| Document Type
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BL
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| Record Number
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638710
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| Doc. No
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dltt
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| Main Entry
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Schutta, James T.,1944-
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| Title & Author
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Business performance through lean six sigma : : linking the knowledge worker, the twelve pillars, and Baldrige /\ James T. Schutta
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| Publication Statement
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Milwaukee, Wis. :: ASQ Quality Press,, c2006
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| Page. NO
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xxii, 307 p. :: ill. ;; 25 cm
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| ISBN
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0873896580 (pbk. : acid-free paper)
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: 9780873896580 (pbk. : acid-free paper)
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| Bibliographies/Indexes
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Includes bibliographical references (p. 297-299) and index
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| Contents
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Introduction -- Basic concepts required for the lean six sigma implementation process -- Pillar one: Market and customer knowledge -- Pillar two: Leadership commitment and business needs -- Pillar three: The strategic planning process and project alignment -- Pillar four: The training and consulting requirements -- Pillar five: The DMAIC, DMADVIC, and lean processes -- Pillar six: Voice of the customer -- Pillar seven: Quality function deployment -- Pillar eight: Process mapping and customer and process measures -- Pillar nine: Process capability and analysis -- Pillar ten: Process solutions and improvements -- Pillar eleven: Maintaining the improvement -- Pillar twelve: Planning for financial returns, recognition, and rewards -- The new paradigm of six sigma -- The knowledge worker and six sigma -- The tool sets used for diverse industries -- The pitfalls of implementation -- The successes that can be achieved with lean six sigma and the knowledge worker -- Evaluating the six sigma process -- The lean involvement with six sigma -- Integration of the Malcolm Baldrige National Quality Award, lean and six sigma -- Conclusions -- App. A: Answers to chapter questions -- App. B: Minimum level of tools for phases in the twelve pillars of six sigma
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| Abstract
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"The purpose of this book is to develop the concepts of the Twelve Pillars, which support the Six Sigma improvement process; tie this to both the Malcolm Baldridge National Quality Award and Lean; and then to cover the areas that should be considered during the implementation of the Six Sigma process. The executive management of every organization should read this book to establish the foundation for the Lean Six Sigma concepts to hold and become part of the operating style of the corporation. The tools discussed in this book are just as applicable to making data driven management decisions as they are for the Black Belts and knowledge workers of the process."--BOOK JACKET
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| Subject
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Organizational effectiveness
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Six sigma (Quality control standard)
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Customer relations
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Production management-- Quality control
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| Subject
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Knowledge workers
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| Subject
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Organizational change
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| LC Classification
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HD58.9.S3844 2006
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