean, quality management, and continuous improvement process applications. It begins with an overview of Six Sigma, followed by little-known tips for using Lean Six Sigma (LSS) effectively. It examines the LSS quality system, its supporting organization, and the different roles involved.
Identifying the theories required to support a contemporary Lean system, the book describes the new skills and technologies that you need to master to be certified at the Lean Six Sigma Black Belt (LSSBB) level. It also covers the advanced non-statistical and statistical tools that are new to the LSSBB body of knowledge.
Presenting time-tested insights of a distinguished group of authors, the book provides the understanding required to select the solutions that best fit your organization's aim and culture. It also includes exercises, worksheets, and templates you can easily customize to create your own handbook for continuous process improvement.
Designed to make the methodologies you choose easy to follow, the book will help Black Belts and Senseis better engage their employees, as well as provide an integrated and visual process management structure for reporting and sustaining continuous improvement breakthroughs and initiatives.

OVERVIEW OF LEAN SIX SIGMA

Introduction to Lean Six Sigma Methodology
In a Nutshell
Introduction
     The Notion of Standing upon the Shoulders of Giants
     LSS Cultural Building Blocks
     Connecting the Tools with Engineering Goals
What Came First—Six Sigma or Lean?
Technical Competency Levels
LSS Belt Levels
     Lean Six Sigma Master Black Belt (LSSMBB)
     Lean Six Sigma Black Belt (LSSBB)
     Lean Six Sigma Green Belt (LSSGB)
     Lean Six Sigma Yellow Belt (LSSYB)
     Lean Six Sigma Blue Belt
Five Phases of an LSS Improvement Project
Summary

Process Improvement and Lean Six Sigma
In a Nutshell
Introduction
AN LSS Quality Focus on the Business Process
Some Basic Definitions
Objectives of Process Improvement
Cross-Functional Focus
Critical Success Factors
Nature of LSS Process Improvement
     Advantages of LSS Process Improvement
Determining Process Ownership
     The Nature of Business Processes
     Management’s Traditional Focus
     Cross-Functional Focus
Process Ownership
     The Process Owner
     The Process Management Committee
     The Process Quality Team
Selection, Responsibilities, and Authority of the Process Owner
     Selection of the Process Owner
     Responsibilities of the Process Owner
     Authority of the Process Owner
Process Definition and the Process Model
     Definition of Process Mission and Scope
Summary
Exercise

THE LEAN JOURNEY INTO PROCESS IMPROVEMENT

Waste Identification
In a Nutshell
Overview
What Is Variation?
     How Do We Chart Variation?
     Why Is Understanding and Controlling Variation So Important?
What Is Waste?
     Defining the Value-Added Work Components
How Does Waste Creep into a Process?
The Power of Observation
Seeing with New Eyes
     Waste 1: Overproduction
          What Causes Overproduction?
          How to Identify Overproduction
     Waste 2: Excess Inventories
          What Causes Excess Inventory?
          How to Identify Excess Inventory
     Waste 3: Defects
          What Causes Defects?
          How to Identify Defects
     Waste 4: Extra Processing
          What Causes Processing Waste?
          How to Identify Processing Waste
     Waste 5: Waiting
          What Causes Waiting Waste?
          How to Identify Waiting Waste
     Waste 6: Motion
          What Causes Motion Waste?
          How to Identify Motion Waste
     Waste 7: Transportation
          What Causes Transportation Waste?
          How to Identify Transportation Waste
     Waste 8: Underutilized Employees
          What Causes Underutilized Employees Waste?
          How to Identify Underutilized Employee Waste
     Waste 9: Behavior
          How to Identify Behavior Waste
Summary

Lean Concepts, Tools, and Methods
Overview
Traditional Organization Operational Philosophy
Lean Operational Philosophy
Lean Management Concepts
     Waste
     Value-Added Activities
     No-Value-Added Activities
     Business-Value-Added Activities
     Waste Identification
     Waste Elimination
     Value Stream
     Value Stream Management
     Continuous Flow
     Pull Systems
     Point of Use Storage
     Quality at the Source
     Just-in-Time
     Kaizen
     5M’s—Materials, Machines, Manpower, Method, and Measurements
     Key Process Input Variables (KPIVs)
     Key Process Output Variables (KPOVs)
Lean Tools
     5S Workplace Organization and Standardization
          Just the Facts
          5S Means Action
          Common Omissions When Implementing 5S
     Overall Equipment Effectiveness
          Just the Facts
          How to Use OEE
          Applying OEE in Nonmanufacturing Environments
     Mistake Proofing
          Just the Facts
          How to Use Mistake Proofing
     Cellular Manufacturing
          Just the Facts
          How to Create Manufacturing Cells
     Kanban
          Just the Facts
          How to Use Kanban
     Value Stream Mapping
          Just the Facts
          Managing with Maps
     Visual Controls
          Just the Facts
          How to Use Visual Controls
The Power of Lean Concepts and Lean Tools
          Composite U-Cell Case Study
               Lean Six Sigma Concepts and Tools Used
Summary

Three Faces of Change—Kaizen, Kaikaku, and Kakushin
In a Nutshell
Introduction
     Resistance to Change
     Fear of the Unknown
     Measurement Systems
     Beliefs
Overcoming Resistance to Change
     Leaving Old Beliefs Behind
     Considering New Possibilities
     Emergence of LSS
Three Faces of Change
     Kaizen—Continuous Improvement
     Kaizen and You Method
     Kaizen for Process Troubleshooting
          Step 1: Go to Gemba
          Step 2: Conduct Gembutsu
          Step 3: Take Temporary Countermeasures "on the Spot"
          Step 4: Find Root Causes
          Step 5: Standardize to Prevent Recurrence
     Kaizen Teams
     Possible Target Areas for Kaizen Teams
     Preparing for Kaizen
     Team Member Roles in Kaizen
     Overcoming Obstacles during Kaizen
Kaikaku—Transformation of Mind
     How Do We Recognize Kaikaku (Transformation of Mind)?
     Kaikaku in Cell Design
     Kaikaku in Facility Layouts
Kakushin (Innovation)
     The 20-20 Innovation Process
Summary

SSBB OVERVIEW

On Integrating LSS and DMAIC with DMADV
In a Nutshell
Overview
Goals of Lean DMADV
     Lean Design
Goals of DMAIC/DMADV
     Overview of How DMAIC Works
     Overview of How DMADV Works
Comparing DMAIC and DMADV
Integrating Lean with DMAIC/DMADV
     Root Cause Analysis and Lean
     Groups of Root Cause Analysis Tools
Summary

LSSBB ADVANCED NONSTATISTICAL TOOLS

Black Belt Nonstatistical Tools (A through M)
Introduction
5S
     Just the Facts
     Example
     Additional Reading
Benchmarking of Processes
     Just the Facts
     What Will Benchmarking Do for You?
     History of Benchmarking
     Types of Benchmarking
          Internal Benchmarking
          External Benchmarking
     Guidelines and Tips
     What Are the Primary Reasons for Using Process Benchmarking?
          The What
          The How
     The Five Phases of Internal and External Combined Benchmarking Process
     Examples
     Additional Reading
Bureaucracy Elimination Methods
     Just the Facts
     Process-Focused Approach
     Incident-Focused Approach
     Examples
          Example 1
          Example 2
          Example 3
     Additional Reading
Conflict Resolution
     Just the Facts
     Example
     Additional Reading
Critical to Quality
     Just the Facts
     Critical to Quality (CTQ) Characteristics
     Example
     Additional Reading
Cycle Time Analysis and Reduction
     Just the Facts
          Applications of Cycle Time Analysis and Reduction
          Cycle Time Analysis and Reduction Process
     Examples
     Additional Reading
Fast-Action Solution Technique (FAST)
     Just the Facts
     Examples
     Additional Reading
Foundation of Six Sigma (Minimizing Variation)
     Just the Facts
     What Does "Good Enough" Mean?
     Example
     Additional Reading
Just-in-Time (JIT)
     Just the Facts
     Example
     Additional Reading
Matrix Diagram/Decision Matrix
     Just the Facts
          L-Shaped Matrix
          T-Shaped Matrix
          Guidelines and Tips
     Examples
     Additional Reading
Measurements
     Just the Facts
     Principles of Good Measure
     Examples
          Quality Measurement
     Additional Reading

Black Belt Nonstatistical Tools (O Through Q)
Organizational Change Management (OCM)
     Just the Facts
     Seven Phases of OCM
          Phase I: Defining Current State Pain
          Phase II: Establishing a Clear Vision of the Future State Solution
          Phase III: Defining Change Roles
          Phase IV: Mapping Change Roles
          Phase V: Defining the Degree of Change Required
          Phase VI: Developing the Organizational Change Management Plan
          Phase VII: Implementing the Change Management Plan
     Examples
     Additional Reading
Pareto Diagrams
     Just the Facts
          The Pareto Principle (80/20 Rule)
          Uses of Pareto Diagrams
          Classifications of Data
          Constructing a Pareto Diagram
     Example
Prioritization Matrix
     Just the Facts
     Example
     Additional Reading
Project Management (PM)
     Just the Facts
     Project Management Knowledge Areas
          Project Integration Management
          Project Scope Management
          Project Time Management
          Project Cost Management
          Project Quality Management
          Project Human Resource Management
          Project Communications Management
          Project Risk Management
          Project Procurement Management
     How OCM Can Help
          Estimate Task Effort and Duration
          Develop the Schedule
     Project Management Software
          Project Management Software Selection
          PMBOK Tools and Techniques
     Examples
     Additional Reading
Quality Function Deployment (QFD)
     Just the Facts
     Using QFD
     Voice of the Customer
     Part Deployment Phase
     The Process Plan and Quality Plan Matrices
     The Roof of the House of Quality
     Operating Instructions
     Summary
     Examples
     Additional Reading

Black Belt Nonstatistical Tools (R through Z)
Introduction
Reliability Management System
Just the Facts
     Phase I: Defining Reliability Requirements
     Phase II: Designing Reliability into the Item
     Phase III: Defining Component Reliability
     Phase IV: Calculating the Item’s Reliability
     Phase V: Minimizing Manufacturing Degradation
     Phase VI: Qualifying the Item
     Phase VII: Measuring Customer/Consumer Reliability
     Phase VIII: Corrective Action and Database Updating
     Examples
     Additional Reading
Root Cause Analysis
     Just the Facts
     How to Do a Root Cause Analysis in Six Steps
     Examples
Scatter Diagrams
     Just the Facts
          Steps to Prepare a Scatter Diagram
     Guidelines and Tips
     Example
     Additional Reading
Selection Matrix (Decision Matrix)
     Just the Facts
     Example
     Additional Reading
SIPOC Diagram
     Just the Facts
     The SIPOC Approach Expanded
     Building a SIPOC Diagram
     Example: Mama Mia Case Study
          Mama Mia’s SIPOC—Food Storage Process
          Mama Mia’s SIPOC—Food Preparation and Order Delivery
SWOT—Strengths, Weaknesses, Opportunities, and Threats
     Just the Facts
     The SWOT Matrix
     Example
     Additional Reading
Takt Time
     Just the Facts
     Example
     Additional Reading
Theory of Constraints (TOC)
     Just the Facts
          Types of (Internal) Constraints
     Example
     Additional Reading
Tree Diagrams
     Just the Facts
     Examples
     Additional Reading
Value Stream Mapping
     Just the Facts
     Example
     Additional Reading

LSSBB ADVANCED STATISTICAL TOOLS

Advanced Statistical Tools
Analysis of Variance (ANOVA)—One-Way
     Just the Facts
     Example
Analysis of Variance (ANOVA)—Two-Way
     Just the Facts
     Major Considerations
     Example
Box Plots
     Just the Facts
     Example
Confidence Intervals
     Just the Facts
     Example
          Confidence Interval for the Mean
          Confidence Interval for the Standard Deviation
          Confidence Interval for the Proportion Defective
Data Transformations
     Just the Facts
     Data Transformation Types
          Standard Transformation Functions
     Example
          Application Cookbook
Design of Experiments
     Just the Facts
     Steps in Designing an Experiment
     Principles of an Experimental Design
     Setting up the Appropriate Experiment
     Analysis (of Means and Variance) Methodologies
          Analysis of Means
          Paired Comparison
          Analysis of Variance Methodology
     One-Way and Two-Way ANOVA
          One-Way ANOVA
          Example Experiment 1
          Example Experiment 2
          Two-Way ANOVA
     Types of Experimental Designs
     Applications of DoE
     DoE Steps
     Experimental Objectives
     Select and Scale the Process Variables
     Design Guidelines
     A Typical DoE Checklist
     The Iterative Approach to DoE
     Experimental Assumptions
          Is the Measurement System Capable?
          Is the Process Stable?
          Are the Residuals Well Behaved?
          Interactions
     Categories of Experimental Designs
          Three-Factor, Three-Level Experiment
          Randomized Block Plans
          Latin Square Designs
          Graeco-Latin Designs
          Plackett-Burman Designs
          Taguchi Designs
          Mixture Designs
          Simplex-Lattice Designs
          Steepest Ascent/Descent
          Response Surfaces
          EVOP Evolutionary Operations
     When to Use Which Design
     Project Strategies
          Data Analysis
          Experimental Designs
          Response Surface Designs
     Project Strategy Decision Table
     References
     Background References
Measurement Systems Analysis (MSA)
     Just the Facts
     Example
          Approaches to Attribute MSA
Method of Least Squares
     Just the Facts
     Example
Multivari Charts
     Just the Facts
     Example
Nonparametric Statistical Tests
     Just the Facts
     Example
          Sign Test for the Median
          One-Sided Wilcoxon Test
          Two-Sample Mann-Whitney
          Kruskal-Wallis
          Mood’s Median Test
          Friedman Test for a Randomized Block Design
Populations and Samples
     Just the Facts
          Uncertainty in the Mean—Conclusions
          Data Defined
          Summary of Data Types
          Process Measurements Summary
     Example
Regression Analysis
     Just the Facts
          Simple Linear Regression
          Multiple Linear Regression
          Curvilinear Regression
          Other Linear Regression Models
          Caution
     Example
Rolled-Throughput Yield