The Resource Lean Six Sigma for small and medium sized enterprises : a practical guide, Jiju Antony, S. Vinodh, E.V. Gijo

Lean Six Sigma for small and medium sized enterprises : a practical guide, Jiju Antony, S. Vinodh, E.V. Gijo

Label
Lean Six Sigma for small and medium sized enterprises : a practical guide
Title
Lean Six Sigma for small and medium sized enterprises
Title remainder
a practical guide
Statement of responsibility
Jiju Antony, S. Vinodh, E.V. Gijo
Creator
Contributor
Author
Subject
Language
eng
Cataloging source
NhCcYBP
http://library.link/vocab/creatorName
Antony, Jiju
Illustrations
illustrations
Index
index present
LC call number
TS156.17.S59
LC item number
A58 2016
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
  • Vinodh, S.
  • Gijo, E. V.
  • Ebooks Corporation
http://library.link/vocab/subjectName
  • Six sigma (Quality control standard)
  • Lean manufacturing
Label
Lean Six Sigma for small and medium sized enterprises : a practical guide, Jiju Antony, S. Vinodh, E.V. Gijo
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Machine generated contents note: 1.1.Introduction -- 1.2.Definition of SMEs -- 1.3.SMEs' contribution to world economy -- 1.4.Characteristics of SMEs -- 1.4.1.Low start-up costs -- 1.4.2.Portability -- 1.4.3.Leadership -- 1.4.4.Management structure -- 1.4.5.Planning -- 1.4.6.Systems and procedures -- 1.4.7.Human resources -- 1.4.8.Market and customer focus -- 1.4.9.Operational improvement -- 1.4.10.Innovation -- 1.4.11.Networking -- 1.4.12.Revenue and profitability -- 1.4.13.Ownership and taxes -- 1.4.14.Locations -- 1.5.SMEs versus larger firms -- 1.5.1.Innovation -- 1.5.2.Attitude towards risk -- 1.5.3.Decision-making -- 1.5.4.Resource allocation -- 1.5.5.Understanding and management of business models -- 1.6.Summary -- References -- 2.1.What is continuous improvement? -- 2.2.Continuous improvement practices in small and medium sized enterprises (SMEs) -- 2.3.Critical success factors in the implementation of CI practices in SMEs -- 2.4.Leadership for CI -- 2.5.Sustainability of CI initiatives -- 2.6.Summary -- References -- 3.1.What is Lean production system? -- 3.2.Key principles of Lean production system -- 3.3.Benefits of Lean production system -- 3.4.What is Six Sigma? -- 3.5.Some common myths of Six Sigma -- 3.5.1.Six Sigma is another management fad -- 3.5.2.Six Sigma is all about statistics -- 3.5.3.Six Sigma works only in manufacturing settings -- 3.5.4.Six Sigma works only in large organisations -- 3.5.5.Six Sigma is the same as Total Quality Management -- 3.6.An overview of Six Sigma methodology -- 3.7.Benefits of Six Sigma -- 3.8.Some pros and cons of Lean and Six Sigma -- 3.8.1.Some pros of Lean -- 3.8.2.Some cons of Lean -- 3.8.3.Some pros of Six Sigma -- 3.8.4.Some cons of Six Sigma -- 3.9.Why Lean Six Sigma? -- 3.10.Benefits of Lean Six Sigma -- 3.11.Challenges in the implementation of Lean Six Sigma -- 3.12.Summary -- References -- 4.1.Readiness factors for the successful introduction of LSS -- 4.1.1.RF1: Senior management commitment and involvement -- 4.1.2.RF2: Visionary leadership and culture inculcation -- 4.1.3.RF3: Customer focus -- 4.1.4.RF4: Selecting the right people -- 4.1.5.RF5: Linkage of LSS deployment to organisation's business strategies -- 4.1.6.RF6: Competence to develop effective framework -- 4.1.7.RF7: Appropriate selection and usage of LSS metrics -- 4.1.8.RF8: Education and training -- 4.2.Lean Six Sigma implementation infrastructure -- 4.3.A road map for implementing Lean Six Sigma -- 4.3.1.Conceptualisation -- 4.3.2.Initialisation -- 4.3.3.Implementation -- 4.3.4.Sustenance -- 4.4.Managerial implications -- 4.5.Summary -- References -- 5.1.Introduction -- 5.2.Introduction to common metrics of Lean -- 5.2.1.Value -- 5.2.2.Customer value -- 5.2.3.Creating value -- 5.2.4.Flow -- 5.2.5.Value stream -- 5.2.6.Value flow -- 5.2.7.Waste -- 5.2.8.Value-added activity -- 5.2.9.Non-value-added activity -- 5.2.10.First-time quality -- 5.2.11.Computation of first-time quality -- 5.2.12.Cycle time -- 5.2.13.Takt time -- 5.2.14.Lead time -- 5.2.15.Changeover time -- 5.2.16.Worked examples -- 5.2.16.1.Example 1 -- 5.2.16.2.Example 2 -- 5.2.16.3.Example 3 -- 5.3.Introduction to common metrics of Six Sigma -- 5.3.1.Defects per million opportunities -- 5.3.1.1.Example 1 -- 5.3.2.Sigma quality level -- 5.3.3.Rolled throughput yield -- 5.3.4.Cost of poor quality -- 5.3.4.1.Example 1 -- 5.3.4.2.Example 2 -- 5.3.5.Process capability indices -- 5.3.5.1.Example 1 -- 5.3.5.2.Example 2 -- 5.4.Lean Six Sigma metrics -- 5.5.Overall equipment effectiveness -- 5.5.1.Why do we need OEE? -- 5.5.2.Availability -- 5.5.3.Performance (utilization or speed) -- 5.5.4.Yield (quality) -- 5.5.5.Six big losses -- 5.5.6.Calculating OEE -- 5.5.6.1.Availability -- 5.5.6.2.Performance -- 5.5.6.3.Quality -- 5.5.6.4.OEE -- 5.5.6.5.Illustrative example -- 5.6.Summary -- References -- 6.1.Introduction -- 6.2.Define phase -- 6.3.Measure phase -- 6.4.Analyse phase -- 6.5.Improve phase -- 6.6.Control phase -- 6.7.Summary -- References -- 7.1.Suppliers, Inputs, Process, Outputs and Customer -- 7.1.1.What is SIPOC? -- 7.1.2.How do you construct a SIPOC diagram? -- 7.1.3.When do you use a SIPOC diagram? -- 7.1.4.How do we create a SIPOC diagram? -- 7.1.4.1.General rules for drawing a SIPOC diagram -- 7.1.4.2.Practical application -- 7.1.5.An illustrative example -- 7.2.Value Stream Mapping -- 7.2.1.What is VSM? -- 7.2.2.Why do you use a VSM tool? -- 7.2.3.When do you use value stream maps? -- 7.2.4.How do we create a VSM? -- 7.2.4.1.Step-by-step procedure -- 7.2.5.An illustrative example -- 7.3.5S practice -- 7.3.1.What is 5S? -- 7.3.2.Why do you use 5S? -- 7.3.3.What is involved in 5S? -- 7.3.4.An illustrative example -- 7.4.Single Minute Exchange of Dies -- 7.4.1.What is SMED? -- 7.4.2.When do you use SMED? -- 7.4.3.How do we create a SMED? -- 7.4.3.1.Stage 1: Separating internal and external set-up -- 7.4.3.2.Stage 2: Converting internal set-up to external set-up -- 7.4.3.3.Stage 3: Streamlining all aspects of set-up operation -- 7.4.4.An illustrative example -- 7.5.Visual management -- 7.5.1.What is visual management? -- 7.5.2.When do you use visual management? -- 7.5.3.How do we perform visual management? -- 7.5.3.1.Other industry-specific examples -- 7.5.4.An illustrative example -- 7.6.Standard Operating Procedures -- 7.6.1.What is SOP? -- 7.6.2.When do you use an SOP? -- 7.6.3.How do we create an SOP? -- 7.6.3.1.Applications of SOPS -- 7.6.4.An illustrative example -- 7.7.Cause and effect analysis -- 7.7.1.What is cause and effect analysis? -- 7.7.2.When do you use cause and effect analysis? -- 7.7.3.How do we create cause and effect analysis? -- 7.7.4.An illustrative example -- 7.8.Pareto analysis -- 7.8.1.What is Pareto analysis? -- 7.8.2.When do you use Pareto analysis? -- 7.8.3.How do we create Pareto analysis? -- 7.8.4.An illustrative example -- 7.9.Histogram -- 7.9.1.What is a histogram? -- 7.9.2.When do you use a histogram? -- 7.9.3.How do we create a histogram? -- 7.9.4.An illustrative example -- 7.10.Scatter diagram and correlation analysis -- 7.10.1.What is a scatter diagram and correlation analysis? -- 7.10.2.When do you use a scatter diagram and correlation analysis? -- 7.10.3.How do we create a scatter diagram and correlation analysis? -- 7.10.4.An illustrative example -- 7.11.Control charts -- 7.11.1.What are control charts? -- 7.11.2.When do you use control charts? -- 7.11.3.How do we create a control chart? -- 7.11.4.An illustrative example -- 7.12.Run charts -- 7.12.1.What are run charts? -- 7.12.1.1.Questions to ask about a run chart -- 7.12.1.2.Two ways to misinterpret run charts -- 7.12.2.When do you use run charts? -- 7.12.3.How do we construct a run chart? -- 7.12.4.An illustrative example -- 7.13.Failure Modes and Effects Analysis -- 7.13.1.What is a Failure Mode and Effects Analysis? -- 7.13.2.When do we use an FMEA? -- 7.13.3.How do we create an FMEA worksheet? -- 7.13.4.An illustrative example -- 7.14.Voice of the Customer analysis -- 7.14.1.What is a VOC analysis? -- 7.14.2.When do we use VOC analysis? -- 7.14.3.How do I perform VOC analysis? -- 7.14.4.An illustrative example -- 7.15.CTQs and a CTQ tree -- 7.15.1.What are CTQs? -- 7.15.2.Why do we need CTQs? -- 7.15.3.How do we construct a CTQ tree? -- 7.15.4.An illustrative example -- 7.16.Project charter -- 7.16.1.What is a project charter? -- 7.16.2.Why do we need a project charter? -- 7.16.3.How do we construct a project charter? -- 7.16.4.An illustrative example -- 7.17.Hypothesis tests -- 7.17.1.What are hypothesis tests? -- 7.17.2.When do you use hypothesis tests? -- 7.17.3.How do we perform hypothesis tests? -- 7.17.4.An illustrative example -- 7.18.Regression analysis -- 7.18.1.What is regression analysis? -- 7.18.2.When do you use regression analysis? -- 7.18.3.How do we perform simple linear regression analysis? -- 7.18.4.An illustrative example -- 7.19.Kanban system -- 7.19.1.What is Kanban? -- 7.19.1.1.Rules for Kanban -- 7.19.2.When do you use Kanban? -- 7.19.3.How do we create a Kanban? -- 7.19.3.1.Calculation of number of Kanbans -- 7.19.4.An illustrative example -- 7.20.Poka-Yoke (mistake proofing) -- 7.20.1.What is Poka-Yoke? -- 7.20.2.When do you use Poka-Yoke? -- 7.20.3.How do we perform Poka-Yoke? -- 7.20.4.Illustrative examples -- 7.20.4.1.Illustrative examples of Poka-Yoke -- 7.21.Root cause analysis or 5 Whys analysis -- 7.21.1.What is root cause analysis? -- 7.21.2.When do you use a root cause analysis? -- 7.21.3.How do we carry out a root cause analysis? -- 7.21.4.An illustrative example -- 7.22.Design of Experiments -- 7.22.1.What is design of experiments? -- 7.22.2.When do you use DoE? -- 7.22.3.How do we perform a design of experiments? -- 7.22.4.An illustrative example -- 7.23.Process mapping -- 7.23.1.What is a process map? -- 7.23.2.When do we use a process map? -- 7.23.3.How do we construct a process map? -- 7.23.4.An illustrative example -- 7.24.Measurement System Analysis -- 7.24.1.What is MSA? -- 7.24.2.When do you use measurement system analysis? -- 7.24.3.How do we create measurement system analysis? -- 7.24.4.An illustrative example -- 7.25.Solution Selection Matrix -- 7.25.1.What is an SSM? -- 7.25.2.When do you use an SSM? -- 7.25.3.How do you use an SSM? -- 7.25.4.An illustrative example -- 7.26.Summary -- References -- 8.1.What is an LSS project? -- 8.2.Project selection and prioritisation -- 8.3.Management of project reviews -- 8.4.Some tips for making your LSS projects successful -- 8.5.Summary -- References -- 9.1.Case study 1: Application of Six Sigma methodology in a small-scale foundry industry -- 9.1.1.Background of the company -- 9.1.2.Background to the problem -- 9.1.3.Six Sigma methodology (DMAIC) -- 9.1.3.1.Define phase -- 9.1.3.2.Measure phase -- 9.1.3.3.Analyse phase -- 9.1.3.4.Improve phase -- 9.1.3.5.Control phase -- 9.1.4.Managerial implications -- 9.1.5.Key lessons learned from the case study -- 9.1.6.Recap of tools used -- 9.1.7.Summary --
  • Contents note continued: 9.2.Case study 2: Application of Six Sigma methodology in road construction for wind turbine installation -- 9.2.1.Background of the company -- 9.2.2.Background to the problem -- 9.2.3.Six Sigma methodology (DMAIC) -- 9.2.3.1.Define phase -- 9.2.3.2.Measure phase -- 9.2.3.3.Analyse phase -- 9.2.3.4.Improve phase -- 9.2.3.5.Control phase -- 9.2.4.Managerial implications -- 9.2.5.Key lessons learned from the case study -- 9.2.6.Recap of tools used -- 9.2.7.Summary -- 9.3.Case study 3: Application of Six Sigma methodology to reduce the rejection and rework in an automobile supplier company -- 9.3.1.Background of the company -- 9.3.2.Background to the problem -- 9.3.3.Six Sigma methodology (DMAIC) -- 9.3.3.1.Define phase -- 9.3.3.2.Measure phase -- 9.3.3.3.Analyse phase -- 9.3.3.4.Improve phase -- 9.3.3.5.Control phase -- 9.3.4.Managerial implications -- 9.3.5.Key lessons learned from the case study -- 9.3.6.Recap of tools used -- 9.3.7.Summary -- 9.4.Case study 4: Application of value stream mapping in a camshaft manufacturing organisation -- 9.4.1.Background of the company -- 9.4.2.Background of the problem -- 9.4.3.Value stream mapping methodology -- 9.4.3.1.Formation of task force -- 9.4.3.2.Process map and data collection -- 9.4.3.3.Total product cycle time -- 9.4.3.4.Takt time -- 9.4.3.5.Analysis of Lean metrics -- 9.4.3.6.WIP calculation -- 9.4.4.Bottleneck analysis -- 9.4.5.Description of current state map -- 9.4.6.Improvements and future state map -- 9.4.6.1.Improvements pertaining to cutting process -- 9.4.6.2.Improvements pertaining to turning and drilling processes -- 9.4.7.Comparison of current and future state maps -- 9.4.8.Managerial implications -- 9.4.9.Summary -- 9.5.Case study 5: An application of Lean Six Sigma to a die-casting process -- 9.5.1.Background of the company -- 9.5.2.Background to the problem -- 9.5.3.Lean Six Sigma methodology (DMAIC) -- 9.5.3.1.Define phase -- 9.5.3.2.Measure phase -- 9.5.3.3.Analyse phase -- 9.5.3.4.Improve phase -- 9.5.3.5.Control phase -- 9.5.4.Typical benefits of the project -- 9.5.5.Challenges, key lessons learned and managerial implications -- 9.5.6.Recap of tools used -- 9.5.7.Summary -- References
Dimensions
unknown
Extent
1 online resource (xxv, 215 pages.) :
Form of item
online
Isbn
9781482260090
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
99967968380
System control number
(NhCcYBP)12799472
Label
Lean Six Sigma for small and medium sized enterprises : a practical guide, Jiju Antony, S. Vinodh, E.V. Gijo
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Machine generated contents note: 1.1.Introduction -- 1.2.Definition of SMEs -- 1.3.SMEs' contribution to world economy -- 1.4.Characteristics of SMEs -- 1.4.1.Low start-up costs -- 1.4.2.Portability -- 1.4.3.Leadership -- 1.4.4.Management structure -- 1.4.5.Planning -- 1.4.6.Systems and procedures -- 1.4.7.Human resources -- 1.4.8.Market and customer focus -- 1.4.9.Operational improvement -- 1.4.10.Innovation -- 1.4.11.Networking -- 1.4.12.Revenue and profitability -- 1.4.13.Ownership and taxes -- 1.4.14.Locations -- 1.5.SMEs versus larger firms -- 1.5.1.Innovation -- 1.5.2.Attitude towards risk -- 1.5.3.Decision-making -- 1.5.4.Resource allocation -- 1.5.5.Understanding and management of business models -- 1.6.Summary -- References -- 2.1.What is continuous improvement? -- 2.2.Continuous improvement practices in small and medium sized enterprises (SMEs) -- 2.3.Critical success factors in the implementation of CI practices in SMEs -- 2.4.Leadership for CI -- 2.5.Sustainability of CI initiatives -- 2.6.Summary -- References -- 3.1.What is Lean production system? -- 3.2.Key principles of Lean production system -- 3.3.Benefits of Lean production system -- 3.4.What is Six Sigma? -- 3.5.Some common myths of Six Sigma -- 3.5.1.Six Sigma is another management fad -- 3.5.2.Six Sigma is all about statistics -- 3.5.3.Six Sigma works only in manufacturing settings -- 3.5.4.Six Sigma works only in large organisations -- 3.5.5.Six Sigma is the same as Total Quality Management -- 3.6.An overview of Six Sigma methodology -- 3.7.Benefits of Six Sigma -- 3.8.Some pros and cons of Lean and Six Sigma -- 3.8.1.Some pros of Lean -- 3.8.2.Some cons of Lean -- 3.8.3.Some pros of Six Sigma -- 3.8.4.Some cons of Six Sigma -- 3.9.Why Lean Six Sigma? -- 3.10.Benefits of Lean Six Sigma -- 3.11.Challenges in the implementation of Lean Six Sigma -- 3.12.Summary -- References -- 4.1.Readiness factors for the successful introduction of LSS -- 4.1.1.RF1: Senior management commitment and involvement -- 4.1.2.RF2: Visionary leadership and culture inculcation -- 4.1.3.RF3: Customer focus -- 4.1.4.RF4: Selecting the right people -- 4.1.5.RF5: Linkage of LSS deployment to organisation's business strategies -- 4.1.6.RF6: Competence to develop effective framework -- 4.1.7.RF7: Appropriate selection and usage of LSS metrics -- 4.1.8.RF8: Education and training -- 4.2.Lean Six Sigma implementation infrastructure -- 4.3.A road map for implementing Lean Six Sigma -- 4.3.1.Conceptualisation -- 4.3.2.Initialisation -- 4.3.3.Implementation -- 4.3.4.Sustenance -- 4.4.Managerial implications -- 4.5.Summary -- References -- 5.1.Introduction -- 5.2.Introduction to common metrics of Lean -- 5.2.1.Value -- 5.2.2.Customer value -- 5.2.3.Creating value -- 5.2.4.Flow -- 5.2.5.Value stream -- 5.2.6.Value flow -- 5.2.7.Waste -- 5.2.8.Value-added activity -- 5.2.9.Non-value-added activity -- 5.2.10.First-time quality -- 5.2.11.Computation of first-time quality -- 5.2.12.Cycle time -- 5.2.13.Takt time -- 5.2.14.Lead time -- 5.2.15.Changeover time -- 5.2.16.Worked examples -- 5.2.16.1.Example 1 -- 5.2.16.2.Example 2 -- 5.2.16.3.Example 3 -- 5.3.Introduction to common metrics of Six Sigma -- 5.3.1.Defects per million opportunities -- 5.3.1.1.Example 1 -- 5.3.2.Sigma quality level -- 5.3.3.Rolled throughput yield -- 5.3.4.Cost of poor quality -- 5.3.4.1.Example 1 -- 5.3.4.2.Example 2 -- 5.3.5.Process capability indices -- 5.3.5.1.Example 1 -- 5.3.5.2.Example 2 -- 5.4.Lean Six Sigma metrics -- 5.5.Overall equipment effectiveness -- 5.5.1.Why do we need OEE? -- 5.5.2.Availability -- 5.5.3.Performance (utilization or speed) -- 5.5.4.Yield (quality) -- 5.5.5.Six big losses -- 5.5.6.Calculating OEE -- 5.5.6.1.Availability -- 5.5.6.2.Performance -- 5.5.6.3.Quality -- 5.5.6.4.OEE -- 5.5.6.5.Illustrative example -- 5.6.Summary -- References -- 6.1.Introduction -- 6.2.Define phase -- 6.3.Measure phase -- 6.4.Analyse phase -- 6.5.Improve phase -- 6.6.Control phase -- 6.7.Summary -- References -- 7.1.Suppliers, Inputs, Process, Outputs and Customer -- 7.1.1.What is SIPOC? -- 7.1.2.How do you construct a SIPOC diagram? -- 7.1.3.When do you use a SIPOC diagram? -- 7.1.4.How do we create a SIPOC diagram? -- 7.1.4.1.General rules for drawing a SIPOC diagram -- 7.1.4.2.Practical application -- 7.1.5.An illustrative example -- 7.2.Value Stream Mapping -- 7.2.1.What is VSM? -- 7.2.2.Why do you use a VSM tool? -- 7.2.3.When do you use value stream maps? -- 7.2.4.How do we create a VSM? -- 7.2.4.1.Step-by-step procedure -- 7.2.5.An illustrative example -- 7.3.5S practice -- 7.3.1.What is 5S? -- 7.3.2.Why do you use 5S? -- 7.3.3.What is involved in 5S? -- 7.3.4.An illustrative example -- 7.4.Single Minute Exchange of Dies -- 7.4.1.What is SMED? -- 7.4.2.When do you use SMED? -- 7.4.3.How do we create a SMED? -- 7.4.3.1.Stage 1: Separating internal and external set-up -- 7.4.3.2.Stage 2: Converting internal set-up to external set-up -- 7.4.3.3.Stage 3: Streamlining all aspects of set-up operation -- 7.4.4.An illustrative example -- 7.5.Visual management -- 7.5.1.What is visual management? -- 7.5.2.When do you use visual management? -- 7.5.3.How do we perform visual management? -- 7.5.3.1.Other industry-specific examples -- 7.5.4.An illustrative example -- 7.6.Standard Operating Procedures -- 7.6.1.What is SOP? -- 7.6.2.When do you use an SOP? -- 7.6.3.How do we create an SOP? -- 7.6.3.1.Applications of SOPS -- 7.6.4.An illustrative example -- 7.7.Cause and effect analysis -- 7.7.1.What is cause and effect analysis? -- 7.7.2.When do you use cause and effect analysis? -- 7.7.3.How do we create cause and effect analysis? -- 7.7.4.An illustrative example -- 7.8.Pareto analysis -- 7.8.1.What is Pareto analysis? -- 7.8.2.When do you use Pareto analysis? -- 7.8.3.How do we create Pareto analysis? -- 7.8.4.An illustrative example -- 7.9.Histogram -- 7.9.1.What is a histogram? -- 7.9.2.When do you use a histogram? -- 7.9.3.How do we create a histogram? -- 7.9.4.An illustrative example -- 7.10.Scatter diagram and correlation analysis -- 7.10.1.What is a scatter diagram and correlation analysis? -- 7.10.2.When do you use a scatter diagram and correlation analysis? -- 7.10.3.How do we create a scatter diagram and correlation analysis? -- 7.10.4.An illustrative example -- 7.11.Control charts -- 7.11.1.What are control charts? -- 7.11.2.When do you use control charts? -- 7.11.3.How do we create a control chart? -- 7.11.4.An illustrative example -- 7.12.Run charts -- 7.12.1.What are run charts? -- 7.12.1.1.Questions to ask about a run chart -- 7.12.1.2.Two ways to misinterpret run charts -- 7.12.2.When do you use run charts? -- 7.12.3.How do we construct a run chart? -- 7.12.4.An illustrative example -- 7.13.Failure Modes and Effects Analysis -- 7.13.1.What is a Failure Mode and Effects Analysis? -- 7.13.2.When do we use an FMEA? -- 7.13.3.How do we create an FMEA worksheet? -- 7.13.4.An illustrative example -- 7.14.Voice of the Customer analysis -- 7.14.1.What is a VOC analysis? -- 7.14.2.When do we use VOC analysis? -- 7.14.3.How do I perform VOC analysis? -- 7.14.4.An illustrative example -- 7.15.CTQs and a CTQ tree -- 7.15.1.What are CTQs? -- 7.15.2.Why do we need CTQs? -- 7.15.3.How do we construct a CTQ tree? -- 7.15.4.An illustrative example -- 7.16.Project charter -- 7.16.1.What is a project charter? -- 7.16.2.Why do we need a project charter? -- 7.16.3.How do we construct a project charter? -- 7.16.4.An illustrative example -- 7.17.Hypothesis tests -- 7.17.1.What are hypothesis tests? -- 7.17.2.When do you use hypothesis tests? -- 7.17.3.How do we perform hypothesis tests? -- 7.17.4.An illustrative example -- 7.18.Regression analysis -- 7.18.1.What is regression analysis? -- 7.18.2.When do you use regression analysis? -- 7.18.3.How do we perform simple linear regression analysis? -- 7.18.4.An illustrative example -- 7.19.Kanban system -- 7.19.1.What is Kanban? -- 7.19.1.1.Rules for Kanban -- 7.19.2.When do you use Kanban? -- 7.19.3.How do we create a Kanban? -- 7.19.3.1.Calculation of number of Kanbans -- 7.19.4.An illustrative example -- 7.20.Poka-Yoke (mistake proofing) -- 7.20.1.What is Poka-Yoke? -- 7.20.2.When do you use Poka-Yoke? -- 7.20.3.How do we perform Poka-Yoke? -- 7.20.4.Illustrative examples -- 7.20.4.1.Illustrative examples of Poka-Yoke -- 7.21.Root cause analysis or 5 Whys analysis -- 7.21.1.What is root cause analysis? -- 7.21.2.When do you use a root cause analysis? -- 7.21.3.How do we carry out a root cause analysis? -- 7.21.4.An illustrative example -- 7.22.Design of Experiments -- 7.22.1.What is design of experiments? -- 7.22.2.When do you use DoE? -- 7.22.3.How do we perform a design of experiments? -- 7.22.4.An illustrative example -- 7.23.Process mapping -- 7.23.1.What is a process map? -- 7.23.2.When do we use a process map? -- 7.23.3.How do we construct a process map? -- 7.23.4.An illustrative example -- 7.24.Measurement System Analysis -- 7.24.1.What is MSA? -- 7.24.2.When do you use measurement system analysis? -- 7.24.3.How do we create measurement system analysis? -- 7.24.4.An illustrative example -- 7.25.Solution Selection Matrix -- 7.25.1.What is an SSM? -- 7.25.2.When do you use an SSM? -- 7.25.3.How do you use an SSM? -- 7.25.4.An illustrative example -- 7.26.Summary -- References -- 8.1.What is an LSS project? -- 8.2.Project selection and prioritisation -- 8.3.Management of project reviews -- 8.4.Some tips for making your LSS projects successful -- 8.5.Summary -- References -- 9.1.Case study 1: Application of Six Sigma methodology in a small-scale foundry industry -- 9.1.1.Background of the company -- 9.1.2.Background to the problem -- 9.1.3.Six Sigma methodology (DMAIC) -- 9.1.3.1.Define phase -- 9.1.3.2.Measure phase -- 9.1.3.3.Analyse phase -- 9.1.3.4.Improve phase -- 9.1.3.5.Control phase -- 9.1.4.Managerial implications -- 9.1.5.Key lessons learned from the case study -- 9.1.6.Recap of tools used -- 9.1.7.Summary --
  • Contents note continued: 9.2.Case study 2: Application of Six Sigma methodology in road construction for wind turbine installation -- 9.2.1.Background of the company -- 9.2.2.Background to the problem -- 9.2.3.Six Sigma methodology (DMAIC) -- 9.2.3.1.Define phase -- 9.2.3.2.Measure phase -- 9.2.3.3.Analyse phase -- 9.2.3.4.Improve phase -- 9.2.3.5.Control phase -- 9.2.4.Managerial implications -- 9.2.5.Key lessons learned from the case study -- 9.2.6.Recap of tools used -- 9.2.7.Summary -- 9.3.Case study 3: Application of Six Sigma methodology to reduce the rejection and rework in an automobile supplier company -- 9.3.1.Background of the company -- 9.3.2.Background to the problem -- 9.3.3.Six Sigma methodology (DMAIC) -- 9.3.3.1.Define phase -- 9.3.3.2.Measure phase -- 9.3.3.3.Analyse phase -- 9.3.3.4.Improve phase -- 9.3.3.5.Control phase -- 9.3.4.Managerial implications -- 9.3.5.Key lessons learned from the case study -- 9.3.6.Recap of tools used -- 9.3.7.Summary -- 9.4.Case study 4: Application of value stream mapping in a camshaft manufacturing organisation -- 9.4.1.Background of the company -- 9.4.2.Background of the problem -- 9.4.3.Value stream mapping methodology -- 9.4.3.1.Formation of task force -- 9.4.3.2.Process map and data collection -- 9.4.3.3.Total product cycle time -- 9.4.3.4.Takt time -- 9.4.3.5.Analysis of Lean metrics -- 9.4.3.6.WIP calculation -- 9.4.4.Bottleneck analysis -- 9.4.5.Description of current state map -- 9.4.6.Improvements and future state map -- 9.4.6.1.Improvements pertaining to cutting process -- 9.4.6.2.Improvements pertaining to turning and drilling processes -- 9.4.7.Comparison of current and future state maps -- 9.4.8.Managerial implications -- 9.4.9.Summary -- 9.5.Case study 5: An application of Lean Six Sigma to a die-casting process -- 9.5.1.Background of the company -- 9.5.2.Background to the problem -- 9.5.3.Lean Six Sigma methodology (DMAIC) -- 9.5.3.1.Define phase -- 9.5.3.2.Measure phase -- 9.5.3.3.Analyse phase -- 9.5.3.4.Improve phase -- 9.5.3.5.Control phase -- 9.5.4.Typical benefits of the project -- 9.5.5.Challenges, key lessons learned and managerial implications -- 9.5.6.Recap of tools used -- 9.5.7.Summary -- References
Dimensions
unknown
Extent
1 online resource (xxv, 215 pages.) :
Form of item
online
Isbn
9781482260090
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
99967968380
System control number
(NhCcYBP)12799472

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