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The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving
Lean Sigma delivers results&;if you use the right tools and techniques. In Lean Sigma: A Practitioner&;s Guide, Dr. Ian Wedgwood captures best-practice Lean Sigma experience from multiple projects and industries, helping any professional identify the solution that will work best&;and implement it.
 
Wedgwood&;s exclusive "project roadmaps" present the fastest, most effective route to solving a wide range of problems&;and explain why those solutions make sense. His "discovery roadmaps" help you identify potential Lean Sigma projects, even in processes where there are no obvious targets.
 
The heart of Lean Sigma is Wedgwood's 48 individual "tools roadmaps": step-by-step instructions revealing exactly how and when to use all these Lean Sigma tools...
| &; 5 Whys   | &; 5S   |
| &; Affinity   | &; ANOVA   |
| &; Boxplots   | &; Capability tools   |
| &; Cause & effect matrices   | &; Chi-Square   |
| &; Control charts   | &; Critical path analyses   |
| &; Customer tools   | &; Demand tools   |
| &; DOE tools   | &; Fishbone diagrams   |
| &; Handoff maps   | &; KPOVs   |
| &; Load charts   | &; MSA tools   |
| &; Multi-Cycle analyses   | &; Multi-Vari studies   |
| &; Murphy&;s analyses   | &; Normality tests   |
| &; OEE   | &; Pareto charts   |
| &; Poka Yoke   | &; Process FMEA   |
| &; Process variables (I/O) maps   | &; Project charter   |
| &; Pull systems & Kanban   | &; Rapid changeover   |
| &; Regression   | &; SIPOC   |
| &; Spaghetti maps   | &; SPC   |
| &; Swimlane maps   | &; Time tools   |
Whether you&;re a Green Belt, Black Belt, Master, Project Champion, Sponsor, Deployment Leader, or consultant, this book will help you use Lean Sigma to solve far more problems, far more rapidly, and far more effectively.
 
Dr. Ian Wedgwood, Executive Director of Sigma Breakthrough Technologies, has more than ten years of experience using, deploying, training, and consulting on Six Sigma and Lean Sigma. He has led and facilitated deployments in industries ranging from electronics and medical devices to chemicals and health care, and has trained and mentored numerous executives, champions, and belts. He holds a Ph.D. and First-Class Honors degree in Applied Mathematics from Scotland&;s St. Andrew&;s University.
 
Chapter 1    Introduction 1
PART I        PROJECT ROADMAPS TO SOLVE BUSINESS PROBLEMS
Chapter 2    Define&;Tools Roadmap Applied to the Beginning of All Projects   13
Chapter 3    Global Process Problems  23
          A: On-Time Delivery Issues        23
          B: Capacity of Process Is Too Low      27
          C: RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues    29
          D: % Uptime Is Too Low 33
          E: Pace of Process Too Slow     36
          F: Process Has Enough Capacity, But Fails Intermittently   38
          G: Process Has Enough Capacity, But Process Lead Time Is Too Long  41
          H: Individual Steps Meet Takt, Global Process Does Not    44
          I: Demand from the Customer Is Too Variable        47
          J: Too Many Entity Types (Products)   51
          K: High Schedule Variation         54
          L: Measurement System Broken         60
          M: Performance Characteristic Not Good Enough    63
          N: Planned Maintenance Takes Too Long       64
          O: Setup/Changeover Takes Too Long          65
          P: Too Much Unplanned Maintenance   68
          Q: Process Can&;t Make Product at All   72
          R: Resource Usage Is Too High (Headcount Reduction)     75
          S: Inventory Is Too High  78
          T: Waste/Process Loss Too High         82
          U: High Forecast Variation         85
          V: Not Enough Sales        89
          W: Backlog of Orders Is Too High        91
          X: Payments Made to Suppliers Not Optimized        93
          Y: Accounts Receivable Are Too High   95
Chapter 4    Individual Step Process Problems         99
Chapter 5    Control&;Tools Used at the End of All Projects         107
PART II      ROADMAPS TO FIND PROJECTS WHERE NO OBVIOUS CANDIDATES EXIST
Chapter 6    Discovery&;Tools Applied to Identify Projects 115
PART III    ROADMAPS TO GUIDE IN THE PRACTICAL APPLICATION OF EACH LEAN SIGMA TOOL
Chapter 7    Tools  119
    01: 5 Whys  119
    02: 5S         122
    03: Affinity   130
    04: ANOVA  133
    05: Box Plot 141
    06: Capability&;Attribute  143
    07: Capability&;Continuous        146
    08: Cause & Effect (C&E) Matrix         153
    09: Chi-Square      157
    10: Control Charts 163
    11: Critical Path Analysis  171
    12: Customer Interviewing        174
    13: Customer Requirements Tree       183
    14: Customer Surveys    186
    15: Demand Profiling       193
    16: Demand Segmentation       196
    17: DOE&;Introduction     202
    18: DOE&;Screening        213
    19: DOE&;Characterizing 222
    20: DOE&;Optimizing       237
    21: Fishbone Diagram     249
    22: Handoff Map    253
    23: KPOVs and Data        257
    24: Load Chart      268
    25: MSA&;Validity  272
    26: MSA&;Attribute          276
    27: MSA&;Continuous      284
    28: Multi-Cycle Analysis   294
    29: Multi-Vari Studies      300
    30: Murphy&;s Analysis      306
    31: Normality Test 308
    32: Overall Equipment Effectiveness (OEE)    311
    33: Pareto Chart   318
    34: Poka Yoke (Mistake Proofing)       321
    35: Process FMEA  325
    36: Process Variables (Input/Output) Map     330
    37: Project Charter         333
    38: Pull Systems and Kanban    342
    39: Rapid Changeover (SMED)  354
    40: Regression      362
    41: SIPOC   372
    42: Spaghetti (Physical Process) Map  376
    43: Statistical Process Control (SPC)   380
    44: Swimlane Map 384
    45: Test of Equal Variance         389
    46: Time&;Global Process Cycle Time  392
    47: Time&;Individual Step Cycle Time  395
    48: Time&;Process Lead Time    398
    49: Time&;Replenishment Time  401
    50: Time&;Takt Time       404
    51: Total Productive Maintenance        408
    52: t-Test&;1-Sample      411
    53: t-Test&;2-Sample      416
    54: t-Test&;Paired 422
    55: Value Stream Map     423
Le informazioni nella sezione "Riassunto" possono far riferimento a edizioni diverse di questo titolo.
Informazioni sull?autore
Dr. Ian Wedgwood, Principal and Co-Founder of Haelan Group, has more than eighteen years of experience using, deploying, training, and consulting on Six Sigma and Lean Sigma. He has led and facilitated deployments in industries ranging from electronics and medical devices to chemicals and health care, and has trained and mentored numerous executives, champions, and belts. He holds a Ph.D. and First-Class Honors degree in Applied Mathematics from Scotland's St. Andrew's University. 
Le informazioni nella sezione "Su questo libro" possono far riferimento a edizioni diverse di questo titolo.
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