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Summary
Summary
This book comprehensively explores all of the underlying issues and elements which, together, constitute one of the most successful quality and management programmes upon which companies such as Motorola and GE base their success - Six Sigma. The author was directly involved in implementing Six Sigma quality principles and practices into a European division of GE Capital, deploying this initiative in an entirely service-oriented business for the first time. Drawing from and reflecting on his experience, Geoff Tennant develops a reasoned exploration of the benefits that Six Sigma offers to any organization and what can be expected from start to finish. He investigates the relationship between Six Sigma and quality, customer satisfaction, business processes and organizational structure, statistics and analysis and process improvement methodologies. Aimed at quality professionals, senior management and directors, as well as practitioners and students of Six Sigma, Six Sigma: SPC and TQM in Manufacturing and Services provides an in-depth but highly readable insight into the quality initiative that is certain to sweep European companies as it has large and global American corporations.
Author Notes
A graduate of Imperial College, Geoff Tennant began his career as a science teacher, later gaining experience developing commercial and industrial computer systems. Recently he spent three years as a Master Black Belt for GE Capital in the role of Quality Project Manager. He is currently an independent management consultant specializing in strategy and Six Sigma.
Table of Contents
| List of figures and tables | p. vii |
| Acknowledgements | p. ix |
| Introduction | p. xi |
| 1 The development of quality | p. 1 |
| Quality before consultants | p. 1 |
| American quality discovered | p. 3 |
| Quality goes Japanese | p. 4 |
| Quality returns to America | p. 5 |
| Summary | p. 6 |
| 2 What is Six Sigma? | p. 7 |
| The new paradigm | p. 8 |
| The methodology of Six Sigma | p. 9 |
| The statistical basis of Six Sigma | p. 10 |
| Statistical primer | p. 17 |
| Six Sigma in manufacturing | p. 30 |
| Statistical Process Control | p. 33 |
| Total Quality Management | p. 34 |
| Six Sigma in service industries | p. 35 |
| Summary | p. 36 |
| 3 Understanding an organization | p. 37 |
| Adding value to products and services | p. 37 |
| A strategy for products and services | p. 40 |
| Core and enabling processes | p. 42 |
| Summary | p. 49 |
| 4 Understanding the customer | p. 51 |
| External customers | p. 52 |
| Internal customers | p. 53 |
| Customer satisfaction | p. 54 |
| Practical customer research | p. 57 |
| Determining Critical To Quality characteristics | p. 60 |
| Summary | p. 67 |
| 5 The vision and benefit of Six Sigma | p. 69 |
| To be world-class | p. 69 |
| Cost of quality | p. 71 |
| Working with customers and suppliers | p. 75 |
| Summary | p. 78 |
| 6 Implementing Six Sigma in practice | p. 79 |
| The strategy of quality improvement | p. 79 |
| Process improvement projects | p. 84 |
| A five-step methodology | p. 86 |
| Champions of quality | p. 94 |
| Selecting the staff | p. 97 |
| Working with quality assurance | p. 98 |
| Examples of successful Six Sigma in practice | p. 98 |
| Summary | p. 107 |
| 7 Looking to the future | p. 109 |
| Process-oriented organizations | p. 109 |
| From two to four sigma | p. 111 |
| Beyond four sigma | p. 113 |
| Designing new processes | p. 115 |
| Use of technology | p. 118 |
| Conclusion | p. 121 |
| Summary | p. 121 |
| Appendix | p. 123 |
| Implementing Six Sigma in small organizations | p. 123 |
| The challenge of Six Sigma in medium-sized enterprises | p. 126 |
| Experiences in large, global organizations | p. 129 |
| DPMO-to-process sigma conversion table | p. 131 |
| Index | p. 135 |
