9780071441193

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed

by ; ; ;
  • ISBN13:

    9780071441193

  • ISBN10:

    0071441190

  • Edition: 1st
  • Format: Paperback
  • Copyright: 2004-10-13
  • Publisher: The McGraw-Hill Companies

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

Purchase Benefits

List Price: $20.00 Save up to $14.00
  • Rent Book
    $6.00
    Add to Cart Free Shipping Icon Free Shipping

    TERM
    PRICE
    DUE
    IN STOCK USUALLY SHIPS IN 24 HOURS.
    *This item is part of an exclusive publisher rental program and requires an additional convenience fee. This fee will be reflected in the shopping cart.

Supplemental Materials

What is included with this book?

Summary

Bestselling Lean Six Sigma author Michael George provides the first pocket guide for deployers of Lean Six Sigma The Lean Six Sigma Pocket Toolbookblends Lean and Six Sigma tools and concepts, providing expert advice on how to determine which tool within a "family" is best for different purposes. Packed with detailed examples and step-bystep instructions, it's the ideal handy reference guide to help Green and Black Belts make the transition from the classroom to the field. Features brief summaries and examples of the 70 most important tools in Lean Six Sigma, such as "Pull," "Heijunka," and "Control Charts" Groups tools by purpose and usage Offers a quick, easy reference on using the DMAIC improvement cycle Provides comprehensive coverage in a compact, portable format

Author Biography

Michael L. George (Dallas, TX) is the president of George Group and author of Lean Six Sigma and Lean Six Sigma for Service. John Maxey is a director at George Group. David Rowlands is the vice president of Lean Six Sigma for the North American Solutions Group, the sales, service, and marketing arm of Xerox. Malcolm Upton is a Lean Six Sigma Master Black Belt with George Group.

Table of Contents

Chapter 1: Using DMAIC to Improve Speed, Quality, and Cost 1(26)
Define
4(4)
Measure
8(4)
Analyze
12(2)
Improve
14(3)
Control
17(3)
Kaizen DMAIC
20(6)
Project selection
26(1)
Chapter 2: Working With Ideas 27(6)
Brainstorming
27(3)
Affinity diagrams
30(1)
Multivoting
31(2)
Chapter 3: Value Stream Mapping and
Process Flow Tools
33(1)
Process mapping
34(2)
Process observation
36(2)
SIPOC
38(1)
Process mapping steps
39(3)
Transportation and spaghetti (workflow) diagrams
42(1)
Swim-lane (deployment) flowcharts
43(2)
Value stream maps (basic)
45(4)
Flowchart and value stream symbols
49(1)
Value-add (VA) vs. non-value-add (NVA) analysis
49(3)
Time value maps
52(1)
Value-add chart (task time or take time chart)
53(2)
Chapter 4: Voice of the Customer (VOC) 55(14)
Customer segmentation
56(2)
Sources of customer data
58(1)
Collecting VOC: Interviews
59(1)
Collecting VOC: Point-of-use observation
60(1)
Collecting VOC: Focus groups
61(1)
Collecting VOC: Surveys
62(2)
Kano analysis
64(3)
Developing critical-to-quality requirements
67(2)
Chapter 5: Data Collection 69(35)
Types of data
70(1)
Input vs. output data
71(1)
Data collection planning
72(2)
Measurement selection matrix
74(1)
Stratification factors
75(1)
Operational definitions
76(1)
Cautions on using existing data
77(1)
Making a checksheet
78(1)
Basic checksheets
79(1)
Frequency plot checksheet
80(1)
Traveler checksheet
80(1)
Location checksheet
81(1)
Sampling basics
81(2)
Factors in sample selection
83(1)
Stable process (and population) sampling
84(1)
Formulas for determining minimum sample size (population or stable process)
85(2)
Measurement System Analysis (MSA) and Gage R&R Overview
87(1)
Gage R&R: Collecting the data
88(2)
Interpreting Gage R&R Results
90(6)
MSA: Evaluating bias
96(1)
MSA: Evaluating stability
97(2)
MSA: Evaluating discrimination
99(1)
MSA for attribute/discrete data
100(4)
Chapter 6: Descriptive Statistics and Data Displays 104(13)
Statistical term conventions
105(1)
Measures of central tendency (mean, median, mode)
106(2)
Measures of spread (range, variance, standard deviation)
108(2)
Boxplots
110(1)
Frequency plot (histogram)
111(3)
Normal distribution
114(1)
Non-normal distributions and the Central Limit Theorem
114(3)
Chapter 7: Variation Analysis 117(24)
Review of variation concepts
118(1)
Time series plots (Run charts)
119(2)
Run chart table
121(1)
Control chart basics
122(1)
Selecting a control chart
123(1)
Control charts for continuous data
123(2)
Subgrouping for continuous data
125(2)
Control limit formulas for continuous data
127(1)
Factors for Control Chart Formulas
128(1)
Creating an ImR Chart
128(1)
Creating X,R charts or X,S charts
129(1)
Control charts for attribute data
130(2)
Creating p-, np-, c-, and u-charts
132(1)
Control limit formulas for attribute data
132(1)
Assumptions for interpreting control charts
133(1)
Interpreting control charts (Tests for Special Cause Variation)
133(2)
Background on process capability calculations
135(2)
Confusion in short-term vs. long-term process capability calculations
137(1)
Calculating process capability
138(3)
Chapter 8: Identifying and Verifying Causes 141(56)
PART A: Identifying potential causes
141(8)
Pareto charts
142(3)
5 Whys
145(1)
Cause-and-effect diagrams (fishbone or Ishikawa diagrams)
146(2)
C&E Matrix
148(1)
PART B: Tools for confirming causal effects
149(48)
Stratified data charts
150(2)
Testing quick fixes or obvious solutions
152(2)
Scatter plots
154(2)
Hypothesis testing overview
156(1)
Confidence intervals
157(1)
Type I and Type II errors, Confidence, Power, and p-values
158(2)
Confidence intervals and sample size
160(1)
t-test Overview
161(1)
1-Sample t-test
162(1)
2-Sample t-test
163(2)
Overview of correlation
165(1)
Correlation statistics (coefficients)
166(1)
Regression overview
167(1)
Simple linear regression
168(1)
Multiple regression
169(4)
ANOVA (ANalysis Of VAriance)
173(1)
One-way ANOVA
174(4)
Degrees of Freedom
178(1)
ANOVA assumptions
179(1)
Two-way ANOVA
180(2)
Chi-Square test
182(2)
Design of Experiments (DOE) notation and terms
184(1)
Planning a designed experiment
185(4)
DOE: Full-factorial vs. Fractional-factorials (and notations)
189(3)
Interpreting DOE results
192(3)
Residual analysis in hypothesis testing
195(2)
Chapter 9: Reducing Lead Time and Non-Value-Add Cost 197(44)
Basic Lean concepts
199(2)
Metrics of time efficiency
201(2)
Time Traps vs. Capacity Constraints
203(1)
Identifying Time Traps and Capacity Constraints
204(2)
5S Overview
206(1)
Implementing 5S
207(6)
Generic Pull System
213(3)
Replenishment Pull Systems
216(3)
Two-Bin Replenishment System
219(3)
Computing minimum safe batch sizes
222(1)
Four Step Rapid Setup Method
223(4)
Adapting Four Step Rapid Setup for service processes
227(1)
Total Productive Maintenance (TPM)
228(4)
Mistake proofing & prevention (Poky yoke)
232(2)
Process balancing design principles
234(1)
Work cell optimization
235(2)
Visual Process Controls
237(4)
Chapter 10: Complexity Value Stream Mapping and Complexity Analysis 241(12)
Product/service family grid
242(1)
Complexity Value Stream Map (CVSM)
243(2)
Process Cycle Efficiency (PCE)
245(1)
The Complexity Equation
245(1)
Complexity matrix
246(1)
PCE destruction calculations (for a Complexity Matrix)
247(1)
Substructure analysis
248(2)
"What-if' analyses with Complexity Matrix data
250(3)
Chapter 11: Selecting and Testing Solutions 253(24)
Sources of solution ideas
254(1)
Benchmarking
254(1)
Tips on solution selection
255(1)
Developing and using evaluation criteria
256(2)
Solution selection matrix
258(3)
Pairwise ranking
261(3)
Cost evaluation
264(1)
Impact/effort matrix
264(1)
Pugh matrix
265(4)
Other evaluation techniques
269(1)
Controls assessment matrix
269(1)
Failure Modes and Effects Analysis (FMEA)
270(3)
Pilot testing
273(4)
Index 277

Rewards Program

Reviews for The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed (9780071441193)