| Foreword |
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xiii | |
| Preface |
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xv | |
| About the Company---Rath & Strong: A Distinguished History |
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xvii | |
| Acknowledgments |
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xix | |
| Introduction |
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xxi | |
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1 | (14) |
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Historical Perspective on Six Sigma |
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1 | (2) |
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3 | (1) |
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3 | (8) |
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Leveraging Processes, People, Customers, and Culture |
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11 | (1) |
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Where Is Six Sigma Going? |
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12 | (2) |
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14 | (1) |
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15 | (13) |
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Why? Because It Is the Latest Step in the Evolution of Process Improvement |
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15 | (1) |
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Why? Because It Is a Universal Tool Kit |
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16 | (1) |
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Why? Because of Its Technical Value |
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17 | (3) |
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Why? Because of Its Ability to Change Culture |
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20 | (1) |
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Why? Because of Its Organizational Value |
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21 | (1) |
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Why? Because It Delivers Results |
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22 | (2) |
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24 | (4) |
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An Interview with William Quinn, Johnson & Johnson |
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25 | (3) |
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Six Sigma and Its Application in Different Industries and Functions |
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28 | (29) |
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28 | (1) |
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29 | (1) |
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30 | (1) |
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31 | (1) |
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31 | (1) |
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32 | (1) |
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32 | (1) |
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33 | (24) |
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An Interview with Dr. Joseph M. Juran |
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35 | (6) |
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An Interview with Robert W. Galvin, Motorola Inc. |
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41 | (9) |
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An Interview with Dr. Mikel Harry, Six Sigma Academy, Inc. |
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50 | (7) |
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57 | (27) |
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57 | (20) |
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77 | (4) |
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81 | (2) |
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83 | (1) |
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The Nondelegable Role of Executives |
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84 | (37) |
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Establish the Deployment Focus |
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85 | (2) |
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87 | (6) |
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Develop a Rollout Strategy |
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93 | (5) |
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98 | (2) |
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Adjust the Standards of Performance and Behavior |
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100 | (1) |
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Lead with a Personal Road Map |
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101 | (3) |
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104 | (17) |
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An Interview with Dave Cote, Honeywell International |
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105 | (9) |
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An Interview with Kenneth W. Freeman, Quest Diagnostics Incorporated |
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114 | (7) |
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121 | (10) |
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A Historical Perspective on Lean |
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121 | (1) |
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122 | (8) |
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130 | (1) |
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131 | (10) |
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GE's Evolution of Work-Out and Six Sigma |
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132 | (1) |
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132 | (1) |
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133 | (2) |
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Life after Six Sigma: Introducing Work-Out |
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135 | (1) |
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Blending the Two: Six Sigma Lite |
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136 | (1) |
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137 | (4) |
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An Interview with Mo Kang, Zurich Financial Services Ltd. |
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138 | (3) |
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Organization Culture and Six Sigma |
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141 | (28) |
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Defining Organization Culture |
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142 | (2) |
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Understanding the Cultural Assumptions of Six Sigma |
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144 | (3) |
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Understanding the Key Dimensions of Culture and the Implications for Adapting Six Sigma |
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147 | (5) |
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152 | (17) |
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An Interview with Randy H. Zwirn, Siemens Westinghouse Power Corporation |
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154 | (15) |
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169 | (27) |
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Understanding Customer Requirements |
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169 | (12) |
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Working with Customers on Projects |
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181 | (1) |
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Using Customer Scorecards |
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182 | (3) |
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185 | (11) |
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An Interview with Ruth Fattori, Conseco |
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186 | (10) |
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Process Improvement-DMAIC |
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196 | (23) |
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197 | (1) |
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197 | (5) |
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202 | (2) |
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204 | (2) |
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206 | (2) |
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208 | (1) |
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209 | (10) |
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An Interview with Stephen J. Senkowski, Armstrong Building Products |
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211 | (8) |
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219 | (26) |
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Antecedents to Design for Six Sigma |
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219 | (1) |
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A Glimpse into the Early Design Excellence Toolbox |
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220 | (6) |
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The Rationale for Design for Six Sigma |
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226 | (6) |
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232 | (8) |
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DFSS in the Context of Existing Design Processes |
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240 | (2) |
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Scientific Methods Do Not Replace Creativity |
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242 | (1) |
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242 | (3) |
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245 | (20) |
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246 | (2) |
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The Deficiencies of Functional Organizations |
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248 | (1) |
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Process Management and Process Ownership |
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249 | (1) |
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Establishing the Process Management System Map |
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250 | (3) |
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How to Create a Process Management System |
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253 | (6) |
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How to Validate the Process Management System |
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259 | (1) |
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259 | (1) |
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260 | (5) |
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An Interview with Timothy W. Hannemann, TRW Space & Electronics |
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261 | (4) |
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265 | (11) |
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What Is a Business Dashboard? |
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265 | (2) |
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267 | (2) |
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How to Develop Dashboards |
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269 | (4) |
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Potential Roadblocks and How to Address Them |
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273 | (1) |
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Reading Business Dashboards |
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273 | (2) |
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275 | (1) |
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276 | (13) |
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Enrolling the Leadership and the Organization |
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276 | (5) |
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Establishing the Minimum Requirements |
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281 | (5) |
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286 | (2) |
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288 | (1) |
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289 | (22) |
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Why the Launch Phase Is So Important |
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289 | (1) |
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How to Establish the Governance Structure |
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290 | (5) |
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What Decisions Are Required to Get Started |
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295 | (4) |
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How to Avoid False Starts |
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299 | (1) |
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How to Demonstrate Commitment |
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300 | (1) |
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300 | (11) |
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An Interview with John C. Plant and Bryce Currie, TRW Automotive |
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302 | (9) |
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Cross-Cultural Aspects of Deploying Six Sigma |
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311 | (17) |
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A Framework for Understanding the Impact of National Culture |
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311 | (3) |
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Different Cultures, Different Tempos |
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314 | (2) |
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316 | (12) |
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An Interview with William Quinn, Johnson & Johnson |
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317 | (11) |
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Stabilizing, Extending and Integrating Six Sigma |
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328 | (21) |
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Stabilizing the Six Sigma Program |
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330 | (6) |
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Extending, the Six Sigma Program |
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336 | (5) |
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Integrating Six Sigma into the Organizational Architecture |
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341 | (7) |
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348 | (1) |
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Measuring the Effectiveness of Your Six Sigma Deployment |
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349 | (8) |
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Dimensions of Measurement |
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349 | (2) |
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Alignment to the Strategy and Priorities of the Business |
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351 | (1) |
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Assessing Progress and Taking Action |
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351 | (3) |
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Adjustment over Time as the Organization Becomes More Sophisticated |
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354 | (1) |
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355 | (2) |
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Change Management and Communications |
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357 | (35) |
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Why Change Management Is So Critical in Six Sigma |
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358 | (3) |
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Underlying Change Principles Affecting Six Sigma Rollouts |
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361 | (3) |
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Using the Dynamic Change Model for Your Six Sigma Implementation |
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364 | (2) |
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Phase 1 of the Dynamic Change Model: Where Are We Going? |
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366 | (2) |
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Phase 2 of the Dynamic Change Model: Where Are We Now? |
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368 | (8) |
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Phase 3 of the Dynamic Change Model: How Do We Get to the Future? |
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376 | (14) |
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Phase 4 of the Dynamic Change Model: How Do We Know We're Getting Closer? |
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390 | (1) |
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391 | (1) |
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391 | (1) |
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Black Belt Selection and Development |
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392 | (14) |
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392 | (2) |
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Selecting Black Belts: Criteria |
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394 | (8) |
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Selecting Black Belts: Selection Matrix |
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402 | (1) |
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402 | (3) |
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405 | (1) |
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406 | (22) |
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Why Project Selection Is Critical |
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406 | (3) |
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What Constitutes a Good Project |
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409 | (2) |
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What the Outcome of the Selection Process Is |
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411 | (4) |
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Who Is Responsible for Project Selection? |
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415 | (1) |
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What Options Are Available to Identify Potential Projects |
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416 | (5) |
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How to Filter and Prioritize Projects |
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421 | (2) |
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How to Establish Targets for Individual Projects |
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423 | (2) |
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How the Selection Process Evolves over Time |
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425 | (1) |
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426 | (2) |
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428 | (22) |
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The Role of the Champion during Project Reviews |
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428 | (1) |
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The Two Levels of Project Review |
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429 | (2) |
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Review Strategies and Desired Outcomes |
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431 | (1) |
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Road Map for Champions to Coaching DMAIC Teams |
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431 | (11) |
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Checklist to Review Progress |
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442 | (1) |
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442 | (8) |
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An Interview with Francois Zinger, ALSTOM |
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444 | (6) |
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Replicating Results and Managing Knowledge |
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450 | (8) |
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The Challenge of Replication |
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450 | (1) |
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Positive Deviance: Replicating the Process, Not the Outcome |
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451 | (2) |
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Six Tactics for Replication |
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453 | (4) |
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457 | (1) |
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Measuring and Auditing Results |
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458 | (20) |
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Why Measure the Benefits of Six Sigma Projects? |
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458 | (1) |
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Challenges of Traditional Systems and Activity-Based Costing |
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459 | (1) |
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Categories of Business Impact |
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460 | (4) |
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Managing the Project Portfolio |
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464 | (1) |
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465 | (1) |
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The Linkage between the Phases of DMAIC Process and the Evaluation of Benefits |
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466 | (3) |
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Implications for the Finance Organization |
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469 | (4) |
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Assessing the Cost of Poor Quality |
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473 | (2) |
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Implications for Managing the Business |
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475 | (1) |
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476 | (1) |
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477 | (1) |
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Developing Change Leadership Capacity |
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478 | (9) |
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478 | (2) |
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480 | (2) |
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Six Sigma: A Change Leadership Approach |
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482 | (2) |
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Getting the Most Change Leadership Development from Six Sigma |
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484 | (2) |
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486 | (1) |
| Appendix A Basic Six Sigma Concepts |
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487 | (9) |
| Appendix B Case Study: Six Sigma in Small and Medium Enterprises |
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496 | (11) |
| Appendix C DFSS Case Study |
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507 | (33) |
| Notes |
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540 | (7) |
| Index |
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547 | (12) |
| About the Contributors |
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559 | |
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