| Preface | v |
| Acknowledgments | vii |
Chapter 1. | How Companies Use Six Sigma to Improve Processes and Prevent Problems | 1 |
| Programs That Can be Initiated | 2 |
| Quality Implementation Tools | 3 |
| Six Sigma Programs | 3 |
| Six Sigma Risk and Fault Abatement | 4 |
| Defect Reduction | 5 |
| Where Can Six Sigma Breakthrough Occur | 8 |
| Measure--Analyze--Improve--Control | 11 |
| Program Analysis | 13 |
| Check Lists for Six Sigma Analysis | 14 |
| Selecting the Six Sigma Program | 15 |
| Establish Quality Improvements | 19 |
| Quality Function Deployment | 21 |
| Six Sigma Program Implementation Guidelines | 22 |
| Training | 28 |
| Communication | 30 |
| References | 31 |
Chapter 2. | Six Sigma Implementation Process | 33 |
| Rate of Six Sigma Implementation | 40 |
| The Key is Managing for Six Sigma | 40 |
| Designing for Six Sigma | 42 |
| Processing for Six Sigma | 43 |
| Rates for the Employment of Six Sigma Methodologies | 44 |
| Establishing the Base Line for Six Sigma Improvement | 45 |
| Determine Your Baseline Quality Level for Six Sigma Analysis | 46 |
| Monthly Improvement Rate Significance for Change | 50 |
| Quality Function Deployment | 57 |
| Establishing QFD Operations | 58 |
| Steps in the QFD Implementation Process | 60 |
| QFD Analysis Conclusions | 66 |
| Selecting Six Sigma Black Belt and Team Candidates | 69 |
| Six Sigma Black Belt Selection | 70 |
| Black Belts Embed Six Sigma Methods into Company Culture | 77 |
| Selection of a Champion for Six Sigma Team Success | 79 |
| Personnel Requirements | 81 |
| Selecting Team Members | 82 |
| Define Six Sigma Team Roles | 83 |
| Quality Team Charter | 84 |
| Team Member Task Assignments | 90 |
| Company Departmental Organization and Responsibility | 91 |
| Six Sigma Data Collection | 93 |
| Establish Data Collection | 93 |
| Training Options | 95 |
| Technical Six Sigma Knowledge Required for Quality Improvement | 97 |
| Goal Setting | 97 |
| Planning and Implementation Processes | 98 |
| References | 98 |
Chapter 3. | Reasons for Implementing Six Sigma | 99 |
| Contributor to Quality Example | 99 |
| How Tight is Six Sigma Quality | 100 |
| Initial States of Implementation of Six Sigma for Business and Manufacturing | 101 |
| Anticipated Early Six Sigma Results | 107 |
| Six Sigma Team Skills | 107 |
| Problems Identified to Complexity | 112 |
| Analysis of Complex Problems or Process Improvements | 112 |
| How a Six Sigma Team Solved a Problem | 113 |
| References | 124 |
Chapter 4. | Design Your Operations for Six Sigma Manufacture | 125 |
| Six Sigma Design Matrix | 125 |
| Elimination of Seventy to Eighty Percent of Final Design Problems with Six Sigma | 126 |
| Design Steps for Six Sigma Production | 129 |
| Failure Mode and Effects Analysis (FMEA) | 133 |
| Use of Check Lists for a FMEA | 135 |
| Use of Trouble Shooting Guides for a FMEA | 136 |
| FMEA Team Development | 136 |
| Assumptions for the FMEA Process | 139 |
| Manufacturing Cell Equipment and Operations | 139 |
| Manufacturing Cell External Support Systems | 140 |
| Supplier and Customer--Past and Future Requirements | 140 |
| Maintenance One of the Keys to Six Sigma Quality Operation | 141 |
| Preventative Maintenance the Company Goal | 141 |
| Benefits to Company Production Schedule | 143 |
| Use of the Maintenance FMEA | 143 |
| Occurrence | 146 |
| Detection for Prevention of Problems | 148 |
| Predicative Methods | 149 |
| Cause and Effect Analysis | 149 |
| Example of Cause and Effect Analysis | 150 |
| Example of Poor Lot Control | 153 |
| Problem Analysis, Cause and Affect | 154 |
| Final Analysis of the Problem | 155 |
| Conclusion, the Prevention of a Problem | 156 |
| Documentation | 156 |
| Taking Action--What and How | 158 |
| What Action Should be Taken? | 158 |
| Corrective Action | 159 |
| How is Action Taken | 159 |
| Immediate Action | 160 |
| Problem Solving Matrix | 165 |
| Preventive Actions | 167 |
| References | 169 |
Chapter 5. | Six Sigma Education and Using the Existing Quality Methods and Procedures | 171 |
| The Need for a Company Champion | 173 |
| Categorize and Analyze Quality Problems | 174 |
| Problem Solving Categories | 176 |
| Conformance Problems | 176 |
| Product Deviation Problem | 179 |
| Engineering Change Request (ECR) | 180 |
| Unstructured Performance Problems | 184 |
| Efficiency Problems | 185 |
| Six Sigma Goal Setting | 186 |
| Product Design Problems | 188 |
| Process Design Problems | 189 |
| Tools for Implementing Six Sigma | 191 |
| Process Mapping for Six Sigma Team Actions | 192 |
| Profile Process Improvement | 193 |
| Six Sigma Program Requirement Overview | 196 |
| Six Sigma Team Training | 197 |
| The Tools for Six Sigma Problem Solving and Prevention | 199 |
| Statistical Process Control | 200 |
| Process Control Charting | 205 |
| Calibration | 208 |
| How to Determine the Variables to Monitor | 210 |
| Establishing Control Limits for the Process | 211 |
| Determining the Critical Product Dimensions | 212 |
| Process Control Charting | 214 |
| Control Charts | 215 |
| Measurement Process Control Chart Calculations | 217 |
| Control Chart Calculation Procedure | 222 |
| Control Limit Calculations | 222 |
| Data Collection | 227 |
| Who Should Collect the Data | 230 |
| Data Presentation for Monitoring Control | 232 |
| How Should Data be Used | 232 |
| Who Uses the Data and When | 234 |
| What to do When Out of Control Occurs | 235 |
| Who Makes the Changes and What Changes are Made | 235 |
| How Long to See the Effects of a Process Change | 235 |
| Consider a DOE (Design of Experiments) | 237 |
| Statistical Process Control for Complex Problems | 239 |
| Statistical Process Control Charts | 240 |
| Process Limits | 241 |
| Data Subgroups | 243 |
| Out of Control Situations | 244 |
| References | 245 |
Chapter 6. | Achieving an Effective Six Sigma Deployment Plan | 247 |
| Selecting the Program for Six Sigma | 247 |
| The Analysis of the Organization and Cost of Quality | 249 |
| Cost of Quality Prevention Areas | 249 |
| Cost of Quality for Six Sigma | 250 |
| Prevention Versus Correction | 253 |
| Appraisal Cost | 253 |
| Calculating Cost of Product Quality | 254 |
| Quality Return on Investment | 260 |
| Deploy Six Sigma by Functional Area, Product, Process and Department | 261 |
| Program Management Representatives | 263 |
| Pareto Charts | 263 |
| Standard of Flexible Implementation Design Across Varied Business Units | 266 |
| ISO9000 Improvements Based on Six Sigma Results | 266 |
| Balance the Rate of Deployment for Maximum Effectiveness | 267 |
| Kaizen | 268 |
| Six Sigma Programs | 270 |
| Six Sigma Opportunities for Problem Prevention | 271 |
| Reengineering Existing Infrastructure to Facilitate Six Sigma | 275 |
| How to Balance the Rate of Deployment for Optimum Effectiveness | 276 |
| Example of Change Correctly Implemented | 276 |
| References | 278 |
Chapter 7. | Six Sigma Improvements in Business and Manufacturing | 279 |
| Obtain Improvements in Business and Manufacturing, Bench Marking and Indicators | 279 |
| Software Systems for Six Sigma Quality | 280 |
| Six Sigma (Business) Order Entry Software Requirements | 281 |
| Manufacturing Data Entry | 282 |
| Bar Code Tracking | 282 |
| Benchmarking | 283 |
| Six Sigma Impact on in Place Quality Systems | 284 |
| Applying Six Sigma Tools for Continued Improvement | 285 |
| Product Capability | 286 |
| Fun and Enjoyment Implementing Six Sigma | 288 |
| Testing | 288 |
| Metric Example | 288 |
| An Example of Problem Solving | 289 |
| Process-Capability | 291 |
| Process-Capability Index | 295 |
| Types of Testing, Appraisal, Confirmation and Characterization | 296 |
| Confirmation Testing | 297 |
| Process Test Control (Destruction Test) | 298 |
| Characterization Testing | 299 |
| Confirmation | 299 |
| Variance Ratio | 300 |
| The Risk of Making a Bad Decision | 302 |
| Tracking Manufacturing Using Existing Process Indicators | 305 |
| Verification of Six Sigma Manufacturing Capability | 306 |
| What Really is Six Sigma and Improved Process Control | 307 |
| Six Sigma Methodology | 309 |
| Implementing the Six Sigma Process | 311 |
| Implementing the Six Sigma Improvement Program | 312 |
| Six Sigma Program Development | 317 |
| Six Sigma Pays Its Own Way | 318 |
| Procedures for Implementing Six Sigma | 320 |
Step 1 | Assessment of the Company Organization | 320 |
Step 2 | Executive Action Planning Workshop | 324 |
| Couple the Six Sigma Program to the Company Vision Statement | 325 |
Step 3 | Gathering Information | 326 |
Step 4 | Just-In-Time Training | 328 |
| Optimization the Key to Achieving Six Sigma Capability | 330 |
| References | 330 |
Chapter 8. | Six Sigma Keys to Success are Control, Capability and Repeatability | 333 |
| The Three Keys to Six Sigma Success | 334 |
| Maintaining Process Control | 334 |
| Measure, Analyze, Improve and Control the Process | 335 |
| Example of Base Line Capability | 336 |
| The Twelve Step Improvement Process | 338 |
| Validate the Measurement System for Process Control | 341 |
| Measurement of Process Performance | 343 |
| Six Sigma Process Capability | 344 |
| Non-Normal Distribution Curves | 344 |
| Instability Index | 345 |
| Obtaining Six Sigma process control in "Real Time" | 346 |
| Box-Jenkins and EWMA Charts | 347 |
| Process Adjustments | 349 |
| Defining Process Stability and Repeatability | 350 |
| Real Time Process Stability is Defined | 351 |
| How to Use the Box-Jenkins Bounded Manual Adjustment Chart | 351 |
| Real Time Process Stability | 352 |
| Use of the Box-Jenkins Manual Adjustment Chart | 355 |
| How and When to Adjust the Process | 357 |
| The Bounded Box-Jenkins Manual Adjustment Chart | 358 |
| Computing Standard Error for EWMA | 362 |
| When Should the Process be adjusted? | 364 |
| Potential When an Adjustment is Made | 365 |
| Implement Change with Six Sigma Methodologies | 366 |
| A Better Way to Generate Ideas for Change | 371 |
| Lean Manufacturing Principles | 372 |
| Implement Meetings of Substance | 378 |
| Eight (8)--D Problem Solving Methodology | 380 |
| Organizational Change Experience for Excellence | 386 |
| Tracking Six Sigma Continuous Improvement | 387 |
| Improved Work Flow, Pulled versus Pushed | 388 |
| Communication. Before and After Six Sigma Implementation | 389 |
| Deploying Six Sigma to Customers and Suppliers | 389 |
| References | 392 |
| Glossary | 393 |
Appendix A. | Check Lists for Business and Manufacture | 427 |
Appendix B. | DOE (Design of Experiments) | 465 |
Appendix C. | Six Sigma Quality Control SPC Forms and Data | 481 |
| Index | 553 |