Business Performance through Lean Six Sigma

James T. Schutta

Description

Lean Six Sigma is helping to vitalize many small and large organizations by paying attention to the customer’s needs and providing processes with smaller amounts of variation to consistently meet and even exceed those needs. This task is completed when the organization understands its processes better and controls those inputs and the process variations that will affect the customer’s needs the most.The intent of this book is to develop the concepts of the Twelve Pillars, which support the Six Sigma improvement process, tie this to both the Malcolm Baldrige National Quality Award and lean, and then to cover the areas that should be considered during the implementation of the Six Sigma process. The executive management of every organization must read this book to establish the foundation for the Lean Six Sigma concepts to hold and become part of the operating style of the corporation. The tools discussed in this book are just as applicable to making management decisions based on data as they are for the Black Belts and Knowledge Workers of the process. Each chapter has a list of questions at the end intended to prod thoughts concerning concepts covered in the chapter.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Total Quality Management
• Gestion et management
• Baldridge
• Economics

Informations

• Publié par: ASQ Quality Press
• Date de parution: 15 mars 2005
• Nombre de lectures: 0
• EAN13: 9780873892087
• Langue: English
• Poids de l'ouvrage: 2 Mo

Extrait

Business Performance
through Lean
Six SigmaAlso Available from ASQ Quality Press:
Enterprise Process Mapping: Integrating Systems for Compliance and Business
Excellence
Charles G. Cobb
Insights to Performance Excellence 2005: An Inside Look at the 2005 Baldrige Award
Criteria
Mark L. Blazey
The Certified Six Sigma Black Belt Handbook
Donald W. Benbow and T.M. Kubiak
Lean Enterprise: A Synergistic Approach to Minimizing Waste
William A. Levinson and Raymond A. Rerick
Lean Strategies for Product Development: Achieving Breakthrough Performance in
Bringing Products to Market
Clifford Fiore
Six Sigma Project Management: A Pocket Guide
Jeffrey N. Lowenthal
The Six Sigma Journey from Art to Science
Larry Walters
Lean-Six Sigma for Healthcare: A Senior Leader Guide to
Improving Cost and Throughput
Chip Caldwell, Jim Brexler, and Tom Gillem
Stop Rising Healthcare Costs Using Toyota Lean Production
Methods: 38 Steps for Improvement
Robert Chalice
To request a complimentary catalog of ASQ Quality Press publications, call
800-2481946, or visit our Web site at http://qualitypress.asq.org.Business Performance
through Lean
Six Sigma
Linking the Knowledge Worker,
the Twelve Pillars, and Baldrige
James T. Schutta
ASQ Quality Press
Milwaukee, WisconsinAmerican Society for Quality, Quality Press, Milwaukee 53203
©2006 by James T. Schutta
All rights reserved. Published 2006
Printed in the United States of America
12 11 10 09 08 07 06 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Schutta, James T., 1944–
Business performance through lean six sigma : linking the knowledge worker,
the twelve pillars, and Baldrige / by James T. Schutta.
p. cm.
Includes bibliographical references and index.
ISBN 0-87389-658-0 (alk. paper)
1. Organizational effectiveness. 2. Six sigma (Quality control standard)
3. Customer relations. 4. Production management—Quality control.
5. Knowledge workers. 6. Organizational change. I. Title.
HD58.9.S3844 2005
658.48013—dc22 2005007651
ISBN-13: 978-0-87389-658-0
ISBN-10: 0-87389-658-0
No part of this book may be reproduced in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher.
Publisher: William A. Tony
Acquisitions Editor: Annemieke Hytinen
Project Editor: Paul O’Mara
Production Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and
community excellence worldwide through learning, quality improvement, and knowledge
exchange.
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To place orders or to request a free copy of the ASQ Quality Press Publications Catalog,
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Printed on acid-free paperI would like to dedicate this book to Mary Jane,
my wife, for the loving and caring support
as this book was being composed.Contents
List of Figures and Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi
Chapter 1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Paradigm Shift 1
The Six Sigma Journey 1
Knowledge Worker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
The Malcolm Baldrige National Quality Award . . . . . . . . . . . . . . . . . . . . . . . . . 2
Customer Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Management Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Six Sigma Project Selections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
The Twelve Pillars 6
Chapter Questions 8
Suggestions for Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Chapter 2 Basic Concepts Required for the Lean Six Sigma Implementation
Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Chapter Questions 18 18
Chapter 3 Pillar One: Market and Customer Knowledge . . . . . . . . . . . . . . . . 19
Market Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Market Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Establishing Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Strategic Approaches 23
Change Leader Concepts for the Next Century . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Customer Needs Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
The Customer Data Collection Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Focusing on the Customer Information 28
Chapter Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Suggestions for Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
viiviii Contents
Chapter 4 Pillar Two: Leadership Commitment and Business
Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
The Malcolm Baldrige National Quality Award . . . . . . . . . . . . . . . . . . . . . . . . . 32
Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Champions of the Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Staff Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Project Selection 35
Cultural Change 36
Key Business Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Training Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
The Concept of Variation 39
Chapter Questions 41
Suggestions for Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Chapter 5 Pillar Three: The Strategic Planning Process and Project
Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Values and Beliefs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Strategic Planning Value Chain Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
The Development of Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
StrateTools SWOT and TOWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53gy Mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Setting Objectives around the Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Alignment of Black Belt Projects to the Strategy . . . . . . . . . . . . . . . . . . . . . . . . 61
Chapter Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Suggestions for Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Chapter 6 Pillar Four: The Training and Consulting Requirements . . . . . . . . 63
Training for Black Belts, Green Belts, DFSS, Champions, and Yellow Belts . . . . 64
Design for Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Champion Training 66
Yellow Belt T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Training Application and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Consulting Selection 68
Chapter Questions 70
Suggestions for Further Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Chapter 7 Pillar Five: The DMAIC, DMADVIC, and Lean Processes . . . . . . . 71
DMAIC Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
DMADVIC Process 76
Lean Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Lead Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Value Stream Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
5S Process 83
Error-Proofing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
SMED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Total Productive Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Process Differences of DMAIC and DMADVIC . . . . . . . . . . . . . . . . . . . . . . . . 85
Chapter Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Suggestions for Fu