The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving Lean Sigma delivers results-ifyou use the right tools and techniques. InLean Sigma: A Practitionerrs"s Guide,Dr. Ian Wedgwood captures best-practice Lean Sigma experience from multiple projects and industries, helping any professional identify the solution that will work best-and implement it. Wedgwoodrs"s exclusive "project roadmaps" present the fastest, most effective route to solving a wide range of problems-and explainwhythose solutions make sense. His "discovery roadmaps" help you identify potential Lean Sigma projects, even in processes where there are no obvious targets. The heart ofLean Sigmais Wedgwood's 48 individual "tools roadmaps": step-by-step instructions revealing exactly how and when to use all these Lean Sigma tools... bull; 5 Whys bull; 5S bull; Affinity bull; ANOVA bull; Boxplots bull; Capability tools bull; Cause & effect matrices bull; Chi-Square bull; Control charts bull; Critical path analyses bull; Customer tools bull; Demand tools bull; DOE tools bull; Fishbone diagrams bull; Handoff maps bull; KPOVs bull; Load charts bull; MSA tools bull; Multi-Cycle analyses bull; Multi-Vari studies bull; Murphyrs"s analyses bull; Normality tests bull; OEE bull; Pareto charts bull; Poka Yoke bull; Process FMEA bull; Process variables (I/O) maps bull; Project charter bull; Pull systems & Kanban bull; Rapid changeover bull; Regression

Author Biography

Dr. Ian Wedgwood is an Executive Director for SBTI and has over a decade of Lean Sigma Experience. He has both led and facilitated a number of deployments in industries as diverse as electronics, engineered materials, medical devices, chemicals, and healthcare, and has trained and mentored numerous Executives, Champions, and Belts in DFSS, Six Sigma, and Lean. Ian has a strong product development background and co-developed SBTI’s Lean Design, Lean Sigma, K-Sigma (accelerated Lean Sigma), and Healthcare methodologies and curricula.

Prior to joining SBTI, Ian worked for the global engineering group Invensys PLC (the merger of BTR and Siebe) with some 1200+ sites worldwide. Starting out as Development Manager for BTR Technology Services, based in the United Kingdom, and then progressing to Technical Manager, he led the development of Six Sigma based software tools and their implementation into BTR’s manufacturing sites.

As a Program Manager with BTR C&TG he was involved in key Projects within the BTR Group during strategic acquisitions. One such project, building a new 180,000 square foot manufacturing facility in Tijuana, Mexico, brought Ian to the United States where he still lives with his wife, Veronica, and sons Christian and Sean.

As a Program Manager for Powerware (part of Invensys’ Power Systems Division), Ian led the efforts to lean the Divisions’ New Product Development processes. Moving back into a Divisional role, he then led Invensys’ highly successful Lean Design for Six Sigma deployment. Some 380+ Design Belts within Power Systems alone yielded a 65 times return in less than two years.

He joined SBTI as a Master Consultant in 2001 and SBTI’s Leadership Team as its first Executive Director in February 2003.

Ian holds a Ph.D. and a First-Class Honors degree in Applied Mathematics from Scotland’s St.Andrew’s University.

Foreword

xix

Preface

xxiii

Acknowledgments

xxvii

About the Author

xxix

Introduction

(12)

Overview

(1)

Intended Audience

(1)

Prerequisites

(1)

Basics

(6)

A Process

(1)

Entities

(1)

Deliverables

(2)

Methodologies

(1)

Lean Sigma Roadmap

(2)

How to Use This Book

(2)

Problem Categories

(1)

And Finally...

(2)

PART I PROJECT ROADMAPS TO SOLVE BUSINESS PROBLEMS

Define---Tools Roadmap Applied to the Beginning of All Projects

(10)

Overview

(1)

Roadmap

(9)

Global Process Problems

(76)

On-Time Delivery Issues

(4)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

Capacity of Process Is Too Low

(2)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues

(4)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

% Uptime Is Too Low

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

Pace of Process Too Slow

(2)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(1)

Process Has Enough Capacity, But Fails Intermittently

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

Process Has Enough Capacity, But Process Lead Time Is Too Long

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

Individual Steps Meet Takt, Global Process Does Not

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

Demand from the Customer Is Too Variable

(4)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

Too Many Entity Types (Products)

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

High Schedule Variation

(6)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(5)

Measurement System Broken

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(1)

Other Considerations

(1)

Performance Characteristic Not Good Enough

(1)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(1)

Planned Maintenance Takes Too Long

(1)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(1)

Setup/Changeover Takes Too Long

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

Too Much Unplanned Maintenance

(4)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

Process Can't Make Product at All

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

Resource Usage Is Too High (Headcount Reduction)

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

Inventory Is Too High

(4)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

Waste/Process Loss Too High

(3)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(2)

High Forecast Variation

(4)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

Not Enough Sales

(2)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(1)

Backlog of Orders Is Too High

(2)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(1)

Payments Made to Suppliers Not Optimized

(2)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(1)

Accounts Receivable Are Too High

(4)

Overview

(1)

Examples

(1)

Measuring Performance

(1)

Tool Approach

(3)

Individual Step Process Problems

(8)

A Single Process Step Does Not Meet Takt

(3)

Overview

(1)

Measuring Performance

(1)

Tool Approach

100

(2)

The Pace for a Single Process Step Is Too Slow

102

(2)

Overview

102

(1)

Measuring Performance

102

(1)

Tool Approach

103

(1)

Too Much Variation in the Cycle Time of a Single Step

104

(3)

Overview

104

(1)

Measuring Performance

105

(1)

Tool Approach

105

(2)

Control---Tools Used at the End of All Projects

107

(8)

Overview

107

(8)

Tool Approach

108

(7)

PART II ROADMAPS TO FIND PROJECTS WHERE NO OBVIOUS CANDIDATES EXIST

Discovery---Tools Applied to Identify Projects

115

(4)

Overview

115

(4)

Tool Approach

115

(4)

PART III ROADMAPS TO GUIDE IN THE PRACTICAL APPLICATION OF EACH LEAN SIGMA TOOL

Tools

119

(316)

Whys

119

(3)

Overview

119

(1)

Other Options

120

(2)

122

(8)

Overview

122

(1)

Logistics

122

(1)

Roadmap

123

(7)

Affinity

130

(3)

Overview

130

(1)

Logistics

131

(1)

Roadmap

131

(2)

Interpreting the Output

133

(1)

ANOVA

133

(8)

Overview

133

(2)

Roadmap

135

(3)

Interpreting the Output

138

(2)

Other Options

140

(1)

Box Plot

141

(2)

Overview

141

(1)

Interpreting the Output

142

(1)

Capability---Attribute

143

(3)

Overview

143

(2)

Roadmap

145

(1)

Interpreting the Output

146

(1)

Capability---Continuous

146

(7)

Overview

146

(2)

Roadmap

148

(1)

Interpreting the Output

149

(2)

Other Options

151

(2)

Cause & Effect (C&E) Matrix

153

(4)

Overview

153

(1)

Logistics

153

(1)

Roadmap

153

(2)

Interpreting the Output

155

(1)

Other Options: 2-Phase C&E

155

(2)

Chi-Square

157

(6)

Overview

157

(3)

Roadmap

160

(1)

Interpreting the Output

161

(2)

Control Charts

163

(8)

Overview

163

(4)

Roadmap

167

(1)

Interpreting the Output

168

(1)

Other Options

169

(2)

Critical Path Analysis

171

(3)

Overview

171

(1)

Roadmap

172

(1)

Interpreting the Output

173

(1)

Customer Interviewing

174

(9)

Overview

174

(1)

Logistics

174

(1)

Roadmap

175

(8)

Interpreting the Output

183

(1)

Customer Requirements Tree

183

(3)

Overview

183

(1)

Logistics

184

(1)

Roadmap

184

(2)

Interpreting the Output

186

(1)

Customer Surveys

186

(7)

Overview

186

(1)

Logistics

186

(1)

Roadmap

186

(6)

Interpreting the Output

192

(1)

Demand Profiling

193

(3)

Overview

193

(1)

Logistics

193

(1)

Roadmap

194

(1)

Interpreting the Output

194

(2)

Other Options

196

(1)

Demand Segmentation

196

(6)

Overview

196

(1)

Logistics

197

(1)

Roadmap

198

(1)

Interpreting the Output

199

(3)

DOE---Introduction

202

(11)

Overview

202

(6)

Logistics

208

(1)

Roadmap

208

(4)

Other Considerations

212

(1)

DOE---Screening

213

(9)

Overview

213

(3)

Roadmap

216

(5)

Other Options

221

(1)

DOE---Characterizing

222

(15)

Overview

222

(9)

Roadmap

231

(5)

Other Options

236

(1)

DOE---Optimizing

237

(12)

Overview

237

(9)

Roadmap

246

(1)

Other Options

247

(2)

Fishbone Diagram

249

(4)

Overview

249

(2)

Logistics

251

(1)

Roadmap

251

(1)

Interpreting the Output

251

(2)

Handoff Map

253

(4)

Overview

253

(1)

Logistics

254

(1)

Roadmap

254

(2)

Interpreting the Output

256

(1)

KPOVs and Data

257

(11)

Overview

257

(4)

Roadmap

261

(7)

Load Chart

268

(4)

Overview

268

(1)

Logistics

269

(1)

Roadmap

269

(1)

Interpreting the Output

270

(1)

Other Options

271

(1)

MSA---Validity

272

(4)

Overview

272

(2)

Logistics

274

(1)

Roadmap

274

(1)

Interpreting the Output

275

(1)

MSA---Attribute

276

(8)

Overview

276

(2)

Logistics

278

(1)

Roadmap

278

(1)

Interpreting the Output

279

(5)

MSA---Continuous

284

(10)

Overview

284

(5)

Logistics

289

(1)

Roadmap

289

(1)

Interpreting the Output

290

(4)

Other Options

294

(1)

Multi-Cycle Analysis

294

(6)

Overview

294

(1)

Logistics

295

(1)

Roadmap

295

(3)

Interpreting the Output

298

(2)

Multi-Vari Studies

300

(6)

Overview

300

(1)

Logistics

301

(1)

Roadmap

301

(5)

Murphy's Analysis

306

(2)

Overview

306

(1)

Logistics

307

(1)

Roadmap

307

(1)

Interpreting the Output

308

(1)

Normality Test

308

(3)

Overview

308

(1)

Roadmap

309

(1)

Interpreting the Output

309

(2)

Overall Equipment Effectiveness (OEE)

311

(7)

Overview

311

(1)

Logistics

312

(1)

% Uptime

312

(2)

% Pace

314

(1)

% Quality

315

(1)

Special Cases

315

(1)

Interpreting the Output

316

(1)

Other Options

317

(1)

Pareto Chart

318

(3)

Overview

318

(1)

Roadmap

319

(1)

Interpreting the Output

319

(2)

Poka Yoke (Mistake Proofing)

321

(4)

Overview

321

(2)

Logistics

323

(1)

Roadmap

323

(2)

Process FMEA

325

(5)

Overview

325

(1)

Logistics

326

(1)

Roadmap

326

(3)

Interpreting the Output

329

(1)

Process Variables (Input/Output) Map

330

(3)

Overview

330

(1)

Logistics

330

(1)

Roadmap

330

(3)

Interpreting the Output

333

(1)

Project Charter

333

(9)

Overview

333

(2)

Logistics

335

(1)

Roadmap

335

(7)

Pull Systems and Kanban

342

(12)

Overview

342

(6)

Logistics

348

(1)

Roadmap

348

(6)

Other Options

354

(1)

Rapid Changeover (SMED)

354

(8)

Overview

354

(2)

Logistics

356

(1)

Roadmap

357

(5)

Regression

362

(10)

Overview

362

(8)

Roadmap

370

(1)

Interpreting the Output

370

(1)

Other Options

371

(1)

SIPOC

372

(4)

Overview

372

(1)

Logistics

373

(1)

Roadmap

374

(2)

Interpreting the Output

376

(1)

Spaghetti (Physical Process) Map

376

(4)

Overview

376

(1)

Roadmap

377

(2)

Interpreting the Output

379

(1)

Statistical Process Control (SPC)

380

(4)

Overview

380

(1)

Logistics

381

(1)

Roadmap

381

(1)

Interpreting the Output

382

(2)

Swimlane Map

384

(5)

Overview

384

(1)

Logistics

384

(2)

Roadmap

386

(1)

Interpreting the Output

387

(1)

Other Options

387

(2)

Test of Equal Variance

389

(3)

Overview

389

(1)

Roadmap

389

(2)

Interpreting the Output

391

(1)

Time---Global Process Cycle Time

392

(3)

Note

392

(1)

Overview

393

(1)

Logistics

393

(1)

Roadmap

394

(1)

Interpreting the Output

395

(1)

Time---Individual Step Cycle Time

395

(3)

Overview

395

(1)

Logistics

396

(1)

Roadmap

397

(1)

Interpreting the Output

398

(1)

Time---Process Lead Time

398

(3)

Note

398

(1)

Overview

399

(1)

Logistics

399

(1)

Roadmap

400

(1)

Interpreting the Output

400

(1)

Time---Replenishment Time

401

(3)

Overview

401

(1)

Logistics

402

(1)

Roadmap

403

(1)

Interpreting the Output

403

(1)

Time---Takt Time

404

(4)

Overview

404

(2)

Logistics

406

(1)

Roadmap

406

(1)

Interpreting the Output

407

(1)

Total Productive Maintenance

408

(3)

Overview

408

(1)

Logistics

409

(1)

Roadmap

409

(2)

t-Test---1-Sample

411

(5)

Overview

411

(1)

Roadmap

411

(3)

Interpreting The Output

414

(1)

Other Options

415

(1)

t-Test---2-Sample

416

(6)

Overview

416

(1)

Roadmap

417

(3)

Interpreting the Output

420

(1)

Other Options

421

(1)

t-Test---Paired

422

(1)

Overview

422

(1)

Roadmap

423

(1)

Value Stream Map

423

(12)

Overview

423

(3)

Logistics

426

(1)

Roadmap

426

(6)

Interpreting the Output

432

(3)

Index

435

Supplemental Materials

What is included with this book?

The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.

The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.

Excerpts

= 0) {slash = '\\';} else {slash = '/';}openLoc = figLoc.substring(0, figLoc.lastIndexOf(slash) + 1);while (pPage.substring(0,3) == '../') {openLoc = openLoc.substring(0, openLoc.lastIndexOf(slash, openLoc.length - 2)+ 1);pPage = pPage.substring(3, pPage.length + 1);}popUpWin =window.open('','popWin','resizable=1,scrollbars=1,location=0,toolbar=0,width=525,height=394');figDoc = popUpWin.document;zhtm= ' ' + pPage + ' ';zhtm += ' ';zhtm += ' ';zhtm += ' ';zhtm += '' + pPage.substring(pPage.lastIndexOf('/') + 1, pPage.length) + '';zhtm += ' ';figDoc.write(zhtm);figDoc.close();}// modified 3.1.99 RWE v4.1 --> Preface PrefaceThere is absolutely no doubt that Lean and Six Sigma as process improvement methodologies deliver results, as proven consistently countless times over literally thousands of projects across hundreds of businesses. What is inconsistent, however, is the efficiency by which the Project Leaders (Belts) and Teams reach the delivered solution and sometimes the effectiveness of the solution itself. Typically, this is considered to be the territory of the Consultant or Master Black Belt (MBB), whose role it is to guide the steps of the Black Belt or Green Belt through the available tools depending on the problem.Therefore, the best guide requiresA deep enough experience of how to tackle a specific problem to conclusion with an efficient approach (as a Belt, I want to know exactly what path to follow in my project).A broad enough experience to do this across multiple different types of problems that might be addressed in a business (as a Program Leader I need my MBB to know what path to follow for all projects and guide my Belts accordingly).Technical skills to be able to guide the Belts in specific tool use (as a Belt, I want to know the practical steps involved in applying each tool).Interestingly, this expands the common perception of the role of a Master Black Belt as a technical resource and measures that individual in addition by the efficiency and effectiveness of projects that they oversee (i.e., the rate of generation of business value from those projects).Surprisingly (and fortunately) when asked the route to solution for a particular type of problem, the experienced guides are remarkably consistent in answer--it seems that if you have a specific problem type, then you should follow a specific route to solution. The intent of this book, therefore, is to capture those experiences and for multiple given project types lay down the appropriate routes to solution.Audiences that find this book valuable areProcess Improvement Project Leaders (Green Belts and Black Belts), across all industries--Leading projects to