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Summary
Summary
Manufacturing companies work endlessly to make process improvements, yet they are often hard to implement and even harder to sustain. The reason: companies often stumble when communicating why the methodologies are being used and how to sustain the improvements. Communication for Continuous Improvement Projects demonstrates how to communicate change, create confidence in the new processes, and empower employees. It shows how to be an effective change agent by utilizing tools that make sense while being competitive in the business market.
The book explores how the proper tools, communication, and management make the Lean Six Sigma methodologies work. It includes a Continuous Improvement Toolkit that is an easy reference for what tool to use and when and how to effectively teach the tools to employees who are not necessarily engineers. Communicating these tools is the most difficult part of using the tools. The author details the implementation of the actual tools that create confidence and explains Lean Six Sigma in a way that will make employees want to jump on board.
Result-driven decisions can be made from the methodologies described in this book, making processes quantifiably better with sustainable results. Extensive and informative, the book takes the guesswork out of the art of continuous improvement through communication.
Author Notes
Agustiady, Tina
Table of Contents
Preface | p. xiii |
Author | p. xvii |
1 Effective Communication | p. 1 |
Workplace Communication | p. 10 |
References | p. 12 |
2 Best in Class Practices | p. 13 |
How to Stay Best in Class | p. 14 |
References | p. 19 |
3 Maintaining Sustainability | p. 21 |
Sustain ability | p. 21 |
Sustainability Communication | p. 24 |
Sustainability Coordination | p. 24 |
Sustainability in the Workplace | p. 25 |
Reference | p. 30 |
4 Empowering Employees | p. 31 |
Reference | p. 38 |
5 Project Managing Employees Including Your Boss | p. 39 |
The Project Management Process | p. 42 |
Reference | p. 57 |
6 How to Get People to Trust You | p. 59 |
Reference | p. 67 |
7 Changing the Status Quo | p. 69 |
Resistance to the Status Quo | p. 73 |
Utilizing Known Leaders to Challenge the Status Quo | p. 74 |
Communicating Change | p. 74 |
References | p. 78 |
8 Decision Making | p. 79 |
References | p. 87 |
9 Visual Communication | p. 89 |
Kaizen and 5S | p. 92 |
How to Show Yields for Visualizing Progress | p. 95 |
Graphical Analysis | p. 97 |
Map the Process | p. 98 |
Cause and Effect Diagram | p. 98 |
Fishbone Diagram | p. 99 |
Failure Mode and Effect Analysis (FMEA) | p. 99 |
Visual Management Boards and Techniques | p. 100 |
References | p. 103 |
10 What Is Lean Six Sigma and TPM? | p. 105 |
Lean | p. 105 |
Six Sigma | p. 106 |
TPM | p. 108 |
Common Targets for Lean, Six Sigma, and TPM | p. 116 |
Benefits of Lean, Six Sigma, and TPM | p. 116 |
References | p. 117 |
11 Continuous Improvement Toolkit | p. 119 |
5S | p. 120 |
7/8 Wastes | p. 125 |
Kaizen | p. 126 |
Fishbone Diagrams | p. 127 |
Root Cause Analysis | p. 127 |
Process Mapping | p. 130 |
Financial Justification | p. 132 |
One Point Lessons | p. 133 |
Value Stream Mapping | p. 133 |
Plan-Do-Check-Act | p. 137 |
Poka Yokes | p. 138 |
Kanbans | p. 142 |
Pull and Push Flows | p. 142 |
Visual Management | p. 143 |
Cellular Processing | p. 145 |
Spaghetti Diagrams | p. 146 |
Histograms | p. 148 |
Pareto Charts | p. 148 |
Capability Analysis | p. 148 |
Control Charts | p. 151 |
X-Bur and Range Charts | p. 152 |
Calculation of Control Limits | p. 152 |
Plotting Control Charts for Range and Average Charts | p. 153 |
Plotting Control Charts for Moving Range and Individual Control Charts | p. 153 |
Defects per Million Opportunities | p. 154 |
Project Charters | p. 155 |
SIPOC | p. 156 |
Kano Model | p. 158 |
Critical to Quality (CTQ) | p. 160 |
Affinity Diagram | p. 160 |
Measurement Systems Analysis | p. 161 |
Gage R&R | p. 161 |
Process Capabilities | p. 166 |
Process Capability Example: Capable Process (C p ) | p. 167 |
Capability Index (C pk ) | p. 168 |
Possible Applications of a Process Capability Index | p. 168 |
Potential Abuse of C p and C pk | p. 169 |
Variation | p. 172 |
Graphical Analysis | p. 175 |
Cause and Effect Diagram | p. 176 |
Failure Mode and Effect Analysis (FMEA) | p. 177 |
Hypothesis Testing | p. 182 |
ANOVA | p. 182 |
Correlation | p. 184 |
Simple Linear Regression | p. 185 |
Hypothesis Testing | p. 187 |
Theory of Constraints | p. 189 |
Single Minute Exchange of Dies (SMED) | p. 190 |
Description of Stage 1 Separate Internal versus External Setup | p. 193 |
Description of Stage 2 Convert Internal Setups to External Setups | p. 194 |
Description of Stage 3 Streamline All Aspects of the Setup Operation | p. 197 |
Total Productive Maintenance (TPM) | p. 197 |
Design for Six Sigma (DFSS) | p. 200 |
Quality Function Deployment (QFD) | p. 201 |
Design of Experiments (DOE) | p. 202 |
Mood's Median Test | p. 205 |
Example 1 Mood's Median Test | p. 205 |
Mood's Median Test: Temperature versus Location | p. 205 |
Example 2 Mood's Median Test | p. 205 |
Mood's Median Test: Water Solubility versus Location | p. 205 |
Control Plans | p. 206 |
References | p. 207 |
12 A Lean Six Sigma Case Study | p. 209 |
Case Study: Process Improvement-Argo Rework Reduction | p. 209 |
Tina Agustiady, Certified Six Sigma Master Black Belt | p. 209 |
Executive Summary | p. 209 |
Introduction | p. 210 |
Define | p. 210 |
Project Charter Purpose | p. 211 |
Measure | p. 212 |
Analyze | p. 214 |
Improve | p. 219 |
Control | p. 226 |
Reference | p. 230 |
Appendix | p. 231 |
Index | p. 285 |