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Quality Control Management

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide by Michael L. George, John Maxey, David Rowlands, Mark Price

By Michael L. George, John Maxey, David Rowlands, Mark Price

The Lean Six Sigma Pocket Toolbook blends Lean and 6 Sigma instruments and ideas, supplying specialist recommendation on the way to be certain which software inside a "family" is better for various reasons. choked with specific examples and step-bystep directions, it is the perfect convenient reference advisor to aid eco-friendly and Black Belts make the transition from the school room to the sector.

  • Features short summaries and examples of the 70 most vital instruments in Lean Six Sigma, similar to "Pull," "Heijunka," and "Control Charts"
  • Groups instruments by way of function and utilization
  • Offers a short, effortless reference on utilizing the DMAIC development cycle
  • Provides complete assurance in a compact, transportable structure
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Extra info for The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed

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38 4. Completed project plans. Requirements will vary by company but often include Gantt charts; stakeholder analysis; resistance analysis; risk analysis; action logs, responsibility assignments, and communication plans (not covered in this book) 5. Outcomes from the project launch meeting showing team consensus around project purpose, charter, deliverables, and team responsibilities Key steps in Define Note: Some companies have the full team do all of this work. Others have the Black Belts do some or all of the background work before bringing together the team.

Afternoon should be in IMPROVE, working on solutions (developing criteria, evaluating alternatives, conducting pilot). Thurs Finish IMPROVE and move into CONTROL (develop new documentation, develop plans for full-scale implementation). Fri Usually by midday, team is prepared to present results to management. Get approval for plans, resolve questions. Follow up BB, Kaizen leader, and process owners (as appropriate) help guide full-scale implementation and monitoring of solutions. Adjustments made as necessary D.

But before you do so, ask: • What data do I have to show that this idea is the best possible solution? • How do I know that the solution will really solve the targeted problem? • What possible downsides are there to the solution idea? If you can’t provide data to support your answers to these questions, you need to work through all the DMAIC phases. • If you want to skip steps, see p. 152 for guidelines on how to test obvious solutions • If you encounter problems with an “obvious solution to a simple problem” and cannot prove with data that the situation has improved, be prepared to launch a full DMAIC project Define Purpose To have the team and its sponsor reach agreement on the scope, goals, and financial and performance targets for the project What you need before you start • First draft of project charter from sponsor(s) • Resource allocation (time of team members, initial budget) Deliverables 1.

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