T.H.M. de Goede,
Tjeerd Hesp,
Ton Meek,
A.G.M. Ten Tije
e.a.
Lean Six Sigma Green Belt & Black Belt Exercise book
Paperback Engels 2016 9789492240101Op voorraad | Vandaag voor 23:00 uur besteld, morgen in huis
Samenvatting
It is important for businesses and organizations to continuously focus on customer satisfaction by supplying products or services with outstanding quality, cost efficiently and delivered within the agreed lead time. Improving quality and efficiency is the domain of Process Improvement.
Realizing these objectives is effectively achieved by applying Lean Six Sigma: a combination of Lean Manufacturing and Six Sigma approaches. Within Lean Six Sigma, individuals can be trained at various Belt levels. These levels are called Yellow Belt, Orange Belt, Green Belt and Black Belt.
There are many excellent books about the Lean Six Sigma theory. However you cannot learn how to apply Lean Six Sigma by only reading books. You need to learn by doing and practicing. This exercise book is a valuable addition in Lean Six Sigma training events. Even experienced Lean Six Sigma Green and Black Belts can use this exercise book to improve their Lean Six Sigma skills.
The structure of this book is based on the Lean Six Sigma Academy Syllabi for Green and Black Belts (LSSA, 2014) and follows the 'Continuous Improvement Maturity Model' (CIMM).
Specificaties
ISBN13:9789492240101
Rubriek:IT-management / ICT
Trefwoorden:kwaliteitsmanagement, verandermanagement, kwaliteitsverbetering, six sigma, lean management, Lean, Lean Six Sigma
Taal:Engels
Bindwijze:paperback
Aantal pagina's:319
Uitgever:LSSA
Druk:2
Verschijningsdatum:24-9-2016
Serie:Climbing the mountain
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Inhoudsopgave
1. WORLD CLASS PERFORMANCE
1.1 COMPETITIVE STRATEGIES
1.1.1 Lean and Six Sigma applications – Six Sigma Organization
1.2 HISTORY OF CONTINUOUS IMPROVEMENT
1.3 PHILOSOPHY & PRINCIPLES
1.3.1 Lean principles – The Toyota 14 principles (TPS)
1.3.2 Lean principles – Lean thinking
1.4 ORGANIZATIONAL PROCESS MANAGEMENT
1.4.1 Business performance measures – EFQM excellence model and dimensions
1.4.2 Business performance measures – EFQM RADAR scorecard
1.4.3 Business performance measures – Financial indicators (Lean Accounting)
1.4.4 Business performance measures – Accounting rules (Lean Accounting)
2. PROCESS IMPROVEMENT DEPLOYMENT
2.1 MANAGEMENT OF CHANGE
2.2 LEADERSHIP
2.2.1 Effective communication – Effective meetings
2.2.2 Team performance, evaluation and reward – Motivate and involve
2.3 TEAM DEVELOPMENT
2.3.1 Training deployment – Key issues
3. PROJECT MANAGEMENT
3.1 TEAM FORMATION
3.2 PROCESS IMPROVEMENT ROADMAPS
3.3 VOICE OF CUSTOMER (VOC)
3.3.1 Customer Identification – Innovation subsidies
3.4 PROJECT CHARTER
3.5 PROJECT MANAGEMENT TECHNIQUES
3.5.1 Time management – Efficient meetings
3.5.2 Time management – Project delays
3.5.3 Project risk management – Family business
3.5.4 Lessons learned – One Point Lesson
4. CIMM LEVEL I – CREATING A SOLID FOUNDATION
4.1 ORGANIZED WORK ENVIRONMENT (5S)
4.1.1 Organized work environment (5S) – 5S activities
4.2 STANDARDIZED WORK
4.2.1 Standardized work and Documentation – Standard Operating Procedures (SOP)
4.2.2 Standardized work and Documentation – Effective process control methods
4.3 QUALITY CONTROL & QUALITY ASSURANCE
4.3.1 Ongoing evaluation and auditing – Japanese Culture
5. CIMM LEVEL II – CREATING A CONTINUOUS IMPROVEMENT CULTURE
5.1 KAIZEN
5.1.1 Kaizen events - Kaizen 5S Tool shop
5.2 BASIC QUALITY TOOLS 26
5.2.1 Visualization of data – Stacking columns
5.2.2 Visualization of data – Transposing columns
5.2.3 Visualization of data – Subset data using a formula
5.2.4 Visualization of data – Merging text from 2 columns
5.2.5 Basic Quality tools – Pareto graph
5.2.6 Basic Quality tools – Bar chart
5.2.7 Basic Quality tools – Pie chart
5.2.8 Basic Quality tools – Boxplot
5.2.9 Basic Quality tools – Histogram
5.2.10 Basic Quality tools – Interval plot with groups
5.2.11 Basic Quality tools – Interval plot
5.2.12 Basic Quality tools – Probability distribution
5.2.13 Basic Quality tools – Line plot
5.2.14 Basic Quality tools – Time series plot
5.2.15 Basic Quality tools – Probability plot
5.2.16 Basic Quality tools – Marginal plot
6. CIMM LEVEL III – CREATING STABLE AND EFFICIENT PROCESSES
DEFINE
6.1 PROCESS MAPPING
6.1.1 High level process description – Pancakes (SIPOC)
6.1.2 High level process description – Pancakes (Process Mapping)
6.1.3 High level process description – Pancakes (Cause & Effect matrix)
MEASURE
6.2 LEAN PERFORMANCE METRICS 32
6.2.1 Lean Performance Metrics – Overall Equipment Effectiveness (OEE)
6.2.2 Lean Performance Metrics – Filling line OEE
6.2.3 Types of data – Scale types
ANALYZE
6.3 VALUE STREAM ANALYSIS
6.3.1 Value Stream Mapping (Current State) – Flashlight production - ENNA
IMPROVE
6.4 REDUCING MUDA (WASTE)
6.4.1 Waste identification – Logistic process incoming goods
6.5 REDUCING MURI (OVERBURDEN)
6.5.1 Flow – Cells
6.5.2 Flow – Penny Fab
6.6 REDUCING MURA (UNEVENNESS)
6.6.1 Pull – Kanban, inventory turnover (Shop Floor Control)
6.6.2 Pull – Surface treatment
6.6.3 Quick Change Over (SMED) – Changeovers in service and administrative processes
6.6.4 Quick Change Over (SMED) – SMED tooling
6.7 VALUE STREAM IMPROVEMENT 47
6.7.1 Value Stream Mapping (Future State) – Flashlight production - ENNA
6.7.2 Value Stream Mapping (Future State) – Injection molding process – ENNA
6.7.3 Value Stream Mapping (Future State) – Assembly process – ENNA
CONTROL
6.8 FIRST TIME RIGHT
6.8.1 Failure Mode and Effects Analysis (pFMEA) - Pancakes (pFMEA)
6.8.2 Jidoka & Poka Yoke – Poka Yoke
7. CIMM LEVEL IV – CREATING CAPABLE PROCESSES
DEFINE
7.1 CRITICAL TO QUALITY (CTQ) 50
7.1.1 CTx Flowdown - Pancakes
7.1.2 CTx Flowdown – Hotel
MEASURE
7.2 SIX SIGMA PERFORMANCE METRICS
7.3 STATISTICS
7.3.1 Basic terms – Mean and median
7.3.2 Basic terms – Variance, standard deviation and range
7.3.3 Basic terms – Variance and standard deviation
7.3.4 Descriptive statistics – “Histogram with fit and groups” of a camshaft
7.3.5 Descriptive statistics – Population versus sample
7.3.6 Descriptive statistics – Sampling methods
7.3.7 Descriptive statistics – Tossing dice (Sum of probabilities)
7.3.8 Descriptive statistics – Bjorn and Svein (Highest probability with dice)
7.3.9 Descriptive statistics – Daily production (Probability sample)
7.4 DISTRIBUTIONS 53
7.4.1 Common continuous distributions – Bricks (Normal probability distribution)
7.4.2 Common continuous distributions – Axel diameter
7.4.3 Common continuous distributions – Sample bearings
7.4.4 Common continuous distributions – Espresso
7.4.5 Common discrete distributions – Screws 1 (Binomial probability)
7.4.6 Common discrete distributions – Screws 2 (Binomial probability distribution)
7.4.7 Common discrete distributions – Quotations I
7.4.8 Common discrete distributions – Quotations II
7.4.9 Common discrete distributions – Helpdesk (Poisson probability distribution)
7.4.10 Common discrete distributions – Referendum voters
7.4.11 Central limity theorem – Putting it to the test
7.5 MEASUREMENT SYSTEMS
7.5.1 Measurement Systems Analysis (MSA)– Positive, Negative, Non-linear and Bias
7.5.2 Measurement Systems Analysis (MSA) – Laboratory measurements (MSA)
7.5.3 Measurement Systems Analysis (MSA) – Measuring film thickness (MSA)
7.5.4 Measurement Systems Analysis (MSA) – Shaft measured 50x (Type 1 Gage Study)
7.5.5 Measurement Systems Analysis (MSA) – Weighing chemicals (Gage Linearity)
7.5.6 Attribute Agreement Analysis – Blood eggs (Attributive Agreement)
7.5.7 Attribute Agreement Analysis – Liquorice manufacturing (Attribute Gage Study)
ANALYZE
7.6 HYPOTHESIS TESTING AND CONFIDENCE INTERVALS
7.6.1 Tests for means, variances and proportions – The settings of a filling machine
7.6.2 Tests for means, variances and proportions – Turning axels
7.6.3 Tests for means, variances and proportions – Lead time subsidy application
7.6.4 Tests for means, variances and proportions – Fast-food chain
7.6.5 Tests for means, variances and proportions – Sporty students
7.6.6 Tests for means, variances and proportions – Fair coin toss
7.6.7 Paired-comparison tests – Cable tensile strength
7.6.8 Paired-comparison tests – Plastic tube deflection
7.6.9 Paired-comparison tests – Distribution center
7.6.10 Paired-comparison tests – Call center demand
7.6.11 Goodness-of-fit (Chi square) tests – Boys and girls (Goodness of Fit)
7.6.12 Goodness-of-fit (Chi square) tests – Ball diameters (Contingency [chance] tables)
7.6.13 Goodness-of-fit (Chi square) tests – Accidents and age
7.6.14 Non-parametric tests – New logo
7.6.15 Non-parametric tests – Titanium content
7.6.16 Non-parametric tests – Turning right
7.6.17 Non-parametric tests – Income per district
7.7 CORRELATION AND REGRESSION
7.7.1 Regression analysis – Plant growth
7.7.2 Regression analysis – Fishermen talk
7.7.3 Regression analysis – Marketing Campaign I
7.7.4 Regression analysis – Marketing Campaign II
7.7.5 Regression analysis – Transportation costs
7.7.6 Analysis of variance (ANOVA) – Blood coagulation research
7.7.7 Analysis of variance (ANOVA) – Typing speed
7.7.8 Multivariate studies – Metal sintering (Multi-Vari chart)
7.7.9 Attribute data analysis – Challenger Case
7.8 PROCESS CAPABILITY AND PERFORMANCE 71
7.8.1 Process capability studies – Axel diameter (Process Capability)
7.8.2 Process capability studies – Tube filling weight
7.8.3 Process capability studies – Oven temperature
7.8.4 Process capability studies – Temperature at the office
IMPROVE
7.9 DESIGN OF EXPERIMENTS (DOE)
7.9.1 Two-level fractional factorial experiments – Bike experiment (DOE fractional factorial)
7.9.2 Two-level fractional factorial experiments – Lithography – 5 factors
CONTROL
7.10 STATISTICAL PROCESS CONTROL (SPC)
7.10.1 Selection and application of control charts – Xbar & R chart of a camshaft
7.10.2 Selection and application of control charts – Supplier
7.10.3 Selection and application of control charts – Deviation from nominal (DNOM – Chart)
7.10.4 Selection and application of control charts – LCD screen control chart
7.10.5 Selection and application of control charts – False control chart Out-Of-Control reports
8. CIMM LEVEL V – CREATING WORLD CLASS PRODUCTS
8.1 PRODUCT LIFECYCLE MANAGEMENT (PLM)
8.2 DEVELOPMENT FRAMEWORKS
8.3 DESIGN FOR SIX SIGMA TECHNIQUES
8.3.1 Tolerance Analysis – Sphere and beam
ANSWER KEY
1. WORLD CLASS PERFORMANCE
1.1 COMPETIVE STRATEGIES
1.1.1 Lean and Six Sigma applications – Six Sigma Organization
1.2 HISTORY OF CONTINUOUS IMPROVEMENT
1.3 PHILOSOPHY & PRINCIPLES
1.3.1 Lean principles – The 14 Toyota principles (TPS)
1.3.2 Lean principles in the organization – Lean thinking
1.4 ORGANIZATIONAL PROCESS MANAGEMENT
1.4.1 Business performance measures – EFQM excellence model and dimensions
1.4.2 Business performance measures – EFQM RADAR scorecard
1.4.3 Financial measures – Financial indicators (Lean Accounting)
1.4.4 Financial measures – Accounting rules (Lean Accounting)
2. PROCES IMPROVEMENT DEPLOYMENT
2.1 MANAGEMENT OF CHANGE
2.2 LEADERSHIP
2.2.1 Effective communication – Effective meetings
2.2.2 Team performance evaluation and reward – Motivate and involve
2.3 TEAM DEVELOPMENT
2.3.1 Training Deployment – Key issues
3. PROJECT MANAGEMENT
3.1 TEAM FORMATION
3.2 PROCESS IMPROVEMENT ROADMAPS
3.3 VOICE OF CUSTOMER (VOC)
3.3.1 Customer Identification – Innovation subsidies
3.4 PROJECT CHARTER
3.5 PROJECT MANAGEMENT TECHNIQUES
3.5.1 Time management – Efficient meetings
3.5.2 Time management – Project delays
3.5.3 Project risk analysis and mitigation – Family business
3.5.4 Lessons learned – One Point Lesson
4. CIMM LEVEL I – CREATING A SOLID FOUNDATION
4.1 ORGANIZED WORK ENVIRONMENT
4.1.1 Organized work environment (5S) – 5S activities
4.2 STANDARDIZED WORK
4.2.1 Standardized work and documentation – Standard Operating Procedures (SOP)
4.2.2 Standardized work and documentation – Effective process control methods
4.3 QUALITY CONTROL & QUALITY ASSURANCE
4.3.1 Ongoing evaluation and auditing – Japanese Culture
5. CIMM LEVEL II – CREATING A CONTINUOUS IMPROVEMENT CULTURE
5.1 KAIZEN
5.1.1 Kaizen events – Kaizen 5S Tool shop
5.2 BASIC QUALITY TOOLS
5.2.1 Visualization of data – Stacking columns
5.2.2 Visualization of data – Transposing columns
5.2.3 Visualization of data – Subset data using a formula
5.2.4 Visualization of data – Merging text from 2 columns
5.2.5 Basic Quality tools – Pareto graph
5.2.6 Basic Quality tools – Bar chart
5.2.7 Basic Quality tools – Pie chart
5.2.8 Basic Quality tools – Boxplot
5.2.9 Basic Quality tools – Histogram
5.2.10 Basic Quality tools – Interval plot with groups
5.2.11 Basic Quality tools – Interval plot
5.2.12 Basic Quality tools – Probability distribution
5.2.13 Basic Quality tools – Line Plot
5.2.14 Basic Quality tools – Time series plot
5.2.15 Basic Quality tools – Probability plot
5.2.16 Basic Quality tools – Marginal plot
5.3 BASIC MANAGEMENT TOOLS
6. CIMM LEVEL III – CREATING STABLE AND EFFICIENT PROCESSES
DEFINE
6.1 PROCESS MAPPING
6.1.1 High level process description – Pancakes (SIPOC)
6.1.2 High level process description – Pancakes (Process Mapping)
6.1.3 High level process description – Pancakes (Cause & Effect matrix)
MEASURE
6.2 LEAN PERFORMANCE METRICS
6.2.1 Lean Performance Metrics – Overall Equipment Effectiveness (OEE)
6.2.2 Lean Performance Metrics – Filling line OEE
6.2.3 Types of data – Scale types
ANALYZE
6.3 VALUE STREAM ANALYSIS
6.3.1 Value Stream Mapping (Current State) – Flashlight production - ENNA
IMPROVE
6.4 REDUCING MUDA (WASTE)
6.4.1 Waste identification – Logistic process of incoming goods
6.5 REDUCING MURI (OVERBURDEN)
6.5.1 Flow – Cells
6.5.2 Flow – Penny Fab
6.6 REDUCING MURA (UNEVENNESS)
6.6.1 Pull – Kanban, inventory turnover (Shop Floor Control)
6.6.2 Pull – Surface treatment
6.6.3 Quick Change Over (SMED) – Changeovers in service and administrative processes
6.6.4 Quick Change Over (SMED) – SMED tooling
6.7 VALUE STREAM IMPROVEMENT 135
6.7.1 Value Stream Mapping (Future State) – Flashlight production - ENNA
6.7.2 Value Stream Mapping (Future State) – Injection moulding process – ENNA
6.7.3 Value Stream Mapping (Future State) – Assembly process – ENNA
CONTROL 144
6.8 FIRST TIME RIGHT
6.8.1 Failure Mode and Effects Analysis (pFMEA) – Pancakes (pFMEA)
6.8.2 Jidoka & Poka Yoke – Poka Yoke
7. CIMM LEVEL IV – CREATING CAPABLE PROCESSES
DEFINE
7.1 CRITICAL TO QUALITY (CTQ)
7.1.1 CTx Flowdown – Pancakes
7.1.2 CTx Flowdown – Hotel
MEASURE
7.2 SIX SIGMA PERFORMANCE METRICS
7.3 STATISTICS
7.3.1 Basic terms – Mean and Median
7.3.2 Basic terms – Variation, Standard Deviation and Range
7.3.3 Basic terms – Variation, Standard Deviation
7.3.4 Descriptive statistics – “Histogram with fit and groups” of a camshaft
7.3.5 Descriptive statistics – Population versus sample
7.3.6 Descriptive statistics – Sampling methods
7.3.7 Descriptive statistics – Tossing dice (Sum of probabilities)
7.3.8 Descriptive statistics – Bjorn and Svein (Highest probability with dice)
7.3.9 Descriptive statistics – Daily production (Probability sample)
7.4 DISTRIBUTIONS 155
7.4.1 Commonly continuous distributions – Bricks (Normal probability distribution)
7.4.2 Commonly continuous distributions – Axel diameter
7.4.3 Commonly continuous distributions – Sample bearings
7.4.4 Commonly continuous distributions – Espresso
7.4.5 Commonly discrete distributions – Screws 1 (Binomial probability)
7.4.6 Commonly discrete distributions – Screws 2 (Binomial probability distribution)
7.4.7 Commonly discrete distributions – Quotations I
7.4.8 Commonly discrete distributions – Quotations II
7.4.9 Commonly discrete distributions – Helpdesk (Poisson probability distribution)
7.4.10 Commonly discrete distributions – Referendum voters
7.4.11 Central limit theorem – Putting it to the test
7.5 MEASUREMENT SYSTEM ANALYSIS (MSA) 190
7.5.1 Measurement System Analysis (MSA) – Positive, Negative, Non-linear and Bias
7.5.2 Measurement System Analysis (MSA)– Laboratory measurements (MSA)
7.5.3 Measurement System Analysis (MSA)– Measuring film thickness (MSA)
7.5.4 Measurement System Analysis (MSA)– Shaft measured 50 times (Type 1 Gage Study)
7.5.5 Measurement System Analysis (MSA)– Weighing chemicals (Gage Linearity)
7.5.6 Attribute Agreement Analysis - Blood Eggs (Attributive Agreement)
7.5.7 Attribute Agreement Analysis – Liquorice Manufacturing (Attribute Gage Study)
ANALYZE 212
7.6 HYPOTHESIS TESTING AND CONFIDENCE INTERVALS 212
7.6.1 Tests for means, variances and proportions – The settings of a filling machine
7.6.2 Tests for means, variances and proportions – Turning axels
7.6.3 Tests for means, variances and proportions – Lead time subsidy application
7.6.4 Tests for means, variances and proportions – Fast-food chain
7.6.5 Tests for means, variances and proportions – Sporty students
7.6.6 Tests for means, variances and proportions – Fair coin toss
7.6.7 Paired-comparison tests – Cable tensile strength
7.6.8 Paired-comparison tests – Plastic tube deflection
7.6.9 Paired-comparison tests – Distribution center
7.6.10 Paired-comparison tests – Call center demand
7.6.11 Goodness-of-fit (Chi square) tests – Boys and girls (Goodness of Fit)
7.6.12 Goodness-of-fit (Chi square) tests – Ball diameters (Contingency (chance) Tables)
7.6.13 Goodness-of-fit (Chi square) tests – Accidents and age
7.6.14 Non-parametric tests – New logo
7.6.15 Non-parametric tests – Titanium content
7.6.16 Non-parametric tests – Turning right
7.6.17 Non-parametric tests – Income per district
7.7 CORRELATION AND REGRESSION
7.7.1 Regression analysis – Plant growth
7.7.2 Regression analysis – Fishermen talk
7.7.3 Regression analysis – Marketing Campaign I
7.7.4 Regression analysis – Marketing Campaign II
7.7.5 Regression analysis – Transportation costs
7.7.6 Analysis of variance (ANOVA) – Blood coagulation research
7.7.7 Analysis of variance (ANOVA) – Typing speed
7.7.8 Multivariate studies – Metal sintering (Multi-Vari chart)
7.7.9 Attributes data analysis - Challenger Cas
7.8 PROCESS CAPABILITY AND PERFORMANCE
7.8.1 Process capability studies – Axel diameter (Process Capability)
7.8.2 Process capability studies – Tube filling weight
7.8.3 Process capability studies – Oven temperature
7.8.4 Process capability studies – Temperature at the office
IMPROVE
7.9 DESIGN OF EXPERIMENTS (DOE)
7.9.1 Two-level fractional factorial experiments – Bike experiment (DOE fractional factorial)
7.9.2 Two-level fractional factorial experiments – Lithography – 5 factors
CONTROL
7.10 STATISTICAL PROCESS CONTROL (SPC)
7.10.1 Selection and application of control charts – Xbar & R chart of a camshaft
7.10.2 Selection and application of control charts – Supplier
7.10.3 Selection and application of control charts – Deviation from nominal (DNOM –Chart)
7.10.4 Selection and application of control charts – LCD screen control chart
7.10.5 Selection and application of control charts – False Out-Of-Control reports
8. CIMM LEVEL V – CREATING WORLD CLASS PRODUCTS
8.1 PRODUCT LIFECYCLE MANAGEMENT (PLM)
8.2 DEVELOPMENT FRAMEWORKS
8.3 DESIGN FOR SIX SIGMA TECHNIQUES
8.3.1 Tolerance analysis – Sphere and beam
REFERENCES MANUFACTURING + SERVICE EXERCISES GB-BB LEVEL
1.1 COMPETITIVE STRATEGIES
1.1.1 Lean and Six Sigma applications – Six Sigma Organization
1.2 HISTORY OF CONTINUOUS IMPROVEMENT
1.3 PHILOSOPHY & PRINCIPLES
1.3.1 Lean principles – The Toyota 14 principles (TPS)
1.3.2 Lean principles – Lean thinking
1.4 ORGANIZATIONAL PROCESS MANAGEMENT
1.4.1 Business performance measures – EFQM excellence model and dimensions
1.4.2 Business performance measures – EFQM RADAR scorecard
1.4.3 Business performance measures – Financial indicators (Lean Accounting)
1.4.4 Business performance measures – Accounting rules (Lean Accounting)
2. PROCESS IMPROVEMENT DEPLOYMENT
2.1 MANAGEMENT OF CHANGE
2.2 LEADERSHIP
2.2.1 Effective communication – Effective meetings
2.2.2 Team performance, evaluation and reward – Motivate and involve
2.3 TEAM DEVELOPMENT
2.3.1 Training deployment – Key issues
3. PROJECT MANAGEMENT
3.1 TEAM FORMATION
3.2 PROCESS IMPROVEMENT ROADMAPS
3.3 VOICE OF CUSTOMER (VOC)
3.3.1 Customer Identification – Innovation subsidies
3.4 PROJECT CHARTER
3.5 PROJECT MANAGEMENT TECHNIQUES
3.5.1 Time management – Efficient meetings
3.5.2 Time management – Project delays
3.5.3 Project risk management – Family business
3.5.4 Lessons learned – One Point Lesson
4. CIMM LEVEL I – CREATING A SOLID FOUNDATION
4.1 ORGANIZED WORK ENVIRONMENT (5S)
4.1.1 Organized work environment (5S) – 5S activities
4.2 STANDARDIZED WORK
4.2.1 Standardized work and Documentation – Standard Operating Procedures (SOP)
4.2.2 Standardized work and Documentation – Effective process control methods
4.3 QUALITY CONTROL & QUALITY ASSURANCE
4.3.1 Ongoing evaluation and auditing – Japanese Culture
5. CIMM LEVEL II – CREATING A CONTINUOUS IMPROVEMENT CULTURE
5.1 KAIZEN
5.1.1 Kaizen events - Kaizen 5S Tool shop
5.2 BASIC QUALITY TOOLS 26
5.2.1 Visualization of data – Stacking columns
5.2.2 Visualization of data – Transposing columns
5.2.3 Visualization of data – Subset data using a formula
5.2.4 Visualization of data – Merging text from 2 columns
5.2.5 Basic Quality tools – Pareto graph
5.2.6 Basic Quality tools – Bar chart
5.2.7 Basic Quality tools – Pie chart
5.2.8 Basic Quality tools – Boxplot
5.2.9 Basic Quality tools – Histogram
5.2.10 Basic Quality tools – Interval plot with groups
5.2.11 Basic Quality tools – Interval plot
5.2.12 Basic Quality tools – Probability distribution
5.2.13 Basic Quality tools – Line plot
5.2.14 Basic Quality tools – Time series plot
5.2.15 Basic Quality tools – Probability plot
5.2.16 Basic Quality tools – Marginal plot
6. CIMM LEVEL III – CREATING STABLE AND EFFICIENT PROCESSES
DEFINE
6.1 PROCESS MAPPING
6.1.1 High level process description – Pancakes (SIPOC)
6.1.2 High level process description – Pancakes (Process Mapping)
6.1.3 High level process description – Pancakes (Cause & Effect matrix)
MEASURE
6.2 LEAN PERFORMANCE METRICS 32
6.2.1 Lean Performance Metrics – Overall Equipment Effectiveness (OEE)
6.2.2 Lean Performance Metrics – Filling line OEE
6.2.3 Types of data – Scale types
ANALYZE
6.3 VALUE STREAM ANALYSIS
6.3.1 Value Stream Mapping (Current State) – Flashlight production - ENNA
IMPROVE
6.4 REDUCING MUDA (WASTE)
6.4.1 Waste identification – Logistic process incoming goods
6.5 REDUCING MURI (OVERBURDEN)
6.5.1 Flow – Cells
6.5.2 Flow – Penny Fab
6.6 REDUCING MURA (UNEVENNESS)
6.6.1 Pull – Kanban, inventory turnover (Shop Floor Control)
6.6.2 Pull – Surface treatment
6.6.3 Quick Change Over (SMED) – Changeovers in service and administrative processes
6.6.4 Quick Change Over (SMED) – SMED tooling
6.7 VALUE STREAM IMPROVEMENT 47
6.7.1 Value Stream Mapping (Future State) – Flashlight production - ENNA
6.7.2 Value Stream Mapping (Future State) – Injection molding process – ENNA
6.7.3 Value Stream Mapping (Future State) – Assembly process – ENNA
CONTROL
6.8 FIRST TIME RIGHT
6.8.1 Failure Mode and Effects Analysis (pFMEA) - Pancakes (pFMEA)
6.8.2 Jidoka & Poka Yoke – Poka Yoke
7. CIMM LEVEL IV – CREATING CAPABLE PROCESSES
DEFINE
7.1 CRITICAL TO QUALITY (CTQ) 50
7.1.1 CTx Flowdown - Pancakes
7.1.2 CTx Flowdown – Hotel
MEASURE
7.2 SIX SIGMA PERFORMANCE METRICS
7.3 STATISTICS
7.3.1 Basic terms – Mean and median
7.3.2 Basic terms – Variance, standard deviation and range
7.3.3 Basic terms – Variance and standard deviation
7.3.4 Descriptive statistics – “Histogram with fit and groups” of a camshaft
7.3.5 Descriptive statistics – Population versus sample
7.3.6 Descriptive statistics – Sampling methods
7.3.7 Descriptive statistics – Tossing dice (Sum of probabilities)
7.3.8 Descriptive statistics – Bjorn and Svein (Highest probability with dice)
7.3.9 Descriptive statistics – Daily production (Probability sample)
7.4 DISTRIBUTIONS 53
7.4.1 Common continuous distributions – Bricks (Normal probability distribution)
7.4.2 Common continuous distributions – Axel diameter
7.4.3 Common continuous distributions – Sample bearings
7.4.4 Common continuous distributions – Espresso
7.4.5 Common discrete distributions – Screws 1 (Binomial probability)
7.4.6 Common discrete distributions – Screws 2 (Binomial probability distribution)
7.4.7 Common discrete distributions – Quotations I
7.4.8 Common discrete distributions – Quotations II
7.4.9 Common discrete distributions – Helpdesk (Poisson probability distribution)
7.4.10 Common discrete distributions – Referendum voters
7.4.11 Central limity theorem – Putting it to the test
7.5 MEASUREMENT SYSTEMS
7.5.1 Measurement Systems Analysis (MSA)– Positive, Negative, Non-linear and Bias
7.5.2 Measurement Systems Analysis (MSA) – Laboratory measurements (MSA)
7.5.3 Measurement Systems Analysis (MSA) – Measuring film thickness (MSA)
7.5.4 Measurement Systems Analysis (MSA) – Shaft measured 50x (Type 1 Gage Study)
7.5.5 Measurement Systems Analysis (MSA) – Weighing chemicals (Gage Linearity)
7.5.6 Attribute Agreement Analysis – Blood eggs (Attributive Agreement)
7.5.7 Attribute Agreement Analysis – Liquorice manufacturing (Attribute Gage Study)
ANALYZE
7.6 HYPOTHESIS TESTING AND CONFIDENCE INTERVALS
7.6.1 Tests for means, variances and proportions – The settings of a filling machine
7.6.2 Tests for means, variances and proportions – Turning axels
7.6.3 Tests for means, variances and proportions – Lead time subsidy application
7.6.4 Tests for means, variances and proportions – Fast-food chain
7.6.5 Tests for means, variances and proportions – Sporty students
7.6.6 Tests for means, variances and proportions – Fair coin toss
7.6.7 Paired-comparison tests – Cable tensile strength
7.6.8 Paired-comparison tests – Plastic tube deflection
7.6.9 Paired-comparison tests – Distribution center
7.6.10 Paired-comparison tests – Call center demand
7.6.11 Goodness-of-fit (Chi square) tests – Boys and girls (Goodness of Fit)
7.6.12 Goodness-of-fit (Chi square) tests – Ball diameters (Contingency [chance] tables)
7.6.13 Goodness-of-fit (Chi square) tests – Accidents and age
7.6.14 Non-parametric tests – New logo
7.6.15 Non-parametric tests – Titanium content
7.6.16 Non-parametric tests – Turning right
7.6.17 Non-parametric tests – Income per district
7.7 CORRELATION AND REGRESSION
7.7.1 Regression analysis – Plant growth
7.7.2 Regression analysis – Fishermen talk
7.7.3 Regression analysis – Marketing Campaign I
7.7.4 Regression analysis – Marketing Campaign II
7.7.5 Regression analysis – Transportation costs
7.7.6 Analysis of variance (ANOVA) – Blood coagulation research
7.7.7 Analysis of variance (ANOVA) – Typing speed
7.7.8 Multivariate studies – Metal sintering (Multi-Vari chart)
7.7.9 Attribute data analysis – Challenger Case
7.8 PROCESS CAPABILITY AND PERFORMANCE 71
7.8.1 Process capability studies – Axel diameter (Process Capability)
7.8.2 Process capability studies – Tube filling weight
7.8.3 Process capability studies – Oven temperature
7.8.4 Process capability studies – Temperature at the office
IMPROVE
7.9 DESIGN OF EXPERIMENTS (DOE)
7.9.1 Two-level fractional factorial experiments – Bike experiment (DOE fractional factorial)
7.9.2 Two-level fractional factorial experiments – Lithography – 5 factors
CONTROL
7.10 STATISTICAL PROCESS CONTROL (SPC)
7.10.1 Selection and application of control charts – Xbar & R chart of a camshaft
7.10.2 Selection and application of control charts – Supplier
7.10.3 Selection and application of control charts – Deviation from nominal (DNOM – Chart)
7.10.4 Selection and application of control charts – LCD screen control chart
7.10.5 Selection and application of control charts – False control chart Out-Of-Control reports
8. CIMM LEVEL V – CREATING WORLD CLASS PRODUCTS
8.1 PRODUCT LIFECYCLE MANAGEMENT (PLM)
8.2 DEVELOPMENT FRAMEWORKS
8.3 DESIGN FOR SIX SIGMA TECHNIQUES
8.3.1 Tolerance Analysis – Sphere and beam
ANSWER KEY
1. WORLD CLASS PERFORMANCE
1.1 COMPETIVE STRATEGIES
1.1.1 Lean and Six Sigma applications – Six Sigma Organization
1.2 HISTORY OF CONTINUOUS IMPROVEMENT
1.3 PHILOSOPHY & PRINCIPLES
1.3.1 Lean principles – The 14 Toyota principles (TPS)
1.3.2 Lean principles in the organization – Lean thinking
1.4 ORGANIZATIONAL PROCESS MANAGEMENT
1.4.1 Business performance measures – EFQM excellence model and dimensions
1.4.2 Business performance measures – EFQM RADAR scorecard
1.4.3 Financial measures – Financial indicators (Lean Accounting)
1.4.4 Financial measures – Accounting rules (Lean Accounting)
2. PROCES IMPROVEMENT DEPLOYMENT
2.1 MANAGEMENT OF CHANGE
2.2 LEADERSHIP
2.2.1 Effective communication – Effective meetings
2.2.2 Team performance evaluation and reward – Motivate and involve
2.3 TEAM DEVELOPMENT
2.3.1 Training Deployment – Key issues
3. PROJECT MANAGEMENT
3.1 TEAM FORMATION
3.2 PROCESS IMPROVEMENT ROADMAPS
3.3 VOICE OF CUSTOMER (VOC)
3.3.1 Customer Identification – Innovation subsidies
3.4 PROJECT CHARTER
3.5 PROJECT MANAGEMENT TECHNIQUES
3.5.1 Time management – Efficient meetings
3.5.2 Time management – Project delays
3.5.3 Project risk analysis and mitigation – Family business
3.5.4 Lessons learned – One Point Lesson
4. CIMM LEVEL I – CREATING A SOLID FOUNDATION
4.1 ORGANIZED WORK ENVIRONMENT
4.1.1 Organized work environment (5S) – 5S activities
4.2 STANDARDIZED WORK
4.2.1 Standardized work and documentation – Standard Operating Procedures (SOP)
4.2.2 Standardized work and documentation – Effective process control methods
4.3 QUALITY CONTROL & QUALITY ASSURANCE
4.3.1 Ongoing evaluation and auditing – Japanese Culture
5. CIMM LEVEL II – CREATING A CONTINUOUS IMPROVEMENT CULTURE
5.1 KAIZEN
5.1.1 Kaizen events – Kaizen 5S Tool shop
5.2 BASIC QUALITY TOOLS
5.2.1 Visualization of data – Stacking columns
5.2.2 Visualization of data – Transposing columns
5.2.3 Visualization of data – Subset data using a formula
5.2.4 Visualization of data – Merging text from 2 columns
5.2.5 Basic Quality tools – Pareto graph
5.2.6 Basic Quality tools – Bar chart
5.2.7 Basic Quality tools – Pie chart
5.2.8 Basic Quality tools – Boxplot
5.2.9 Basic Quality tools – Histogram
5.2.10 Basic Quality tools – Interval plot with groups
5.2.11 Basic Quality tools – Interval plot
5.2.12 Basic Quality tools – Probability distribution
5.2.13 Basic Quality tools – Line Plot
5.2.14 Basic Quality tools – Time series plot
5.2.15 Basic Quality tools – Probability plot
5.2.16 Basic Quality tools – Marginal plot
5.3 BASIC MANAGEMENT TOOLS
6. CIMM LEVEL III – CREATING STABLE AND EFFICIENT PROCESSES
DEFINE
6.1 PROCESS MAPPING
6.1.1 High level process description – Pancakes (SIPOC)
6.1.2 High level process description – Pancakes (Process Mapping)
6.1.3 High level process description – Pancakes (Cause & Effect matrix)
MEASURE
6.2 LEAN PERFORMANCE METRICS
6.2.1 Lean Performance Metrics – Overall Equipment Effectiveness (OEE)
6.2.2 Lean Performance Metrics – Filling line OEE
6.2.3 Types of data – Scale types
ANALYZE
6.3 VALUE STREAM ANALYSIS
6.3.1 Value Stream Mapping (Current State) – Flashlight production - ENNA
IMPROVE
6.4 REDUCING MUDA (WASTE)
6.4.1 Waste identification – Logistic process of incoming goods
6.5 REDUCING MURI (OVERBURDEN)
6.5.1 Flow – Cells
6.5.2 Flow – Penny Fab
6.6 REDUCING MURA (UNEVENNESS)
6.6.1 Pull – Kanban, inventory turnover (Shop Floor Control)
6.6.2 Pull – Surface treatment
6.6.3 Quick Change Over (SMED) – Changeovers in service and administrative processes
6.6.4 Quick Change Over (SMED) – SMED tooling
6.7 VALUE STREAM IMPROVEMENT 135
6.7.1 Value Stream Mapping (Future State) – Flashlight production - ENNA
6.7.2 Value Stream Mapping (Future State) – Injection moulding process – ENNA
6.7.3 Value Stream Mapping (Future State) – Assembly process – ENNA
CONTROL 144
6.8 FIRST TIME RIGHT
6.8.1 Failure Mode and Effects Analysis (pFMEA) – Pancakes (pFMEA)
6.8.2 Jidoka & Poka Yoke – Poka Yoke
7. CIMM LEVEL IV – CREATING CAPABLE PROCESSES
DEFINE
7.1 CRITICAL TO QUALITY (CTQ)
7.1.1 CTx Flowdown – Pancakes
7.1.2 CTx Flowdown – Hotel
MEASURE
7.2 SIX SIGMA PERFORMANCE METRICS
7.3 STATISTICS
7.3.1 Basic terms – Mean and Median
7.3.2 Basic terms – Variation, Standard Deviation and Range
7.3.3 Basic terms – Variation, Standard Deviation
7.3.4 Descriptive statistics – “Histogram with fit and groups” of a camshaft
7.3.5 Descriptive statistics – Population versus sample
7.3.6 Descriptive statistics – Sampling methods
7.3.7 Descriptive statistics – Tossing dice (Sum of probabilities)
7.3.8 Descriptive statistics – Bjorn and Svein (Highest probability with dice)
7.3.9 Descriptive statistics – Daily production (Probability sample)
7.4 DISTRIBUTIONS 155
7.4.1 Commonly continuous distributions – Bricks (Normal probability distribution)
7.4.2 Commonly continuous distributions – Axel diameter
7.4.3 Commonly continuous distributions – Sample bearings
7.4.4 Commonly continuous distributions – Espresso
7.4.5 Commonly discrete distributions – Screws 1 (Binomial probability)
7.4.6 Commonly discrete distributions – Screws 2 (Binomial probability distribution)
7.4.7 Commonly discrete distributions – Quotations I
7.4.8 Commonly discrete distributions – Quotations II
7.4.9 Commonly discrete distributions – Helpdesk (Poisson probability distribution)
7.4.10 Commonly discrete distributions – Referendum voters
7.4.11 Central limit theorem – Putting it to the test
7.5 MEASUREMENT SYSTEM ANALYSIS (MSA) 190
7.5.1 Measurement System Analysis (MSA) – Positive, Negative, Non-linear and Bias
7.5.2 Measurement System Analysis (MSA)– Laboratory measurements (MSA)
7.5.3 Measurement System Analysis (MSA)– Measuring film thickness (MSA)
7.5.4 Measurement System Analysis (MSA)– Shaft measured 50 times (Type 1 Gage Study)
7.5.5 Measurement System Analysis (MSA)– Weighing chemicals (Gage Linearity)
7.5.6 Attribute Agreement Analysis - Blood Eggs (Attributive Agreement)
7.5.7 Attribute Agreement Analysis – Liquorice Manufacturing (Attribute Gage Study)
ANALYZE 212
7.6 HYPOTHESIS TESTING AND CONFIDENCE INTERVALS 212
7.6.1 Tests for means, variances and proportions – The settings of a filling machine
7.6.2 Tests for means, variances and proportions – Turning axels
7.6.3 Tests for means, variances and proportions – Lead time subsidy application
7.6.4 Tests for means, variances and proportions – Fast-food chain
7.6.5 Tests for means, variances and proportions – Sporty students
7.6.6 Tests for means, variances and proportions – Fair coin toss
7.6.7 Paired-comparison tests – Cable tensile strength
7.6.8 Paired-comparison tests – Plastic tube deflection
7.6.9 Paired-comparison tests – Distribution center
7.6.10 Paired-comparison tests – Call center demand
7.6.11 Goodness-of-fit (Chi square) tests – Boys and girls (Goodness of Fit)
7.6.12 Goodness-of-fit (Chi square) tests – Ball diameters (Contingency (chance) Tables)
7.6.13 Goodness-of-fit (Chi square) tests – Accidents and age
7.6.14 Non-parametric tests – New logo
7.6.15 Non-parametric tests – Titanium content
7.6.16 Non-parametric tests – Turning right
7.6.17 Non-parametric tests – Income per district
7.7 CORRELATION AND REGRESSION
7.7.1 Regression analysis – Plant growth
7.7.2 Regression analysis – Fishermen talk
7.7.3 Regression analysis – Marketing Campaign I
7.7.4 Regression analysis – Marketing Campaign II
7.7.5 Regression analysis – Transportation costs
7.7.6 Analysis of variance (ANOVA) – Blood coagulation research
7.7.7 Analysis of variance (ANOVA) – Typing speed
7.7.8 Multivariate studies – Metal sintering (Multi-Vari chart)
7.7.9 Attributes data analysis - Challenger Cas
7.8 PROCESS CAPABILITY AND PERFORMANCE
7.8.1 Process capability studies – Axel diameter (Process Capability)
7.8.2 Process capability studies – Tube filling weight
7.8.3 Process capability studies – Oven temperature
7.8.4 Process capability studies – Temperature at the office
IMPROVE
7.9 DESIGN OF EXPERIMENTS (DOE)
7.9.1 Two-level fractional factorial experiments – Bike experiment (DOE fractional factorial)
7.9.2 Two-level fractional factorial experiments – Lithography – 5 factors
CONTROL
7.10 STATISTICAL PROCESS CONTROL (SPC)
7.10.1 Selection and application of control charts – Xbar & R chart of a camshaft
7.10.2 Selection and application of control charts – Supplier
7.10.3 Selection and application of control charts – Deviation from nominal (DNOM –Chart)
7.10.4 Selection and application of control charts – LCD screen control chart
7.10.5 Selection and application of control charts – False Out-Of-Control reports
8. CIMM LEVEL V – CREATING WORLD CLASS PRODUCTS
8.1 PRODUCT LIFECYCLE MANAGEMENT (PLM)
8.2 DEVELOPMENT FRAMEWORKS
8.3 DESIGN FOR SIX SIGMA TECHNIQUES
8.3.1 Tolerance analysis – Sphere and beam
REFERENCES MANUFACTURING + SERVICE EXERCISES GB-BB LEVEL
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