Skip to:Content
Cover image for The six sigma black belt handbook
The six sigma black belt handbook
Publication Information:
New York : McGraw-Hill, 2005
Added Author:


Item Barcode
Call Number
Material Type
30000004710608 TS156 S55 2005 Reference Book
30000005159425 TS156 S55 2005 Reference Book
30000010078728 TS156 S55 2005 Unknown

On Order



A new series that takes Six Sigma to the next level

The Six Sigma Operational Methods Series goes beyond simply explaining Six Sigma basics to interested managers--these are hard-core working tools of statistical methods, quantitative and intense, aimed at mathematically sophisticated Six Sigma practitioners unwilling to settle for anything less than peak performance in manufacturing and services.

Written by four instructors from the world-renowned Motorola University, this handbook provides the tools Six Sigma Black Belts and Master Black Belts need to deal with the most intractable business problems. The authors show how to integrate research and development, manufacturing, human resources, finance, marketing, quality, and customer service with corporate vision, mission, and key strategies.

* Tools for estimating quality project cost on a project by project basis
* A complete guide to understanding and writing financial reports
* Methodologies for leading multiple projects
* Problem-solving tools like Design for Six Sigma and TRIZ

Contents: Strategy: Planning for Six Sigma * Project Management * Performance Reporting * Leadership for Six Sigma: Organizing for Six Sigma * Team Leader's Tools *Team Measurement Concepts * Corporate Initiatives: SixSigma * Lean Thinking * Human Resources Management:Organizational Alignment * Compensation and Recognition* Methodology Tools: Define * Measure * Analyze *Improve * Triz * Control * Design for Six Sigma * FinancialMeasurements: Financial * Operational * Reporting *By Industry: Service * Transaction * Manufacturing *Healthcare * Human Resources Management

Author Notes

Tom McCarty is the Director of Consulting Services for Motorola University. Tom and the Consulting Services team are dedicated to improving the business performance of Motorola's suppliers, channel partners, customers and business alliances through the full implementation of Six Sigma Business Improvement Campaigns. For the past five years, Tom has worked with numerous executive teams to help them formulate strategic plans, Balanced Scorecards, and focused Six Sigma implementation plans. Tom is trained as a Six Sigma Black Belt, has 26 years of Motorola management experience, and has successfully led Six Sigma implementations for a variety of clients, across a variety of industries. Tom is a contributing author to The Corporate University Handbook and a Co-author of The New Six Sigma.

Lorraine Daniels is a Master Black Belt working as a Six Sigma Senior Consultant and Master Instructor worldwide for Motorola University. She is a doctoral candidate in Industrial Engineering at Arizona State University. She lives in Tempe, Arizona.

Michael Bremer is the President of the Cumberland Group, a consulting firm that specializes in process and business performance improvement. A certified Six Sigma Black Belt from Motorola, he lives in Hinsdale, Illinois.

Praveen Gupta is a PE, Master Black Belt, and ASQ Fellow. Praveen, who was there at time and place of the birth of Six Sigma, has taught Six Sigma at Motorola University for over ten years. His first Six Sigma project was completed in 1988. He lives in Schaumburg, Illinois.

Table of Contents

Part One The Six Sigma Management System
Chapter 1 Introduction to Six Sigma
Chapter 2 Foundations of the Six Sigma Management System
Chapter 3 The Leadership Modes
Chapter 4 Insights into Six Sigma Leadership
Chapter 5 Six Sigma Management System Case Study
Part Two Six Sigma and Lean
Chapter 6 Six Sigma and Lean
Part Three Process Improvement Teams and Tools
Chapter 7 Introduction to Process Improvement Teams
Chapter 8 Leadership Roles in Deploying Teams
Chapter 9 Kaizen Teams
Chapter 10 Lean Teams
Part Four Six Sigma Teams, Methodology and Tools
Chapter 11 Introduction to the DMAIC Process Improvement
Chapter 12 Define Phase
Chapter 13 Measure Phase
Chapter 14 Analyze Phase
Chapter 15 Improve Phase
Chapter 16 Control Phase
Chapter 17 DMAIC Summary
Chapter 18 DMADV
Part Five Six Sigma Impact Measurement
Chapter 19 Financial and Performance Measurement
Part Six Supplemental Information
Chapter 20 Innovating Breakthrough Solutions
Chapter 21 Measurement System Analysis in Non-Manufacturing Environments
Go to:Top of Page