Читать книгу Lean Six Sigma For Dummies - Martin Brenig-Jones - Страница 5

1 Chapter 1FIGURE 1-1: The TPS house. FIGURE 1-2: Histogram showing the time taken to process orders. FIGURE 1-3: Standard deviation. FIGURE 1-4: Standard deviation formula. FIGURE 1-5: Highlighting defects. FIGURE 1-6: Abridged Process Sigma conversion table. FIGURE 1-7: Calculating Process Sigma values.

2 Chapter 2FIGURE 2-1: The five phases of DMAIC. FIGURE 2-2: A sample improvement charter. FIGURE 2-3: Framing the scope of your improvement project.

3 Chapter 3FIGURE 3-1: Using a process model. FIGURE 3-2: Identifying your internal customers. FIGURE 3-3: Process levels. FIGURE 3-4: The SIPOC model. FIGURE 3-5: Building up the SIPOC model.

4 Chapter 4FIGURE 4-1: Can you Kano? You must know the must-be requirements. FIGURE 4-2: Determining the CTQs. FIGURE 4-3: Developing a CTQ tree. FIGURE 4-4: Paired comparisons: Do you prefer this or that?

5 Chapter 5FIGURE 5-1: A spaghetti diagram. FIGURE 5-2: Keeping it simple with process mapping symbols. FIGURE 5-3: Which route do we follow? FIGURE 5-4: The deployment flowchart. FIGURE 5-5: Highlighting the interfaces. FIGURE 5-6: Measuring time. FIGURE 5-7: Total time showing dead time experienced by customers. FIGURE 5-8: Part of a Value Stream Map. FIGURE 5-9: Value Stream Map conventions. FIGURE 5-10: Identifying the delays. FIGURE 5-11: The ABC order process as a Value Stream Map. FIGURE 5-12: Building up the Value Stream Map. FIGURE 5-13: Developing the picture. FIGURE 5-14: Collecting data. FIGURE 5-15: Looking at the interfaces. FIGURE 5-16: So what’s the time? FIGURE 5-17: Process mapping and data may help highlight the opportunities for ...FIGURE 5-18: A future state map.

6 Chapter 6FIGURE 6-1: A forcefield diagram. FIGURE 6-2: Stakeholder analysis. FIGURE 6-3: Change reaction. FIGURE 6-4: The Golden Circle shows how our communications messages should work...FIGURE 6-5: Elements of change model. FIGURE 6-6: Chart to assess team progress.

7 Chapter 7FIGURE 7-1: Getting the measure of the CTQs. FIGURE 7-2: Matching the voices of the customer and the process. FIGURE 7-3: The different variables will all need corresponding measures to hel...FIGURE 7-4: Bringing the CTQs into the mix. FIGURE 7-5: Checking out the measurement system. FIGURE 7-6: Attribute data in action. FIGURE 7-7: Making inferences. FIGURE 7-8: Understanding the segmentation factors is vital. FIGURE 7-9: Using a systematic approach. FIGURE 7-10: Subgroup sampling from a process. FIGURE 7-11: Formula for Continuous Data. FIGURE 7-12: The formula in practice. FIGURE 7-13: Formula for discrete data. FIGURE 7-14: Precision is a key factor in sample size. FIGURE 7-15: Adjusting the sample size. FIGURE 7-16: Bringing the sample size down. FIGURE 7-17: Precisely what can we afford? FIGURE 7-18: Checking out the check sheet. FIGURE 7-19: Coming up to scratch with the concentration diagram. FIGURE 7-20: Pulling the data collection plan together.

8 Chapter 8FIGURE 8-1: A typical data set that doesn’t reveal very much. FIGURE 8-2: Presenting data as a run chart. FIGURE 8-3: Control chart for a process exhibiting natural variation. FIGURE 8-4: Occurrence of a special cause outside a control limit. FIGURE 8-5: New control limits set after a process review and improvement actio...FIGURE 8-6: Determining the moving range. FIGURE 8-7: Looking at the formula for the X moving R chart. FIGURE 8-8: The four states of a process. FIGURE 8-9: Taking your driving theory test. FIGURE 8-10: The driving needs improvement. FIGURE 8-11: The capability formula. FIGURE 8-12: Location, location, location. FIGURE 8-13: An example histogram. FIGURE 8-14: Looking at a long tail. FIGURE 8-15: Twin peaks. FIGURE 8-16: Looking at the vital few with Pareto.

9 Chapter 9FIGURE 9-1: The fishbone diagram. FIGURE 9-2: Creating an affinity diagram. FIGURE 9-3: The fishbone diagram meets the interrelationship diagram. FIGURE 9-4: Identifying the key drivers. FIGURE 9-5: Demonstrating correlation with a scatter plot. FIGURE 9-6: Working out the line of best fit. FIGURE 9-7: Looking out for thresholds. FIGURE 9-8: Bringing home the baby.FIGURE 9-9: Sometimes the difference is clear. FIGURE 9-10: Being logical.

10 Chapter 10FIGURE 10-1: Mapping the rework loops.

11 Chapter 11FIGURE 11-1: Working on the chain gang. FIGURE 11-2: Brian the Bottleneck. FIGURE 11-3: Banging the drum for drum, buffer, rope. FIGURE 11-4: The benefit of cells. FIGURE 11-5: Keeping it in the family. FIGURE 11-6: Calculating takt time. FIGURE 11-7: Visualizing cycle time versus takt time. FIGURE 11-8: Balancing the flow.

12 Chapter 12FIGURE 12-1: A template for brainwriting. FIGURE 12-2: Multivoting in action. FIGURE 12-3: A criteria selection matrix.

13 Chapter 13FIGURE 13-1: Weighing up the risk with FMEA. FIGURE 13-2: Square pegs and round holes: Contact error proofing. FIGURE 13-3: A shadow board helps you see at a glance if any tools are missing....FIGURE 13-4: Keeping a process performance review meeting tightly focused. FIGURE 13-5: An activity board approach to team management.

14 Chapter 14FIGURE 14-1: The DMADV phases. FIGURE 14-2: A sample design scorecard. FIGURE 14-3: Choosing between DMAIC and DMADV. FIGURE 14-4: The House of Quality. FIGURE 14-5: Seven rooms with a view. FIGURE 14-6: Competition comparison. FIGURE 14-7: The relationship matrix. FIGURE 14-8: Grading performance. FIGURE 14-9: Assessing the impact of measures on customer CTQs. FIGURE 14-10: Developing more Houses of Quality. FIGURE 14-11: The Pugh Matrix.

15 Chapter 15FIGURE 15-1: The double diamonds of Design Thinking. FIGURE 15-2: The persona map. FIGURE 15-3: An empathy map. FIGURE 15-4: The “how might we?” template. FIGURE 15-5: The experiment grid.

16 Chapter 16FIGURE 16-1: The scrum. FIGURE 16-2: The T-shaped person. FIGURE 16-3: The user story card. FIGURE 16-4: A simple Agile kanban board.

17 Chapter 17FIGURE 17-1: A typical outline Rapid Improvement Event Plan. FIGURE 17-2: An example A3.

18 Chapter 18FIGURE 18-1: The Process Management Chart includes essential process informatio...FIGURE 18-2: A template to support Leader Standard Work. FIGURE 18-3: The cultural web is essentially “the way we do things around here....

19 Chapter 19FIGURE 19-1: Successful deployment. FIGURE 19-2: Applying Lean Six Sigma to processes. FIGURE 19-3: So many options to choose from! FIGURE 19-4: Three steps to project selection. FIGURE 19-5: Identifying where suggestions come from. FIGURE 19-6: A list of criteria for assessing project viability. FIGURE 19-7: Benefit-effort matrix for screening projects. FIGURE 19-8: Being business wise with the business Ys.