Lean Sigma--A Practitioner's Guide

The Practical Guide to Lean Sigma Problem-Solving— Expanded & Updated!   Lean Sigma delivers results—if you use the right tools and techniques. In this thoroughly updated edition, Ian Wedgwood details his proven best-practices from more than sixty successful Six Sigma and Lean deployments in multiple industries, helping you identify and apply the solutions that will work best in your projects.   This expanded edition of Lean Sigma: A Practitioner’s Guide offers detailed guidance on process improvement, standardization, accelerated improvement, and more. Wedgwood helps you identify potential Lean Sigma projects, even in processes without obvious targets. He illuminates fast, effective routes to solving specific business problems, and explains why these solutions work.   Next, he presents detailed “tools roadmaps”: step-by-step instructions showing exactly how and when to use each of these tools:   • 5 Whys • 5S • Affinity • ANOVA • Box plot • Capability • C&E matrix • Chi-Square • Concept ideation, design, selection • Control charts • Control plan summary • Core process map • Critical path analysis • Customer interviewing • Customer requirements tree • Customer surveys • D-Study • Demand profiling • Demand segmentation • DOE • Fishbone diagram • Handoff map • KPOVs & data • Load chart • MSAs • Multi-Cycle analysis • Multi-Vari studies • Murphy’s analysis • Normality test • OEE • Pareto chart • Process performance mgmt. • Poka Yoke • Process board • Process FMEA • Process scorecard /dashboard • Process variables (I/O) map • Project charter • Pull systems & Kanban • Rapid changeover (SMED) • Regression • SIPOC • Spaghetti map • Standard work instructions • SPC • Swimlane map • Test of equal variance • Time • Total productive maintenance • T-tests • Value stream map   With this guide, all Green, Black, or Master Black Belts will benefit from decades of Six Sigma and Lean consulting experience.   Register your product at informit.com/register for convenient access to downloads, updates, and corrections as they become available

Table of Contents:
Preface xiii Acknowledgments xvii About the Author xix   Chapter 1: Introduction 1 Overview 1 Intended Audience 2 Prerequisites 2 Basics 3 How to Use This Book 9 And Finally . . . 12   Part I: Project Roadmaps to Solve Business Problems 13   Chapter 2: Process Improvement Projects (DMAIC) 15 Overview 15 Define 15 Measure and Analyze 24 Improve 26 Control 33   Chapter 3: Standardization Projects (DMASC) 39 Overview 39 Define 42 Measure 45 Analyze 46 Standardize 47 Control 52   Chapter 4: Accelerated Improvement Projects (Kaizen) 57 Overview 57 Pre-Event 59 Event 63 Post-Event 71   Chapter 5: Discovery—Identifying Projects 75 Overview 75 Tool Approach 77   Part II: Routes to Solution 81   Chapter 6: Global Process Problems 83 A: On-Time Delivery Issues 83 B: Capacity of Process Is Too Low 87 C: RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues 89 D: %Uptime Is Too Low 93 E: Pace of Process Is Too Slow 96 F: Process Has Enough Capacity but Fails Intermittently 99 G: Process Has Enough Capacity, but Process Lead Time Is Too Long 102 H: Individual Steps Meet Takt, Global Process Does Not 105 I: Demand from the Customer Is Too Variable 108 J: Too Many Entity Types (Products) 112 K: High Schedule Variation 115 L: Measurement System Broken 121 M: Performance Characteristic Not Good Enough 124 N: Planned Maintenance Takes Too Long 125 O: Setup/Changeover Takes Too Long 126 P: Too Much Unplanned Maintenance 129 Q: Process Can’t Make Product at All 134 R: Resource Usage Is Too High (Headcount Reduction) 136 S: Inventory Is Too High 139 T: Waste/Process Loss Is Too High 144 U: High Forecast Variation 147 V: Not Enough Sales 152 W: Backlog of Orders Is Too High 154 X: Payments Made to Suppliers Not Optimized 155 Y: Accounts Receivable Are Too High 158   Chapter 7: Individual Step Process Problems 163 1: A Single Process Step Does Not Meet Takt 163 2: The Pace for a Single Process Step Is Too Slow 166 3: Too Much Variation in the Cycle Time of a Single Step 168   Part III: Roadmaps to Guide in the Practical Application of Each Lean Sigma Tool 171   Chapter 8: Tools 173 01: 5 Whys 173 02: 5S 176 03: Affinity 184 04: ANOVA 187 05: Box Plot 196 06: Capability—Attribute 199 07: Capability—Continuous 201 08: Cause and Effect (C&E) Matrix 209 09: Chi-Square 213 10: Concept Ideation, Design, and Selection 219 11: Control Charts 226 12: Control Plan Summary 234 13: Core Process Map 242 14: Critical Path Analysis 246 15: Customer Interviewing 249 16: Customer Requirements Tree 258 17: Customer Surveys 261 18: D-Study 267 19: Demand Profiling 272 20: Demand Segmentation 277 21: DOE—Introduction 283 22: DOE—Screening 294 23: DOE—Characterizing 303 24: DOE—Optimizing 318 25: Fishbone Diagram 330 26: Handoff Map 334 27: KPOVs and Data 338 28: Load Chart 349 29: MSA—Validity 353 30: MSA—Attribute 357 31: MSA—Continuous 365 32: MSA—Process Variation Study (Nested ANOVA) 375 33: Multi-Cycle Analysis 380 34: Multi-Vari Studies 386 35: Murphy’s Analysis 391 36: Normality Test 394 37: Overall Equipment Effectiveness (OEE) 397 38: Pareto Chart 404 39: Process Performance Management 407 40: Poka Yoke (Mistake-Proofing) 410 41: Process Board 414 42: Process FMEA 418 43: Process Scorecard/Dashboard 423 44: Process Variables (Input/Output) Map 429 45: Project Charter 432 46: Pull Systems and Kanban 441 47: Rapid Changeover (SMED) 454 48: Regression 461 49: SIPOC 471 50: Spaghetti (Physical Process) Map 475 51: Standard Work Instructions 479 52: Statistical Process Control (SPC) 484 53: Swimlane Map 488 54: Test of Equal Variance 494 55: Time—Global Process Cycle Time 497 56: Time—Individual Step Cycle Time 500 57: Time—Process Lead Time 503 58: Time—Replenishment Time 506 59: Time—Takt Time 509 60: Total Productive Maintenance 514 61: t-Test—1-Sample 516 62: t-Test—2-Sample 522 63: t-Test—Paired 528 64: Value Stream Map 529   Index 541

About the Author :
Ian Wedgwood, Ph.D., President and CEO of Haelan Group, has more than two decades of experience guiding organizations through change. He has led and facilitated dozens of Lean Sigma deployments in industries as diverse as healthcare, electronics, engineered materials, chemicals, banking, and hospitality, and has trained and mentored numerous executives, Champions, and Belts.   Prior to his consulting career, Ian worked for the global engineering group Invensys PLC facilitating major initiatives. One such initiative, 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. Ian also led Invensys’s highly successful Lean Design for Six Sigma deployment. Some 380+ Design Belts within a single division yielded a 65 times return in less than two years.   Ian holds a Ph.D. and a First-Class Honors degree in applied mathematics from Scotland’s St. Andrew’s University. In addition to his consulting work, Ian serves on the faculty of the Jones Graduate School of Business at Rice University.   He also authored Lean Sigma: Rebuilding Capability in Healthcare, which is shaping how healthcare leaders think about Lean Sigma and its application to this industry in need.