Lean Six Sigma Combining Six Sigma Quality with Lean Production Speed

by George, Michael

• ISBN13: 9780071385213
• ISBN10: 0071385215
• Edition: 1st
• Format: Hardcover
• Copyright: 2002-05-16
• Publisher: McGraw Hill

Summary

Time and quality are the two most important metrics in improving any company's production and profit performance. Lean Six Sigma explains how to impact your company's performance in each, by combining the strength oftoday's two most important initiatives--Lean Production and Six Sigma--into one integrated program.

Author Biography

Michael L. George is founder and president of George Group which, with over 70 consultants, is the largest Six Sigma consulting practice in the United States. The firm also provides its clients with a wealth of experience in Lean Methods, Supply Chain Acceleration, and other essential business strategies.

Table of Contents

Preface	ix
Part One. The Lean Six Sigma Value Proposition	1	(78)
Lean Six Sigma: Creating Breakthrough Profit Performance	3	(12)
The Roadmap to Higher Shareholder Value	4	(4)
The Lean Six Sigma Secret	8	(1)
The Lean Six Sigma Value Proposition	9	(4)
Lean Six Sigma and MRP	13	(1)
The Power Is in the Total Process	13	(1)
To Learn More	14	(1)
Six Sigma: The Power of Culture	15	(18)
Critical Success Factors for Six Sigma	17	(6)
Predicting Team Success, Preventing Team Failure	23	(1)
The Six Sigma Process and Improvement Tools	24	(7)
The Role of Six Sigma as a Metric	31	(1)
The Key Is in the Culture	32	(1)
Key Messages of Six Sigma	32	(1)
To Learn More	32	(1)
Lean Means Speed	33	(28)
Is This Lean?	34	(1)
The Essentials of Lean	35	(1)
The Lean Metric: Cycle Efficiency	36	(13)
Velocity of Any Process	49	(2)
Knowing Where to Focus: The 80/20 Rule	51	(1)
Using a Value Stream Map to Find the 20% Waste	51	(5)
The Major Lean Improvement Tools	56	(3)
The Lean Enterprise	59	(1)
Epilogue on Ford	59	(1)
The Laws of Lean Six Sigma	60	(1)
To Learn More	60	(1)
Creating Competitive Advantage with Lean Six Sigma	61	(18)
The Need for Executive Engagement	62	(9)
Value Stream Selection a la Warren Buffett	71	(5)
Competing with Lean Six Sigma	76	(3)
Part Two. The Lean Six Sigma Implementation Process	79	(156)
Initiation: Getting Commitment from Top Management	85	(8)
Laying the Groundwork	87	(1)
Leadership Engagement	87	(5)
The Next Moves	92	(1)
Infrastructure and Deployment Planning	93	(24)
Plan Components and Typical Timelines	94	(2)
The Detailed Deployment Plan	96	(1)
Process Focus	96	(2)
Organizational Structures	98	(12)
Measures	110	(3)
Rewards and Recognition	113	(2)
Infrastructure Tools	115	(1)
Completing the Deployment Plan	116	(1)
Kickoff: Establishing the Vision Company-Wide	117	(8)
Structure of the Transforming Event	118	(1)
CEO Presentation	119	(1)
Design Team Presentation	120	(1)
``Testimonials'' from Experienced Companies	120	(1)
Simulation	120	(2)
Launch Preparations	122	(1)
The Cascade of Transforming Events	122	(1)
Achieving a Company-Wide Vision	123	(1)
Only the Beginning	123	(2)
Selecting the Right People---and the Right Projects	125	(32)
Selecting Black Belt Resources	126	(1)
Selecting Projects	127	(2)
The Language of Project Selection	129	(1)
Who Does What	130	(1)
Diagnostic Processes for Project Identification	131	(1)
Top-Down Project Identification	132	(12)
Bottom-Up Project Identification	144	(2)
Grouping and Screening Ideas	146	(2)
Project Definition and Scoping	148	(5)
Final Project Selections	153	(2)
Projects Suitable for Lean Six Sigma	155	(1)
Selecting the Right Resources and Projects	156	(1)
Predicting and Improving Team Performance	157	(10)
Understanding Individual Performance	158	(1)
Preferred Team Roles as Predictors of Team Success or Failure	159	(3)
Applying Belbin's Research	162	(1)
The Importance of Team Leadership	163	(2)
Implications for Black Belt Training	165	(2)
Implementation: The DMAIC Improvement Process	167	(15)
The Context of Improvement	168	(2)
The DMAIC Process and Its Tools	170	(3)
A Walk Through DMAIC	173	(4)
Developing Focus: The DMAIC Filter	177	(1)
Big Gains with Simple Tools: Two Examples	178	(3)
Implications for Black Belt Training	181	(1)
Implementation: The DMAIC Tools	182	(44)
Define Tools	183	(2)
Measure Tools	185	(14)
Analyze Tools	199	(4)
Improve Tools	203	(19)
Control Tools	222	(2)
Using the Lean Six Sigma Tools	224	(2)
Institutionalizing Lean Six Sigma	226	(9)
Institutionalization	228	(4)
Planning for Each Business Unit Launch	232	(1)
The Executive's Role	232	(2)
Emphasizing the Ultimate Goals	234	(1)
Part Three. Leveraging Lean Six Sigma	235	(74)
Total Supply Chain Acceleration	237	(33)
Accelerating Your Internal Supply Chain	238	(19)
Extending the Enterprise to Suppliers	257	(9)
The Downstream Pull System	266	(4)
Lean Six Sigma Logistics	270	(20)
Inventory and Strategic Goals	271	(2)
Inventory and The Cost of Production	273	(5)
Fundamental Logistics Cost Drivers	278	(2)
Lean Manufacturing, Raw Materials, and Inventory Management	280	(1)
Implementing Lean Logistics	281	(7)
Challenges of Lean Logistics	288	(2)
Design for Lean Six Sigma	290	(19)
The Case for Applying Lean Six Sigma to the Design Process	292	(4)
Improving Design Velocity	296	(7)
Design for Lean Six Sigma	303	(4)
Final Thoughts on Lean Six Sigma and Product Development	307	(2)
Index	309