Lean Six Sigma For Dummies®, 3rd Edition Published by: John Wiley & Sons, Ltd., The Atrium, Southern Gate, Chichester, www.wiley.com This edition first published 2016 © 2016 John Wiley & Sons, Ltd, Chichester, West Sussex Registered office John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom For details of our global editorial offices, for customer services and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com The right of the author to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior permission of the publisher Wiley publishes in a variety of print and electronic formats and by printon-demand Some material included with standard print versions of this book may not be included in e-books or in print-on-demand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Designations used by companies to distinguish their products are often claimed as trademarks All brand names and product names used in this book are trade names, service marks, trademarks or registered trademarks of their respective owners The publisher is not associated with any product or vendor mentioned in this book LIMIT OF LIABILITY/DISCLAIMER OF WARRANTY: WHILE THE PUBLISHER AND AUTHOR HAVE USED THEIR BEST EFFORTS IN PREPARING THIS BOOK, THEY MAKE NO REPRESENTATIONS OR WARRANTIES WITH THE RESPECT TO THE ACCURACY OR COMPLETENESS OF THE CONTENTS OF THIS BOOK AND SPECIFICALLY DISCLAIM ANY IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE IT IS SOLD ON THE UNDERSTANDING THAT THE PUBLISHER IS NOT ENGAGED IN RENDERING PROFESSIONAL SERVICES AND NEITHER THE PUBLISHER NOR THE AUTHOR SHALL BE LIABLE FOR DAMAGES ARISING HEREFROM IF PROFESSIONAL ADVICE OR OTHER EXPERT ASSISTANCE IS REQUIRED, THE SERVICES OF A COMPETENT PROFESSIONAL SHOULD BE SOUGHT For general information on our other products and services, please contact our Customer Care Department within the U.S at 877-762-2974, outside the U.S at (001) 317-572-3993, or fax 317-572-4002 For technical support, please visit www.wiley.com/techsupport For technical support, please visit www.wiley.com/techsupport A catalogue record for this book is available from the British Library ISBN 978-1-119-06735-1 (hardback/paperback) ISBN 978-1-119-07380-2 (ebk) ISBN 978-1-119-07381-9 (ebk) Lean Six Sigma For Dummies® Visit www.dummies.com/cheatsheet/leansixsigma to view this book's cheat sheet Table of Contents Cover Introduction About This Book Foolish Assumptions Icons Used In This Book Beyond This Book Where to Go From Here Part I: Getting Started with Lean Six Sigma Chapter 1: Defining Lean Six Sigma Introducing Lean Thinking Sussing Six Sigma Chapter 2: Understanding the Principles of Lean Six Sigma Considering the Key Principles of Lean Six Sigma Improving Existing Processes: Introducing DMAIC Reviewing Your DMAIC Phases Taking a Pragmatic Approach Part II: Working with Lean Six Sigma Chapter 3: Identifying Your Customers Understanding the Process Basics Getting a High-Level Picture Chapter 4: Understanding Your Customers’ Needs Considering If You Can Kano Obtaining the Voice of the Customer Researching the Requirements Avoiding Bias Considering Critical To Quality Customer Requirements Establishing the Real CTQs Chapter 5: Determining the Chain of Events Finding Out How the Work Gets Done Painting a Picture of the Process Part III: Assessing Performance Chapter 6: Gathering Information Managing by Fact Developing a Data Collection Plan Introducing Sampling Chapter 7: Presenting Your Data Delving into Different Types of Variation Recognising the Importance of Control Charts Testing Your Theories Chapter 8: Analysing What’s Affecting Performance Unearthing the Usual Suspects Getting a Balance of Measures Part IV: Improving the Processes Chapter 9: Identifying Value-Adding Steps and Waste Interpreting Value-Added Looking at the Seven Wastes Looking Beyond the Seven Wastes Focusing on the Vital Few Chapter 10: Discovering the Opportunity for Prevention Keeping Things Neat and Tidy Looking at Prevention Tools and Techniques Profiting from Preventive Maintenance Avoiding Peaks and Troughs Chapter 11: Detecting and Tackling Bottlenecks Applying the Theory of Constraints Managing the Production Cycle Looking at Your Layout Chapter 12: Introducing Design for Six Sigma Introducing DfSS Introducing DMADV Defining What Needs Designing Considering Quality Function Deployment Making Decisions Part V: Deploying Lean Six Sigma Chapter 13: Leading the Deployment Looking at the Key Factors for Successful Deployment Understanding Executive Sponsorship Considering Size Introducing the Deployment Programme Manager Starting Your Lean Six Sigma Programme Understanding What Project Champions Do Chapter 14: Selecting the Right Projects Driving Strategy Deployment with Lean Six Sigma Generating a List of Candidate Improvement Projects Working Out Whether Lean Six Sigma Is the Right Approach Setting Up a DMAIC Project Chapter 15: Running Rapid Improvement Events Seeing Rapid Improvement with Kaizen or Kai Sigma Events Understanding the Facilitator’s Role Creating a Checklist for Running Successful Events Chapter 16: Putting It All Together Working Your Way through DMAIC Defining Where You’re Going Getting the Measure of Things Analysing the Data to Find the Root Cause Quantifying the Opportunity Applying Solutions in the Improve Phase Confirming the Customer and Business Benefits Implementing, Standardising and Controlling the Solution Conducting the Final Benefit Review Chapter 17: Ensuring Everyday Operational Excellence Making Everyday Operational Excellence a Reality Clarifying the Role of the Manager Getting Better Every Day in Every Way Chapter 18: Comprehending the People Issues Working Right, Right from the Start Creating a Vision Understanding Organisational Culture Busting Assumptions Seeing How People Cope with Change Part VI: The Part of Tens Chapter 19: Ten Best Practices Lead and Manage the Programme Appreciate that Less is More Build in Prevention Challenge Your Processes Go to the Gemba Manage Your Processes with Lean Six Sigma Pick the Right Tools for the Job Tell the Whole Story Understand the Role of the Champion Use Strategy to Drive Lean Six Sigma Chapter 20: Ten Pitfalls to Avoid Jumping to Solutions Coming Down with Analysis Paralysis Falling into Common Project Traps Stifling the Programme before You’ve Started Ignoring the Soft Stuff Getting Complacent Thinking that You’re Already Doing It Believing the Myths Doing the Wrong Things Right Overtraining Chapter 21: Ten (Plus One) Places to Go for Help Your Colleagues Your Champion Other Organisations The Internet Social Media Networks and Associations Conferences Books Periodicals Software Training and Consultancy Companies About the Authors Cheat Sheet Advertisement Page Connect with Dummies End User License Agreement Introduction Lean Six Sigma provides a rigorous and structured approach to help manage and improve quality and performance, and to solve potentially complex problems It helps you use the right tools, in the right place and in the right way, not just in improvement but also in your day-to-day management of activities Lean Six Sigma really is about getting key principles and concepts into the DNA and lifeblood of your organisation so that it becomes a natural part of how you things This book seeks to help managers and team leaders better understand their role and improve organisational efficiency and effectiveness If you want to change outcomes, you need to realise that outcomes are the result of systems Not the computer systems, but the way people work together and interact And these systems are the product of how people think and behave So, if you want to change outcomes, you have to change your systems, and to that, you have to change your thinking Albert Einstein summed up the need for different thinking very well: The significant problems we face cannot be solved by the same level of thinking which caused them Lean Six Sigma thinking is not about asset stripping and ‘making do’ Instead, this approach focuses on doing the right things right, so that you really add value for the customer and make your organisation effective and efficient The main focus of the book relates to DMAIC (Define, Measure, Analyse, Improve and Control) This is the Lean Six Sigma method for improving existing processes that form a part of the organisation’s systems, and it provides an ideal way to help you in your quest for continuous improvement When you need to develop a new process, the Design for Six Sigma method comes into play Known as DMADV (Define, Measure, Analyse, Design and Verify), we provide an introduction to this method in Chapter ... with Lean Six Sigma Chapter 1: Defining Lean Six Sigma Introducing Lean Thinking Sussing Six Sigma Chapter 2: Understanding the Principles of Lean Six Sigma Considering the Key Principles of Lean. .. in Lean Six Sigma Chapter Defining Lean Six Sigma In This Chapter Turning up trumps for the Toyota Production System Finding out the fundamentals of ? ?Lean? ?? and ? ?Six Sigma? ?? Applying Lean Six Sigma. .. of Six Sigma to form Lean Six Sigma Sussing Six Sigma Six Sigma is a systematic and robust approach to improvement, which focuses on the customer and other key stakeholders Six Sigma calls for