The Certified Six Sigma Master Black Belt Handbook

T.M. Kubiak

Description

Organizations are continuously trying to improve by reducing cost, increasing customer satisfaction, and creating an environment of empowered employees who continuously strive for excellence in each process and product. In much the same way, governments are continuously required to do “more with less,” enhance budget and organizational performance, and identify innovative ways to increase their impact.
There are challenges to applying the Lean-Six Sigma (LSS) tools in the public sector. Examples of these challenges include hierarchical environments, a lack of common goals, and the complexity of working in the public sector. The information included as part of this book provides over 30 spotlights highlighting project examples, lessons learned, and tips and tricks for using LSS in the public sector. These spotlights are based on interviews facilitated with a robust sampling of senior operations strategy practitioners.
The LSS methodology focuses on eliminating waste (lean) and then reducing variation (Six Sigma) in a process or product that contains no waste. The information covered in this book will allow someone to have an immediate impact in any public sector organization. It describes some of the most powerful continuous process improvement tools that can be used, with limited training required. This is further enhanced by showing direct correlations to the LSS tools and the challenges that will be faced.
Because the public sector spans such a diverse range of organizational charters (such as transportation, education, and defense), this book does not focus solely on either manufacturing or services. Rather, it provides a balanced approach to utilizing LSS in all environments.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Techniques
• Automatisation et Contrôle
• Contrôle des processus
• Automatisation
• Automate
• Six Sigma
• ASQ
• Engineering
• Technology
• Seis Sigma
• Sciences et techniques
• Quality Control

Informations

• Publié par: ASQ Quality Press
• Date de parution: 19 novembre 2012
• Nombre de lectures: 0
• EAN13: 9781953079022
• Langue: English
• Poids de l'ouvrage: 3 Mo

Extrait

Also available from ASQ Quality Press:
The Certified Six Sigma Black Belt Handbook , Second Edition T. M. Kubiak and Donald W. Benbow
The Certified Six Sigma Green Belt Handbook Roderick A. Munro, Matthew J. Maio, Mohamed B. Nawaz, Govindarajan Ramu, and Daniel J. Zrymiak
Six Sigma Green Belt, Round 2: Making Your Next Project Better Than the Last One Tracy L. Owens
A Tale of Strategic Innovation and Improvement in a Farm-iliar Setting Jim Bowie
Lean-Six Sigma for the Public Sector: Leveraging Continuous Process Improvement to Build Better Governments Brandon Cole
Office Kaizen 2: Harnessing Leadership, Organizations, People, and Tools for Office Excellence William Lareau
Lean for Service Organizations and Offices: A Holistic Approach for Achieving Operational Excellence and Improvements Debashis Sarkar
The Executive Guide to Understanding and Implementing Lean Six Sigma: The Financial Impact Robert M. Meisel, Steven J. Babb, Steven F. Marsh, and James P. Schlichting
Six Sigma for the New Millennium: A CSSBB Guidebook , Second Edition Kim H. Pries
The Quality Toolbox , Second Edition Nancy R. Tague
Mapping Work Processes , Second Edition Bjørn Andersen, Tom Fagerhaug, Bjørnar Henriksen, and Lars E. Onsøyen
Root Cause Analysis: Simplified Tools and Techniques , Second Edition Bjørn Andersen and Tom Fagerhaug
Lean ISO 9001: Adding Spark to your ISO 9001 QMS and Sustainability to Your Lean Efforts Mike Micklewright
Root Cause Analysis: The Core of Problem Solving and Corrective Action Duke Okes
To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our website at http://www.asq.org/quality-press .

T HE C ERTIFIED S IX S IGMA M ASTER B LACK B ELT H ANDBOOK
T. M. Kubiak
ASQ Quality Press
Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee 53203
© 2012 by ASQ
All rights reserved. Published 2012
Library of Congress Cataloging-in-Publication Data
Kubiak, T. M.
The certified six sigma master black belt handbook / T. M. Kubiak.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-87389-805-8 (hard cover : alk. paper)
1. Quality control—Statistical methods—Handbooks, manuals, etc. I. Title.
TS156.K8237 2012
658.4'013—dc23 2012007056
ISBN: 978-0-87389-805-8
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: Matt T. Meinholz
Project Editor: Paul Daniel 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.
Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, video, audio, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use. For information, please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 53201-3005.
To place orders or to request ASQ membership information, call 800-248-1946. Visit our website at http://www.asq.org/quality-press .
Six Sigma Maturity Model is a registered trademark of Instantis.

For Darlene, my wife:
The world is no longer as it was and will no longer be as it is. The only constant and consolation I find and know is you. I no longer know a time before you. We have always been; we act as one; we think as one. An arched brow, a brief glance, a thought conveyed. Even apart, we remain together. Our past lives together; our current lives together; and our future lives together. For there will never be a goodbye, there will only be . . . us.
List of Figures and Tables Table 1.1 SWOT analysis matrix for Example 1.1. Table 1.2 SWOT analysis matrix for Example 1.2. Table 1.3 PEST analysis matrix for Example 1.3. Figure 1.1 Fundamental principles and concepts of hoshin kanri. Figure 1.2 The hierarchy of plan deployment. Figure 1.3 Generalized hoshin kanri process flow. Figure 1.4 The deployment of objectives/targets through means. Figure 1.5 Target/means deployment process for Example 1.4. Table 1.4 Example of a typical hoshin kanri strategy deployment form. Figure 1.6 The traditional strategic planning process. Table 1.5 Comparing strategic, tactical, and operational plans. Table 1.6 An example of traditional strategic planning. Figure 2.1 Critical considerations when developing strategic deployment plans. Figure 2.2 Driving results through alignment. Figure 2.3 Breaking the alignment between strategy and projects. Figure 2.4 Achieving alignment from projects to strategies to objectives. Figure 3.1 A common governance structure within a single organizational unit. Figure 3.2 Nested governance structures within a complex organizational unit. Figure 3.3 The many roles of Lean Six Sigma governance. Figure 3.4 A Lean Six Sigma deployment team structure. Table 3.1 Example of a RACI matrix. Table 3.2 An organizational maturity model for a manufacturing organization. Table 3.3 The Instantis Six Sigma Maturity Model. Figure 3.5 A comparison of the phases of two maturity models. Table 3.4 The Cazar readiness assessment model. Table 3.5 Critical cultural characteristics for an organizational assessment. Figure 3.6 Balancing and maintaining a trained workforce. Table 3.6 Summary of key deployment questions related to candidates and costs/benefits. Table 3.7 Key characteristics associated with internal versus external training. Figure 3.7 Decomposing a megaproject into multiple phases. Figure 4.1 Selecting the proper project methodology. Figure 4.2 DMAIC in a dream world. Figure 4.3 DMAIC in the real world. Table 4.1 Common tools used in define phase. Table 4.2 Common tools used in measure phase. Table 4.3 Common tools used in analyze phase. Table 4.4 Common tools used in improve phase. Table 4.5 Common tools used in control phase. Figure 4.4 The DFSS family of methodologies. Table 4.6 Comparing DMAIC and DFSS methodologies. Table 4.7 Common tools used in DFSS. Table 4.8 Common tools used in Lean. Figure 4.5 Business process management life cycles. Table 4.9 BPM life cycle definitions. Figure 4.6 Integrating Lean Six Sigma and BPM. Figure 5.1 Managing the project flow from creation to completion. Figure 5.2 The project identification process. Figure 5.3 Example of a value driver analysis. Figure 5.4 The project qualification process. Figure 5.5 Example of a project charter document. Table 5.1 A simple form for completing a stakeholder analysis. Figure 5.6 Alternate example of a stakeholder analysis. Table 5.2 Example of an influence–importance stakeholder table. Table 5.3 Example of an impact–cooperation stakeholder table. Table 5.4 Idea creation tools and techniques and the creation process. Table 6.1 Potential types and forms of risk that could affect an organization. Table 6.2 Example of a simple risk assessment matrix. Figure 6.1 Example of a project risk assessment document. Table 6.3 Example of quantifying risk. Table 6.4 Example of a simple portfolio analysis matrix. Table 6.5 Example of a project selection and/or prioritization matrix. Table 6.6 Charting impact versus effort. Figure 6.2 The project selection process. Figure 6.3 The project prioritization process. Figure 7.1 A simplified systems thinking relationship diagram. Table 7.1 Common organizational roadblocks and possible solutions. Table 7.2 Key guidelines regarding change. Figure 7.2 A force field analysis diagram. Figure 7.3 A force field analysis for Example 7.5. Figure 8.1 Maintaining a cohesive, centralized Lean Six Sigma organization. Figure 8.2 Example of an organizational structure that includes the Lean Six Sigma department buried in the organizational structure. Figure 8.3 Example of an organizational structure that includes the Lean Six Sigma department reporting to the CEO. Figure 8.4 One possible Lean Six Sigma department structure. Figure 8.5 The communications trilogy. Figure 9.1 Traditional quality cost curves. Figure 9.2 Modern quality cost curves. Table 9.1 Internal rate of return calculation for Example 9.3. Figure 9.3 A graphical approach to the break-even point. Figure 9.4 Example of a cash flow stream. Table 9.2 Cash flow calculations in tabular form. Figure 10.1 Examples of common listening posts. Figure 10.2 Examples of media used for listening posts. Table 10.1 Sources of customer data. Figure 10.3 The iterative relationship—simple, but critical. Figure 10.4 Example of a closed-loop system for integrating VOC and VOP. Figure 11.1 Organizational change curve. Figure 11.2 Forces opposing cultural change. Figure 11.3 Fitting tools into the organization's identity. Figure 11.4 Maslow's hierarchy of needs. Figure 11.5 The seven inborn human needs. Table 11.1 Hertzberg's satisfiers and dissatisfiers in the workplace. Figure 11.6 The managerial grid. Table 11.2 Kahler's interaction styles. Figure 11.7 Situational leadership model. Table 11.3 Goleman's leadership model based on emotional intelligence. Table 11.4 Heron's types and categories of intervention. Table 11.5 Heffner's communication styles. Figure 12.1 Dimensions of management support. Figure 12.2 Example of an action plan document. Figure 13.1 Projects aligned to functional groups for Example 13.2. Figure 13.2 Project sequence as determined without regard to relationships between projects. Figure 13.3 Activity network diagram illustrating predecessor–successor relationships. Figure 13.4 Project sequence as determined with regard to relationships between projects. Table 13.1 A structure for linking multiple projects to strategies for Example 13.2. Figure 14.1 The components of any project. Figure 14.2 The balanced quadrant. Table 14.1 The relationship of the project stages to the life cycle phases. Table 14.2 Constructing a communications