Hutwelker Six Sigma Green Belt Certification Project

Identification, Implementation and Evaluation
1. Auflage 2019
ISBN: 978-3-030-31915-1
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 266 Seiten

Reihe: Management for Professionals

This book helps professionals to turn their own Six Sigma projects into reality. Using a sample project, the book guides readers through all aspects of Six Sigma, from identifying and defining a suitable project topic, to sustainably managing its success in the control phase. By demonstrating all the necessary steps supported by a DMAIC software guide, it makes the application of the sequentially linked DMAIC tools easy to understand and directly transferable to typical Six Sigma business projects. Further, each chapter provides numerous questions and answers, tasks and the framework for an environmental standard project. This book is an essential part of the author's teaching material on the topic, which also includes the software 'sigmaGuide', a template for project documentation and several hours of video content featuring course materials on edX Learning Community.


Reiner Hutwelker, Six Sigma Master Black Belt, formerly at Siemens Management Consulting, is a consultant, trainer and coach for process improvements using Six Sigma and Lean methodologies. With more than 25 years of experience in production and services, Dr. Hutwelker specializes in the development of methods, including a successful eLearning course, a business game titled codierFabrik, as well as software tools such as 'sigmaGuide'. He is currently a Senior Lecturer at the Technical University of Munich (TU Munich, Germany).

Autoren/Hrsg.

Hutwelker, Reiner

Inhaltsverzeichnis

1;Preface;7
2;Acknowledgements;9
3;Contents;10
4;About the Author;14
5;1: Certification Path, Projects, and Course Concept;15
5.1;1.1 Certification Requirements;15
5.2;1.2 Two Types of Certification Projects: For Professionals and Students;17
5.3;1.3 Course Introduction;21
6;2: Six Sigma Introduction;23
6.1;2.1 Overview: Steps, Tools, Their Purpose, and Results;23
6.2;2.2 Company-Wide Improvement Program;24
6.3;2.3 Practice and Application: Cookie du Chef;27
6.4;2.4 Six Sigma Method;28
6.4.1;2.4.1 Phases of the DMAIC Cycle;28
6.4.2;2.4.2 Process-Problem-Solving Model;30
6.4.2.1;Details: There Are Many Possibilities to Act: One of Them Is Best Practice;33
6.4.3;2.4.3 Definitions and Principles of Problem-Solving;35
6.5;2.5 Statistical Basis of Six Sigma;39
6.5.1;2.5.1 Basics of Process Capability;39
6.5.2;2.5.2 Influences on Process Capability;42
6.5.2.1;Details: Shooting at a Wall and Drawing a Target Around the Hole or Vice Versa?;42
6.5.3;2.5.3 Examples of Performance Levels in Everyday Life;44
6.6;2.6 Linking Practice, Model, and Statistics;46
6.7;References;48
7;3: sigmaGuide;49
7.1;3.1 Download and Installation;49
7.2;3.2 Tools and Features;51
8;4: DEFINE: Parts 1 and 2;54
8.1;4.1 Overview: Steps, Tools, Their Purpose, and Results;54
8.2;4.2 Project-Topic;56
8.2.1;4.2.1 Identification of a Project-Topic;56
8.2.2;4.2.2 Criteria for Lean Six Sigma Project-Topics;60
8.3;4.3 Project-Definition;62
8.3.1;4.3.1 Process and Output;63
8.3.2;4.3.2 Problems;63
8.3.3;4.3.3 Effects;67
8.3.4;4.3.4 Solution Ideas;67
8.3.5;4.3.5 Project-Definition;70
8.4;Reference;72
8.4.1;Link;72
9;5: Project-Story-Book;73
10;6: DEFINE: Part 3;78
10.1;6.1 SIPOC;78
10.2;6.2 Voice-to-Critical;83
10.2.1;6.2.1 Procedure;83
10.2.2;6.2.2 Interviews;84
10.2.3;6.2.3 Transferring Answers to the Tool;85
10.2.4;6.2.4 Kano-Model;87
10.2.5;6.2.5 Transferring Answers to the Tool;88
10.2.6;6.2.6 Results;88
10.3;6.3 Project-Charter;91
10.4;6.4 Stakeholder Communication;94
11;7: MEASURE;99
11.1;7.1 Overview: Steps, Tools, Their Purpose, and Results;99
11.2;7.2 Input-Analysis;100
11.3;7.3 Process-Mapping/-Analysis;103
11.3.1;7.3.1 Process-Mapping;104
11.3.2;7.3.2 Process-Analysis;106
11.3.3;7.3.3 Procedure of the Workshop;109
11.3.4;7.3.4 Results;111
11.4;7.4 Cause and Effect Matrix;114
11.5;7.5 Data-Collection;120
11.5.1;7.5.1 Scales of Measurement;120
11.5.2;7.5.2 Data-Collection-Plan;126
11.6;7.6 Hypotheses;132
11.6.1;7.6.1 Modeled Content of Assumptions: Difference Hypothesis vs. Relationship Hypothesis;133
11.6.2;7.6.2 Relationship Hypothesis;134
11.6.3;7.6.3 Difference Hypothesis;135
11.6.4;7.6.4 Statistical Format of Assumptions: Null Hypothesis (H0) vs. Alternative Hypothesis (HA);135
11.6.5;7.6.5 Scale Levels Determine Appropriate Statistical Tests;137
11.6.6;7.6.6 Automatic Generation of Hypotheses in sigmaGuide;139
12;8: ANALYSE;141
12.1;8.1 Overview: Steps, Tools, Their Purpose, and Results;141
12.2;8.2 Data Evaluation;142
12.3;8.3 Process Performance;146
12.3.1;8.3.1 Process Control;147
12.3.2;8.3.2 Process Capability;149
12.3.2.1;Details Box: Z.bench as an Estimate of Sigma Capability;150
12.4;8.4 Hypotheses Testing;153
12.4.1;Details: Statistical Significance and Practical Relevance for Differences;154
12.4.2;Details: Statistical Significance and Practical Relevance for Relationships;158
12.5;8.5 Root-Cause-Analysis;162
12.5.1;8.5.1 Preparation;162
12.5.2;8.5.2 Implementation;166
12.5.2.1;Details: 5 x Why? - Necessary and Sufficient to Detect the Root Causes?;171
12.5.2.2;Details: Non-existent Solutions Are Not Causes;172
13;9: IMPROVE;175
13.1;9.1 Overview: Steps, Tools, Their Purpose, and Results;175
13.2;9.2 Development and Selection of Solutions;176
13.2.1;9.2.1 Creativity Techniques;176
13.2.2;9.2.2 Development of Solutions;180
13.2.3;9.2.3 Selection of Solutions;183
13.3;9.3 Measures and Risks;184
13.3.1;9.3.1 Action-Plan;184
13.3.2;9.3.2 FMEA: Identification and Evaluation of the Risks of Measures;186
13.4;References;190
14;10: CONTROL;191
14.1;10.1 Overview: Steps, Tools, Their Purpose, and Results;191
14.2;10.2 Data-Evaluation;192
14.3;10.3 Process Performance;194
14.3.1;10.3.1 Process Control;194
14.3.2;10.3.2 Process Capability;197
14.4;10.4 Improvements and Benefits;200
14.4.1;10.4.1 Statistical Tests of Improvement;200
14.4.2;10.4.2 Financial and Other Benefits;200
14.5;10.5 Process-Management-Plan;206
15;11: Project Completion;211
15.1;11.1 Review and Outlook;211
15.2;11.2 Checks and Evaluation;211
15.3;11.3 End of Project;212
16;12: Six Sigma Project Guideline;215
17;13: Lean and Six Sigma: Partners for Quality;221
17.1;13.1 Lean and Six Sigma: Roots and Development;221
17.2;13.2 Lean-Thinking Vs. Six Sigma: Comparison of Attributes;224
17.3;References;227
18;14: Tips for Six Sigma Sponsors to Support Projects and the Program;228
18.1;14.1 Six Sigma for Sponsors and Basic Recommendations;228
18.2;14.2 Focus and Effects of Projects;233
18.3;14.3 Role and Tasks for Sponsors;234
18.4;14.4 Selection of a Green Belt Candidate;237
18.5;14.5 Human Factors: Round or Square Wheels for Improvements;237
18.6;14.6 Sources for Project-Topics in Your Company;239
18.7;14.7 Sources for Project-Topics in Your Area of Responsibility;241
18.8;14.8 Factors of Successful Six Sigma Projects and Programs;242
18.9;14.9 Dissatisfaction with Six Sigma and Termination of Programs;245
18.10;References;248
19;15: Notes for Six Sigma Experts on the Concept of this Course;249
19.1;15.1 Standard Tool-Set for all Business Processes;249
19.2;15.2 Coverage of the Entire Project Cycle;251
19.3;15.3 Chronological Linkage and Integration of Tools;252
20;Answers to Questions;255
21;Further Reading;266
21.1;Links;266