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2012 | Buch

Introduction: Six Sigma Kapitel lesen Erstes Kapitel lesen

Leading processes to lead companies: Lean Six Sigma

Kaizen Leader & Green Belt Handbook

verfasst von: Gabriele Arcidiacono, Claudio Calabrese, Kai Yang

Verlag: Springer Milan

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This Minibook is a brief guide for Green Belt during a Lean Six Sigma project management or for Kaizen Leader during a process improvement activity. Through both its theoretical concepts and practical examples it is a pocket book for a quick consultancy. Authors idea comes from companies needs in order to analyze information useful to know in depth different kind of processes. The set of Six Sigma tools are explained through Minitab 16, the last release of the most widely used statistical software.

Inhaltsverzeichnis

Frontmatter
Introduction: Six Sigma
Abstract
Six Sigma (G) is a proven business strategy (structured according to the DMAIC phases) to measure, analyze and improve the performance in terms of operational excellence.
Gabriele Arcidiacono, Claudio Calabrese, Kai Yang
Define
Abstract
Define phase is the first step of a Lean Six Sigma project and therefore it is necessary to determine:
  • the snapshot of the process through mapping (identifying value added activities and not value added activities)
  • the Customer (external or internal)
  • weakness and critical points of process
  • the scope of the project and therefore the ring of intervention
  • a measureable indicator from Customer point of view, called Critical To Quality (CTQ(G)), and customer satisfaction analysis through a proactive approach instead of reactive
  • an estimation of potential benefit (economic and/or strategic, written inside the summary document called Project Charte (G)), achievable thanks to the implementation of improvements planned during project development
Gabriele Arcidiacono, Claudio Calabrese, Kai Yang
Measure
Abstract
Measure phase is the second step of a Lean Six Sigma project, where:
  • a “rational” data collection is performed for the scope chosen: this collection requires effective and efficient planning in order to create a database of knowledge to record the process which will highlight the critical issues from an objective standpoint
  • the data is interpreted through statistical tools (in case of samples, to test their significance and how they are seen/shown overviewed)
  • the reliability of data is verified
  • process performance is calculated through the proper KPI (OEE, Takt Time, Process Sigma, Process Capability etc.)
Gabriele Arcidiacono, Claudio Calabrese, Kai Yang
Analyze
Abstract
Analyze is the third step in a Lean Six Sigma project roadmap. In this phase we try to:
  • Explore the relationships among variables and start root cause analysis of major problems
  • Conduct cause - effect analysis for trouble shooting
  • Discover the real root causes rather than take care of symptoms
  • Use statistical significance testing as a tool to identify key variables for response
Gabriele Arcidiacono, Claudio Calabrese, Kai Yang
Improve
Abstract
The Improve phase is the fourth step of the DMAIC Lean Six Sigma roadmap. In this step the existing process will be changed and optimized:
  • This process optimization will be based on sound data analysis, a thorough understanding of the relationship between key process responses/performance metrics and key process variables, so this process optimization will be more likely to achieve real results backed by statistical confidence
  • The improvement will take into account Lean applications, typical of Lean methodology and mindset, in order to reduce waste and to increase process efficiency
  • The process optimization is based on scientific approach, real and accurate data. It is not based on subjective judgments
Gabriele Arcidiacono, Claudio Calabrese, Kai Yang
Control
Abstract
Control is the final step of Lean Six Sigma roadmap; the objective of this phase is to:
  • Test the quality level because it is the result of previous Lean Six Sigma steps
  • Validate the method and its effectiveness used in improvement
  • Standardize the method if its effectiveness is proven
  • Implement control plan to sustain the improved long term
  • Use visual management and an error proofing system to maintain high level performance
  • Verify the applicabilities and possible extensions of the method for other possible problems or company areas
Gabriele Arcidiacono, Claudio Calabrese, Kai Yang
Lean Six Sigma Checklist
Gabriele Arcidiacono, Claudio Calabrese, Kai Yang
Backmatter
Metadaten
Titel
Leading processes to lead companies: Lean Six Sigma
verfasst von
Gabriele Arcidiacono
Claudio Calabrese
Kai Yang
Copyright-Jahr
2012
Verlag
Springer Milan
Electronic ISBN
978-88-470-2492-2
Print ISBN
978-88-470-2347-5
DOI
https://doi.org/10.1007/978-88-470-2492-2