Six Sigma for dummies
The fast and easy way to understand and implement Six Sigma The world's largest and most profitable companies-including the likes of GE, Bank of America, Honeywell, DuPont, Samsung, Starwood Hotels, Bechtel, and Motorola-have used Six Sigma to achieve breathtaking improvements in business perfo...
| Otros Autores: | , , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, NJ:
Wiley
c2012.
Hoboken, New Jersey : 2012. |
| Edición: | 2nd ed |
| Colección: | --For dummies
--For dummies. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628596706719 |
Tabla de Contenidos:
- Six Sigma For Dummies®, 2nd Edition; About the Authors of the Revised Edition; Dedication; About the Co-Author of the First Edition; Dedication; Authors' Acknowledgments to the 2nd Edition; Contents at a Glance; Table of Contents; Foreword; Introduction; About This Book; Conventions Used in This Book; What You're Not to Read; Foolish Assumptions; How This Book Is Organized; Icons Used in This Book; Where to Go from Here; Part I: Getting Acquainted with Six Sigma Basics; Chapter 1: Better Business and Better Performance: Defining Six Sigma; Discovering What's Behind the Name
- Tackling Six Sigma from the Managerial PerspectiveChapter 2: Linking Quality and Business; Specifications: Listening to the Voice of the Customer; Examining What Quality Truly Is; Looking at How Quality Beliefs Determine Behavior; Chapter 3: Examining the Principles and Language of Six Sigma; Starting Out with One Simple Equation: Y = f(X) + ε; Principle 1: Recognizing Determinism; Principle 2: Reducing Variation; Principle 3: Measuring for Success; Principle 4: Applying Leverage; Principle 5: Managing Risk; Chapter 4: Organizing for Improvement; DMAIC: Introducing Your Project Strategy
- Venturing to the Domains of ActivityFilling the Roles: Who You Need to Know; Following the Five Stages of a Six Sigma Initiative; Part II: DMAIC: Defining and Measuring; Chapter 5: Identifying and Right-Sizing Projects; Launching a Six Sigma Project; Writing the Business Case; When You're Ready: Defining a Six Sigma Project; Chapter 6: Launching a Project; Describing the Problem with a Problem Statement; Deciding How Much Improvement Is Enough; Setting an Improvement Target with Your Objective Statement; Getting a Project Approved and Assigned; Chapter 7: Mapping to Identify Possible Factors
- Breaking Down Process FlowDeveloping a SIPOC; VSM: Charting the Value Stream; Chapter 8: Diagramming to Identify Possible Factors; Breaking Down Brainstorming Tools; Focusing on Failure Mode Effects Analysis (FMEA); Chapter 9: Describing Performance with Numbers; Recognizing Different Types of Data; Using Statistics to Make Sense of Data; The Long and Short of Variation; Part III: DMAIC: Analyzing; Chapter 10: Depicting and Analyzing Data through Charts and Graphs; Checking Out Dot Plots and Histograms; Comparing Distributions in Box and Whisker Plots; Making Connections with Scatter Plots
- Hindsight Is 20/20: Observing Process Behavior ChartsChapter 11: Analyzing for Value; Understanding and Achieving Value: It's Customer-Driven; Analyzing Process Flow for Value: Introducing Take One, Make One; Considering Cause-and-Effect (C&E) Analysis; Leveraging Your Old Friend FMEA for Value; Chapter 12: What's Normal? Recognizing Normally-Shaped Variation; Defining Normal: Bell-Shaped Variation and Probability; Checking How Well Data Follow a Normal Curve: Normal Probability Plots; Chapter 13: Assessing Capability: Comparing the Voices of the Customer and the Process
- Working with Yield and Defect Rates
