Continual Improvement for BusinessesBy
- William Truscott, Independent Management Consultant and Trainer, U.K. Formerly Head of Quality and Reliability at British Aerospace guided weapons division.
There are a number of distinctive features of this book that makes it different from other on Six Sigma. It recognizes that there are two diametrically opposing views expressed on Six Sigma, those that are strongly in favour, and those that are not, for various reasons. The book deals, head on, with the principle reasons for such hostility. It cuts through the hype associated with the brand name. It proposes simple remedies for certain defined frailties in the standard approach, particularly those related to the Sigma Measure that provides the brand name for the Six Sigma breakthrough strategy.The book is highly supportive of the Six Sigma continuous improvement process, provided it is tailored to the needs and expectations of a particular organization. The commitment and active participation of top management is emphasized, to ensure the necessary change in culture and priorities demanded, in most organizations. Practical guidance is given in the setting up, operating and developing the project by project approach across an organisation. The book also covers how to equip a critical mass of members in an organization with the core workforce competencies required to get the desired results.The book covers the realities of applying Six Sigma in a range of functions within an organization and also to various types of organizations from the manufacturing sector to commerce and public service. It demonstrates how statistical thinking, coupled with the application of technical and operational knowledge of processes and focus provided by Six Sigma, can considerably enhance quality, competitiveness, effectiveness and efficiency.Statistical process control is a tool, which enables both manufacturers and suppliers to achieve control of product quality by means of the application of statistical methods in the controlling process. This book gives the foundations of good quality management and process control, including an explanation of what quality is, and control of conformance and consistency during production. The text offers clear guidance and help to those unfamiliar with either quality control or statistical applications and coves all the necessary theory and techniques in a practical and non-mathematical manner. This book will be essential reading for anyone wishing to understand or implement modern statistical process control techniques.
Industrial and Quality Engineers, who are the bridge between management goals and operational performance; Industrial Production Managers who are responsible for implementing and promoting the plant's product quality standards; Students in undergraduate or graduate programs in Industrial Engineering or Management.
Published: July 2003
Imprint: Butterworth Heinemann
- Preface.What is Six Sigma?Six Sigma in perspective.Principal facets of Six Sigma.Six Sigma: the statistical model.Six Sigma: the improvement process.Chapter highlights.Why should organizations implement Six Sigma?Response to change: competition: waste.Results achieved by organizations already committed to Six Sigma.Response to competition.Improving employee involvement and engagement.Continuing high cost of quality.Recognition that other improvement initiatives have been fragmented or short-lived.Chapter highlights.How does Six Sigma compare with other improvement initiatives?Overview.Which strategy to deploy?ISO 9000:2000 family of quality systems standards.Quality excellence models: total quality management.The role of the US gurus.The role of the Japanese gurus in Six Sigma.Chapter highlights.How can Six Sigma achieve the greatest impact on business performance?Common aim of Six Sigma projects.What is value?How to enhance value throughout the organization.Six Sigma for high-value design.Axiomatic design.Quality function deployment.TRIZ.Taguchi quality engineering.Value analysis.Potential failure mode and effects analysis.Chapter highlights.What competencies are required to drive Six Sigma?What is meant by competency?Competencies for Six Sigma - overview.Organizational-wide deployment competencies.Business process management competencies.Project management competencies.Six Sigma improvement tools: competencies.Lean organization competencies.Design for Six Sigma competencies.Chapter highlights.What are the options for tailoring and implementing Six Sigma?What does a truly Six Sigma organization look like?What are the first steps to take?Decide on the project focus(es) for Six Sigma.How to set up a Six Sigma infrastructure.Development of required competencies in Six Sigma participants.Start off with a few pilot projects?Expand the Six Sigma initiative.Chapter highlights.Is the Six Sigma statistical model technically sound?Overview.Sigma versus sigma.Linkage of Sigma value to defect rate.What constitutes world class performance?Why misuse the term "defects"?What is a critical to quality characteristic?Chapter highlights.Which sigma should be used?Overview.Three key statistical features.The statistical "sigma" and the 'normal' distribution.The "Sigma" measure used by the originators of Six Sigma.Sigma versus sigma.Chapter highlights.Appendix: Relationship between critical-to-quality characteristics and system performance.Index.