Lean Sigma

Chapter 1 Introduction 1 PART I PROJECT ROADMAPS TO SOLVE BUSINESS PROBLEMS Chapter 2 Define--Tools Roadmap Applied to the Beginning of All Projects 13 Chapter 3 Global Process Problems 23 A: On-Time Delivery Issues 23 B: Capacity of Process Is Too Low 27 C: RTY, Defects, Accuracy, Quality, Scrap, and Rework Issues 29 D: % Uptime Is Too Low 33 E: Pace of Process Too Slow 36 F: Process Has Enough Capacity, But Fails Intermittently 38 G: Process Has Enough Capacity, But Process Lead Time Is Too Long 41 H: Individual Steps Meet Takt, Global Process Does Not 44 I: Demand from the Customer Is Too Variable 47 J: Too Many Entity Types (Products) 51 K: High Schedule Variation 54 L: Measurement System Broken 60 M: Performance Characteristic Not Good Enough 63 N: Planned Maintenance Takes Too Long 64 O: Setup/Changeover Takes Too Long 65 P: Too Much Unplanned Maintenance 68 Q: Process Can't Make Product at All 72 R: Resource Usage Is Too High (Headcount Reduction) 75 S: Inventory Is Too High 78 T: Waste/Process Loss Too High 82 U: High Forecast Variation 85 V: Not Enough Sales 89 W: Backlog of Orders Is Too High 91 X: Payments Made to Suppliers Not Optimized 93 Y: Accounts Receivable Are Too High 95 Chapter 4 Individual Step Process Problems 99 Chapter 5 Control--Tools Used at the End of All Projects 107 PART II ROADMAPS TO FIND PROJECTS WHERE NO OBVIOUS CANDIDATES EXIST Chapter 6 Discovery--Tools Applied to Identify Projects 115 PART III ROADMAPS TO GUIDE IN THE PRACTICAL APPLICATION OF EACH LEAN SIGMA TOOL Chapter 7 Tools 119 01: 5 Whys 119 02: 5S 122 03: Affinity 130 04: ANOVA 133 05: Box Plot 141 06: Capability--Attribute 143 07: Capability--Continuous 146 08: Cause & Effect (C&E) Matrix 153 09: Chi-Square 157 10: Control Charts 163 11: Critical Path Analysis 171 12: Customer Interviewing 174 13: Customer Requirements Tree 183 14: Customer Surveys 186 15: Demand Profiling 193 16: Demand Segmentation 196 17: DOE--Introduction 202 18: DOE--Screening 213 19:

Dr. Ian Wedgwood is an Executive Director for SBTI and has over a decade of Lean Sigma Experience. He has both led and facilitated a number of deployments in indus-tries as diverse as electronics, engineered materials, medical devices, chemicals, and healthcare, and has trained and mentored numerous Executives, Champions, and Belts in DFSS, Six Sigma, and Lean. Ian has a strong product development background and co-developed SBTI's Lean Design, Lean Sigma, K-Sigma (accelerated Lean Sigma), and Healthcare methodologies and curricula. Prior to joining SBTI, Ian worked for the global engineering group Invensys PLC (the merger of BTR and Siebe) with some 1200+ sites worldwide. Starting out as Development Manager for BTR Technology Services, based in the United Kingdom, and then progressing to Technical Manager, he led the development of Six Sigma based soft-ware tools and their implementation into BTR's manufacturing sites. As a Program Manager with BTR C&TG he was involved in key Projects within the BTR Group during strategic acquisitions. One such project, building a new 180,000 square foot manufacturing facility in Tijuana, Mexico, brought Ian to the United States where he still lives with his wife, Veronica, and sons Christian and Sean. As a Program Manager for Powerware (part of Invensys' Power Systems Division), Ian led the efforts to lean the Divisions' New Product Development processes. Moving back into a Divisional role, he then led Invensys' highly successful Lean Design for Six Sigma deployment. Some 380+ Design Belts within Power Systems alone yielded a 65 times return in less than two years. He joined SBTI as a Master Consultant in 2001 and SBTI's Leadership Team as its first Executive Director in February 2003. Ian holds a Ph.D. and a First-Class Honors degree in Applied Mathematics from Scotland's St.Andrew's University.