Lean Six Sigma For DummiesWith the growing business industry there is a large demand for greater speed and quality, for projects of all natures in both small and large businesses. Lean Six Sigma is the result of the combination of the two best-known improvement methods: Six Sigma (making work better, of higher quality) and Lean (making work faster, more efficient). Lean Six Sigma For Dummies outlines they key concepts in plain English, and shows you how to use the right tools, in the right place, and in the right way, not just in improvement and design projects, but also in your day-to-day activities. It shows you how to ensure the key principles and concepts of Lean Six Sigma become a natural part of how you do things so you can get the best out of your business and accomplish your goals better, faster and cheaper. About the author John Morgan has been a Director of Catalyst Consulting, Europe's leading provider of lean Six Sigma solutions for 10 years. Martin Brenig-Jones is also a Director at Catalyst Consulting. He is an expert in Quality and Change Management and has worked in the field for 16 years. |
Contents
Table ofContents Introduction | |
Identifying Your Customers | |
Understanding Your Customers Needs | |
Determining the Chainof Events | |
Assessing Performance | |
Presenting Your Data | |
AnalysingWhats Affecting Performance | |
Improving the Processes | |
Discovering the Opportunity for Prevention | |
Identifying and Tackling Bottlenecks | |
Understanding the People Issues | |
Jumping to Solutions | |
Ten Places to Go for Help | |
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Common terms and phrases
action activities analysis approach appropriate cause cent Chapter collection complete concept Consider constraint continuous control chart cover create CTQs customer’s cycle defects Define deployment describe detail determine develop diagram DMAIC effect ensure equipment errors example exists experience Figure five flow focus focuses happening highlight ideas identify important improvement increase internal inthe involved issues keep Lean Six Sigma less limits look mean measures meet moving nonvalueadded occur ofthe operation opportunities organisation output performance perhaps phase picture points possible potential practice prevent problem programme provides questions reduce requirements simple solution standard statistical steps suppliers techniques things understand value stream variation waste wrong