Six Sigma Quality for Business and Manufacture
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Table of contents
- Cover
- Contentsix
- Prefacev
- Acknowledgmentsvii
- Chapter 1. How Companies Use Six Sigma to Improve Processes and Prevent Problems1
- Programs That Can be Initiated2
- Quality Implementation Tools3
- Six Sigma Programs3
- Six Sigma Risk and Fault Abatement4
- Defect Reduction5
- Where Can Six Sigma Breakthrough Occur8
- Measure – Analyze – Improve – Control11
- Program Analysis13
- Check Lists for Six Sigma Analysis14
- Selecting the Six Sigma Program15
- Establish Quality Improvements19
- Quality Function Deployment21
- Six Sigma Program Implementation Guidelines22
- Training28
- Communication30
- References31
- Chapter 2. Six Sigma Implementation Process33
- Rate of Six Sigma Implementation40
- The Key is Managing for Six Sigma40
- Designing for Six Sigma42
- Processing for Six Sigma43
- Rates for the Employment of Six Sigma Methodologies44
- Establishing the Base Line for Six Sigma Improvement45
- Determine Your Baseline Quality Level for Six Sigma Analysis46
- Monthly Improvement Rate Significance for Change50
- Quality Function Deployment57
- Establishing QFD Operations58
- Steps in the QFD Implementation Process60
- QFD Analysis Conclusions66
- Selecting Six Sigma Black Belt and Team Candidates69
- Six Sigma Black Belt Selection70
- Black Belts Embed Six Sigma Methods into Company Culture77
- Selection of a Champion for Six Sigma Team Success79
- Personnel Requirements81
- Selecting Team Members82
- Define Six Sigma Team Roles83
- Quality Team Charter84
- Team Member Task Assignments90
- Company Departmental Organization and Responsibility91
- Six Sigma Data Collection93
- Establish Data Collection93
- Training Options95
- Technical Six Sigma Knowledge Required for Quality Improvement97
- Goal Setting97
- Planning and Implementation Processes98
- References98
- Chapter 3. Reasons for Implementing Six Sigma99
- Contributor to Quality Example99
- How Tight is Six Sigma Quality100
- Initial States of Implementation of Six Sigma for Business and Manufacturing101
- Anticipated Early Six Sigma Results107
- Six Sigma Team Skills107
- Problems Identified to Complexity112
- Analysis of Complex Problems or Process Improvements112
- How a Six Sigma Team Solved a Problem113
- References124
- Chapter 4. Design Your Operations for Six Sigma Manufacture125
- Six Sigma Design Matrix125
- Elimination of Seventy to Eighty Percent of Final Design Problems with Six Sigma126
- Design Steps for Six Sigma Production129
- Failure Mode and Effects Analysis (FMEA)133
- Use of Check Lists for a FMEA135
- Use of Trouble Shooting Guides for a FMEA136
- FMEA Team Development136
- Assumptions for the FMEA Process139
- Manufacturing Cell Equipment and Operations139
- Manufacturing Cell External Support Systems140
- Supplier and Customer – Past and Future Requirements140
- Maintenance One of the Keys to Six Sigma Quality Operation141
- Preventative Maintenance the Company Goal141
- Benefits to Company Production Schedule143
- Use of the Maintenance FMEA143
- Occurrence146
- Detection for Prevention of Problems148
- Predicative Methods149
- Cause and Effect Analysis149
- Example of Cause and Effect Analysis150
- Example of Poor Lot Control153
- Problem Analysis, Cause and Affect154
- Final Analysis of the Problem155
- Conclusion, the Prevention of a Problem156
- Documentation156
- Taking Action – What and How158
- What Action Should be Taken?158
- Corrective Action159
- How is Action Taken159
- Immediate Action160
- Problem Solving Matrix165
- Preventive Actions167
- References169
- Chapter 5. Six Sigma Education and Using the Existing Quality Methods and Procedures171
- The Need for a Company Champion173
- Categorize and Analyze Quality Problems174
- Problem Solving Categories176
- Conformance Problems176
- Product Deviation Problem179
- Engineering Change Request (ECR)180
- Unstructured Performance Problems184
- Efficiency Problems185
- Six Sigma Goal Setting186
- Product Design Problems188
- Process Design Problems189
- Tools for Implementing Six Sigma191
- Process Mapping for Six Sigma Team Actions192
- Profile Process Improvement193
- Six Sigma Program Requirement Overview196
- Six Sigma Team Training197
- The Tools for Six Sigma Problem Solving and Prevention199
- Statistical Process Control
- Process Control Charting205
- Calibration208
- How to Determine the Variables to Monitor210
- Establishing Control Limits for the Process211
- Determining the Critical Product Dimensions212
- Process Control Charting214
- Control Charts215
- Measurement Process Control Chart Calculations217
- Control Chart Calculation Procedure222
- Control Limit Calculations222
- Data Collection227
- Who Should Collect the Data230
- Data Presentation for Monitoring Control232
- How Should Data be Used .232
- Who Uses the Data and When234
- What to do When Out of Control Occurs235
- Who Makes the Changes and What Changes are Made235
- How Long to See the Effects of a Process Change235
- Consider a DOE (Design of Experiments)237
- Statistical Process Control for Complex Problems239
- Statistical Process Control Charts240
- Process Limits241
- Data Subgroups243
- Out of Control Situations244
- References245
- Chapter 6. Achieving an Effective Six Sigma Deployment Plan247
- Selecting the Program for Six Sigma247
- The Analysis of the Organization and Cost of Quality249
- Cost of Quality Prevention Areas249
- Cost of Quality for Six Sigma250
- Prevention Versus Correction253
- Appraisal Cost253
- Calculating Cost of Product Quality254
- Quality Return on Investment260
- Deploy Six Sigma by Functional Area, Product, Process and Department261
- Program Management Representatives263
- Pareto Charts263
- Standard of Flexible Implementation Design Across Varied Business Units266
- ISO9000 Improvements Based on Six Sigma Results266
- Balance the Rate of Deployment for Maximum Effectiveness267
- Kaizen268
- Six Sigma Programs270
- Six Sigma Opportunities for Problem Prevention271
- Reengineering Existing Infrastructure to Facilitate Six Sigma275
- How to Balance the Rate of Deployment for Optimum Effectiveness276
- Example of Change Correctly Implemented276
- References278
- Chapter 7. Six Sigma Improvements in Business and Manufacturing279
- Obtain Improvements in Business and Manufacturing, Bench Marking and Indicators279
- Software Systems for Six Sigma Quality280
- Six Sigma (Business) Order Entry Software Requirements281
- Manufacturing Data Entry282
- Bar Code Tracking282
- Benchmarking283
- Six Sigma Impact on in Place Quality Systems284
- Applying Six Sigma Tools for Continued Improvement285
- Product Capability286
- Fun and Enjoyment Implementing Six Sigma288
- Testing288
- Metric Example288
- An Example of Problem Solving289
- Process-Capability291
- Process-Capability Index295
- Types of Testing, Appraisal, Confirmation and Characterization296
- Confirmation Testing297
- Process Test Control (Destruction Test)298
- Characterization Testing299
- Confirmation299
- Variance Ratio300
- The Risk of Making a Bad Decision302
- Tracking Manufacturing Using Existing Process Indicators305
- Verification of Six Sigma Manufacturing Capability306
- What Really is Six Sigma and Improved Process Control307
- Six Sigma Methodology309
- Implementing the Six Sigma Process311
- Implementing the Six Sigma Improvement Program312
- Six Sigma Program Development317
- Six Sigma Pays Its Own Way318
- Procedures for Implementing Six Sigma320
- Step One: Assessment of the Company Organization320
- Step Two: Executive Action Planning Workshop324
- Couple the Six Sigma Program to the Company Vision Statement325
- Step Three: Gathering Information326
- Step Four: Just-In-Time Training328
- Optimization the Key to Achieving Six Sigma Capability330
- References330
- Chapter 8. Six Sigma Keys to Success are Control, Capability and Repeatability333
- The Three Keys to Six Sigma Success334
- Maintaining Process Control334
- Measure, Analyze, Improve and Control the Process335
- Example of Base Line Capability336
- The Twelve Step Improvement Process338
- Validate the Measurement System for Process Control341
- Measurement of Process Performance343
- Six Sigma Process Capability344
- Non-Normal Distribution Curves344
- Instability Index345
- Obtaining Six Sigma process control in "Real Time"346
- Box-Jenkins and EWMA Charts347
- Process Adjustments349
- Defining Process Stability and Repeatability350
- Real Time Process Stability is Defined351
- How to Use the Box-Jenkins Bounded Manual Adjustment Chart351
- Real Time Process Stability352
- Use of the Box-Jenkins Manual Adjustment Chart355
- How and When to Adjust the Process357
- The Bounded Box-Jenkins Manual Adjustment Chart358
- Computing Standard Error for EWMA362
- When Should the Process be adjusted?364
- Potential When an Adjustment is Made365
- Implement Change with Six Sigma Methodologies366
- A Better Way to Generate Ideas for Change371
- Lean Manufacturing Principles372
- Implement Meetings of Substance378
- Eight (8) – D Problem Solving Methodology380
- Organizational Change Experience for Excellence386
- Tracking Six Sigma Continuous Improvement387
- Improved Work Flow, Pulled versus Pushed388
- Communication, Before and After Six Sigma Implementation389
- Deploying Six Sigma to Customers and Suppliers389
- References392
- Glossary393
- Appendix A. Check Lists for Business and Manufacture427
- Appendix B. DOE (Design of Experiments)465
- Appendix C. Six Sigma Quality Control SPC Forms and Data481
- Index553
Six Sigma is Business and Industry's newest recognized quality program. This text provides information and instructions for new and current quality professionals in order to help employ methods to attain Six Sigma defect quality assurance within their company.
All areas of business and manufacture are covered. Detailed checklists, questionnaires and forms assist personnel in developing their own programs to 'prevent' problems from occurring and to solve new and long-term problems in services and manufacturing. Examples and formulae are provided for use to determine if, when and then how much a process may be adjusted for reaching higher quality assurance levels. Knowledgeable readers will be able to use this comprehensive text immediately in the workplace.
All areas of business and manufacture are covered. Detailed checklists, questionnaires and forms assist personnel in developing their own programs to 'prevent' problems from occurring and to solve new and long-term problems in services and manufacturing. Examples and formulae are provided for use to determine if, when and then how much a process may be adjusted for reaching higher quality assurance levels. Knowledgeable readers will be able to use this comprehensive text immediately in the workplace.