Lean Sigma--A Practitioner's Guide

Preface xiii

Acknowledgments xvii

About the Author xix



Chapter 1: Introduction 1

Overview 1

Intended Audience 2

Prerequisites 2

Basics 3

How to Use This Book 9

And Finally . . . 12



Part I: Project Roadmaps to Solve Business Problems 13



Chapter 2: Process Improvement Projects (DMAIC) 15

Overview 15

Define 15

Measure and Analyze 24

Improve 26

Control 33



Chapter 3: Standardization Projects (DMASC) 39

Overview 39

Define 42

Measure 45

Analyze 46

Standardize 47

Control 52



Chapter 4: Accelerated Improvement Projects (Kaizen) 57

Overview 57

Pre-Event 59

Event 63

Post-Event 71



Chapter 5: Discovery-Identifying Projects 75

Overview 75

Tool Approach 77



Part II: Routes to Solution 81



Chapter 6: Global Process Problems 83

A: On-Time Delivery Issues 83

B: Capacity of Process Is Too Low 87

C: RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues 89

D: %Uptime Is Too Low 93

E: Pace of Process Is Too Slow 96

F: Process Has Enough Capacity but Fails Intermittently 99

G: Process Has Enough Capacity, but Process Lead Time Is Too Long 102

H: Individual Steps Meet Takt, Global Process Does Not 105

I: Demand from the Customer Is Too Variable 108

J: Too Many Entity Types (Products) 112

K: High Schedule Variation 115

L: Measurement System Broken 121

M: Performance Characteristic Not Good Enough 124

N: Planned Maintenance Takes Too Long 125

O: Setup/Changeover Takes Too Long 126

P: Too Much Unplanned Maintenance 129

Q: Process Can't Make Product at All 134

R: Resource Usage Is Too High (Headcount Reduction) 136

S: Inventory Is Too High 139

T: Waste/Process Loss Is Too High 144

U: High Forecast Variation 147

V: Not Enough Sales 152

W: Backlog of Orders Is Too High 154

X: Payments Made to Suppliers Not Optimized 155

Y: Accounts Receivable Are Too High 158



Chapter 7: Individual Step Process Problems 163

1: A Single Process Step Does Not Meet Takt 163

2: The Pace for a Single Process Step Is Too Slow 166

3: Too Much Variation in the Cycle Time of a Single Step 168



Part III: Roadmaps to Guide in the Practical Application of Each Lean Sigma Tool 171



Chapter 8: Tools 173

01: 5 Whys 173

02: 5S 176

03: Affinity 184

04: ANOVA 187

05: Box Plot 196

06: Capability-Attribute 199

07: Capability-Continuous 201

08: Cause and Effect (C&E) Matrix 209

09: Chi-Square 213

10: Concept Ideation, Design, and Selection 219

11: Control Charts 226

12: Control Plan Summary 234

13: Core Process Map 242

14: Critical Path Analysis 246

15: Customer Interviewing 249

16: Customer Requirements Tree 258

17: Customer Surveys 261

18: D-Study 267

19: Demand Profiling 272

20: Demand Segmentation 277

21: DOE-Introduction 283

22: DOE-Screening 294

23: DOE-Characterizing 303

24: DOE-Optimizing 318

25: Fishbone Diagram 330

26: Handoff Map 334

27: KPOVs and Data 338

28: Load Chart 349

29: MSA-Validity 353

30: MSA-Attribute 357

31: MSA-Continuous 365

32: MSA-Process Variation Study (Nested ANOVA) 375

33: Multi-Cycle Analysis 380

34: Multi-Vari Studies 386

35: Murphy's Analysis 391

36: Normality Test 394

37: Overall Equipment Effectiveness (OEE) 397

38: Pareto Chart 404

39: Process Performance Management 407

40: Poka Yoke (Mistake-Proofing) 410

41: Process Board 414

42: Process FMEA 418

43: Process Scorecard/Dashboard 423

44: Process Variables (Input/Output) Map 429

45: Project Charter 432

46: Pull Systems and Kanban 441

47: Rapid Changeover (SMED) 454

48: Regression 461

49: SIPOC 471

50: Spaghetti (Physical Process) Map 475

51: Standard Work Instructions 479

52: Statistical Process Control (SPC) 484

53: Swimlane Map 488

54: Test of Equal Variance 494

55: Time-Global Process Cycle Time 497

56: Time-Individual Step Cycle Time 500

57: Time-Process Lead Time 503

58: Time-Replenishment Time 506

59: Time-Takt Time 509

60: Total Productive Maintenance 514

61: t-Test-1-Sample 516

62: t-Test-2-Sample 522

63: t-Test-Paired 528

64: Value Stream Map 529



Index 541