Lean Six Sigma: International Standards and Global Guidelines
The book defines many of the terms popularized by process improvement programs, such as center of excellence and business transformation. It documents these practices and explains how to perform future activities in accordance with the recorded practices
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Productivity Press
2023
|
| Ausgabe: | 3rd ed |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | The book defines many of the terms popularized by process improvement programs, such as center of excellence and business transformation. It documents these practices and explains how to perform future activities in accordance with the recorded practices |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (348 Seiten) |
| ISBN: | 9781003821441 |
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| 505 | 8 | |a Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Preface -- The Importance of Lean Six Sigma in Uncertain Times -- Acknowledgments -- Author -- Section I: New Global Standards -- Introduction: Building a Foundation for Lean Six Sigma with Solid Standards -- Chapter 1: ISO 13053 International Standard for Six Sigma -- 1.1 ISO 13053-1 -- 1.2 ISO 13053-2 -- Chapter 2: Lean Project Management -- 2.1 PMI Certifications -- 2.2 PRINCE2 Certifications -- 2.3 The American Academy of Project Managers -- 2.4 Self-Study -- Chapter 3: Lean Government in the United States -- 3.1 Department of Veterans Affairs -- 3.2 Department of Defense -- 3.3 The Department of Homeland Security -- 3.4 The Department of Health and Human Services -- 3.5 International Government Communities -- Section II: Lean Six Sigma, Operational Excellence, and Continuous Improvement -- Introduction -- Chapter 4: Core Knowledge -- 4.1 Define, Measure, Analyze, Improve, and Control -- 4.2 Plan-Do-Check-Act -- 4.3 DMAIC and PDCA -- 4.4 Rapid Improvement or Kaizen Event Models -- 4.5 Discussion -- Chapter 5: Lean Six Sigma Basics -- 5.1 Discussion -- Chapter 6: Analytical Problem-Solving Tools -- 6.1 Flowcharting -- 6.2 Check Sheets -- 6.3 Cause-and-Effect Diagram -- 6.4 Histogram -- 6.5 Pareto Chart -- 6.6 Scatter Diagram -- 6.7 Control Charts -- 6.8 Discussion -- Chapter 7: DMAIC Basics -- 7.1 Overview of DMAIC -- 7.2 Practice Exercises -- Chapter 8: Define -- 8.1 Process Mapping -- 8.2 Project Charter -- 8.3 SWOT Analysis -- 8.4 Critical to Quality -- 8.5 SIPOC Diagram -- 8.6 Quality Function Deployment -- 8.7 DMAIC WBS -- 8.8 Affinity Diagram -- 8.9 Kano Model -- 8.10 Discussion -- Chapter 9: Measure -- 9.1 Detailed Process Map -- 9.2 Benchmarking -- 9.3 Scorecards -- 9.4 Failure Mode and Effects Analysis -- 9.5 Sigma Calculations | |
| 505 | 8 | |a 9.6 Cp and Pp Indexes -- 9.7 Measurement Systems Analysis -- 9.8 Data Collection Plan -- 9.9 Discussion -- Chapter 10: Analyze -- 10.1 Correlation Analysis -- 10.2 The 5 Whys -- 10.3 The Seven Tools for Process Improvement -- 10.4 Statistical Thinking -- 10.5 Statistical Process Control -- 10.6 Stem-and-Leaf Diagram -- 10.7 Type I and Type II Errors -- 10.8 Design of Experiment -- 10.9 Analysis of Variance -- 10.10 Discussion -- Chapter 11: Improve -- 11.1 Project Plan -- 11.2 Discussion -- Chapter 12: Control -- 12.1 ROI Calculations -- 12.2 Sustainability -- 12.3 5S Plans -- 12.4 Close-Out Activities -- 12.4.1 Sustainability Reduces Cost -- 12.4.2 Sustainability Conserves Resources -- 12.4.3 Sustainability Improves Employee Morale -- 12.4.4 Sustainability Reduces Waste -- 12.4.5 Sustainability Increases Efficiency -- 12.5 Discussion -- Chapter 13: Summary of DMAIC -- 13.1 Define -- 13.2 Measure -- 13.3 Analyze -- 13.4 Improve -- 13.5 Control -- 13.6 Discussion -- Section III: International Implementation of Process Improvement Programs -- Introduction -- Chapter 14: Additional Lean Six Sigma Tools -- 14.1 Activity Network Diagram -- 14.2 Box Plots -- 14.3 Delphi Technique -- 14.4 Gantt Chart -- 14.5 Matrix Diagram -- 14.6 Program Evaluation and Review Technique -- 14.7 Prioritization Matrix -- 14.8 Quality Function Deployment (Also Called QFD or House of Quality) -- 14.9 Stem-and-Leaf Plot -- 14.10 Discussion -- Chapter 15: Quick Start Guide -- 15.1 Discussion -- Chapter 16: Leadership Challenge -- 16.1 Discussion -- Chapter 17: Change Management -- 17.1 Primarily Process-Centric Change Management Models -- 17.1.1 Plan-Do-Check-Act (PDCA) -- 17.1.2 Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) -- 17.1.3 Kotter's 8 Steps -- 17.1.4 Lewin's 3-Stage Model of Change -- 17.1.5 McKinsey 7-S Model Framework | |
| 505 | 8 | |a 17.1.6 Governance, Structure, and Systems (GSS) Change Management Model -- 17.1.7 Using the Define-Measure-Analyze-Improve-Control (DMAIC) Approach as Change Management Model -- 17.2 Primarily People-Centric Change Management Models -- 17.2.1 Nudge Theory -- 17.2.2 Bridges Change Management Theory -- 17.2.3 Kübler-Ross Model -- 17.3 Discussion -- Chapter 18: Training Modules: Using Instructional Systems Design for Lean Six Sigma Training -- 18.1 The ADDIE Model -- 18.1.1 Analysis -- 18.1.2 Design -- 18.1.3 Development -- 18.1.4 Implementation -- 18.1.5 Evaluation -- 18.2 Training Plans -- 18.3 E-Learning -- 18.4 Training Manuals -- 18.5 Adult Learners -- 18.6 Training in Different Cultures -- 18.7 Discussion -- Section IV: Lean Six Sigma Applications -- Introduction -- Chapter 19: Lean Six Sigma in Healthcare: Medical Facilities -- Chapter 20: Lean Six Sigma and the Medical Device Industry -- Chapter 21: From Efficiency to Intelligence:: Unleashing the Power of Lean Six Sigma in AI -- 21.1 Introduction -- 21.2 What is AI? -- 21.3 The Potential of Combining Lean Six Sigma and AI -- 21.3.1 Streamlining Processes with AI and Lean Six Sigma -- 21.4 Reducing Waste and Increasing Efficiency with AI and Lean Six Sigma -- 21.5 Improving Quality Control with AI and Lean Six Sigma -- 21.6 Enhancing Decision-Making with AI and Lean Six Sigma -- Chapter 22: Lean Six Sigma in Innovative Thinking and Design -- 22.1 Malcolm Baldrige National Quality Award -- Section V: International Lean Six Sigma Areas of Competency and Resource Materials -- Introduction -- Appendix One: A Brief History of Lean Six Sigma -- Appendix Two: Pandemic Proofing the Future with Lean Six Sigma -- Appendix Three: Competency Models -- Lean Six Sigma Green Belt Basic International Competency Model -- For Hiring Managers -- Lean Six Sigma Black Belt Basic International Competency Model | |
| 505 | 8 | |a Lean Six Sigma Master Black Belt Basic Competency Model -- Reference Materials -- Lean Six Sigma Body of Knowledge Outline (SSD Global Version 4.0) -- Summarized Version -- Lean Six Sigma Body of Knowledge (SSD Global Version 6.0) -- Full Text Version -- Section 1: Major Process Improvement Programs that Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Section 2: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Section 3: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control Model (DMAIC) -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Section 4: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect -- Team Building -- Lean Six Sigma Black Belt Basic International Competency Model | |
| 505 | 8 | |a Ability to Lead a DMAIC Project -- Ability to Describe and Identify Organizational Roadblocks and Overcome Barriers -- Using Tools and Theories Such As -- Understand Benchmarking, Performance, and Financial Measures -- Use and Understand the Following Lean Six Sigma Tools -- Lean Six Sigma Body of Knowledge Narrative (SSD Global Version 5.0) -- Narrative -- Part I: Major Process Improvement Programs That Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Part II: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Part III: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Part IV: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect | |
| 505 | 8 | |a Team Building | |
| 520 | |a The book defines many of the terms popularized by process improvement programs, such as center of excellence and business transformation. It documents these practices and explains how to perform future activities in accordance with the recorded practices | ||
| 650 | 4 | |a Six sigma (Quality control standard) | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Vanzant Stern,, Terra |t Lean Six Sigma |d Oxford : Productivity Press,c2023 |z 9781032502595 |
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| author | Vanzant Stern,, Terra |
| author_facet | Vanzant Stern,, Terra |
| author_role | aut |
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| author_variant | s t v st stv |
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| contents | Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Preface -- The Importance of Lean Six Sigma in Uncertain Times -- Acknowledgments -- Author -- Section I: New Global Standards -- Introduction: Building a Foundation for Lean Six Sigma with Solid Standards -- Chapter 1: ISO 13053 International Standard for Six Sigma -- 1.1 ISO 13053-1 -- 1.2 ISO 13053-2 -- Chapter 2: Lean Project Management -- 2.1 PMI Certifications -- 2.2 PRINCE2 Certifications -- 2.3 The American Academy of Project Managers -- 2.4 Self-Study -- Chapter 3: Lean Government in the United States -- 3.1 Department of Veterans Affairs -- 3.2 Department of Defense -- 3.3 The Department of Homeland Security -- 3.4 The Department of Health and Human Services -- 3.5 International Government Communities -- Section II: Lean Six Sigma, Operational Excellence, and Continuous Improvement -- Introduction -- Chapter 4: Core Knowledge -- 4.1 Define, Measure, Analyze, Improve, and Control -- 4.2 Plan-Do-Check-Act -- 4.3 DMAIC and PDCA -- 4.4 Rapid Improvement or Kaizen Event Models -- 4.5 Discussion -- Chapter 5: Lean Six Sigma Basics -- 5.1 Discussion -- Chapter 6: Analytical Problem-Solving Tools -- 6.1 Flowcharting -- 6.2 Check Sheets -- 6.3 Cause-and-Effect Diagram -- 6.4 Histogram -- 6.5 Pareto Chart -- 6.6 Scatter Diagram -- 6.7 Control Charts -- 6.8 Discussion -- Chapter 7: DMAIC Basics -- 7.1 Overview of DMAIC -- 7.2 Practice Exercises -- Chapter 8: Define -- 8.1 Process Mapping -- 8.2 Project Charter -- 8.3 SWOT Analysis -- 8.4 Critical to Quality -- 8.5 SIPOC Diagram -- 8.6 Quality Function Deployment -- 8.7 DMAIC WBS -- 8.8 Affinity Diagram -- 8.9 Kano Model -- 8.10 Discussion -- Chapter 9: Measure -- 9.1 Detailed Process Map -- 9.2 Benchmarking -- 9.3 Scorecards -- 9.4 Failure Mode and Effects Analysis -- 9.5 Sigma Calculations 9.6 Cp and Pp Indexes -- 9.7 Measurement Systems Analysis -- 9.8 Data Collection Plan -- 9.9 Discussion -- Chapter 10: Analyze -- 10.1 Correlation Analysis -- 10.2 The 5 Whys -- 10.3 The Seven Tools for Process Improvement -- 10.4 Statistical Thinking -- 10.5 Statistical Process Control -- 10.6 Stem-and-Leaf Diagram -- 10.7 Type I and Type II Errors -- 10.8 Design of Experiment -- 10.9 Analysis of Variance -- 10.10 Discussion -- Chapter 11: Improve -- 11.1 Project Plan -- 11.2 Discussion -- Chapter 12: Control -- 12.1 ROI Calculations -- 12.2 Sustainability -- 12.3 5S Plans -- 12.4 Close-Out Activities -- 12.4.1 Sustainability Reduces Cost -- 12.4.2 Sustainability Conserves Resources -- 12.4.3 Sustainability Improves Employee Morale -- 12.4.4 Sustainability Reduces Waste -- 12.4.5 Sustainability Increases Efficiency -- 12.5 Discussion -- Chapter 13: Summary of DMAIC -- 13.1 Define -- 13.2 Measure -- 13.3 Analyze -- 13.4 Improve -- 13.5 Control -- 13.6 Discussion -- Section III: International Implementation of Process Improvement Programs -- Introduction -- Chapter 14: Additional Lean Six Sigma Tools -- 14.1 Activity Network Diagram -- 14.2 Box Plots -- 14.3 Delphi Technique -- 14.4 Gantt Chart -- 14.5 Matrix Diagram -- 14.6 Program Evaluation and Review Technique -- 14.7 Prioritization Matrix -- 14.8 Quality Function Deployment (Also Called QFD or House of Quality) -- 14.9 Stem-and-Leaf Plot -- 14.10 Discussion -- Chapter 15: Quick Start Guide -- 15.1 Discussion -- Chapter 16: Leadership Challenge -- 16.1 Discussion -- Chapter 17: Change Management -- 17.1 Primarily Process-Centric Change Management Models -- 17.1.1 Plan-Do-Check-Act (PDCA) -- 17.1.2 Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) -- 17.1.3 Kotter's 8 Steps -- 17.1.4 Lewin's 3-Stage Model of Change -- 17.1.5 McKinsey 7-S Model Framework 17.1.6 Governance, Structure, and Systems (GSS) Change Management Model -- 17.1.7 Using the Define-Measure-Analyze-Improve-Control (DMAIC) Approach as Change Management Model -- 17.2 Primarily People-Centric Change Management Models -- 17.2.1 Nudge Theory -- 17.2.2 Bridges Change Management Theory -- 17.2.3 Kübler-Ross Model -- 17.3 Discussion -- Chapter 18: Training Modules: Using Instructional Systems Design for Lean Six Sigma Training -- 18.1 The ADDIE Model -- 18.1.1 Analysis -- 18.1.2 Design -- 18.1.3 Development -- 18.1.4 Implementation -- 18.1.5 Evaluation -- 18.2 Training Plans -- 18.3 E-Learning -- 18.4 Training Manuals -- 18.5 Adult Learners -- 18.6 Training in Different Cultures -- 18.7 Discussion -- Section IV: Lean Six Sigma Applications -- Introduction -- Chapter 19: Lean Six Sigma in Healthcare: Medical Facilities -- Chapter 20: Lean Six Sigma and the Medical Device Industry -- Chapter 21: From Efficiency to Intelligence:: Unleashing the Power of Lean Six Sigma in AI -- 21.1 Introduction -- 21.2 What is AI? -- 21.3 The Potential of Combining Lean Six Sigma and AI -- 21.3.1 Streamlining Processes with AI and Lean Six Sigma -- 21.4 Reducing Waste and Increasing Efficiency with AI and Lean Six Sigma -- 21.5 Improving Quality Control with AI and Lean Six Sigma -- 21.6 Enhancing Decision-Making with AI and Lean Six Sigma -- Chapter 22: Lean Six Sigma in Innovative Thinking and Design -- 22.1 Malcolm Baldrige National Quality Award -- Section V: International Lean Six Sigma Areas of Competency and Resource Materials -- Introduction -- Appendix One: A Brief History of Lean Six Sigma -- Appendix Two: Pandemic Proofing the Future with Lean Six Sigma -- Appendix Three: Competency Models -- Lean Six Sigma Green Belt Basic International Competency Model -- For Hiring Managers -- Lean Six Sigma Black Belt Basic International Competency Model Lean Six Sigma Master Black Belt Basic Competency Model -- Reference Materials -- Lean Six Sigma Body of Knowledge Outline (SSD Global Version 4.0) -- Summarized Version -- Lean Six Sigma Body of Knowledge (SSD Global Version 6.0) -- Full Text Version -- Section 1: Major Process Improvement Programs that Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Section 2: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Section 3: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control Model (DMAIC) -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Section 4: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect -- Team Building -- Lean Six Sigma Black Belt Basic International Competency Model Ability to Lead a DMAIC Project -- Ability to Describe and Identify Organizational Roadblocks and Overcome Barriers -- Using Tools and Theories Such As -- Understand Benchmarking, Performance, and Financial Measures -- Use and Understand the Following Lean Six Sigma Tools -- Lean Six Sigma Body of Knowledge Narrative (SSD Global Version 5.0) -- Narrative -- Part I: Major Process Improvement Programs That Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Part II: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Part III: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Part IV: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect Team Building |
| ctrlnum | (ZDB-30-PQE)EBC30874318 (ZDB-30-PAD)EBC30874318 (ZDB-89-EBL)EBL30874318 (OCoLC)1409031631 (DE-599)BVBBV050174003 |
| dewey-full | 658.4013 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4013 |
| dewey-search | 658.4013 |
| dewey-sort | 3658.4013 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 3rd ed |
| format | Electronic eBook |
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Process Improvement -- 10.4 Statistical Thinking -- 10.5 Statistical Process Control -- 10.6 Stem-and-Leaf Diagram -- 10.7 Type I and Type II Errors -- 10.8 Design of Experiment -- 10.9 Analysis of Variance -- 10.10 Discussion -- Chapter 11: Improve -- 11.1 Project Plan -- 11.2 Discussion -- Chapter 12: Control -- 12.1 ROI Calculations -- 12.2 Sustainability -- 12.3 5S Plans -- 12.4 Close-Out Activities -- 12.4.1 Sustainability Reduces Cost -- 12.4.2 Sustainability Conserves Resources -- 12.4.3 Sustainability Improves Employee Morale -- 12.4.4 Sustainability Reduces Waste -- 12.4.5 Sustainability Increases Efficiency -- 12.5 Discussion -- Chapter 13: Summary of DMAIC -- 13.1 Define -- 13.2 Measure -- 13.3 Analyze -- 13.4 Improve -- 13.5 Control -- 13.6 Discussion -- Section III: International Implementation of Process Improvement Programs -- Introduction -- Chapter 14: Additional Lean Six Sigma Tools -- 14.1 Activity Network Diagram -- 14.2 Box Plots -- 14.3 Delphi Technique -- 14.4 Gantt Chart -- 14.5 Matrix Diagram -- 14.6 Program Evaluation and Review Technique -- 14.7 Prioritization Matrix -- 14.8 Quality Function Deployment (Also Called QFD or House of Quality) -- 14.9 Stem-and-Leaf Plot -- 14.10 Discussion -- Chapter 15: Quick Start Guide -- 15.1 Discussion -- Chapter 16: Leadership Challenge -- 16.1 Discussion -- Chapter 17: Change Management -- 17.1 Primarily Process-Centric Change Management Models -- 17.1.1 Plan-Do-Check-Act (PDCA) -- 17.1.2 Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) -- 17.1.3 Kotter's 8 Steps -- 17.1.4 Lewin's 3-Stage Model of Change -- 17.1.5 McKinsey 7-S Model Framework</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">17.1.6 Governance, Structure, and Systems (GSS) Change Management Model -- 17.1.7 Using the Define-Measure-Analyze-Improve-Control (DMAIC) Approach as Change Management Model -- 17.2 Primarily People-Centric Change Management Models -- 17.2.1 Nudge Theory -- 17.2.2 Bridges Change Management Theory -- 17.2.3 Kübler-Ross Model -- 17.3 Discussion -- Chapter 18: Training Modules: Using Instructional Systems Design for Lean Six Sigma Training -- 18.1 The ADDIE Model -- 18.1.1 Analysis -- 18.1.2 Design -- 18.1.3 Development -- 18.1.4 Implementation -- 18.1.5 Evaluation -- 18.2 Training Plans -- 18.3 E-Learning -- 18.4 Training Manuals -- 18.5 Adult Learners -- 18.6 Training in Different Cultures -- 18.7 Discussion -- Section IV: Lean Six Sigma Applications -- Introduction -- Chapter 19: Lean Six Sigma in Healthcare: Medical Facilities -- Chapter 20: Lean Six Sigma and the Medical Device Industry -- Chapter 21: From Efficiency to Intelligence:: Unleashing the Power of Lean Six Sigma in AI -- 21.1 Introduction -- 21.2 What is AI? -- 21.3 The Potential of Combining Lean Six Sigma and AI -- 21.3.1 Streamlining Processes with AI and Lean Six Sigma -- 21.4 Reducing Waste and Increasing Efficiency with AI and Lean Six Sigma -- 21.5 Improving Quality Control with AI and Lean Six Sigma -- 21.6 Enhancing Decision-Making with AI and Lean Six Sigma -- Chapter 22: Lean Six Sigma in Innovative Thinking and Design -- 22.1 Malcolm Baldrige National Quality Award -- Section V: International Lean Six Sigma Areas of Competency and Resource Materials -- Introduction -- Appendix One: A Brief History of Lean Six Sigma -- Appendix Two: Pandemic Proofing the Future with Lean Six Sigma -- Appendix Three: Competency Models -- Lean Six Sigma Green Belt Basic International Competency Model -- For Hiring Managers -- Lean Six Sigma Black Belt Basic International Competency Model</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Lean Six Sigma Master Black Belt Basic Competency Model -- Reference Materials -- Lean Six Sigma Body of Knowledge Outline (SSD Global Version 4.0) -- Summarized Version -- Lean Six Sigma Body of Knowledge (SSD Global Version 6.0) -- Full Text Version -- Section 1: Major Process Improvement Programs that Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Section 2: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Section 3: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control Model (DMAIC) -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Section 4: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect -- Team Building -- Lean Six Sigma Black Belt Basic International Competency Model</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Ability to Lead a DMAIC Project -- Ability to Describe and Identify Organizational Roadblocks and Overcome Barriers -- Using Tools and Theories Such As -- Understand Benchmarking, Performance, and Financial Measures -- Use and Understand the Following Lean Six Sigma Tools -- Lean Six Sigma Body of Knowledge Narrative (SSD Global Version 5.0) -- Narrative -- Part I: Major Process Improvement Programs That Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Part II: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Part III: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Part IV: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Team Building</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The book defines many of the terms popularized by process improvement programs, such as center of excellence and business transformation. It documents these practices and explains how to perform future activities in accordance with the recorded practices</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Six sigma (Quality control standard)</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Vanzant Stern,, Terra</subfield><subfield code="t">Lean Six Sigma</subfield><subfield code="d">Oxford : Productivity Press,c2023</subfield><subfield code="z">9781032502595</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035509883</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30874318</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV050174003 |
| illustrated | Not Illustrated |
| indexdate | 2025-02-19T17:44:41Z |
| institution | BVB |
| isbn | 9781003821441 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035509883 |
| oclc_num | 1409031631 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (348 Seiten) |
| psigel | ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Productivity Press |
| record_format | marc |
| spelling | Vanzant Stern,, Terra Verfasser aut Lean Six Sigma International Standards and Global Guidelines 3rd ed Oxford Productivity Press 2023 ©2024 1 Online-Ressource (348 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Preface -- The Importance of Lean Six Sigma in Uncertain Times -- Acknowledgments -- Author -- Section I: New Global Standards -- Introduction: Building a Foundation for Lean Six Sigma with Solid Standards -- Chapter 1: ISO 13053 International Standard for Six Sigma -- 1.1 ISO 13053-1 -- 1.2 ISO 13053-2 -- Chapter 2: Lean Project Management -- 2.1 PMI Certifications -- 2.2 PRINCE2 Certifications -- 2.3 The American Academy of Project Managers -- 2.4 Self-Study -- Chapter 3: Lean Government in the United States -- 3.1 Department of Veterans Affairs -- 3.2 Department of Defense -- 3.3 The Department of Homeland Security -- 3.4 The Department of Health and Human Services -- 3.5 International Government Communities -- Section II: Lean Six Sigma, Operational Excellence, and Continuous Improvement -- Introduction -- Chapter 4: Core Knowledge -- 4.1 Define, Measure, Analyze, Improve, and Control -- 4.2 Plan-Do-Check-Act -- 4.3 DMAIC and PDCA -- 4.4 Rapid Improvement or Kaizen Event Models -- 4.5 Discussion -- Chapter 5: Lean Six Sigma Basics -- 5.1 Discussion -- Chapter 6: Analytical Problem-Solving Tools -- 6.1 Flowcharting -- 6.2 Check Sheets -- 6.3 Cause-and-Effect Diagram -- 6.4 Histogram -- 6.5 Pareto Chart -- 6.6 Scatter Diagram -- 6.7 Control Charts -- 6.8 Discussion -- Chapter 7: DMAIC Basics -- 7.1 Overview of DMAIC -- 7.2 Practice Exercises -- Chapter 8: Define -- 8.1 Process Mapping -- 8.2 Project Charter -- 8.3 SWOT Analysis -- 8.4 Critical to Quality -- 8.5 SIPOC Diagram -- 8.6 Quality Function Deployment -- 8.7 DMAIC WBS -- 8.8 Affinity Diagram -- 8.9 Kano Model -- 8.10 Discussion -- Chapter 9: Measure -- 9.1 Detailed Process Map -- 9.2 Benchmarking -- 9.3 Scorecards -- 9.4 Failure Mode and Effects Analysis -- 9.5 Sigma Calculations 9.6 Cp and Pp Indexes -- 9.7 Measurement Systems Analysis -- 9.8 Data Collection Plan -- 9.9 Discussion -- Chapter 10: Analyze -- 10.1 Correlation Analysis -- 10.2 The 5 Whys -- 10.3 The Seven Tools for Process Improvement -- 10.4 Statistical Thinking -- 10.5 Statistical Process Control -- 10.6 Stem-and-Leaf Diagram -- 10.7 Type I and Type II Errors -- 10.8 Design of Experiment -- 10.9 Analysis of Variance -- 10.10 Discussion -- Chapter 11: Improve -- 11.1 Project Plan -- 11.2 Discussion -- Chapter 12: Control -- 12.1 ROI Calculations -- 12.2 Sustainability -- 12.3 5S Plans -- 12.4 Close-Out Activities -- 12.4.1 Sustainability Reduces Cost -- 12.4.2 Sustainability Conserves Resources -- 12.4.3 Sustainability Improves Employee Morale -- 12.4.4 Sustainability Reduces Waste -- 12.4.5 Sustainability Increases Efficiency -- 12.5 Discussion -- Chapter 13: Summary of DMAIC -- 13.1 Define -- 13.2 Measure -- 13.3 Analyze -- 13.4 Improve -- 13.5 Control -- 13.6 Discussion -- Section III: International Implementation of Process Improvement Programs -- Introduction -- Chapter 14: Additional Lean Six Sigma Tools -- 14.1 Activity Network Diagram -- 14.2 Box Plots -- 14.3 Delphi Technique -- 14.4 Gantt Chart -- 14.5 Matrix Diagram -- 14.6 Program Evaluation and Review Technique -- 14.7 Prioritization Matrix -- 14.8 Quality Function Deployment (Also Called QFD or House of Quality) -- 14.9 Stem-and-Leaf Plot -- 14.10 Discussion -- Chapter 15: Quick Start Guide -- 15.1 Discussion -- Chapter 16: Leadership Challenge -- 16.1 Discussion -- Chapter 17: Change Management -- 17.1 Primarily Process-Centric Change Management Models -- 17.1.1 Plan-Do-Check-Act (PDCA) -- 17.1.2 Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) -- 17.1.3 Kotter's 8 Steps -- 17.1.4 Lewin's 3-Stage Model of Change -- 17.1.5 McKinsey 7-S Model Framework 17.1.6 Governance, Structure, and Systems (GSS) Change Management Model -- 17.1.7 Using the Define-Measure-Analyze-Improve-Control (DMAIC) Approach as Change Management Model -- 17.2 Primarily People-Centric Change Management Models -- 17.2.1 Nudge Theory -- 17.2.2 Bridges Change Management Theory -- 17.2.3 Kübler-Ross Model -- 17.3 Discussion -- Chapter 18: Training Modules: Using Instructional Systems Design for Lean Six Sigma Training -- 18.1 The ADDIE Model -- 18.1.1 Analysis -- 18.1.2 Design -- 18.1.3 Development -- 18.1.4 Implementation -- 18.1.5 Evaluation -- 18.2 Training Plans -- 18.3 E-Learning -- 18.4 Training Manuals -- 18.5 Adult Learners -- 18.6 Training in Different Cultures -- 18.7 Discussion -- Section IV: Lean Six Sigma Applications -- Introduction -- Chapter 19: Lean Six Sigma in Healthcare: Medical Facilities -- Chapter 20: Lean Six Sigma and the Medical Device Industry -- Chapter 21: From Efficiency to Intelligence:: Unleashing the Power of Lean Six Sigma in AI -- 21.1 Introduction -- 21.2 What is AI? -- 21.3 The Potential of Combining Lean Six Sigma and AI -- 21.3.1 Streamlining Processes with AI and Lean Six Sigma -- 21.4 Reducing Waste and Increasing Efficiency with AI and Lean Six Sigma -- 21.5 Improving Quality Control with AI and Lean Six Sigma -- 21.6 Enhancing Decision-Making with AI and Lean Six Sigma -- Chapter 22: Lean Six Sigma in Innovative Thinking and Design -- 22.1 Malcolm Baldrige National Quality Award -- Section V: International Lean Six Sigma Areas of Competency and Resource Materials -- Introduction -- Appendix One: A Brief History of Lean Six Sigma -- Appendix Two: Pandemic Proofing the Future with Lean Six Sigma -- Appendix Three: Competency Models -- Lean Six Sigma Green Belt Basic International Competency Model -- For Hiring Managers -- Lean Six Sigma Black Belt Basic International Competency Model Lean Six Sigma Master Black Belt Basic Competency Model -- Reference Materials -- Lean Six Sigma Body of Knowledge Outline (SSD Global Version 4.0) -- Summarized Version -- Lean Six Sigma Body of Knowledge (SSD Global Version 6.0) -- Full Text Version -- Section 1: Major Process Improvement Programs that Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Section 2: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Section 3: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control Model (DMAIC) -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Section 4: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect -- Team Building -- Lean Six Sigma Black Belt Basic International Competency Model Ability to Lead a DMAIC Project -- Ability to Describe and Identify Organizational Roadblocks and Overcome Barriers -- Using Tools and Theories Such As -- Understand Benchmarking, Performance, and Financial Measures -- Use and Understand the Following Lean Six Sigma Tools -- Lean Six Sigma Body of Knowledge Narrative (SSD Global Version 5.0) -- Narrative -- Part I: Major Process Improvement Programs That Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Part II: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Part III: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Part IV: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect Team Building The book defines many of the terms popularized by process improvement programs, such as center of excellence and business transformation. It documents these practices and explains how to perform future activities in accordance with the recorded practices Six sigma (Quality control standard) Erscheint auch als Druck-Ausgabe Vanzant Stern,, Terra Lean Six Sigma Oxford : Productivity Press,c2023 9781032502595 |
| spellingShingle | Vanzant Stern,, Terra Lean Six Sigma International Standards and Global Guidelines Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Preface -- The Importance of Lean Six Sigma in Uncertain Times -- Acknowledgments -- Author -- Section I: New Global Standards -- Introduction: Building a Foundation for Lean Six Sigma with Solid Standards -- Chapter 1: ISO 13053 International Standard for Six Sigma -- 1.1 ISO 13053-1 -- 1.2 ISO 13053-2 -- Chapter 2: Lean Project Management -- 2.1 PMI Certifications -- 2.2 PRINCE2 Certifications -- 2.3 The American Academy of Project Managers -- 2.4 Self-Study -- Chapter 3: Lean Government in the United States -- 3.1 Department of Veterans Affairs -- 3.2 Department of Defense -- 3.3 The Department of Homeland Security -- 3.4 The Department of Health and Human Services -- 3.5 International Government Communities -- Section II: Lean Six Sigma, Operational Excellence, and Continuous Improvement -- Introduction -- Chapter 4: Core Knowledge -- 4.1 Define, Measure, Analyze, Improve, and Control -- 4.2 Plan-Do-Check-Act -- 4.3 DMAIC and PDCA -- 4.4 Rapid Improvement or Kaizen Event Models -- 4.5 Discussion -- Chapter 5: Lean Six Sigma Basics -- 5.1 Discussion -- Chapter 6: Analytical Problem-Solving Tools -- 6.1 Flowcharting -- 6.2 Check Sheets -- 6.3 Cause-and-Effect Diagram -- 6.4 Histogram -- 6.5 Pareto Chart -- 6.6 Scatter Diagram -- 6.7 Control Charts -- 6.8 Discussion -- Chapter 7: DMAIC Basics -- 7.1 Overview of DMAIC -- 7.2 Practice Exercises -- Chapter 8: Define -- 8.1 Process Mapping -- 8.2 Project Charter -- 8.3 SWOT Analysis -- 8.4 Critical to Quality -- 8.5 SIPOC Diagram -- 8.6 Quality Function Deployment -- 8.7 DMAIC WBS -- 8.8 Affinity Diagram -- 8.9 Kano Model -- 8.10 Discussion -- Chapter 9: Measure -- 9.1 Detailed Process Map -- 9.2 Benchmarking -- 9.3 Scorecards -- 9.4 Failure Mode and Effects Analysis -- 9.5 Sigma Calculations 9.6 Cp and Pp Indexes -- 9.7 Measurement Systems Analysis -- 9.8 Data Collection Plan -- 9.9 Discussion -- Chapter 10: Analyze -- 10.1 Correlation Analysis -- 10.2 The 5 Whys -- 10.3 The Seven Tools for Process Improvement -- 10.4 Statistical Thinking -- 10.5 Statistical Process Control -- 10.6 Stem-and-Leaf Diagram -- 10.7 Type I and Type II Errors -- 10.8 Design of Experiment -- 10.9 Analysis of Variance -- 10.10 Discussion -- Chapter 11: Improve -- 11.1 Project Plan -- 11.2 Discussion -- Chapter 12: Control -- 12.1 ROI Calculations -- 12.2 Sustainability -- 12.3 5S Plans -- 12.4 Close-Out Activities -- 12.4.1 Sustainability Reduces Cost -- 12.4.2 Sustainability Conserves Resources -- 12.4.3 Sustainability Improves Employee Morale -- 12.4.4 Sustainability Reduces Waste -- 12.4.5 Sustainability Increases Efficiency -- 12.5 Discussion -- Chapter 13: Summary of DMAIC -- 13.1 Define -- 13.2 Measure -- 13.3 Analyze -- 13.4 Improve -- 13.5 Control -- 13.6 Discussion -- Section III: International Implementation of Process Improvement Programs -- Introduction -- Chapter 14: Additional Lean Six Sigma Tools -- 14.1 Activity Network Diagram -- 14.2 Box Plots -- 14.3 Delphi Technique -- 14.4 Gantt Chart -- 14.5 Matrix Diagram -- 14.6 Program Evaluation and Review Technique -- 14.7 Prioritization Matrix -- 14.8 Quality Function Deployment (Also Called QFD or House of Quality) -- 14.9 Stem-and-Leaf Plot -- 14.10 Discussion -- Chapter 15: Quick Start Guide -- 15.1 Discussion -- Chapter 16: Leadership Challenge -- 16.1 Discussion -- Chapter 17: Change Management -- 17.1 Primarily Process-Centric Change Management Models -- 17.1.1 Plan-Do-Check-Act (PDCA) -- 17.1.2 Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) -- 17.1.3 Kotter's 8 Steps -- 17.1.4 Lewin's 3-Stage Model of Change -- 17.1.5 McKinsey 7-S Model Framework 17.1.6 Governance, Structure, and Systems (GSS) Change Management Model -- 17.1.7 Using the Define-Measure-Analyze-Improve-Control (DMAIC) Approach as Change Management Model -- 17.2 Primarily People-Centric Change Management Models -- 17.2.1 Nudge Theory -- 17.2.2 Bridges Change Management Theory -- 17.2.3 Kübler-Ross Model -- 17.3 Discussion -- Chapter 18: Training Modules: Using Instructional Systems Design for Lean Six Sigma Training -- 18.1 The ADDIE Model -- 18.1.1 Analysis -- 18.1.2 Design -- 18.1.3 Development -- 18.1.4 Implementation -- 18.1.5 Evaluation -- 18.2 Training Plans -- 18.3 E-Learning -- 18.4 Training Manuals -- 18.5 Adult Learners -- 18.6 Training in Different Cultures -- 18.7 Discussion -- Section IV: Lean Six Sigma Applications -- Introduction -- Chapter 19: Lean Six Sigma in Healthcare: Medical Facilities -- Chapter 20: Lean Six Sigma and the Medical Device Industry -- Chapter 21: From Efficiency to Intelligence:: Unleashing the Power of Lean Six Sigma in AI -- 21.1 Introduction -- 21.2 What is AI? -- 21.3 The Potential of Combining Lean Six Sigma and AI -- 21.3.1 Streamlining Processes with AI and Lean Six Sigma -- 21.4 Reducing Waste and Increasing Efficiency with AI and Lean Six Sigma -- 21.5 Improving Quality Control with AI and Lean Six Sigma -- 21.6 Enhancing Decision-Making with AI and Lean Six Sigma -- Chapter 22: Lean Six Sigma in Innovative Thinking and Design -- 22.1 Malcolm Baldrige National Quality Award -- Section V: International Lean Six Sigma Areas of Competency and Resource Materials -- Introduction -- Appendix One: A Brief History of Lean Six Sigma -- Appendix Two: Pandemic Proofing the Future with Lean Six Sigma -- Appendix Three: Competency Models -- Lean Six Sigma Green Belt Basic International Competency Model -- For Hiring Managers -- Lean Six Sigma Black Belt Basic International Competency Model Lean Six Sigma Master Black Belt Basic Competency Model -- Reference Materials -- Lean Six Sigma Body of Knowledge Outline (SSD Global Version 4.0) -- Summarized Version -- Lean Six Sigma Body of Knowledge (SSD Global Version 6.0) -- Full Text Version -- Section 1: Major Process Improvement Programs that Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Section 2: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Section 3: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control Model (DMAIC) -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Section 4: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect -- Team Building -- Lean Six Sigma Black Belt Basic International Competency Model Ability to Lead a DMAIC Project -- Ability to Describe and Identify Organizational Roadblocks and Overcome Barriers -- Using Tools and Theories Such As -- Understand Benchmarking, Performance, and Financial Measures -- Use and Understand the Following Lean Six Sigma Tools -- Lean Six Sigma Body of Knowledge Narrative (SSD Global Version 5.0) -- Narrative -- Part I: Major Process Improvement Programs That Contributed to Lean Six Sigma -- The Primary Recognized Process Improvement Programs -- Total Quality Management (TQM) -- International Standards Organization (ISO) -- Capability Maturity Model Integration (CMMI) -- Six Sigma -- Defect Reduction -- DMAIC Model -- Define -- Measure -- Analyze -- Improve -- Control -- DFSS Model -- Design -- Verify -- Statistical Thinking -- Recognizing Individual Tasks within the Process and Assigning Major Causes of Variability -- Common Cause -- Special Cause -- Stabilize Processes -- Lean Manufacturing/Lean Thinking -- Waste Reduction -- Speed -- Voice of the Customer/Employee/Business/Process -- Additional Methodologies and Bodies of Knowledge That Play a Role in Lean Six Sigma -- Part II: Lean Six Sigma Knowledge -- Systematic Approach to Eliminating/Reducing Waste and Eliminating Defects -- Plan-Do-Check-Act (PDCA) -- Important Names in Lean Six Sigma -- Walter Shewhart -- W. Edwards Deming -- Joseph Juran -- Malcolm Baldrige -- Genichi Taguchi -- Eli Goldratt -- Kaoru Ishikawa -- Basic Quality Concepts -- Quality Impact -- Part III: Core Tools Used in Lean Six Sigma -- Lean Six Sigma Tools -- The Define-Measure-Analyze-Improve-Control -- Define -- Measure -- Analyze -- Improve -- Control -- Pre-DMAIC Tools -- Constraint Management -- Part IV: Implementation -- Martial Art Designations Are Used to Denote Levels of Expertise -- Arguments Supporting Lean Six Sigma Implementation -- Recognition of Waste as a Defect Team Building Six sigma (Quality control standard) |
| title | Lean Six Sigma International Standards and Global Guidelines |
| title_auth | Lean Six Sigma International Standards and Global Guidelines |
| title_exact_search | Lean Six Sigma International Standards and Global Guidelines |
| title_full | Lean Six Sigma International Standards and Global Guidelines |
| title_fullStr | Lean Six Sigma International Standards and Global Guidelines |
| title_full_unstemmed | Lean Six Sigma International Standards and Global Guidelines |
| title_short | Lean Six Sigma |
| title_sort | lean six sigma international standards and global guidelines |
| title_sub | International Standards and Global Guidelines |
| topic | Six sigma (Quality control standard) |
| topic_facet | Six sigma (Quality control standard) |
| work_keys_str_mv | AT vanzantsternterra leansixsigmainternationalstandardsandglobalguidelines |