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Lean Sigma--A Practitioner's Guide, 2nd Edition
- By Ian Wedgwood
- Published Mar 2, 2016 by Pearson.
Book
- Sorry, this book is no longer in print.
About
Features
- Written in an easily usable form, it provides students with proven roadmaps for project success
- Shows how to make Lean Sigma suit the organization's needs, rather than having the organization have to re-invent itself
- Lean Sigma focuses on removing unnecessary tasks or steps
- Based on the author's years of experience training and consulting on Six Sigma
Description
- Copyright 2016
- Dimensions: 7" x 9-1/4"
- Pages: 592
- Edition: 2nd
- Book
- ISBN-10: 0-13-399103-2
- ISBN-13: 978-0-13-399103-1
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
Sample Content
Online Sample Chapter
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