Harrington, H: Lean Six Sigma Handbook

How to Identify Processing Waste Waste 5: Waiting What Causes Waiting Waste? How to Identify Waiting Waste Waste 6: Motion What Causes Motion Waste? How to Identify Motion Waste Waste 7: Transportation What Causes Transportation Waste? How to Identify Transportation Waste Waste 8: Underutilized Employees What Causes Underutilized Employees Waste? How to Identify Underutilized Employee Waste Waste 9: Behavior How to Identify Behavior Waste Summary Lean Concepts, Tools, and Methods Overview Traditional Organization Operational Philosophy Lean Operational Philosophy Lean Management Concepts Waste Value-Added Activities No-Value-Added Activities Business-Value-Added Activities Waste Identification Waste Elimination Value Stream Value Stream Management Continuous Flow Pull Systems Point of Use Storage Quality at the Source Just-in-Time Kaizen 5M's-Materials, Machines, Manpower, Method, and Measurements Key Process Input Variables (KPIVs) Key Process Output Variables (KPOVs) Lean Tools 5S Workplace Organization and Standardization Just the Facts 5S Means Action Common Omissions When Implementing 5S Overall Equipment Effectiveness Just the Facts How to Use OEE Applying OEE in Nonmanufacturing Environments Mistake Proofing Just the Facts How to Use Mistake Proofing Cellular Manufacturing Just the Facts How to Create Manufacturing Cells Kanban Just the Facts How to Use Kanban Value Stream Mapping Just the Facts Managing with Maps Visual Controls Just the Facts How to Use Visual Controls The Power of Lean Concepts and Lean Tools Composite U-Cell Case Study Lean Six Sigma Concepts and Tools Used Summary Three Faces of Change-Kaizen, Kaikaku, and Kakushin In a Nutshell Introduction Resistance to Change Fear of the Unknown Measurement Systems Beliefs Overcoming Resistance to Change Leaving Old Beliefs Behind Considering New Possibilities Emergence of LSS Three Faces of Change Kaizen-Continuous Improvement Kaizen and You Method Kaizen for Process Troubleshooting Step 1: Go to Gemba Step 2: Conduct Gembutsu Step 3: Take Temporary Countermeasures "on the Spot" Step 4: Find Root Causes Step 5: Standardize to Prevent Recurrence Kaizen Teams Possible Target Areas for Kaizen Teams Preparing for Kaizen Team Member Roles in Kaizen Overcoming Obstacles during Kaizen Kaikaku-Transformation of Mind How Do We Recognize Kaikaku (Transformation of Mind)? Kaikaku in Cell Design Kaikaku in Facility Layouts Kakushin (Innovation) The 20-20 Innovation Process Summary SSBB OVERVIEW On Integrating LSS and DMAIC with DMADV In a Nutshell Overview Goals of Lean DMADV Lean Design Goals of DMAIC/DMADV Overview of How DMAIC Works Overview of How DMADV Works Comparing DMAIC and DMADV Integrating Lean with DMAIC/DMADV Root Cause Analysis and Lean Groups of Root Cause Analysis Tools Summary LSSBB ADVANCED NONSTATISTICAL TOOLS Black Belt Nonstatistical Tools (A through M) Introduction 5S Just the Facts Example Additional Reading Benchmarking of Processes Just the Facts What Will Benchmarking Do for You? History of Benchmarking Types of Benchmarking Internal Benchmarking External Benchmarking Guidelines and Tips What Are the Primary Reasons for Using Process Benchmarking? The What The How The Five Phases of Internal and External Combined Benchmarking Process Examples Additional Reading Bureaucracy Elimination Methods Just the Facts Process-Focused Approach Incident-Focused Approach Examples Example 1 Example 2 Example 3 Additional Reading Conflict Resolution Just the Facts Example Additional Reading Critical to Quality Just the Facts Critical to Quality (CTQ) Characteristics Example Additional Reading Cycle Time Analysis and Reduction Just the Facts Applications of Cycle Time Analysis and Reduction Cycle Time Analysis and Reduction Process Examples Additional Reading Fast-Action Solution Technique (FAST) Just the Facts Examples Additional Reading Foundation of Six Sigma (Minimizing Variation) Just the Facts What Does "Good Enough" Mean? Example Additional Reading Just-in-Time (JIT) Just the Facts Example Additional Reading Matrix Diagram/Decision Matrix Just the Facts L-Shaped Matrix T-Shaped Matrix Guidelines and Tips Examples Additional Reading Measurements Just the Facts Principles of Good Measure Examples Quality Measurement Additional Reading Black Belt Nonstatistical Tools (O Through Q) Organizational Change Management (OCM) Just the Facts Seven Phases of OCM Phase I: Defining Current State Pain Phase II: Establishing a Clear Vision of the Future State Solution Phase III: Defining Change Roles Phase IV: Mapping Change Roles Phase V: Defining the Degree of Change Required Phase VI: Developing the Organizational Change Management Plan Phase VII: Implementing the Change Management Plan Examples Additional Reading Pareto Diagrams Just the Facts The Pareto Principle (80/20 Rule) Uses of Pareto Diagrams Classifications of Data Constructing a Pareto Diagram Example Prioritization Matrix Just the Facts Example Additional Reading Project Management (PM) Just the Facts Project Management Knowledge Areas Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management How OCM Can Help Estimate Task Effort and Duration Develop the Schedule Project Management Software Project Management Software Selection PMBOK Tools and Techniques Examples Additional Reading Quality Function Deployment (QFD) Just the Facts Using QFD Voice of the Customer Part Deployment Phase The Process Plan and Quality Plan Matrices The Roof of the House of Quality Operating Instructions Summary Examples Additional Reading Black Belt Nonstatistical Tools (R through Z) Introduction Reliability Management System Just the Facts Phase I: Defining Reliability Requirements Phase II: Designing Reliability into the Item Phase III: Defining Component Reliability Phase IV: Calculating the Item's Reliability Phase V: Minimizing Manufacturing Degradation Phase VI: Qualifying the Item Phase VII: Measuring Customer/Consumer Reliability Phase VIII: Corrective Action and Database Updating Examples Additional Reading Root Cause Analysis Just the Facts How to Do a Root Cause Analysis in Six Steps Examples Scatter Diagrams Just the Facts Steps to Prepare a Scatter Diagram Guidelines and Tips Example Additional Reading Selection Matrix (Decision Matrix) Just the Facts Example Additional Reading SIPOC Diagram Just the Facts The SIPOC Approach Expanded Building a SIPOC Diagram Example: Mama Mia Case Study Mama Mia's SIPOC-Food Storage Process Mama Mia's SIPOC-Food Preparation and Order Delivery SWOT-Strengths, Weaknesses, Opportunities, and Threats Just the Facts The SWOT Matrix Example Additional Reading Takt Time Just the Facts Example Additional Reading Theory of Constraints (TOC) Just the Facts Types of (Internal) Constraints Example Additional Reading Tree Diagrams Just the Facts Examples Additional Reading Value Stream Mapping Just the Facts Example Additional Reading LSSBB ADVANCED STATISTICAL TOOLS Advanced Statistical Tools Analysis of Variance (ANOVA)-One-Way Just the Facts Example Analysis of Variance (ANOVA)-Two-Way Just the Facts Major Considerations Example Box Plots Just the Facts Example Confidence Intervals Just the Facts Example Confidence Interval for the Mean Confidence Interval for the Standard Deviation Confidence Interval for the Proportion Defective Data Transformations Just the Facts Data Transformation Types Standard Transformation Functions Example Application Cookbook Design of Experiments Just the Facts Steps in Designing an Experiment Principles of an Experimental Design Setting up the Appropriate Experiment Analysis (of Means and Variance) Methodologies Analysis of Means Paired Comparison Analysis of Variance Methodology One-Way and Two-Way ANOVA One-Way ANOVA Example Experiment 1 Example Experiment 2 Two-Way ANOVA Types of Experimental Designs Applications of DoE DoE Steps Experimental Objectives Select and Scale the Process Variables Design Guidelines A Typical DoE Checklist The Iterative Approach to DoE Experimental Assumptions Is the Measurement System Capable? Is the Process Stable? Are the Residuals Well Behaved? Interactions Categories of Experimental Designs Three-Factor, Three-Level Experiment Randomized Block Plans Latin Square Designs Graeco-Latin Designs Plackett-Burman Designs Taguchi Designs Mixture Designs Simplex-Lattice Designs Steepest Ascent/Descent Response Surfaces EVOP Evolutionary Operations When to Use Which Design Project Strategies Data Analysis Experimental Designs Response Surface Designs Project Strategy Decision Table References Background References Measurement Systems Analysis (MSA) Just the Facts Example Approaches to Attribute MSA Method of Least Squares Just the Facts Example Multivari Charts Just the Facts Example Nonparametric Statistical Tests Just the Facts Example Sign Test for the Median One-Sided Wilcoxon Test Two-Sample Mann-Whitney Kruskal-Wallis Mood's Median Test Friedman Test for a Randomized Block Design Populations and Samples Just the Facts Uncertainty in the Mean-Conclusions Data Defined Summary of Data Types Process Measurements Summary Example Regression Analysis Just the Facts Simple Linear Regression Multiple Linear Regression Curvilinear Regression Other Linear Regression Models Caution Example Rolled-Throughput Yield Just the Facts Example Calculating Process Sigma Taguchi Method Just the Facts Taguchi Quality Definitions Ideal Quality Robust Design Quality Loss Function Fundamental Concepts Example Traditional View of the Loss Function Taguchi Approach Specify a Target The Quadratic Loss Function (QFL) Understanding the Quality Characteristic Observing the Slope Determining Customer Impact The Cost of Not Being on Target Validation Just the Facts The Failure Modalities Some Risk Assessment Tools Guidelines and Tips Example Appendix A Glossary Appendix B Appendix C: Six Sigma Green Belt Tools

of its Board of Judges. In 1980, the city of Yonkers, New York, declared March 7 Frank Voehl Day, honoring him for his many contributions on behalf of thousands of youth in the city where he lived, performed volunteer work, and served as athletic director and coach of the Yonkers-Pelton Basketball Association. In 1985 he was named Father of the Year in Broward County, Florida. He also serves as president of the Miami Archdiocesan Council of the St. Vincent de Paul Society, whose mission is to serve the poor and needy throughout South Florida and the world. Frank's contributions to quality improvement around the world have brought him many honors and awards, including ASQ's Distinguished Service Medal, the Caribbean Center for Excellence Founders Award, the Community Quality Distinguished Service Award, the Czech Republic Outstanding Service Award on behalf of its business community leaders, FPL's Pioneer Lead Facilitator Award, the Florida SFMA Partners in Productivity Award, and many others. He was appointed the honorary advisor to the Bahamas Quality Control Association, and he was elected to the Eastern Europe Quality Hall of Fame. He was also named honorary director of the Association Venezuela de Control de Calidad by Banco Consolidado. Dr. H. James Harrington: In the book Tech Trending, Dr. Harrington was referred to as "the quintessential tech trender." The New York Times noted his "knack for synthesis and an open mind about packaging his knowledge and experience in new ways-characteristics that may matter more as prerequisites for new economy success than technical wizardry." The author Tom Peters stated, "I fervently hope that Harrington's readers will not only benefit from the thoroughness of his effort but will also 'smell' the fundamental nature of the challenge for change that he mounts." William Clinton, past president of the United States, appointed Dr. Harrington to serve as an Ambassador of Good Will. It has been said about him, "He writes the books that other consultants use." Harrington Institute was featured on a half-hour TV program, Heartbeat of America, which focuses on outstanding small businesses that make America strong. The host, William Shatner, stated: "You [Dr. Harrington] manage an entrepreneurial company that moves America forward. You are obviously successful." Harrington serves as the chief executive officer for the Harrington Institute and Harrington Middle East. He is also chairman of the board for a number of businesses. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance. In February 2002 Dr. Harrington retired as the COO of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions, when Systemcorp was purchased by IBM. Prior to this, he served as a principal and one of the leaders in the Process Innovation Group at Ernst & Young; he retired from Ernst & Young when it was purchased by Cap Gemini. Dr. Harrington joined Ernst & Young when Ernst & Young purchased Harrington, Hurd & Rieker, a consulting firm that Dr. Harrington started. Before that Dr. Harrington was with IBM for over 40 years as a senior engineer and project manager. Dr. Harrington is past chairman and past president of the prestigious International Academy for Quality and of the American Society for Quality Control. He is also an active member of the Global Knowledge Economics Council. Harrington was elected to the honorary level of the International Academy for Quality, which is the highest level of recognition in the quality profession. Harrington is a government-registered quality engineer, a Certified Quality and Reliability Engineer by the American Society for Quality Control, and a Permanent Certified Professional Manager by the Institute of Certified Professional Managers. He is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. He has an MBA and PhD in engineering management and a BS in electrical engineering. Dr. Harrington's contributions to performance improvement around the world have brought him many honors. He was appointed the honorary advisor to the China Quality Control Association, and was elected to the Singapore Productivity Hall of Fame in 1990. He has been named lifetime honorary president of the Asia-Pacific Quality Control Organization and honorary director of the Association Chilean de Control de Calidad. In 2006 Dr. Harrington accepted the honorary chairman position of Quality Technology Park of Iran. Harrington has been elected a fellow of the British Quality Control Organization and the American Society for Quality Control. In 2008 he was elected to be an honorary fellow of the Iran Quality Association and Azerbaijan Quality Association. He was also elected an honorary member of the quality societies in Taiwan, Argentina, Brazil, Colombia, and Singapore. He is also listed in the "Who'sWho Worldwide" and "Men of Distinction Worldwide." He has presented hundreds of papers on performance improvement and organizational management structure at the local, state, national, and international levels. Recognition: * The Harrington/Ishikawa Medal, presented yearly by the Asian Pacific Quality Organization, was named after H. James Harrington to recognize his many contributions to the region. * The Harrington/Neron Medal was named after H. James Harrington in 1997 for his many contributions to the quality movement in Canada. * Harrington Best TQM Thesis Award was established in 2004 and named after H. James Harrington by the European Universities Network and e-TQM College. * Harrington Chair in Performance Excellence was established in 2005 at the Sudan University. * Harrington Excellence Medal was established in 2007 to recognize an individual who uses the quality tools in a superior manner. * H. James Harrington Scholarship was established in 2011 by the ASQ Inspection Division. Harrington has received many awards, among them the Benjamin L. Lubelsky Award, the John Delbert Award, the Administrative Applications Division Silver Anniversary Award, and the Inspection Division Gold Medal Award. In 1996, he received the ASQC's Lancaster Award in recognition of his international activities. In 2001 he received the Magnolia Award in recognition for the many contributions he has made in improving quality in China. In 2002 Harrington was selected by the European Literati Club to receive a lifetime achievement award at the Literati Award for Excellence ceremony in London. The award was given to honor his excellent literature contributions to the advancement of quality and organizational performance. Also, in 2002 Harrington was awarded the International Academy of Quality President's Award in recognition for outstanding global leadership in quality and competitiveness, and contributions to IAQ as Nominations Committee chair, vice president, and chairman. In 2003 Harrington received the Edwards Medal from the American Society for Quality (ASQ). The Edwards Medal is presented to the individual who has demonstrated the most outstanding leadership in the application of modern quality control methods, especially through the organization and administration of such work. In 2004 he received the Distinguished Service Award, which is ASQ's highest award for service granted by the society. In 2008 Dr. Harrington was awarded the Sheikh Khalifa Excellence Award (UAE) in recognition of his superior performance as an original Quality and Excellence Guru who helped shape modern quality thinking. In 2009 Harrington was selected as the Professional of the Year. Also in 2009 he received the Hamdan Bin Mohammed e-University Medal. In 2010 the Asian Pacific Quality Association (APQO) awarded Harrington the APQO President's Award for his "exemplary leadership." The Australian Organization of Quality NSW's Board recognized Harrington as "the Global Leader in Performance Improvement Initiatives" in 2010. In 2011 he was honored to receive the Shanghai Magnolia Special Contributions Award from the Shanghai Association for Quality in recognition of his 25 years of contributing to the advancement of quality in China. This was the first time that this award was given out. In 2012 Harrington received the ASQ Ishikawa Medal for his many contributions in promoting the understanding of process improvement and employee involvement on the human aspects of quality at the local, national, and international levels. Also in 2012 he was awarded the Jack Grayson Award. This award recognizes individuals who have demonstrated outstanding leadership in the application of quality philosophy, methods and tools in education, health care, public service, and not-for-profit organizations. Harrington also received the A.C. Rosander Award in 2012. This is ASQ Service Quality Division's highest honor. It is given in recognition of outstanding long-term service and leadership resulting in substantial progress toward the fulfillment of the division's programs and goals. Additionally, in 2012 Harrington was honored by the Asia Pacific Quality Organization by being awarded the Armand V. Feigenbaum Lifetime Achievement Medal. This award is given annually to an individual whose relentless pursuit of performance improvement over a minimum of 25 years has distinguished himself or herself for the candidate's work in promoting the use of quality methodologies and principles within and outside of the organization he or she is part of. Charles "Chuck" Mignosa has over 30 years of diversified experience in high technology, biomedical devices, telecommunications, and food processing industries and 25 years of experience in IBM holding patents in solid lubricants. He was a second-level manager in charge of implementing quality systems in five manufacturing areas. He is a certified course developer and has developed courses including Total Quality Management, Continuous Flow Manufacturing, Customer-Driven Quality, Statistical Design and Analysis of Experiments, Team Building, Six Sigma, Conflict Resolution, and Communication Skills. After leaving IBM he worked as an independent consultant doing all of the TQM training for Spectrian telecommunications and facilitating its conversion from a DOD to public sector company and attaining its ISO registration. Mignosa has consulted for and done training with such companies as Siemens Automotive, General Mills, Gatorade, Zea Corporation, Connors Peripherals, HP, IBM, ADAC Labs, Cholestech, Heinz USA, and many more. He has held positions as director of quality for P-com, a telecommunication company, and Cholestech Corporation, a medical device company. Mignosa is currently president of Business Systems Architects (BSA), a Silicon Valley consulting, training, and documentation company specializing in the design and implementation of business and quality management systems and, with Upward Performance, of which he is also president, implementing Six Sigma and Lean Manufacturing programs. In addition to a BS in chemistry, Mr. Mignosa has graduate degrees in statistics, systems research, and management training with IBM and is a senior member of ASQ. Rich Charron is the founder and president of the Lean Manufacturing Group, Inc., a South Florida company that provides a number of "handson" employee learning and Lean implementation programs focused on waste elimination, productivity improvement, and profitability enhancement. He is a Certified Master Black Belt in Lean Six Sigma Excellence from the Harrington Institute. He has trained and coached over 100 teams in Lean Manufacturing, Lean Six Sigma, and Kaizen events, generating savings over $25 million. In conjunction with Strategy Associates he completed a three-part DVD series on Lean concepts for the University of Central Florida. His expertise is in process performance excellence, Lean Six Sigma, Lean Manufacturing, design for manufacturability, problem solving, product and process failure analysis, products development, and performance testing. Mr. Charron holds BS and MS degrees in plastics engineering from the University of Massachusetts. His MS thesis, "Product Liability in the Plastics Industry," is a survey of our legal system and the impacts of unsafe products and legal uncertainties. He is the author of over a dozen technical publications on product quality, products performance testing, and products failure analysis.