The McGraw-Hill 36-Hour Course: Lean Six Sigma

by Sheila Shaffie, Shahbaz Shahbazi

Overview

Use your next three-day weekend to develop valuable Lean Six Sigma skills

With the integration of Lean and Six Sigma, businesses have a potent tool in the never-ending drive to deliver top-quality service and products. But you don’t need to be a Black Belt to build quality and efficiency into all areas of your operation; you just need The McGraw-Hill 36-Hour Course: Lean Six Sigma.

Sheila Shaffie and Shahbaz Shahbazi, leading Six Sigma experts and trainers, put you on the fast track to Lean Six Sigma expertise. Featuring a detailed overview of Lean and Six Sigma methodologies and case studies that demonstrate how to incorporate these principles, this guide will teach you how to:

• Deliver consistent customer service
• Reduce operational cost and risk
• Build and sustain a culture of continuous improvement

Complete with exercises, self-tests, and an online final exam, The McGraw-Hill 36-Hour Course: Lean Six Sigma lets you energize your organization with the power of today’s biggest breakthrough in business process improvement.

Product Details

ISBN-13:	9780071750851
Publisher:	McGraw Hill LLC
Publication date:	05/04/2012
Series:	McGraw-Hill 36-Hour Courses
Sold by:	Barnes & Noble
Format:	eBook
Pages:	256
File size:	5 MB

About the Author

Sheila Shaffie is the cofounder of ProcessArc, Inc., and has Lean Six Sigma initiatives at businesses around the globe, including Thomson Reuters, GMAC, RW Baird, and Allied Capital.
Shahbaz Shahbazi is the cofounder of ProcessArc, Inc. Previously, he was a leader for GE’s Global Six Sigma Quality organization. He has also trained and mentored more than 90 Green Belts and Black Belts globally.

Table of Contents

Chapter 1. Building the Case for Lean Six Sigma (Who were the Quality Masters?, Quantifying Quality, Six Sigma Methodology Overview, Lean methodology overview, Integration of Lean and Six Sigma, What differentiates Lean from Six Sigma?, Role of measure and metrics, Introduction to Case Study); Chapter 2. Implementation of a Lean Six Sigma Strategy (Suggested organizational structures, Implementation options, Launch strategies and phases, Roles and responsibilities of the Quality team, Case Study Continued); Chapter 3. Building Your Project's Business Case - Define (Identifying an opportunity, Identifying the customers (internal/external), Defining project scope, Building the business case, Calculating project financials, Developing a Change Management strategy, Case Study Continued); Chapter 4. Getting To Know Your Process and Collecting Data - Measure (Identifying the business process with the largest impact to your project; Defining defects targets and limits, Developing a data collection plan, Validating measurement systems, Defining project execution strategy--Do we focus on Lean or Six Sigma tools?, Case Study Continued); Chapter 5. How We Are Performing and Why -Analyze (Measuring current process capability, Differentiating between normal and non-normal data, Defining attainable goals--benchmarking&entitlement, Identifying sources of error--Graphical and statistical tools, Case Study Continued); Chapter 6. Identifying the Best Solution and Attaining Project Goal - Improve (Identifying implementable solutions, Introduction to Kaizan principles, tools and templates, Redesigning workflow, Using Six Sigma tools to develop mathematical relationships, Case Study Continued); Chapter 7. Making Change Last - Control (Introduction to control strategies, Risk Management, Quality Plans, and Statistical Process Control, Case Study Finalized); Chapter 8. Successful Project Closure (Criteria for Project Closure, Rewards and Recognition, Translations and Best Practices); Chapters 9 through 23 -- to come)