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Lean Sigma: A Practitioner's Guide
by:Ian D. Wedgwood
The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving Lean Sigma delivers results—if you use the right tools and techniques. In Lean Sigma: A Practitioner’s Guide, Dr. Ian Wedgwood captures best-practice Lean Sigma experience from multiple projects and industries, helping any professional identify the solution that will work best—and implement...
The Practical, Easy-to-Use Guide to Lean Sigma Problem-Solving Lean Sigma delivers results—if you use the right tools and techniques. In Lean Sigma: A Practitioner’s Guide, Dr. Ian Wedgwood captures best-practice Lean Sigma experience from multiple projects and industries, helping any professional identify the solution that will work best—and implement it. Wedgwood’s exclusive "project roadmaps" present the fastest, most effective route to solving a wide range of problems—and explain why those solutions make sense. His "discovery roadmaps" help you identify potential Lean Sigma projects, even in processes where there are no obvious targets. The heart of Lean Sigma is Wedgwood's 48 individual "tools roadmaps": step-by-step instructions revealing exactly how and when to use all these Lean Sigma tools... 5 Whys 5S Affinity ANOVA Boxplots Capability tools Cause & effect matrices Chi-Square Control charts Critical path analyses Customer tools Demand tools DOE tools Fishbone diagrams Handoff maps KPOVs Load charts MSA tools Multi-Cycle analyses Multi-Vari studies Murphy’s analyses Normality tests OEE Pareto charts Poka Yoke Process FMEA Process variables (I/O) maps Project charter Pull systems & Kanban Rapid changeover Regression SIPOC Spaghetti maps SPC Swimlane maps Time tools Whether you’re a Green Belt, Black Belt, Master, Project Champion, Sponsor, Deployment Leader, or consultant, this book will help you use Lean Sigma to solve far more problems, far more rapidly, and far more effectively. Dr. Ian Wedgwood, Executive Director of Sigma Breakthrough Technologies, has more than ten years of experience using, deploying, training, and consulting on Six Sigma and Lean Sigma. He has led and facilitated deployments in industries ranging from electronics and medical devices to chemicals and health care, and has trained and mentored numerous executives, champions, and belts. He holds a Ph.D. and First-Class Honors degree in Applied Mathematics from Scotland’s St. Andrew’s University. Chapter 1 Introduction 1 PART I PROJECT ROADMAPS TO SOLVE BUSINESS PROBLEMS Chapter 2 Define—Tools Roadmap Applied to the Beginning of All Projects 13 Chapter 3 Global Process Problems 23 A: On-Time Delivery Issues 23 B: Capacity of Process Is Too Low 27 C: RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues 29 D: % Uptime Is Too Low 33 E: Pace of Process Too Slow 36 F: Process Has Enough Capacity, But Fails Intermittently 38 G: Process Has Enough Capacity, But Process Lead Time Is Too Long 41 H: Individual Steps Meet Takt, Global Process Does Not 44 I: Demand from the Customer Is Too Variable 47 J: Too Many Entity Types (Products) 51 K: High Schedule Variation 54 L: Measurement System Broken 60 M: Performance Characteristic Not Good Enough 63 N: Planned Maintenance Takes Too Long 64 O: Setup/Changeover Takes Too Long 65 P: Too Much Unplanned Maintenance 68 Q: Process Can’t Make Product at All 72 R: Resource Usage Is Too High (Headcount Reduction) 75 S: Inventory Is Too High 78 T: Waste/Process Loss Too High 82 U: High Forecast Variation 85 V: Not Enough Sales 89 W: Backlog of Orders Is Too High 91 X: Payments Made to Suppliers Not Optimized 93 Y: Accounts Receivable Are Too High 95 Chapter 4 Individual Step Process Problems 99 Chapter 5 Control—Tools Used at the End of All Projects 107 PART II&nbs...
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