Six Sigma and Beyond: Foundations of Excellent Performance, Volume I

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ISBN: 9781574443110 | 1574443119
Cover: Hardcover
Copyright: 9/26/2001

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The seven volumes of Six Sigma and Beyond give readers an in-depth look at how to successfully achieve the minimum amount of non-conformances in their organization. Implementing this program will uncover potential improvements and bring all resources together to identify, measure, analyze, improve, and control the process. These volumes provide the statistical techniques to go beyond theory to real-world applications and take quality improvement to the next level. The author discusses the foundations of quality and progressively moves into the Six Sigma methodology, closing the series with an implementation strategy that will help improve the process and the financial status of any organization.

PART I Quality

Introduction

(6)

The Foundations of Any Quality System

(60)

Set True Customer Requirements

(1)

Concentrate on Prevention, Not Correction

(1)

Reduce Chronic Waste

(1)

Reduce Variation

(1)

Measurement

(4)

Data Mining

(2)

Fake Data

(1)

Empowerment

(1)

Have Patience

(1)

Exercise Hope

(1)

Be a Watchful Monitor

(1)

Do What You Say

(1)

Leadership

(2)

Leadership in the Quality Domain

(3)

The Role of the Quality Professional

(9)

What the Dialogue Session Is Not

(2)

Use Structured Methodology for Process Improvement

(1)

Quality Control

(2)

Quality Assurance

(1)

Common Misconceptions in Quality

(1)

Total Quality Management

(1)

Plan Phase (Management Responsibility)

(4)

State Goal

(1)

Relevant

(1)

Measurable

(1)

Describe Process Flow

(2)

Define Desired Changes in Outcomes

(1)

Do Phase (Process Action Team Responsibility)

(6)

Identify Potential Causes of Quality

(1)

Develop Baseline for Process Outputs

(1)

Develop an ``As Is'' Flowchart

(1)

Perform Cause and Effect Analysis

(2)

Identify Process Measures

(1)

Establish Data Collection Procedures

(1)

Collect Baseline Process Information

(1)

Perform Pareto Analysis

(1)

Check Phase (PAT/Management Responsibility)

(3)

Collect and Analyze Data

(1)

Histograms

(1)

Scatter Diagrams

(1)

Run Charts

(1)

Control Charts

(2)

Determine Types of Process Causes

(1)

Act Phase (Management/PAT Responsibility)

(4)

Select ``Causes'' to Change

(1)

Take Action on ``Special Causes''

(1)

Develop Changes for ``Common Causes''

(1)

Implement Common Cause Change on a Trial Basis

(2)

Evaluate Effects of Changes

(1)

Successful Recommendations on Quality Initiatives

(1)

Establish the Quality System, Management, and Cultural Environment

(8)

Long-Term Commitment

(3)

People Involvement

(1)

Disciplined Methodology

(1)

Support Systems

(1)

Training

(1)

Define Mission of Each Component of the Organization

(1)

Set Performance Improvement Opportunities, Goals, and Priorities

(1)

Establish Improvement Projects and Action Plans

(1)

Implement Projects Using Improvement Methodologies

(3)

Define Process, Identify Customer and Supplier Requirements

(1)

Develop and Establish Measures

(1)

Assess Conformance to Customer Needs

(2)

Analyze Improvement Opportunities

(1)

Identify and Rank Improvement Opportunities

(1)

Improve Process Quality

(1)

Evaluate Improved Performance

(2)

Review and Recycle

(1)

References

(1)

Selected Bibliography

(2)

Six Sigma Overview

(44)

The Model of Six Sigma

(1)

Essential Elements of the Six Sigma Methodology

(16)

Commit to Self Development

(1)

Develop and Maintain Technical Knowledge

(1)

Adopt an Orientation to Action and Results

(1)

Expect Top Performance

(1)

Commit to Quality and Continual Improvement

(2)

Be Customer Driven

(1)

Make Timely and Value-Driven Decisions

(1)

Solve Problems Effectively

(1)

Be Flexible

(1)

Support Risk Taking

(1)

Provide Recognition

(1)

Coaching

(4)

Perform with Integrity

(1)

Organizational Values

(1)

Accept and Meet Responsibilities

(1)

Frequent Questions about Six Sigma Methodologies

(8)

Organizations Love New Initiatives. Isn't Six Sigma Another Flavor of the Month?

(1)

Does Senior Management Have the Patience to See This Through? Is There a True Commitment?

(1)

Isn't Six Sigma Really Just Another Cost-Reduction Initiative?

(1)

How Soon Does an Organization Begin to See Results?

(1)

How Can Six Sigma Work with Ongoing Technical Training Plans?

(1)

What Can Individual Employees Do Proactively to Embrace Six Sigma?

(1)

What are Black Belts and How Do They Fit into the Current Structure of an Organization?

(1)

Are There Special Compensation Incentives for Black Belts?

(1)

Does an Organization Committed to the Six Sigma Methodology Have to Add More Resources to Start the Program, i.e., Replacing the Black Belts with New People?

(1)

Does Six Sigma Compete or Conflict with Other Internal Programs?

(1)

Isn't Six Sigma the Same as TQM or Other Quality Initiatives?

(1)

How Does It Affect Me and the Way I Do My Job?

(1)

Can Six Sigma Be Applied to Nonproduction or Nontechnical Functions, Such as Human Resources, Purchasing, Marketing, and the Like?

(1)

What Is the Deployment Time Line? When Does It Get to My Group?

(1)

What Is the Difference between Six Sigma and Consumer Six Sigma

(1)

What Is the Difference between Sigma (6) and Standard Deviation?

(1)

What Is the 1.5 Sigma Shift?

(1)

What Is Defects per Opportunity?

(1)

What Is the Defect per Million Opportunity (DPMO)?

(1)

What Is the Hidden Factory?

(1)

What Is the CTX (Process) Tree?

(1)

What Is the SIPOC Model?

(1)

What Is the DMAIC Model

(1)

How Did Six Sigma Originate?

(1)

A Critical Perspective of the Six Sigma

(2)

Beyond the Six Sigma Phenomenon

101

(3)

Typical Implementation of the Six Sigma Strategy

104

(1)

Candidate Qualifications and Training

105

(2)

Six Sigma Champion Training

107

(1)

Six Sigma Executive Overview

107

(1)

Project Selection

107

(4)

External Sources

109

(1)

Internal Sources

109

(1)

Understanding the Improvement Project Itself

109

(1)

Criteria for Proper Project Selection

110

(1)

References

111

(2)

Gearing Up and Adapting Six Sigma in Your Organization

113

(22)

Recognition

113

(1)

Define

114

(6)

Team Charting

115

(1)

The Business Case for the Project Selection

115

(1)

Preliminary Problem Statement

115

(1)

Project Scope

115

(1)

Goals and Milestones

115

(1)

Roles

115

(1)

Customer Focus

116

(1)

Definition of Quality

116

(1)

Types of Customers

116

(1)

Voice of the Customer Sources

117

(1)

Methods of Collecting Customer Requirements

117

(1)

Voice of the Customer Analysis

117

(1)

Process Mapping

118

(1)

Process Definition

119

(1)

Business Process Map

119

(1)

Mapping Guidelines

119

(1)

Measure

120

(9)

Measurement

120

(1)

Input/Output Process Measures

120

(1)

Effectiveness and Efficiency Measures

121

(1)

Variation

121

(1)

Process Variation

121

(1)

Types of Variation

121

(1)

Data Collection

122

(1)

5 Data Collection Process

122

(1)

Types of Data

123

(1)

Sampling

123

(1)

Process Capability

123

(1)

Analyze

124

(1)

Data Analysis

124

(1)

Process Analysis

125

(1)

Root Cause Analysis

125

(1)

Quantify Opportunity

125

(1)

Improve

126

(1)

Generate Solutions

126

(1)

Select Solutions

127

(1)

Implementation Planning

127

(1)

Control

128

(1)

Document and Institutionalize

128

(1)

Monitor the Process

129

(1)

References

129

(1)

Selected Bibliography

129

(6)

PART II Teams

A General Overview

135

(8)

Make Great Products and Profits Will Follow; Never Vice Versa

136

(1)

The Job of Management Is to Serve the People under It, Not to Rule Them

137

(1)

Train Right or Not at All

137

(1)

Put Creative People at the Top of the Organization

138

(1)

Encourage Positive Nonconformity

138

(1)

Big Is ``Okay,'' but Small Is ``Beautiful''

139

(1)

Allow People to Show Their Individuality in Their Jobs Once Their Jobs Have Been Clearly Defined

140

(1)

Open and Honest Communication

141

(1)

References

142

(1)

The Changing Workplace

143

(34)

Antecedent and Consequent Conditions

144

(2)

Antecedent

145

(1)

Consequent

145

(1)

Implications of the Theory

145

(1)

Employee Development

146

(2)

Strategy for Change

148

(25)

Leadership Styles and Effectiveness

148

(5)

Forces in the Manager

153

(1)

Forces in the Subordinate

154

(1)

Forces in the Situation

155

(1)

Leadership Style Outputs

155

(2)

Short Run vs. Long Run

157

(1)

Effectiveness of Style: The Third Dimension

157

(1)

Job Maturity Scales

157

(1)

Team Overview

158

(1)

Stages in Team Building

159

(1)

When May Team Building Be Needed?

159

(1)

When May Team Building Not Be Appropriate?

159

(2)

Characteristics of Productive Teams

161

(1)

Characteristics of Unproductive Teams

161

(1)

Factors Influencing Team Functioning

162

(1)

The Team Effectiveness Critique

163

(3)

How to Build Trust in a Team

166

(2)

Pick Team Players

168

(1)

Define a Single Purpose

168

(1)

Use of the Team Effectiveness Critique

169

(1)

Team Effectiveness Questionnaire

169

(1)

Stages of Group Development

170

(1)

The Role of the Consultant or Trainer

171

(2)

A Summary Thought

173

(1)

Conclusion

173

(1)

References

174

(1)

Selected Bibliography

175

(2)

Communicating Communication

177

(22)

Factors Affecting the Sender

177

(2)

Self Feelings

177

(1)

Belief in Assertive Rights

178

(1)

The Sender s Perception of the Message

178

(1)

The Sender's Feelings about the Receiver

178

(1)

Suggestions for Effective Expression

178

(1)

Points for the Listener

179

(1)

Responses That Can Block Effective Communication

180

(1)

Awareness of One's Own Feelings

181

(1)

Change through Training and Interpersonal Skills

182

(2)

How Operators and Quality Personnel Communicate

184

(2)

Changing Your Messages

186

(1)

Communication Issues in Work Environment

187

(8)

Nonverbal Language

187

(1)

Spatial Relationship

188

(1)

Body Language

188

(1)

Vocal Dimensions

189

(1)

Environment

190

(1)

Gender Themes

190

(4)

Diversity

194

(1)

Communication and Cultural Diversity

195

(1)

Conclusion

195

(1)

References

196

(1)

Selected Bibliography

196

(3)

Team Development

199

(22)

The Concept of Teams Is Based on Participation Philosophy. What Is Participation Philosophy?

199

(1)

What Is a Team?

199

(1)

Is There a Real Proof That the Team Concept Really Works?

200

(1)

What Is the Strategic Architecture of a Team?

200

(1)

What Are Some of the Predominant Indicators in Forming Teams?

201

(1)

What Is the Recipe for a Successful Team?

202

(4)

Clarity in Team Goals

202

(1)

An Improvement Plan

203

(1)

Clearly Defined Roles

203

(1)

Clear Communication

204

(1)

Beneficial Team Behaviors

204

(1)

Well-Defined Decision Procedures

205

(1)

Balanced Participation

205

(1)

Established Ground Rules

205

(1)

Awareness of the Team Process

206

(1)

Use the Scientific Approach

206

(1)

How Does a Group Develop into a Team?

206

(3)

Orientation

207

(1)

Power and Influence

207

(1)

Team Production and Feedback (Most Cohesive Phase)

208

(1)

What Are the Prerequisite Conditions for Normal Team Development?

209

(1)

What Is the Development Sequence of the Team Process?

209

(1)

What Are Some Concerns in the Preparation Phase?

210

(1)

What Are Some Concerns in the Start-Up Phase?

210

(1)

What Are Some Concerns in the Transition Phase?

211

(1)

What Are Some Concerns in the Continuous Improvement Phase?

211

(1)

What Are the Expectations of a Team?

212

(1)

What Are the Characteristics of ``Best'' and ``Worst'' Teams?

212

(2)

What Are the Common Elements of Successful Teams?

214

(1)

Considering Human Behavior, What Kinds of Behaviors Will Help Attain the Goals and Objectives of a Team?

215

(1)

Considering Human Behavior, What Kinds of Behaviors Will Hinder the Goals and Objectives of a Team?

215

(1)

What is a Guidance Team?

216

(1)

What Are the Primary Obligations of a Guidance Team?

216

(1)

What Can the Guidance Team Do to Improve the Process?

216

(1)

What Is a Process Action Team (PAT)?

217

(1)

What Is a Quality Circle (QC)?

217

(1)

What Is a Self-Directed Work Team (SDWT)?

217

(1)

What Is the Traditional Relationship between the Individual and That of the Organization?

218

(1)

What Is the ``New'' Relationship between the Individual and That of the Organization?

218

(3)

Implementation

221

(30)

When Do We Use a Team?

221

(1)

What Is the Eight-Model?

222

(2)

What Is the Purpose for the Use of Criteria When Selecting an Opportunity?

224

(1)

What Are the Components of the Opportunity Statement?

225

(1)

What Is an Action Plan?

225

(1)

What Are the Elements of Team Dynamics?

226

(1)

What Are the Three Most Anti-Team Behaviors?

226

(1)

Does Management Play a Role in the Success of a Team?

226

(1)

How Can Management Show Commitment?

227

(2)

What Is the Right Environment for a Self-Directed Work Team (SDWT)?

229

(1)

What Are the Requirements for SDWT Success?

229

(1)

What Are the Preparation Concerns for Self-Managed Teams?

230

(1)

What Are the Steps to Implement SDWT?

231

(1)

What Is the Path to SDWT?

231

(1)

What Are the Challenges during the Five Stages of Team Development?

232

(1)

Teams Provide an Efficient Way of Operating Many Organizations Due to Synergy. As a Result, Many Organizations Find Themselves with a Flat Structure. What Are the Steps to Flatten the Organization?

233

(1)

Why Is the Understanding of ``Change'' a Mandatory Requirement When Teams are Involved?

233

(1)

How Do We Change the Culture to Support Teams?

234

(1)

What Is the Process for Change?

234

(1)

What Makes Cultural Change Difficult?

235

(1)

What Is the Path of Personal Change?

235

(1)

What Is the Bullseye Model?

236

(1)

What Is the GRPI Model?

236

(1)

What Is the Team Goal-Setting Process Model?

237

(1)

How Can We Facilitate the Implementation of Teams in the Organization?

237

(1)

What Are Some of the Effective Behaviors for Process Facilitation?

238

(1)

What Are Some of the Generic Facilitative Behaviors to Be Used by the Leader, Facilitator, and Every Member in a Team Environment?

239

(1)

What Is Process Facilitation?

240

(1)

What Are the Most Important Skills of Facilitation?

240

(1)

What Does the Facilitator Focus on in the Phases of Team Development?

240

(1)

What Are the Typical Roles in a Team?

241

(1)

What Are the Leader's Duties?

241

(1)

What Are the Facilitator's Duties?

242

(1)

What Are the Recorder's Duties?

243

(1)

What Are the Timekeeper's Duties?

244

(1)

What Are the Team Member's Duties?

244

(1)

What Are the Management's Duties?

245

(1)

What Are the Most Common Problems in a Team Environment?

245

(1)

Is There a Way to Prevent These Problems?

245

(1)

How Do You Empower Your Team Members?

246

(1)

What Skills Are Needed for Empowerment?

246

(1)

How Does Authority Differ in the Team Environment from the Traditional One?

246

(1)

What Is the Future of the Supervisor in the Team Environment?

246

(1)

What Is a Typical Schedule for Implementing Teams in the Work Environment?

247

(4)

Team Improvement

251

(8)

What Is the Improvement Evolution of Teams?

251

(1)

How Does Process Team Management Relate to the Process Management Structure?

251

(2)

How Is the Traditional Approach Changed into Team Performance?

253

(1)

What Makes Teams Most Effective?

253

(1)

Your Team Has Been Formed. Now the Question Becomes: ``What Is the Road to High Performance?''

253

(1)

What Makes Teams Least Effective?

254

(1)

What Are the Steps of Solving ``Easy'' Problems in a Team Environment?

254

(1)

What Are the Characteristics of a ``Major'' Problem in a Team Environment?

254

(1)

Is There a Way to Identify the Employee Involvement in a Team Environment?

255

(1)

How Do We Continually Improve (Kaizen Approach or a ``Little'' at a Time) Given the Team Environment?

255

(1)

How Can the Team Continue to Improve Performance?

256

(1)

What Is ``the'' Quality Improvement Process?

256

(1)

What Are the Responsibilities of a Guidance Team during the Process Improvement Cycle?

257

(1)

Can the Effectiveness of the Team Be Measured?

258

(1)

General Issues

259

(38)

Meetings Are an Integral Part of Any Team Environment. What Are the Elements of a Successful Meeting?

259

(1)

What Are the Ingredients of an Effective Meeting?

260

(1)

What Are Ground Rules?

260

(1)

What Is the Role of the Meeting Facilitator?

260

(1)

What Are the Characteristics of a Good Team Member?

261

(1)

What Are the Most Common Problems in a Team Environment?

261

(1)

How Is Conflict Being Resolved in the Team Environment?

262

(1)

Who Are the Main (Focal) Participants in a Quality Team Environment?

262

(3)

What Is Total Involvement (Commitment)?

265

(1)

What Is Empowerment?

266

(1)

What Is the 5S Approach?

266

(1)

What Types of Strategies Can We Use for Change? What Are the Factors for Change?

267

(1)

What Is the Benefit of a Team?

267

(1)

What Is the Payoff of the SDWT?

267

(1)

What Are the Criteria for Installing a Team in the Work Environment?

268

(1)

What Are the Pay Considerations for the SDWT?

268

(1)

How Can Management Motivate the Team after the Objectives of the Team Have Been Attained?

269

(1)

What Are the Four Typical Behavior Styles in a Team?

269

(1)

What Constitutes an ``Effective'' Team Member?

269

(1)

What Constitutes an ``Effective'' Team Facilitator?

270

(1)

As a Facilitator You Must Ask Probing Questions. What Are Some of the Questioning Skills?

270

(1)

What Are the Typical Decision-Making Styles in Teams?

271

(1)

What Is Consensus Decision Making?

271

(2)

How Do We Reach Consensus?

273

(1)

How Can We Recognize Consensus?

273

(1)

If the Consensus Method to Decision Making Is Not Workable, How Does the Team Proceed to Make a Decision?

274

(1)

What Is Listening?

275

(1)

What Is Active Listening?

276

(1)

What Are Some Active Listening Skills?

276

(1)

Listening Is Very Difficult for Many of Us. Is There a Way to Improve?

277

(1)

What Is Paraphrasing?

278

(1)

What Is a Meeting Process Check?

278

(1)

What Is Commitment?

279

(1)

What Are the Levels of Involvement?

279

(1)

What Is Feedback?

279

(1)

How Do You Manage Feedback?

279

(1)

How Are People Handled in the Team Environment?

280

(1)

Even in Team Environments, We Still Have to Deal with Individuals. What Are Some of the Different Work Situations That a Team May Be Faced with?

280

(1)

Recognizing That Individuals Are Unique, What Are Some of the Stereotypical Observation Clues That May Help Us in the Team Process?

280

(1)

What Are Team Operating Procedures (Mechanics)?

280

(4)

What Is a Team Mission?

284

(1)

What Are the Characteristics of a Team Mission Statement?

284

(1)

What Is the Team Chartering Process?

284

(3)

How Do You Deal with Dysfunctional Activity in the Team Environment?

287

(3)

Floundering

287

(1)

Unquestioned Acceptance of Opinions as Facts

288

(1)

Rush to Accomplishment

288

(1)

Discounts and Plops

289

(1)

Digression and Targets

289

(1)

Feuding Members

290

(1)

How Do You Deal with Problem Individuals?

290

(2)

Overbearing Members

290

(1)

Dominating Members

291

(1)

Reluctant Members

292

(1)

Attribution

292

(1)

How Can a Team Be Led?

292

(3)

How Can the Team Avoid ``Group-Think?''

295

(2)

An Introduction to Problem Solving: Selected Tools and Methodologies as Used in a Team Environment

297

(14)

What Is Problem Solving?

297

(1)

How Do We Go about Identifying the Problem?

297

(1)

What Is the People Problem Solving Process?

298

(1)

How Can Planning be Utilized in a Team Problem-Solving Environment?

299

(1)

What Are the Principles of Team Problem Solving?

299

(1)

How Do We Zero-In on the Problem Definition?

300

(1)

How Do We Use the Problem-Solving Process?

301

(1)

How Do We Identify Problems in a Specific Work Area, for the Team to Work On?.

302

(1)

What Are the Basic Tools That Teams Use in Their Work Environment for Problem Solving?

303

(1)

What Are the Basic Management Tools That Management Must Be Aware of in Facilitating Teams?

303

(1)

What Are Some of the Advanced Tools That Teams May Use in Their Work Environment?

304

(1)

What Is Concern Analysis?

304

(1)

How Do We Use Concern Analysis?

304

(1)

Quality Function Deployment (QFD) Is One of the Most Frequent Tools to Identify the Voice of the Customer. How Does the Team Scope the Project, Using the QFD Method

305

(1)

Using the QFD, How Does the Team A roach the Analysis of the Problem?

305

(1)

Using QFD, How Does the Team Gather Customer Wants?

306

(1)

Using QFD, How Is the Voice of the Customer Analyzed?

306

(1)

Using QFD, How Does the Team Plan for the Matrix for the Priorities?

306

(1)

Using QFD, How Does the Team Generate and Evaluate Concepts?

307

(1)

Another Frequent Technique Used in Identifying Process Improvement Is the Survey. How Is the Survey Instrument Constructed?

307

(1)

One of the Latest Techniques Used in Team Environments Is Storyboarding. What Is It and How Is It Used?

308

(3)

Epilogue

311

(2)

Appendix A: A Cursory View of the Six Sigma Methodology

313

(4)

Appendix B: The Core Competencies of the Six Sigma Methodology

317

(16)

Appendix C: Cross-Reference List of Terms Used in the Team Environment

333

(2)

Appendix D: Problem Solving/Decision Making

335

(8)

Glossary

343

(18)

Selected Bibliography

361

(8)

Index

369

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Six Sigma and Beyond: Foundations of Excellent Performance, Volume I

Summary

Table of Contents

Supplemental Materials

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Six Sigma and Beyond: Foundations of Excellent Performance, Volume I

Summary

Table of Contents

Supplemental Materials

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