Managing Six Sigma: a practical guide to understanding, assessing, and implementing the strategy that yields bottom line success
Advance Praise for Managing Six Sigma "This book is a unique blend of practical knowledge and cultural change, revolution and evolution strategies. I recommend that serious managers buy the book, spend some serious time reading, and then go out and use its lessons to make a name for themselves."-William Baker, Benchmarking/Knowledge Transfer Office, Raytheon Corporation "I believe Managing Six Sigma will be the new reference standard for the quality movement in coming years."-Robert T. Hunter, Executive Vice President, Rehnborg Center for Nutrition and Wellness
"[The authors'] step-by-step process for integrating the tools of Six Sigma takes the mystery out of this methodology and, by itself, makes this book worth having."-Dennis Adsit, PhD, Vice President, Quality, Intuit
"Breyfogle's Six Sigma deployment methodology is explained in detail for four different business processes: manufacturing, service, transactional, and development. . . . His 21-step plan for each business process is explained in a way that allows any type of company to perform a successful implementation."-Mark Feller, Director of Quality, Baker Electronics
"Breyfogle teaches not only the wider application but also the deeper implications and in-depth implementation of Six Sigma deployment in organizations large and small."-Ram Josyula, President, gelrad.com
Managing Six Sigma is the only book that provides both detailed coverage of Six Sigma techniques and effective methods for managing those who implement Six Sigma. With real-world case studies recounting the triumphs and pitfalls encountered during successful implementations at Motorola and General Electric-plus plans, checklists, and metrics to speed up the implementation process-this rich resource helps managers solve problems effectively and ensure a fast, smooth, and successful Six Sigma implementation.
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How Six Sigma Compares to Other Quality Initiatives
Six Sigma Background and Fundamentals
Six Sigma Needs Assessment
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21-Step Integration application approach areas assess balanced scorecard Black Belts box plots Breyfogle 1999 cause-and-effect diagram cause-and-effect matrix championing chapter common cause common cause variation consider control chart COPQ cost create creativity defect rates described Design of Experiments determine DPMO effective employees example executive factors failure feedback Figure FMEA focus goals identified impact Implementing Six Sigma important individual initial innovation insight KPIVs KPOVs lean manufacturing measurement system measurement systems analysis Minitab monetary needs nonconformance Organization wisdom overall Pareto chart Passive data analysis performance Phase practitioner and team problem process improvement process output project selection response rework rolled throughput yield S4 project sample service/transactional sigma quality level Six Sigma practitioner Six Sigma projects Six Sigma tools Six Sigma training special cause specification limits statistical tools success team members team Six Sigma tion variance variation