A guide to lean six sigma management skills

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In summary, the purpose of Six Sigma management is to "promote joy in work" for all employees so that they have the energy to participate in the improvement and innovation projects identified from the organizational dashboard!

-- Howard S Gitlow

Authored by Dr, Howard Gitlow, one of the most respected Six Sigma Master Black Belts, this well-organized volume demonstrates the implementation of quality improvements into the all areas of the workplace from the shop floor through a company's executive offices. Illustrating his points with a number of case studies, the book provides a compelling argument as to why Six Sigma should be the preferred approach. It also explains how to build an organization that both encourages and values the input of quality teams, and details the steps they must take to implement and maintain lean initiatives.

Dr. Howard S. Gitlow is Executive Director of the Institute for the Study of Quality, Director of the Master of Science degree in Management Science, and a Professor of Management Science, School of Business Administration, University of Miami, Coral Gables, Florida. He was a Visiting Professor at the Stern School of Business at New York University in 2007, and a Visiting Professor at the Science University of Tokyo in 1990 where he studied with Dr. Noriaki Kano. He received his Ph.D. in Statistics (1974), M.B.A. (1972), and B.S. in Statistics (1969) from New York University. His areas of specialization are Six Sigma Management, Dr. Deming's theory of management, Japanese Total Quality Control, and statistical quality control. Dr. Gitlow has consulted and co-taught courses with Dr. W. Edwards Deming and Dr. Noriaki Kano (Science University of Tokyo).nbsp;

Dr. Gitlow is a Six Sigma Master Black Belt, a Fellow of the American Society for Quality, and a member of the American Statistical Association. He has served on the editorial boards of four journals. His list of consulting clients includes universities, consulting firms, city governments, healthcare organizations, insurance companies, utilities, manufacturing organizations, and service organizations. Dr. Gitlow has testified in 24 legal cases involving the following issues: critiquing and developing sampling plans, discrimination (age, race, gender, country of origin, and ethnicity), anti-trust, game fixing, jury selection, and cost/benefit analysis.

Preface	p. xi
Acknowledgments	p. xiii
About the Author	p. xv
1 The Meaning and Purpose of Work	p. 1
1.1 Traditional View of Work	p. 1
1.1.1 Doing Your Job	p. 1
1.1.2 Reacting to Daily Crisis	p. 2
1.2 Lean Six Sigma View of Work	p. 2
1.2.1 A New Perspective on Life and Work	p. 3
1.2.1.1 Principle 1: Life and Business Are Processes	p. 3
1.2.1.2 Principle 2: All Processes Exhibit Variation	p. 4
1.2.1.3 Principle 3: Two Causes of Variation Exist in Many Processes	p. 5
1.2.1.4 Principle 4: Life and Business in Stable and Unstable Processes Are Different	p. 9
1.2.1.5 Principle 5: Continuous Improvement Is Economical, Absent Capital Investment	p. 11
1.2.1.6 Principle 6: Many Processes Exhibit Waste	p. 12
1.2.1.7 Principle 7: Effective Communication Requires Operational Definitions	p. 13
1.2.1.8 Principle 8: Expansion of Knowledge Requires Theory	p. 14
1.2.1.9 Principle 9: Planning Requires Stability	p. 15
1.2.1.10 Conclusion	p. 16
1.2.2 Doing Your Job and Improving Your Job	p. 16
1.2.2.1 Principle 1	p. 16
1.2.2.2 Principle 2	p. 20
1.2.2.3 Principle 3	p. 20
1.2.2.4 Principle 4	p. 25
1.2.2.5 Principle 5	p. 26
1.2.2.6 Principle 6	p. 27
1.2.2.7 Principle 7	p. 53
1.2.2.8 Principle 8	p. 54
1.2.2.9 Principle 9	p. 70
1.2.3 More on Common and Special Causes (Improve the Process to Eliminate Daily Crises)	p. 70
1.2.3.1 The Funnel Experiment	p. 72
1.2.3.2 The Red Bead Experiment	p. 82
1.2.3.3 Feedback Loops	p. 85
1.2.4 Four Questions You May Ask about Lean Six Sigma Management	p. 86
2 Motivation and Compensation	p. 89
2.1 Traditional View: Extrinsic Motivators	p. 89
2.2 Lean Six Sigma View: Intrinsic and Extrinsic Motivators	p. 91
2.2.1 Background	p. 91
2.2.2 Lean Six Sigma and Performance Appraisal	p. 91
2.2.3 The Revised Performance Appraisal System	p. 99
2.2.4 Conclusion	p. 101
3 Working Conditions	p. 103
3.1 Introduction	p. 103
3.2 Poor Training	p. 104
3.3 Slogans, Exhortations, and Targets That Demand Higher Levels of Productivity	p. 106
3.4 Work Standards (Quotas and Piecework) on the Factory Floor	p. 107
3.5 Fear	p. 108
3.6 Barriers That Rob the Hourly Worker of His Right to Pride of Workmanship	p. 109
3.7 Lack of Education and Self-Improvement Efforts	p. 110
4 Behavior and Relationships	p. 113
4.1 Types of Individual Behavior	p. 113
4.1.1 Purpose of Assertive Behavior	p. 114
4.1.2 Steps toward Assertive Behavior	p. 114
4.1.2.1 Step 1	p. 114
4.1.2.2 Step 2	p. 119
4.1.2.3 Step 3	p. 120
4.1.2.4 Step 4	p. 123
4.1.3 Personal Discipline	p. 123
4.1.3.1 Debunking Myth 1	p. 124
4.1.3.2 Debunking Myth 2	p. 124
4.1.3.3 Debunking Myth 3	p. 124
4.1.3.4 Debunking Myth 4	p. 125
4.1.3.5 Debunking Myth 5	p. 125
4.2 Selected Types of Relationships	p. 126
4.2.1 Boss-Subordinate Relationships	p. 126
4.2.2 Co-Worker Relationships	p. 129
4.3 Selected Techniques for Improving Relationships	p. 130
4.3.1 Other People's Views (OPV)	p. 130
4.3.2 Consequences & Sequel (C&S)	p. 131
4.3.3 Alternatives, Possibilities, and Choices (APC)	p. 131
4.4 Improving Team Behavior	p. 133
4.4.1 Stages of Team Behavior	p. 133
4.4.2 Escalating "I" Messages for Improving Team Behavior	p. 134
4.4.3 Conflict Resolution Skills for Improving Team Behavior	p. 135
4.4.3.1 Step 1: View the Participants in the Conflict as Equals Trying to Solve a Problem to Their Mutual Advantage	p. 136
4.4.3.2 Step 2: Identify the Viewpoints of All Participants of the Conflict	p. 136
4.4.3.3 Step 3: Develop Alternative Solutions for the Conflict That Result in "Win-Win" Situations, or at Least "No Lose" Situations	p. 137
4.4.3.4 Step 4: All Participants in the Conflict Review the "Win-Win" Solutions or Negotiate the Differences in Their Solutions to Create "No Lose" Solutions to the Conflict	p. 139
4.4.3.5 Step 5: Avoid the Common Pitfalls of "No Lose" Solutions	p. 139
4.4.3.6 Step 6: Try Out the "Win-Win" Solution or the Best "No Lose" Solution for a Limited Time Period	p. 140
5 Conclusion p. 141
Bibliography	p. 143
Index	p. 145

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