The Lean Six Sigma Black Belt Handbook Tools and Methods for Process Acceleration

Although Lean and Six Sigma appear to be quite different, when used together they have shown to deliver unprecedented improvements to quality and profitability. The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration explains how to integrate these seemingly dissimilar approaches to increase production speed while decreasing variations and costs in your organization.Presenting problem-solving tools you can use to immediately determine the sources of the problems in your organization, the book is based on a recent survey that analyzed Six Sigma tools to determine which are the most beneficial. Although it focuses on the most commonly used tools, it also includes coverage of those used a minimum of two times on every five Six Sigma projects.Filled with diagrams of the tools you’ll need, the book supplies a comprehensive framework to help you for organize and process the vast amount of information currently available about Lean, quality management, and continuous improvement process applications. It begins with an overview of Six Sigma, followed by little-known tips for using Lean Six Sigma (LSS) effectively. It examines the LSS quality system, its supporting organization, and the different roles involved.Identifying the theories required to support a contemporary Lean system, the book describes the new skills and technologies that you need to master to be certified at the Lean Six Sigma Black Belt (LSSBB) level. It also covers the advanced non-statistical and statistical tools that are new to the LSSBB body of knowledge.Presenting time-tested insights of a distinguished group of authors, the book provides the understanding required to select the solutions that best fit your organization's aim and culture. It also includes exercises, worksheets, and templates you can easily customize to create your own handbook for continuous process improvement.Designed to make the methodologies you choose easy to follow, the book will help Black Belts and Senseis better engage their employees, as well as provide an integrated and visual process management structure for reporting and sustaining continuous improvement breakthroughs and initiatives.

OVERVIEW OF LEAN SIX SIGMA Introduction to Lean Six Sigma MethodologyIn a NutshellIntroduction The Notion of Standing upon the Shoulders of Giants LSS Cultural Building Blocks Connecting the Tools with Engineering GoalsWhat Came First—Six Sigma or Lean?Technical Competency LevelsLSS Belt Levels Lean Six Sigma Master Black Belt (LSSMBB) Lean Six Sigma Black Belt (LSSBB) Lean Six Sigma Green Belt (LSSGB) Lean Six Sigma Yellow Belt (LSSYB) Lean Six Sigma Blue BeltFive Phases of an LSS Improvement ProjectSummary Process Improvement and Lean Six SigmaIn a NutshellIntroductionAN LSS Quality Focus on the Business ProcessSome Basic DefinitionsObjectives of Process ImprovementCross-Functional FocusCritical Success FactorsNature of LSS Process Improvement Advantages of LSS Process ImprovementDetermining Process Ownership The Nature of Business Processes Management’s Traditional Focus Cross-Functional FocusProcess Ownership The Process Owner The Process Management Committee The Process Quality TeamSelection, Responsibilities, and Authority of the Process Owner Selection of the Process Owner Responsibilities of the Process Owner Authority of the Process OwnerProcess Definition and the Process Model Definition of Process Mission and ScopeSummaryExerciseTHE LEAN JOURNEY INTO PROCESS IMPROVEMENTWaste IdentificationIn a NutshellOverviewWhat Is Variation? How Do We Chart Variation? Why Is Understanding and Controlling Variation So Important?What Is Waste? Defining the Value-Added Work ComponentsHow Does Waste Creep into a Process?The Power of ObservationSeeing with New Eyes Waste 1: Overproduction What Causes Overproduction? How to Identify Overproduction Waste 2: Excess Inventories What Causes Excess Inventory? How to Identify Excess Inventory Waste 3: Defects What Causes Defects? How to Identify Defects Waste 4: Extra Processing What Causes Processing Waste? 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 WasteSummary Lean Concepts, Tools, and MethodsOverviewTraditional Organization Operational PhilosophyLean Operational PhilosophyLean 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 ControlsThe Power of Lean Concepts and Lean Tools Composite U-Cell Case Study Lean Six Sigma Concepts and Tools UsedSummaryThree Faces of Change—Kaizen, Kaikaku, and KakushinIn a NutshellIntroduction Resistance to Change Fear of the Unknown Measurement Systems BeliefsOvercoming Resistance to Change Leaving Old Beliefs Behind Considering New Possibilities Emergence of LSSThree 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 KaizenKaikaku—Transformation of Mind How Do We Recognize Kaikaku (Transformation of Mind)? Kaikaku in Cell Design Kaikaku in Facility LayoutsKakushin (Innovation) The 20-20 Innovation ProcessSummarySSBB OVERVIEWOn Integrating LSS and DMAIC with DMADVIn a NutshellOverviewGoals of Lean DMADV Lean DesignGoals of DMAIC/DMADV Overview of How DMAIC Works Overview of How DMADV WorksComparing DMAIC and DMADVIntegrating Lean with DMAIC/DMADV Root Cause Analysis and Lean Groups of Root Cause Analysis ToolsSummaryLSSBB ADVANCED NONSTATISTICAL TOOLSBlack Belt Nonstatistical Tools (A through M)Introduction5S Just the Facts Example Additional ReadingBenchmarking 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 ReadingBureaucracy Elimination Methods Just the Facts Process-Focused Approach Incident-Focused Approach Examples Example 1 Example 2 Example 3 Additional ReadingConflict Resolution Just the Facts Example Additional ReadingCritical to Quality Just the Facts Critical to Quality (CTQ) Characteristics Example Additional ReadingCycle Time Analysis and Reduction Just the Facts Applications of Cycle Time Analysis and Reduction Cycle Time Analysis and Reduction Process Examples Additional ReadingFast-Action Solution Technique (FAST) Just the Facts Examples Additional ReadingFoundation of Six Sigma (Minimizing Variation) Just the Facts What Does "Good Enough" Mean? Example Additional ReadingJust-in-Time (JIT) Just the Facts Example Additional ReadingMatrix Diagram/Decision Matrix Just the Facts L-Shaped Matrix T-Shaped Matrix Guidelines and Tips Examples Additional ReadingMeasurements 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 ReadingPareto Diagrams Just the Facts The Pareto Principle (80/20 Rule) Uses of Pareto Diagrams Classifications of Data Constructing a Pareto Diagram ExamplePrioritization Matrix Just the Facts Example Additional ReadingProject 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 ReadingQuality 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)IntroductionReliability Management SystemJust 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

Frank Voehl serves as the director of process improvement for Nova Southeastern University, as chairman and president of Strategy Associates, Inc., and as a senior consultant and chancellor for the Harrington Institute. He is also chairman of the board for a number of businesses and is a Grand Master Black Belt instructor and technology advisor at the University of Central Florida in Orlando. He is recognized as one of the world leaders in applying quality measurement and Lean Six Sigma methodologies to business processes.Voehl has extensive knowledge of NRC, FDA, GMP, and NASA quality system requirements. He is an expert in ISO 9000, QS 9000/14000/18000, and integrated Lean Six Sigma quality system standards and processes. He has degrees from St. John’s University and advanced studies at New York University, as well as an honorary doctor of divinity degree. Since 1986, he has been responsible for overseeing the implementation of quality management systems with organizations in such diverse industries as telecommunications and utilities, federal, state, and local government agencies, public administration and safety, pharmaceuticals, insurance/banking, manufacturing, and institutes of higher learning. In 2002, he joined the Harrington Group as the chief operating officer and executive vice president. He has held executive management positions with Florida Power and Light and FPL Group, where he was the founding general manager and COO of QualTec Quality Services for seven years. He has written and published/co-published over 35 books and hundreds of technical papers on business management, quality improvement, change management, knowledge management, logistics, and team building, and has received numerous awards for community leadership, service to the third world countries, and student mentoring.The Bahamas National Quality Award was developed in 1991 by Voehl to recognize the many contributions of companies in the Caribbean region, and he is an honorary member 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,