By Greg Brue
Six Sigma for Managers is a realistic review on find out how to enforce Six Sigma practices in daily enterprise. Emphasizing common causes rather than advanced charts and facts, it exhibits managers the best way to map procedures, degree clever, and persist with different Six Sigma principles.
Read or Download Six Sigma for Managers: 24 Lessons to Understand and Apply Six Sigma Principles in Any Organization (The McGraw-Hill Professional Education Series) PDF
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Extra info for Six Sigma for Managers: 24 Lessons to Understand and Apply Six Sigma Principles in Any Organization (The McGraw-Hill Professional Education Series)
Example text
As you map your process, ask two key questions: for every step, ask why you do it and how you know you’re doing it right. Process maps keep critical team members and resources focused and involved and help them identify the benefits and opportunities 29 Copyright © 2005 by The McGraw-Hill Companies, Inc. Click here for terms of use. Stop Diamond stands for decision step Block stands for process step No Start Check 3000 miles since last oil change? Remove old oil filter Install new filter Yes Drain old oil Pour in new oil No Is crankcase now full?
Click here for terms of use. 4. 5. 6. 7. verification of improvement/results in metrics and dollar savings significant lessons learned final report local project review Once you’ve completed this documentation, you have the critical information in hand that indicates exactly not only the vital few factors and the rate of the effect of each of them, but also what you’re going to do specifically to sustain the gains you’ve made. It’s a disciplined approach to staying the improvement course that’s already under way.
Upper Specification Limit Process Average Lower Specification Limit A simple control chart showing a process that is in control in common cause variation require fundamental changes in the process. A process is considered to be in control if all variation is random and if there are no data points outside the control limits, no runs of seven data points ascending or descending (evidence of a movement in the process), and no trends of seven data points above or below the mean (evidence of a shift in the process).
