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Six Sigma for Managers (Briefcase Books Series) by Greg Brue

By Greg Brue

THE BRIEFCASE BOOKS sequence Now translated into eleven languages! This reader-friendly, icon-rich sequence is needs to examining for all managers at each point All managers, even if fresh to their positions or good confirmed within the company hierarchy, can use a bit "brushing up" every now and then. The skills-based Briefcase Books sequence is full of principles and methods to aid managers develop into extra able, effective, powerful, and invaluable to their organizations. layout for 6 SIGMA Six Sigma has revolutionized the ways that businesses meet and beat state-of-the-art stringent caliber expectancies. yet reaching Six Sigma effects first calls for Six Sigma construction blocks. layout for 6 Sigma unveils a scientific technique for allowing the layout of goods, prone, and techniques to fulfill Six Sigma caliber degrees. Designed to be simply learn and applied, this concise Briefcase booklet indicates managers in any respect degrees how you can contain Six Sigma on the earliest phases of just about any production approach. listed below are DFSS's innovations for: Optimizing the layout strategy to accomplish Six Sigma functionality Integrating Six Sigma from the outset of recent product improvement Self-examinations, explanatory sidebars, and chapter-ending checklists

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And that’s how, with metrics using DPMO, you can compare apples and oranges! Making Metrics Work Measuring for measurement’s sake isn’t going to tell you what you need to know. By always asking about the function of each metric and linking it to your key criteria, you’ll know where you are and where you need to go. Here are the types of questions you need to ask as you establish metrics: • What are our business metrics? • What are the measurement criteria? • Do the metrics link to the criteria?

379%—four sigma? That’s the level of quality achieved by many major companies. Because that goal is not high enough. It’s been calculated that, if 99% were good enough, we would be accepting the following: • Every hour the postal service would lose 20,000 pieces of mail. • Every day our drinking water would be unsafe for almost 15 minutes. • Every week there would be 5,000 surgical operations that go wrong in some way. 30 Six Sigma for Managers • Every month we would be without electricity for almost seven hours.

Although the scoreboard registers only successes, that’s not enough for us, because we want to improve his kicking process. So we want to measure his accuracy in terms of the exact center of the goal posts. The less his kicks deviate from that ideal, the more confidence we can have in our kicker. That allows us to calculate the capability index (Cp)—the distance between the goal posts divided by six times the standard deviation of his 100 kicks. ) Now we not only know the percentage of correct outcomes, but also understand how we need to work on his kicking process to make it more reliable, less susceptible to circumstances that might cause variation, such as wind or wet turf.

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