Six Sigma For Dummies

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The fast and easy way to understand and implement Six Sigma

The world's largest and most profitable companies—including the likes of GE, Bank of America, Honeywell, DuPont, Samsung, Starwood Hotels, Bechtel, and Motorola—have used Six Sigma to achieve breathtaking improvements in business performance, in everything from products to processes to complex systems and even in work environments. Over the past decade, over $100 billion in bottom-line performance has been achieved ...

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The fast and easy way to understand and implement Six Sigma

The world's largest and most profitable companies—including the likes of GE, Bank of America, Honeywell, DuPont, Samsung, Starwood Hotels, Bechtel, and Motorola—have used Six Sigma to achieve breathtaking improvements in business performance, in everything from products to processes to complex systems and even in work environments. Over the past decade, over $100 billion in bottom-line performance has been achieved through corporate Six Sigma programs. Yet, despite its astounding effectiveness, few outside of the community of Six Sigma practitioners know what Six Sigma is all about.

With this book, Six Sigma is revealed to everyone. You might be in a company that's already implemented Six Sigma, or your organization may be considering it. You may be a student who wants to learn how it works, or you might be a seasoned business professional who needs to get up to speed. In any case, this updated edition of Six Sigma For Dummies is the most straightforward, non-intimidating guide on the market.

  • New and updated material, including real-world examples
  • What Six Sigma is all about and how it works
  • The benefits of Six Sigma in organizations and businesses
  • The powerful "DMAIC" problem-solving roadmap
  • Yellow, Green and Black—how the Six Sigma "belt" system works
  • How to select and utilize the right tools and technologies
  • Speaking the language of Six Sigma; knowing the roles and responsibilities; and mastering the statistics skills and analytical methods

Six Sigma For Dummies will become everyone's No. 1 resource for discovering and mastering the world's most famous and powerful improvement tool. Stephen Covey is spot-on when he says, "Six Sigma For Dummies is a book to be read by everyone."

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Product Details

  • ISBN-13: 9781118120354
  • Publisher: Wiley
  • Publication date: 10/16/2012
  • Series: For Dummies Series
  • Edition number: 2
  • Pages: 408
  • Sales rank: 186,388
  • Product dimensions: 7.30 (w) x 9.10 (h) x 1.00 (d)

Meet the Author

Craig Kent Gygi began studying and applying the elements of Six Sigma well before they were formalized into today’s renowned breakthrough methodology. As a graduate student in mechanical engineering at Brigham Young University in the early 1990s, he integrated these cutting-edge improvement techniques into his coaching of student product development teams. Upon beginning his career in 1994 at Motorola’s Advanced Manufacturing Research Lab in Florida, he was formally introduced to the maturing Six Sigma method. It resonated deeply with his previous findings. From that time, Craig has applied, taught, and led Six Sigma in all his endeavors, including management and technical capacities at Motorola, Iomega, and General Atomics.
In 1998, Craig founded and led a software company to develop computational tools for Six Sigma practitioners. For several years, he also worked as a technical colleague of Dr. Mikel J. Harry, the original consultant of Six Sigma, co-developing and teaching new advances in its theory and application. Most recently, Craig has traded his mountain home in Utah for the Sonoran desert of Arizona to co-found Savvi International and direct and manage its Six Sigma products, services, and tools.
A Master Black Belt, Craig has wielded Six Sigma techniques now for over 12 years, spanning projects from design to manufacturing to business process management. He is also an expert teacher, having instructed and mentored at all levels of Six Sigma, from executives to White Belts.

Neil John DeCarlo has been a professional communicator in the continuous improvement and Six Sigma fields for more than 15 years, beginning with his work at Florida Power & Light company when it won the coveted Deming Prize for quality. Since that time, he has authored, ghostwritten, or edited more than 150 articles and six books in association with such companies as General Electric, Dupont, Bose Corporation, McKinsey consulting, UPS, AT&T, the Six Sigma Academy, and many others.
As a prolific author and writer, Neil’s past work has covered a range of subject matter, including Six Sigma, information technology, e-learning, knowledge management, change management, business integration, TQM, ISO, lean management, and other disciplines. He has also worked with several CEOs and consultants, including Japanese quality expert Dr. Noriaki Kano, and worked extensively with original co-architect of Six Sigma, Dr. Mikel Harry.
In addition to his writing pedigree, Neil has managed communication and publishing campaigns for a variety of companies and consulting firms, most notably, the Breakthrough Management Group, a Six Sigma, lean enterprise, and performance-improvement industry leader. While not working, Neil avidly practices Bikram yoga and contributes to that community through his advocacy and writing.

Bruce David Williams has been fascinated with complex systems since the launch of Sputnik on his third birthday. With undergraduate degrees from the University of Colorado in Physics and Astrophysics, he entered a career in aerospace systems, where he first encountered Six Sigma after Motorola won the inaugural Baldridge Award in 1988. Later, with graduate degrees in technical management and computer science from Johns Hopkins University and the University of Colorado, and as a member of the Hubble Telescope development team, he was intrigued by how breakdowns in the smallest components could lead to colossal system failures. He entered the Six Sigma industry in the mid-1990s, when he founded a software company to pursue product life-cycle traceability.
Bruce has since been founder and CEO of two Six Sigma research and technology firms, and is now Chairman and CEO of Savvi International, a provider of solutions for business performance improvement using Six Sigma, lean, and business process management techniques.

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Read an Excerpt

Six Sigma For Dummies

By Craig Gygi

John Wiley & Sons

ISBN: 0-7645-6798-5

Chapter One

Defining Six Sigma

In This Chapter

* Looking at a problem-solving methodology

* Reviewing the precise statistical term

* Recognizing that Six Sigma isn't just another initiative-du-jour

* Identifying a formidable business force

It's not often that a For Dummies book topic first needs a formal definition. After all, you know in general what gardening, dating, and even marathon training are. But "Six Sigma"? Even if you remember that sigma is the 18th letter of the Greek alphabet, why six of them? What happened to the first five sigma?

It's okay if you don't know what "Six Sigma" is at all, or don't understand every aspect of it. That's because Six Sigma-once a precise, narrowly-defined term-has grown over time to represent a number of concepts:

  • Six Sigma is a problem-solving methodology. In fact, it's the most effective problem-solving methodology available for improving business and organizational performance.
  • Six Sigma performance is the statistical term for a process that produces fewer than 3.4 defects (or errors) per million opportunities for defects.
  • A Six Sigma improvement is when the key outcomes of a business or work process are improved dramatically, often by 70 percent or more.
  • A Six Sigma deployment is the prescriptive rollout of the Six Sigma methodology across an organization,with assigned practices, roles, and procedures according to generally accepted standards.
  • A Six Sigma organization uses Six Sigma methods and tools to improve performance: Continuously lower costs, grow revenue, improve customer satisfaction, increase capacity and capability, reduce complexity, lower cycle time, and minimize defects and errors.

Six Sigma is a methodology for minimizing mistakes and maximizing value. Every mistake an organization or person makes ultimately has a cost-a lost customer, the need to do a certain task over again, a part that has to be replaced, time or material wasted, efficiency lost, or productivity squandered. In fact, waste and mistakes cost many organizations as much as 20 to 30 percent of their revenue! That's a shocking number. Imagine throwing 20 to 30 percent of your money away in the garbage every time you cash a check. It may sound ludicrous, but that's what many organizations do.

All businesses, organizations, and individuals have room to improve. No operation is run so tightly that another ounce of inefficiency and waste can't be squeezed out. By their nature, organizations tend to become messy as they grow. Processes, technology, systems, and procedures-the ways of doing business-become cluttered with bottlenecks, meaning work piles up in one part of the organization while other parts sit idle with nothing to do.

Work is often performed incorrectly, or the outcome is flawed in some way. When this happens, you scrap products and services and have to do the work over again: You consume additional resources to correct a problem before it's delivered to the customer, or the customer asks later for a "redo"-a new product or a more satisfactory service.

Sometimes, flaws and defects aren't the problem, but a product or service simply takes too long to produce and deliver. Think about the problems a mortgage company would have if it processed home loans perfectly, but did so 5 times slower than the competition. That's a perfect disaster.


Six Sigma was once a quality-improvement methodology, but now it's a generalpurpose approach to minimizing mistakes and maximizing value: How many products can you produce, how many services can you deliver, how many transactions can you complete to an expected level of quality in the least possible amount of time at the lowest possible cost?

Six Sigma takes effort and discipline and requires you to go through the pain of change. But soon the pain is transformed into improved performance, happier customers, lower costs, and more success.

The Managerial Perspective

While Six Sigma has its many definitions, Six Sigma action occurs on two different levels: the managerial and the technical. At the managerial level, a Six Sigma initiative includes many units, people, technologies, projects, schedules, and details to be managed and coordinated. There are also many plans to develop, actions to take, and specialized work to complete. For all of this to work in concert, and for the technical elements of Six Sigma to be effective, you have to set the proper management orientation.

Radical corporate success


Six Sigma performing companies realize staggering business success:

  • General Electric profited between $7 to $10 billion from Six Sigma in about five years.
  • Dupont added $1 billion to its bottom line within two years of initiating its Six Sigma program, and that number increased to about $2.4 billion within four years.
  • Bank of America saved hundreds of millions of dollars within three years of launching Six Sigma, cut cycle times by more than half, and reduced the number of processing errors by an order of magnitude.
  • Honeywell achieved record operating margins and savings of more than $2 billion in direct costs.
  • Motorola, the place where Six Sigma began, saved $2.2 billion in a fouryear time frame.

Six Sigma helps organizations achieve breakthrough improvement, not incremental improvement. In short, Six Sigma is a path to dramatic improvement in value for your customers and your company.

Bridge between science and leadership

From a management standpoint, Six Sigma culminates in the predictability and control of performance in a business or a business process, by applying the methods of science to the domain of leadership.

Early in the 20th century, Henry Ford applied the principles of science to the production of cars. By following set processes and by optimizing repeatable processes, Ford and others made goods that displayed little variation in their final states and could be mass-produced without requiring extensive education and years of finely honed skills among the assembly-line staff. We have witnessed how the achievements of machinery, technique, process, and specialization of labor collectively enable the explosion of mass-production and the consumer society. Science dictates how all the parts, materials, machines, and people on the assembly line interact to turn out many "widgets" at the highest possible speed and the lowest possible cost.


Managerially speaking, the goal of Six Sigma is to inject similar control, predictability, and consistency of results into the production of a successful organization, such that the widget comes off the production line absolutely consistently.

Countless times every day in the United States, people open a water faucet and experience the flow of clean, clear water. The reason is because reliable purification systems treat the water and pressure systems ensure the water is there. This is what Six Sigma does; it treats the processes in a business so that they deliver their intended results reliably and consistently.


The methodology of Six Sigma was first applied in a manufacturing company, but it also works in service and transactional companies (like banks and hospitals), where it has been implemented many times with great success. Six Sigma dramatically improves the way any process works-whether that process is in the chemical industry, the oil industry, the service industry, the entertainment industry, or anything else.

Management system orientation

Six Sigma is so appealing to managers because it delivers management results.

Clear value proposition and ROI

Six Sigma is characterized by an unwavering focus on business return on investment (ROI). A Six Sigma project can improve a business characteristic by 70 percent or more, stimulating increased operating margins for businesses, while at the same time increasing the value those businesses provide to their customers. Six Sigma initiatives and projects have a direct, measurable financial focus and impact.

Top commitment and accountability

A Six Sigma initiative begins at the top. The leadership and management of an organization must actively commit to the Six Sigma initiative, setting performance goals and developing tactical implementation plans. Management team members must be personally accountable for achieving the performance improvement goals they set for their respective organizations and business units.

Customer focus

Six Sigma, through its voice of the customer (VOC) tools, drives business processes through customer requirements. No operational, process, and business improvements can occur without a definitive understanding of who the customers are and what they need, want, and are willing to buy. Six Sigma managers become savvy about the needs and requirements of customers, in a way that also enables the business to become stronger and more profitable.

Connected business metrics

You know by now that Six Sigma is different from other performance improvement approaches in its focus on business financials and measurable operational improvements. To support this, the Six Sigma management system must include performance measures that are readily accessible and visible to everyone whose actions or decisions determine performance levels and operational quality.

Process orientation

Six Sigma improves the performance of processes-any business or work process-in how those processes effectively and efficiently transform material and other inputs into the desired outputs. This is the focal point of using Six Sigma to improve performance: the design, characterization, optimization, and validation of processes.

Project focus

The Six Sigma project is the tool by which processes and systems are characterized and optimized. Program leadership identifies opportunities for Six Sigma improvement projects and assigns Six Sigma specialists to execute them. We provide details about how to select Six Sigma projects in Chapter 4, how to implement projects in Chapters 5 through 10, and how to manage projects using tools in Chapter 12.

Enabling tools and technology

Properly managing a Six Sigma initiative that spans an entire organization or a significant part of an organization requires the ability to simultaneously manage many projects, processes, analyses, data banks, training activities, and people. Generally speaking, several classes of tools and technology are employed to accomplish this:

  • Tools for designing, modeling, managing, and optimizing processes
  • Tools for the broad-scale management of multiple projects across multiple organizational units
  • Tools for collecting data, conducting analytical calculations, and solving performance problems
  • Tools and technologies for training, educating, transferring knowledge, and managing knowledge

We provide a comprehensive view of the many Six Sigma tools and technologies in Chapters 11 and 12.

An infrastructure for change

Installing and managing a Six Sigma management system require a certain infrastructure-an underlying set of mechanisms and structures upon which to develop the Six Sigma improvement strategies and enact the tactics of project implementation and process improvement. The key elements of an effective Six Sigma infrastructure include the following:

  • A fully documented Six Sigma leadership system, strategic focus, business goal configuration, deployment plans, implementation schedules, and activity tracking and reporting techniques
  • A strategy, methodology, and system for training and preparing executives, managers, Champions, Black Belts, Green Belts, Yellow Belts, financial auditors, process owners, and all others involved in the Six Sigma initiative; we define and describe all the Six Sigma job roles in Chapter 3
  • Competency models and compensation plans, Six Sigma participant and leader selection guidelines, position and role descriptions, reporting relationships, and career-advancement policies and plans
  • Guidelines for defining project-savings criteria, aligning accounting categories with Six Sigma goals and metrics, forecasting project savings, auditing and evaluating project ROI, validating project savings, and reporting project ROI
  • Hard criteria for selecting projects, designating project-type categories, developing project problem-definition statements, targeting intended project savings and ROI, approving selected projects, and managing projects through to completion; we give you more about project management in Chapter 4
  • Information-technology-related structures, procedures, dashboards, tools and systems for designing and managing processes, tracking project and initiative progress, reporting results, storing information and data, and performing analytical functions; we look at these in more depth in Chapters 11 and 12
  • A strategy for consistently communicating the Six Sigma initiative across the enterprise, and an Internet or intranet site that provides a common reference and knowledge base that contains important information, motivational content, recognition stories, educational material, contact information, and so on
  • A management review process for assessing the effectiveness of Six Sigma from the top to the middle to the bottom of the organization:

At the top, the focus is on the aggregate process, projects, and results for entire implementation business units.

In the middle, the focus is on the process and results of operational units with multiple Six Sigma projects.

At the lower levels, the focus of management review is on making sure individual projects are on track and yielding their intended process-improvement and financial results.

Complete culture change

A Six Sigma initiative often begins with outside consultants providing methods, tools, and training, but over time, the knowledge is internalized and applied organically within the organization. The ultimate goal is for everyone in the organization to have a working ability to understand customers' requirements, collect data, map processes, measure performance, identify threats and opportunities, analyze inputs and outputs, and make continuous improvements. In Chapter 3, we provide more details about culture change.

The Technical Perspective

Six Sigma performance is the statistical term for a process that produces fewer than 3.4 defects or errors per million opportunities. Behind that single statistic lies a methodology that includes a plethora of data, measurement, analysis, improvement, and control tools and supporting technologies. This section is an overview of the technical side of Six Sigma.

Product, service, and transactional quality

The technical objective of Six Sigma is to ensure the high quality and reliability of products, services, and transactions-the lifeblood of all businesses and organizations. Banks, government agencies, hospitals, car washes, toy makers, semiconductor plants, professional services firms-all organizations of any type-provide products, services, and transactions, or some combination of the three.

For example, most auto manufactures do much more than build cars. They also provides services, such as routine maintenance and warranty repairs, through their dealerships. Through their financing arms, they approve and process car payments, a transactional business activity.

The technical goal of Six Sigma is for products, services, and transactions all to be performed with the highest possible quality as efficiently and effectively as possible. This requires performance targets for all components in a system, and for each important characteristic of every component. For example, a car axle (component) has to have the proper form, fit, and function to perform as intended, and if it is to fit together with other components of the car.

Aiming for the target

In Six Sigma, important characteristics are referred to as CTXs, where the ITLITL stands for "critical," the T stands for "to," and the X represents what the characteristic is linked to: quality, cost, time, satisfaction, and so on. For example, a critical-to-quality characteristic would be called a CTQ. Graphically, you can depict the target values of any CTX in Figure 1-1.


Excerpted from Six Sigma For Dummies by Craig Gygi Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Table of Contents

Foreword xv
Introduction 1
About This Book 1
Conventions Used in This Book 2
Foolish Assumptions 3
How This Book Is Organized 3
Icons Used in This Book 4
Where to Go from Here 5
Part I Six Sigma Basics 7
Chapter 1 Defining Six Sigma 9
The Managerial Perspective 11
Radical corporate success 12
Bridge between science and leadership 12
Management system orientation 13
The Technical Perspective 16
Product, service, and transactional quality 17
The journey from one to many 20
Watch out for the wiggle, bump, and jitter 22
Why six and why sigma? (Putting the pieces together) 23
Chapter 2 Examing the Principles and Language of Six Sigma 27
It All Begins with One Simple Equation: Y = f(X) + [epsilon] 27
Determine the Cause 29
Cause and effect 29
There is a better way 30
Beware superstitious delusions (that is, correlation doesn't imply causation) 30
Variation happens 32
What is variation? 33
Where does variation come from? 34
Getting variation right is everything 35
Thou Shalt Measure 36
Mind your Ys and Xs 36
The answer begins with the data 37
The bottom line on measurement 38
The Power of Leverage 38
The "vital few" versus the "trivial many" 39
Finding the better way 40
Chapter 3 Pinpointing the Essentials of Six Sigma 41
The Project Strategy: DMAIC 41
Domains of Activity 43
Thinking for breakthrough 43
Processing for breakthrough 44
Designing for breakthrough 44
Managing for breakthrough 45
The People: Who You Need to Know 46
In Six Sigma, everyone's a leader 46
Number-crunching karate: Black Belts and their brethren 51
Bringing the team together 54
The Lifecycle of a Six Sigma Initiative 55
Initialize: Ready ... Aim ... 55
Deploy: Setting it all in motion 56
Implement: Forging first successes 57
Expand: Taking it everywhere 58
Sustain: The self-healing culture 58
Part II Understanding and Enacting the Breakthrough Strategy (DMAIC) 61
Chapter 4 Finding the Pain - Defining Projects 63
The Six Sigma Project 64
The basics of a project 64
The problem transformation 65
Project responsibilities 65
Your Needs, My Needs, What Are They? 66
Aligning Six Sigma with strategy 67
Using a business case writing tool for project identification 69
Six Sigma project definition 71
Is it worth doing? 75
Chapter 5 Measuring the Gaps 85
The 1, 2, 3s of Statistics 85
Why statistics? 86
Measurement 101 87
What does it mean? Measures of variation location 88
How much variation is there? 91
The Long and Short of Variation 95
Short-term variation 96
Shift happens: Long-term variation 99
Be all you can be: Entitlement 101
A Picture's Worth a Thousand Words 103
Plotting and charting data 103
Hindsight is 20/20: Behavior charts 117
Chapter 6 Measuring Capability 123
Specifications: The Voice of the Customer 123
How close is close enough? Or why specifications? 124
What are specifications? 124
Do you do the RUMBA? Creating realistic specifications 125
Don't push that big red button! What happens when you exceed a specification 126
Capability: Comparing the Voice of the Customer to the Voice of the Process 128
Measuring yield 128
Measuring defect rate 133
Linking yield and defect rate 138
Sigma (Z) score 138
Capability indices 144
Prescribing a capability improvement plan 147
Chapter 7 Separating the Wheat from the Chaff 149
Understanding Data Types 150
Attribute or category data 150
Continuous or variable data 151
Avoiding Illusion: Measurement System Capability Analysis 152
Sources of measurement system variation 154
Measuring measurements: Measurement system analysis (MSA) 156
Filling the Funnel 161
Let the data do the talking 162
Cast a big net 162
Mining Data for Insight 163
Go with what you have: Observational studies 163
Digging in: Identifying potential sources of variation through graphical analysis 165
Chapter 8 Quantifying the Critical Few 169
Finding the Best Partner 169
Viva Las Vegas: The central limit theorem 170
How sure are you? Confidence intervals 171
Confidence intervals for means 172
Confidence intervals for standard deviations 176
Four out of five recommend: Confidence intervals for proportions 178
Understanding Relationships 180
Correlation 180
Curve fitting 183
Chapter 9 Achieving the Objective 195
Why Experiment? The Improvement Power of Six Sigma Experiments 195
What is an experiment, anyway? 195
The purpose of Six Sigma experiments 196
Experimenting with words 197
The end game of Six Sigma experiments 197
Look Before You Leap: Experimental Considerations 198
Frankenstein should have planned 198
Simple, sequential, and systematic is best 200
2[superscript k] Factorial Experiments 202
Plan your experiment 202
Conduct your experiment 206
Analyze your experiment 207
You've Only Just Begun - More Topics in Experimentation 216
Chapter 10 Locking in the Gains 217
The Need for Control Planning 217
The process management summary 219
The process control plan 219
Statistical Process Control 221
Monitoring the Process: Control Chart Basics 222
Understanding control limits 223
Using control charts to keep processes on track 226
Using control charts to detect patterns, shifts, and drifts 227
Collecting data for control charts 229
Control Charts for Continuous Data 230
Individuals and moving range chart (I - MR) 232
Averages and ranges chart (X - R chart) 234
Averages and standard deviation chart (X - S) 235
Control Charts for Attribute Data 235
The p chart for attribute data 237
The u chart for attribute data 238
Poka-Yoke (Mistake-Proofing) 239
Part III The Six Sigma Tool and Technology Landscape 241
Chapter 11 Identifying Six Sigma Practitioner Tools 243
The Practitioner's Toolkit 244
Process Optimization Tools 245
The SIPOC 246
What's critical? Look in the CT Tree 248
Modeling a process 251
Simulating a process 256
Cause-and-effect (C&E) matrix 258
Dem' fishbones 259
FMEA: Failure mode effects analysis 260
KISS and tell: Capability-complexity analysis 262
Funnel reports 264
Plans 265
Statistical Analysis Tools 267
The basics 268
A picture's worth a thousand ... dollars 268
The time machine 270
Analysis of variance: ANOVA 271
If the shoe fits 271
Design of Experiments 272
How capable is your process? 273
Regression 275
Multivariate analysis 275
Exploratory analysis 276
Measurement systems analysis 276
Back to the future 278
Platforms and Protocols 278
Software products 278
Technology architectures 280
Chapter 12 Mastering Six Sigma Manager Tools 283
The Manager's Toolkit 284
The gallery 285
Types of management tools 286
Through the Looking Glass 287
Project Management 288
Eureka! 289
Pick a winner 290
Project definition 291
Project planning and tracking 293
Just the Facts, Ma'am 295
Knowledge Management 298
An Apple for Your Apple 299
Part IV The Part of Tens 301
Chapter 13 Ten Best Practices of Six Sigma 303
Set Stretch Goals 303
Target Tangible Results 304
Determine Outcomes 304
Think Before You Act 305
Put Your Faith in Data 305
Minimize Variation 306
Align Projects with Key Goals 306
Celebrate Success! 306
Involve the Owner 307
Unleash Everyone's Potential 307
Chapter 14 Ten Pitfalls to Avoid 309
Not Allowing Enough Time 309
Who's the Leader? 309
Taking Too Big a Bite 310
Focusing On Isolated Areas 310
"But We're Different" 310
Overtraining 311
Blindly Believing Your Measurement System 311
"Remind Me Again, Is It CLs or SLs?" 312
Exaggerated Opportunity Counts 312
Not Leveraging Technology 312
Chapter 15 Ten Places to Go for Help 313
Colleagues 313
Six Sigma Corporations 314
Associations and Professional Societies 314
Conferences and Symposia 314
Publications 315
Web Portals 316
Periodicals 316
Technology Vendors 317
Consultants 317
Six Sigma Trainers 318
Appendix Glossary 319
Afterword 329
Index 331
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Customer Reviews

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  • Anonymous

    Posted October 23, 2009

    Very good for general reference and a "global" understanding of the subject.

    The title implies a quick study of the subject but the book delivered more than I expected. It presents a useful overview and enough detail to make it useful for a support person or faciliator involved in Six Sigma. Where technical description is reqired, the authors start with the concept and add detail until it becomes clear. They do not offer a "belt level" training course but enough information for the reader to understand which tools to use and how to apply them.

    They describe the overall process accurately and in sequence, with enough information for anyone involved in a support role. I will use this book as a working reference.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted September 23, 2007

    A reviewer

    A great read for those interested in Lean Six Sigma, Business Process Improvement, Quality, Leadership, Growth and Innovation, and Operations from a customer¿s point of view! An outstanding addition to any business professional's library. Steven Bonacorsi

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  • Anonymous

    Posted May 10, 2007

    A reviewer

    This book is a must read for small business owners who want to get the heart of what Six Sigma really is and how it can help! I have spent over 2 decades in large corporations that use, or attempt to use, the Six Sigma toolset and, now that I'm a small business owner myself, I can truly appreciate the immediate focus on the #1 toolset process, called DMAIC, which in my experience is used over 90% of time. I've now purchased multiple copies to pass around to my small team. Mark

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  • Anonymous

    Posted May 4, 2006

    A Dummies guide, but not dumbed down

    Authors Craig Gygi, Neil DeCarlo and Bruce Williams will attract both plaudits and brickbats for this book (no wonder they needed a foreword from Stephen Covey). Six Sigma, originally devised as a method for reducing production defects, has been elevated to a business cult whose jargon and methods are zealously guarded by a priesthood of consultants. This cadre is bound to regard skeptically any step toward making Six Sigma plain to the general business public. We recommends this manual because it successfully walks the tightrope between detailed technical analysis of Six Sigma methods and common sense terminology that is comprehensible to ordinary oxygen-breathers in the business world. Though it gets too heavy on statistics, it also avoids short cuts and fluffy Six Sigma-lite. The book does not delve into the recent trend toward using Six Sigma for carrying out change initiatives. However, given that its objective is to make professionals Six Sigma literate, this oversight is well within the acceptable range of variation.

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  • Anonymous

    Posted February 22, 2006

    I think it¿s a great book

    I think it¿s a great book. It teaches Dummies the particulars of manufacturing, and how to challenge the conventional ways of manufacturing so as to be competent in the market.

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  • Anonymous

    Posted December 17, 2008

    No text was provided for this review.

  • Anonymous

    Posted December 12, 2012

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  • Anonymous

    Posted July 31, 2009

    No text was provided for this review.

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