Transactional Six Sigma for Green Belts

Samuel E. Windsor

Description

Though originally introduced by the manufacturing sector, Six Sigma is rapidly gaining the attention of many companies in the service sector. From employees of health insurance providers and credit card companies to uniform service providers, this book will give them a better understanding of the flow of the Six Sigma process and what tools to use when, as well as the proper way to use each tool. Author Sam Windsor looks specifically at the tools that the Six Sigma green belt is expected to use, explains the purpose of each, and provides examples that are designed to provoke thoughts for possible application.Readers will also learn about process measures, measuring process capability, relating inputs to outputs, optimizing processes, and holding gains. Included in the appendices are a real case study of a Six Sigma project undertaken to reduce employee turnover, a brief guide to using Minitab and Excel for data analysis, a null hypothesis table, and a glossary.

Sujets

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

Informations

• Publié par: ASQ Quality Press
• Date de parution: 01 février 2006
• Nombre de lectures: 0
• EAN13: 9780873893923
• Langue: English

Extrait

Transactional Six Sigma for Green Belts

Maximizing Service and Manufacturing Processes

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The Certified Six Sigma Black Belt Handbook Donald W. Benbow and T. M. Kubiak

Applied Data Analysis for Process Improvement: A Practical Guide to Six Sigma Black Belt Statistics James L. Lamprecht

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To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://qualitypress.asq.org.

Transactional Six Sigma for Green Belts

Maximizing Service and Manufacturing Processes

Samuel E. Windsor

ASQ Quality Press Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee 53203 © 2006 by ASQ All rights reserved. Published 2005 Printed in the United States of America 12 11 10 09 08 07 06 05 5 4 3 2 1 Library of Congress Cataloging-in-Publication Data Windsor, Samuel E., 1962– Transactional Six Sigma for Green Belts : maximizing service and manufacturing processes / Samuel E. Windsor. p. cm. Includes bibliographical references and index. ISBN-13: 978-0-87389-671-9 (soft cover : alk. paper) ISBN-10: 0-87389-671-8 (soft cover : alk. paper) 1. Service industries—Management—Handbooks, manuals, etc. 2. Manufacturing processes—Management—Handbooks, manuals, etc. 3. Six sigma (Quality control standard)—Handbooks, manuals, etc. I. Title: Maximizing service and manufacturing processes. II. Title. HD9980.65.W56 2005 658.4'013—dc22 2005027494

ISBN-13: ISBN-10:

978-0-87389-671-9 0-87389-671-8

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: 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. Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, videotapes, audiotapes, 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 a free copy of the ASQ Quality Press Publications Catalog, including ASQ membership information, call 800-248-1946. Visit our Web site at www.asq.org or http://qualitypress.asq.org.

Printed on acid-free paper

Contents

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 1 Introduction . . . . . . . . . . . . . . . . . . . Define . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Measure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Analyze . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Improve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Example Project . . . . . . . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 2 The Tools . . . . . . . . . . . . . . . . . . . . . Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . Pareto Chart . . . . . . . . . . . . . . . . . . . . . . . . . . Flowchart . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cause-and-Effect Diagram . . . . . . . . . . . . . . . . . . . Histogram . . . . . . . . . . . . . . . . . . . . . . . . . . . Scatter Diagram . . . . . . . . . . . . . . . . . . . . . . . . Control Chart/Run Chart . . . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 3 Teams . . . . . . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Table of Contents

Chapter 4 Process Understanding . . . . . . . . . . . . . Process Mapping . . . . . . . . . . . . . . . . . . . . . . . . Failure Mode and Effects Analysis . . . . . . . . . . . . . . . Ask Why? Five Times . . . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 5 Process Measures . . . . . . . . . . . . . . . . Cost of Poor Quality . . . . . . . . . . . . . . . . . . . . . . Rolled Throughput Yield . . . . . . . . . . . . . . . . . . . . Loss Function . . . . . . . . . . . . . . . . . . . . . . . . . Measurement System Evaluation . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 6 Measuring Process Capability . . . . . . . . . Process Capability Measures . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 7 Relating Inputs to Outputs . . . . . . . . . . . Hypothesis Tests . . . . . . . . . . . . . . . . . . . . . . . . One-Tailed versus Two-Tailed Tests . . . . . . . . . . . . . . Attribute Input and Continuous Output . . . . . . . . . . . . Continuous Input and Continuous Output . . . . . . . . . . . Categorical Input versus Attribute Output . . . . . . . . . . . Sample Sizes . . . . . . . . . . . . . . . . . . . . . . . . . . Residual Analysis . . . . . . . . . . . . . . . . . . . . . . . Nonnormal Data . . . . . . . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter 8 Optimizing the Process . . . . . . . . . . . . . Full-Factorial Design of Experiments (DOE) . . . . . . . . . R. . . . . . . . . . . . . . . . . . . . . .-Squared Adjusted ANOVA Table . . . . . . . . . . . . . . . . . . . . . . . . . Regression Analysis . . . . . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 9 Holding the Gains . . . . . . . . . . . . . . . . Control Plans . . . . . . . . . . . . . . . . . . . . . . . . . . Control Charts . . . . . . . . . . . . . . . . . . . . . . . . . Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . .

25 25 29 32 33 35 36 38 40 41 51 53 53 63 65 66 71 72 83 90 94 96 100 101

103 103 109 109 111 111

113 113 116 119

Table of Contents

Chapter 10 Final Thoughts . . . . . . . . . . . . . . . . . Appendix A Case Study . . . . . . . . . . . . . . . . . . . Appendix B MINITAB/Excel Guide . . . . . . . . . . . . Appendix C Null Hypothesis Table . . . . . . . . . . . . . Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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121 123 143 145 147 151

Preface

s I travel around the country teaching Six Sigma Green Belt sim A ple answer is that you can apply Six Sigma to any process, man- and Black Belt courses, the most asked question is, How does this apply to transactional processes? Although the ufacturing or service, many students are not convinced at first. I think that the first thing the reader needs to understand, therefore, is exactly what I mean bytransactional Six Sigma. In this text,trans- actionalrefers to any process where an actual product is not pro- duced. Transactional processes are present everywhere, such as handling a customer complaint, taking an order at a fast-food restau- rant, or processing a purchase order in a manufacturing company. Transactional Six Sigma has come to be synonymous with the ser- vice sector, and normally focuses on a service that the customer sees. But it is important to understand that all businesses have transac- tional processes, both in the manufacturing sector and the service sector. The opportunity for improvement in processes that do not directly touch the product or service can be substantial. Six Sigma, originally introduced in the manufacturing sector, is rapidly gaining the attention of many companies in the service sector. More and more, Six Sigma Green Belt and Black Belt classes contain a majority of students from health insurance providers, credit card companies, uniform service providers, and other service-related industries. In many cases, even the students from manufacturing com- panies bring transactional projects to class!

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