What Is Six Sigma?

Book Description

A brief introduction to Six Sigma for employees

Six Sigma is today's most talked-about system for improving the quality of organizational processes. Written by bestselling author Peter Pande,What Is Six Sigma? is a concise summary of the core themes and processes of Six Sigma. Unlike almost all other books on Six Sigma, it is written for the employees of organizations rolling out Six Sigmanot just managers. This helpful overview describes what Six Sigma is, why companies are implementing it, and how employees can make it a success in their own organizations.

Based on the bestselling The Six Sigma Way, this accessable introduction to Six Sigma answers typical employee questions, concerns, and even skepticism about this revolutionary program. Includes:

The six themes of Six Sigma
A five-step roadmap to Six Sigma implementation
The 10 basic tools of Six Sigma, with an entire page devoted to each

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Customer Reviews:

Boring..........2007-05-10

This is sort of an idiot's eye view of the 6 Sigma process. I think it might be useful if you are trying to sell a six sigma program within your organization and your co-workers are like the characters featured in the Dilbert comic strip by Scott Adams. Especially the pointy haired boss.

There are better resources to use in understanding the value of six sigma.

Great introduction to Six Sigma.......2007-01-27

It may not be the most complete book of Six Sigma, but it is short, easy to understand and conveys the meaning of Quality to a greater audience.

Excellent primer on Six Sigma - recommend it!.......2007-01-23

Questions answered by this book
- What is Six Sigma and how does it work?
- What are the new roles employees play in Six Sigma?
- What is the Six Sigma problem-solving process?
- Why Six Sigma is not a flavor-of-the-month management trend?
- How does Six Sigma impact the bottom line?
- How does it impact jobs?
- What is a Six Sigma team and how does it operate?
- What you need to know to be successful in a Six Sigma team?
- How will your customers be affected by Six Sigma?

The Six Sigma Success Story
Approach
- Puts customer first
- Uses facts and data
Targets
- Improving customer satisfaction
- Reducing cycle times
- Reducing defects
Not merely a quality initiative ¡V it is a business initiative
- More than small, incremental improvements => requires breakthroughs in every area of operation
- Reaching ¡§Six Sigma¡¨ => Almost no defects
- Goes beyond statistics => total management commitment and philosophy (excellence, customer focus, process improvement, measurement)
- 80+ years of evolution: ¡§management science¡¨ => TQM => GE/Motorola/J&J/AmEx adoption
Six Sigma vs. TQM
- (External) Customer Focused
- ROI
- Working smarter, not harder (management philosophy)

Six What? What¡¦s a Sigma?
Definition
- Statistical measure ¡V of performance, product or process
- Goal ¡V toward near perfection
- Management System ¡V lasting business leadership and world-class performance
Pizza delivery window example ¡V deliver between 11:45 and 12:15 ¡V anything outside is a ¡§defect¡¨
- 2 Sigma: 68% on time
- 3 Sigma: 93%
- 4 Sigma: 99.4%
- 6 Sigma: 99.9997% (3 defects per million)
Good Sigma Measure
- Focuses on measuring what paying customers of a business care about ¡V outputs not inputs
o CTQs (Critical to Quality): customer requirements and expectations
- Provides consistent ways of measuring and comparison across processes (e.g., pizza baking vs. pizza delivery)
Six Sigma as a Goal
- 3 defects per million sounds like an abnormally high goal ¡V actually there is a compounding of failures in different processes, so end-to-end customer experience is much worse than the defect rates of individual processes
- Failures have a domino effect (e.g., one dissatisfied customer spreading the news)
Six Sigma as a Management System
- Management plays a key role (e.g., Jack Welch linked 40% of bonus of managers to Six Sigma performance)
- Ultimately success or failure depends on implementation at front-lines
The Six Themes of Six Sigma
1. Genuine Focus on the Customer
2. Data and Fact Driven Management
3. Processes Are Where The Action Is
4. Proactive Management
5. Boundaryless Collaboration
6. Drive For Perfection: Tolerate Failure

Six Sigma in Your Organization
Implementing Six Sigma - Three approaches
1. The Business Transformation (enterprise-wide)
a. Rapid change
b. Chaotic
2. Strategic Improvement (middle path ¡V one or two critical business needs)
a. High-Pri Opportunities
b. Not comprehensive
3. Problem Solving (leisurely ¡V most risky approach ¡V target most nagging issues)
a. Least disruptive
b. Risky as it doesn¡¦t fix underlying org issues
Roles
- Black Belt
o Full-time dedicated to Six Sigma change opportunities
o Usually works alongside a team assigned to specific Six Sigma project
- Master Black Belt (MBB)
o Coach and mentor to Black Belts
o Expert in Six Sigma analytical tools
- Green Belt
o Trained in Six Sigma skills
o Has a ¡§real¡¨ job, i.e., part-timer on Six Sigma
o Brings new concepts and tools of Six Sigma to day-to-day activities of business
- Champion and/or Sponsor
o Exec or key manager who initiates and supports Black Belt / Team Project
o Ultimately accountable for the success of the project
o Often member of Leadership Council or Steering Committee
- Implementation Leader
o Typical titles are ¡§Vice President for Six Sigma¡¨ or ¡§Chief Sigma Officer¡¨
o Orchestrates Six Sigma across enterprise
o High stress position => Typically temporary (few years)
o Conscience of top management
Certification Process
- Based on passing a test and completing certain number of projects

The Six Sigma Team¡¦s Problem-Solving Process: DMAIC

DMAIC ¡V pronounced ¡§duh-MAY-ick¡¨ - Define, Measure, Analyze, Improve and Control
- Improvement, problem-solving, and process-design teams are the most visible and active component of a Six Sigma effort.
- These teams are created to solve organizational problems and capitalize on opportunities
- Led by a Black Belt or a Green Belt
- Members come from different departments, job levels, backgrounds, skills and seniority
- DMAIC is the common process that members use
In working with the DMAIC process, the team interacts with the larger organization, interviews customers, gathers data, and talks to people whose work will be affected by its recommendations.
The DMAIC Team Life Cycle
Phase 1: Identifying and Selecting Projects
o Meaningful
o Manageable
Phase 2: Forming the Team
o Good working knowledge of the problem
o Not too deeply rooted (i.e., not be a part of the problem º)
Phase 3: Developing the Charter
o Written Guide (may evolve during the course of the project)
o Includes reason, goal, basic project plan, scope, roles and responsibilities
Phase 4: Training the Team
o DMAIC process (totals 1-4 weeks ¡V spread across project)
Phase 5: Doing DMAIC and Implementing Solutions
o Teams are responsible for implementing their own solutions (no hand-offs)
o Project Plans, Training, Pilots and Procedures, Measurement => Implementation
Phase 6: Handing off the Solution
o Eventually teams disband
o Formal handoff to ¡§Process Owner¡¨

What makes DMAIC different?
- Measuring problem
- Customer Focus
- Root Cause Analysis
- Breaking Old Habits
- Risk Management
- Measuring results
- Sustaining change
Five DMAIC Steps
1. Define the Problem
a. What are we working on?
b. Why on this particular problem?
c. Who is the customer?
d. What are the customer¡¦s requirements? (VoC = Voice of Customer translated to reqs)
e. How is work currently being done?
f. What are the benefits of making the improvement?
Output of this is the Charter which typically includes
- Business Case
- Problem / Opportunity and Goal Statements
- Constraints / Assumptions
- Scope
- Players and roles
- Preliminary Plan
Includes Voice of Customer translated into Customer Requirements, High-Level Process Diagrams showing 5-10 major steps in the process.

2. Measure
a. Gather data to validate and quantify opportunity
b. Begin teasing out facts and numbers to get clues on causes

Check out Figure 4-1 on p. 34 for a good illustration of measurement in different stages -

Output (end results)
Process (things that can be tracked and measured)
Input (things coming into the process)

Output Ys and Process Xs
o Y: measures of results
o X: measures of inputs
X The challenge for the DMAIC team is to figure out which of these Xs has the most impact on the problem being tackled.

Once it is determined what to measure, DMAIC team forms a ¡§data collection plan¡¨
o Move from comfortable conference room to ¡§real world¡¨ of getting people to count and quantify
o Getting cooperation from customers, colleagues, and suppliers is critical

3. Analyze
a. Analysis to find ¡§root cause¡¨
i. Sometimes root causes are evident
ii. Often buried under piles of paperwork, process complexities, etc.
b. Root Cause categories (5M and 1P)
i. Methods (procedures or techniques)
ii. Machines (technology)
iii. Materials (data, instructions, forms, files)
iv. Measures (incorrect or intrusive)
v. Mother Nature (chance factors)
vi. People

4. Improve
a. This step ¡V solution and action ¡V is where many people are tempted to jump right from the start of the project. In fact the habit of starting to solve a problem without first understanding it is so strong that many teams find it a challenge to stick with the objective rigor of the DMAIC process.
b. Truly creative solutions that address the underlying causes of the problem and that people working in the process find acceptable don¡¦t grow on trees. And once new ideas are developed, they have to be tested, refined, and implemented.
c. Assumption busting and other creativity exercises help the team shake up its thinking and approach idea generation in new ways. The team may also look at other companies or other groups in their business to see whether they can borrow ¡§best practices.¡¨
d. Once several potential solutions have been proposed, the analytical headsets go back on, and several criteria, including costs and likely benefits, are used to select the most promising and practical solutions. The ¡§final¡¨ solution or series of changes must always be approved by the Champion and often by the entire leadership team.
e. At this point ¡§Improve¡¨ becomes ¡§Implement¡¨
i. Solutions have to be carefully managed and tested
ii. Small-scale pilots are practically mandatory
iii. Teams go through ¡§potential problem analysis¡¨ to determine risks
iv. New changes have to be ¡§sold¡¨ to critical org members

5. Control
a. Monitoring process to keep track of the recommended changes
b. Response plan for dealing with problems that may arise
c. Keep management focus on Xs (the big ¡§root causes¡¨)
d. Sell project through presentations and demos
e. Hand-off project responsibilities to day-to-day work owners
f. Ensure support from management for the long-term goals

Survivor¡¦s Guide to Six Sigma
- Fundamental Six Sigma principle ¡V ¡§people close to the work are often best equipped to improve it¡¨
- At the same time organizational leaders need to provide direction and be fully engaged
- Trick: Create process that is both top-down and bottom-up
- Putting Six Sigma in place is not a step-by-step rote effort, but rather an evolving learning experience
If called to join DMAIC team, ask yourself
- Am I comfortable working in a team setting?
- Will my workload allow me the time to do a good job?
- Do I really have something to contribute?
- Will I have a say in what the team recommends?
Success Factors
- Engaged Champion - senior management sponsor who is interested in the outcome and willing to provide resources and support the team
- Available Time - of the core team members
- Influence or Control ¡V Core team should include members responsible for part of business intended to be changed
- Alignment with other efforts ¡V No overlaps or conflicts with competing projects
- Accountability ¡V You and your teammates should feel accountable for getting your projects done, as should the Champion and even your own boss, who may drag you away from the DMAIC work if he or she doesn¡¦t see it as important.
Data Gathering Challenges
- Computers and IT group often don¡¦t offer the type of numbers or detail needed for DMAIC analysis
- Black Belts and their colleagues have to pull data from the process manually, using people in the process to count or measure
Why join the Core (DMAIC) Team?
- Experience (overall business management perspective)
- Exposure (recognition from senior leaders)
- Excitement (real issues => making a difference)
- Enlightenment (learn to ask better questions and make fact-based decisions)

A Look Inside the Six Sigma Toolkit

Tools for Generating Ideas and Organizing Information (see p. 52-55 for illustrations)
- Brainstorming
- Affinity Diagramming
- Multivoting
- Structure Tree
- High Level Process Map (SIPOC Diagram) ¡V Supplier, Input, Process, Output, Customer
- Flow Chart (Process Map) ¡V Details of Process
- Cause-and-Effect (Fishbone) Diagram
Tools for Data Gathering
- Sampling
- Operational Definitions
- Voice of the Customer (VOC) Methods
- Checksheets and Spreadsheets
- Measurement Systems Analysis
Tools for Process and Data Analysis
- Process-Flow Analysis
- Value and Non-Value-Added Analysis
- Charts and Graphs
o Pareto
o Histogram
o Trend
o Scatter Plot
Tools for Statistical Analysis
- Tests of statistical significance
- Correlation and Regression
- Design of Experiments
Tools for Implementation and Process Management
- Project Management Methods
- Potential Problem Analysis and Failure Mode and Effects Analysis
- Stakeholder Analysis
- Force Field Diagram
- Process Documentation
- Balanced Scorecard and Process Dashboards

A Great Outline of Six Sigma.......2006-12-27

This book is touted as a primer and that it outlines for employees the core ideas of Six Sigma and I found that it did just that. The authors work their way through the Six Sigma process step by step and in a clear easy to follow manner that anyone could benefit from.

For me I was a little disappointed because I wanted more detail about Six Sigma but that is not the intention of this book (as described on the backcover) and as such should not have been expected by me.

This is a great book for anybody who wants a quick overview of what six sigma is or for those who want to get some basics under their belt before they begin Six Sigma training. I learned enough here that I feel confident enough to understand the pros and cons of Six Sigma and capable to begin reading higher level texts on the subject.

The big DUH.......2006-03-25

This book is good enough at what it sets out to do, which is to define the major concepts and terms used by members of the Cult of Six Sigma. Spoiler alert: Six Sigma is process improvement using logic and data. (Well, duh!) Now you can save yourself nine bucks.

Average customer rating:

What is Lean Six Sigma Book Review
What is LEAN SIX SIGMA?
An accelerated explanation of how to produce more and better results, in less time, and at a lower cost
Lean Six Sigma
great intro book to lean 6

What is Lean Six Sigma
Michael L. George , David Rowlands , and Bill Kastle
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Paperback

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ASIN: 007142668X

Book Description

A quick introduction on how to use Lean Six Sigma to improve your workplace, meet your goals, and better serve your customers.

Lean Six Sigma combines the two most important improvement trends of our time: making work better (using Six Sigma) and making work faster (using Lean principles). In this plain-English guide, you’ll discover how this remarkable quality improvement method can give you the tools to identify and eliminate waste and quality problems in your own work area.

Packed with diagrams, cartoons, and real-life examples, What is Lean Six Sigma? reveals the “four keys” of Lean Six Sigma and how they apply to your own job:

Delight your customers with speed and quality
Improve your processes
Work together for maximum gain
Base decisions on data and facts

You’ll see the big picture of what your company hopes to gain with Lean Six Sigma, how it may affect your work area, and what it can mean to you personally.

Customer Reviews:

What is Lean Six Sigma Book Review.......2007-09-21

This book is an excellent primer for people considering instituting the Lean Six Sigma process within their company. It is an easy and quick read. We have used multiple copies to introduce the process to our empolyees.

What is LEAN SIX SIGMA?.......2007-06-11

Excellent Lean Six Sigma overview book - suitable to hand out during Yellow Belt or Green Belt Training as a support to the participants. As a Certified Black Belt, I can confirm the material is correct (for the experts) & can be understood (for the folk new to LSS).

An accelerated explanation of how to produce more and better results, in less time, and at a lower cost .......2007-05-16

It seems eminently appropriate that a book which explains what Lean Six Sigma is (and isn't) should exemplify the same principles it addresses: It delights its reader with the speed by which its material is covered and with the quality of that material, it offers immediate help with mastering whatever the given process (or processes) may be, its authors work effectively with their reader to achieve the desired objectives within that reader's organization, and they prepare their reader to make better decisions, based on verifiable data.

Many people who consider purchasing it may be deterred by terms such Six Sigma and Lean which tend to be associated only with immensely large and complicated organizations such as GE and Motorola. In fact, authors Mike George, Dave Rowlands, and Bill Kastle include a number of mini-case studies throughout their narrative that suggest how decision-makers in almost any organization (regardless of size or nature) can apply Lean Six Sigma to produce more and better results, in less time, and at a lower cost if (huge "if") there are leadership at the top of the given organization, buy-in and sustained commitment at all levels and in all areas, sufficient resources, and accurate and consistent performance measurement.

For me, some of the most valuable material is provided in Chapter 8, "Making Improvements That Last." After explaining the Define-Measure-Analyze-Improve-Control (DMAIC) process, the authors make skillful use of various "Figures" that serve two separate but related purposes: they highlight key points, and, they facilitate, indeed expedite frequent review of those points later. For example, Figure 8.1: Sample Project Charter that demonstrates how to capture the essence of a Lean Six Sigma project. It describes what the team should accomplish, who will work on the project (and in what roles), timelines and other key information. Then with Figure 8.3: Value Stream Map, the authors indicate with the example provided how the value stream map, based on an actual process, captures the main sequence of activities in the boxes across the top line. If executed with rigor and discipline, the DMAIC process offers a framework for effective collaboration that will reveal real solutions to root problems.

Those who share my high regard for this book are urged to check out James P. Womack and Daniel T. Jones's Lean Thinking: Banish Waste and Create Wealth in Your Corporation and their more recent book, Lean Solutions: How Companies and Customers Can Create Value and Wealth Together. Also, Michael George's Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions, The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed (with John Maxey and David T. Rowlands) and Fast Innovation: Achieving Superior Differentiation, Speed to Market, and Increased Profitability (with James Works, and Kimberly Watson-Hemphill).

Lean Six Sigma.......2007-01-12

Our organizations is implementing the Lean Six Sigma concept, so I wanted to read about it. What I have read so far, the books is intersting and covers the material very well.

great intro book to lean 6.......2007-01-03

Go AIRSpeed! I suggest this book to all servicemen and women who are part of AIRSpeed. Great inrto into the world of lean thinking.

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Basic Six Sigma
A 'must read' for every Six Sigma Champion and TPS Sensei
A great addition to your improvement toolkit.
A good, practical, handbook on Process Management

What is Six Sigma Process Management?
Rowland Hayler , and Michael Nichols
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Paperback

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ASIN: 0071453415

Book Description

Two leading experts reveal the key concepts and techniques behind Six Sigma Process Management

Six Sigma Process Management (SSPM) is a structured set of tools and techniques to help executives and teams continually address their customers' expectations. What Is Six Sigma Process Management? explains the SSPM methodology, helping business leaders determine which efforts will most positively impact on their customers, employees, and shareholders. SSPM provides a system that guides leaders on what to improve first and how to establish a portfolio of the best improvement efforts in their business.

The book also offers:

Insights on process management, including identifying critical customer process metrics
Guidelines to improve customer satisfaction by identifying customer-seen failures
Ways to enhance overall business improvement strategy
Insights on how future SSPM developments can address modern business challenges

Customer Reviews:

Basic Six Sigma.......2006-10-18

This book explains the basics of Sig Sigma. The book is very easy to read and has very detailed information on how to apply Six Sigma. If you need to learn FAST what Six Sigma is and How to implement it, get this book

A 'must read' for every Six Sigma Champion and TPS Sensei.......2006-05-15

Few books capture the process engineering approach taken by Motorola's wafer fabrication engineers in the mid-1980s. Process excellence lies at the heart of both Six Sigma and the Toyota Production System for the simple reason that Motorola learnt much from its joint venture with Hitachi and later on the Cherokee project with Toshiba. Why is a process perspective so important? Because everything is process and each process step depends on a previous process step? Unlike most other books on the subject, Hayler and Nichols correctly identify the importance of external and internal customers, the use of `enabling' value-added steps, and Kai-zen - making each step right. Whether or not someone uses the DMAIC improvement process, Six Sigma tools, the 3 Ms, Work-Out, or "bread and butter pudding" the goal is the same - to improve business performance.

(Andy Urquhart, ex-Chairman Motorola Six Sigma Steering Committee Austin, Texas)

A great addition to your improvement toolkit........2005-10-08

This is a great resource for discussing this important concept with audiences that are new to applying these ideas as well as people that have worked in this area before. Hayler and Nichols present the concepts in a clear manner adding stories and examples to make the ideas come to life for the reader. While the widely used Six Sigma is present in the title of the book, the ideas and applications are worthwhile for all companies, whether they are currently involved in a formal improvement effort or not. The book presents both tools and a system that will enable any business to better manage their processes. In my work with clients, the need for improvement projects is relatively easy to understand and implement. Most clients find it more difficult to get their arms around how to create a system to manage their processes and ensure they are using their resources against the right initiatives. This book is a great tool to use with these clients, helping them see and understand the benefits and tools to leverage their improvement efforts and improve the management of their business processes. I am using this book to help my clients now and it has helped to support their learning of these key concepts and tools.

A good, practical, handbook on Process Management.......2005-09-12

What is Six Sigma Process Management addresses the basics of Process Management for the novice, as well as providing direction and details for the experienced practitioners. The Authors dispel some myths and tell some stories while laying out the path forward. The title is deceptive – this book is about Process Management – the system, the metrics, the management, the process – and is set in the context of the most widely recognized business performance improvement methodology, Six Sigma to give a point of reference. Process Management stands on its own, and is a natural component of any Customer and Process based management system, ISO, Lean, whatever you call it. As a consultant “in the trenches” with clients who desire to sustain, improve or totally re-invent their businesses, I find this book invaluable as a quick explanation of the system. I wish I’d written it.

Average customer rating:

What is Design for Six Sigma
Roland R. Cavanagh , Robert P. Neuman , Peter S. Pande , Peter Pande , Robert Neuman , and Roland Cavanagh
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Paperback

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ASIN: 0071423893

Book Description

What Is Design for Six Sigma? reveals how to use DFSS to design new products, services, and processes so that quality problems can be solved before they ever start. Topics include:

How to design new products and processes
The DMADOV implementation process (Define, Measure, Analyze, Design, Optimize, and Verify)
How to redesign existing processes and services

Qué Es El Six Sigma Esbelto? / What is Lean Six Sigma?

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Qué Es El Six Sigma Esbelto? / What is Lean Six Sigma?
Mike George
Manufacturer: Panorama Mexico
ProductGroup: Book
Binding: Paperback

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ASIN: 9683813550

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What Makes Six Sigma Work
A. Dedeke
Manufacturer: Virtualbookworm.com Publishing
ProductGroup: Book
Binding: Hardcover

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ASIN: 1589392744

Book Description

What Makes Six Sigma Work? was written for managers and executives who are interested in or have questions about six sigma. My purpose in writing this book is to bring together in one manuscript the key lessons that have been learned about six sigma projects and the lessons we have learned from other successful management practices such as lean management, total quality management and statistical process control. I referred to the work of key authors and researchers in the field of management, change management and to case reports about the successes of GE, Motorola and other organizations. My research showed that six sigma has to be based on a sound knowledge of change, behavioral contexts, teams and theory of a business. The book summarizes the practices, standards and values that every organization must implement in order to have a successful six sigma or any other change program.

Six Sigma: how it works in Motorola and what it can do for the U.S. Army: how can the Army increase efficiency across its command structure? Put Six Sigma ... An article from: Armed Forces Comptroller

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Six Sigma: how it works in Motorola and what it can do for the U.S. Army: how can the Army increase efficiency across its command structure? Put Six Sigma ... An article from: Armed Forces Comptroller
John W., III Matthews
Manufacturer: Thomson Gale
ProductGroup: Book
Binding: Digital

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Book Description

This digital document is an article from Armed Forces Comptroller, published by Thomson Gale on March 22, 2006. The length of the article is 2282 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Six Sigma: how it works in Motorola and what it can do for the U.S. Army: how can the Army increase efficiency across its command structure? Put Six Sigma to work.(Company overview)
Author: John W., III Matthews
Publication: Armed Forces Comptroller (Magazine/Journal)
Date: March 22, 2006
Publisher: Thomson Gale
Volume: 51 Issue: 2 Page: 35(4)

Article Type: Company overview

Distributed by Thomson Gale

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Six Sigma: What It Is and How to Use It

Six Sigma: What It Is and How to Use It
Hal Plotkin
Manufacturer: Harvard Business Review
ProductGroup: Book
Binding: Digital

General | Business & Investing | Subjects | Books

Book Description

Since Motorola introduced Six Sigma in the 1980s, dozens of leading companies have adopted its techniques. Six Sigma is a quality initiative which focuses on defects per million--at the Six Sigma level the expectation is a mere 3.4 defects per million. It goes well beyond earlier approaches to quality such as TQM and requires entirely new procedures. Six Sigma was initially designed to improve manufacturing processes, but these days the techniques are being applied to various business areas, including sales, human resources, and customer service. "Defect" is defined differently according to the process involved. This article explores the four-step process for achieving Six Sigma: Measure, Analyze, Improve, and Control.

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Customer Reviews:

Six Sigma: What It Is and How to Use It.......2001-12-13

Lack focus on its application.

Average customer rating:

What is Design for Six Sigma
Roland R.; Neuman, Robert P.; Pande, Peter S.; Pande, Peter; Neuman, Robert; Cavanagh, Roland Cavanagh
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Paperback
ASIN: B000OG0OWE

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What Is Lean Six Sigma?
Michael L George
Manufacturer: MCGRAW-HILL BOOK COM
ProductGroup: Book
Binding: Paperback
ASIN: B000JZ6T7E

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