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Biblioteca

MARC Lista (tabellare)
La gestione della qualità : capire e applicare la norma ISO 9001 / Dario Grisot
La gestione della qualità : capire e applicare la norma ISO 9001 / Dario Grisot
Autore GRISOT, Dario
Edizione [2. ed.]
Pubbl/distr/stampa Milano : Tecniche nuove, c. 2006
Descrizione fisica VIII, 228 p. : ill. ; 21 cm
Disciplina 658.5620218
658.4013
Collana Gestione d'impresa
Soggetto topico Controllo di qualità - Standardizzazione
Sistema ISO
ISBN 978-88-481-1813-2
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISA-990003371540203316
GRISOT, Dario  
Milano : Tecniche nuove, c. 2006
Materiale a stampa
Lo trovi qui: Univ. di Salerno
Opac: Controlla la disponibilità qui
La qualità condivisa : come sopravvivere a ISO 9000 e gestire con successo un progetto software / Stefano Privitera
La qualità condivisa : come sopravvivere a ISO 9000 e gestire con successo un progetto software / Stefano Privitera
Autore PRIVITERA, Stefano
Pubbl/distr/stampa Milano : F. Angeli, Copyr.1997
Descrizione fisica 124 p. ; 23 cm
Disciplina 658.5620218
Collana Skill
Soggetto non controllato Aziende di software -Servizi - Controllo di qualitáa
Controllo di qualitáa - Standardizzazione
ISBN 88-464-0229-4
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISA-990000054340203316
PRIVITERA, Stefano  
Milano : F. Angeli, Copyr.1997
Materiale a stampa
Lo trovi qui: Univ. di Salerno
Opac: Controlla la disponibilità qui
La ricerca qualitativa nelle organizzazioni : teoria, tecniche, casi / Diego Maria Macrì, Maria Rita Tagliaventi
La ricerca qualitativa nelle organizzazioni : teoria, tecniche, casi / Diego Maria Macrì, Maria Rita Tagliaventi
Autore MACRI, Diego Maria
Pubbl/distr/stampa Roma : Carocci, copyr. 2000
Descrizione fisica 275 p. ; 22 cm
Disciplina 658.5620218
Altri autori (Persone) TAGLIAVENTI, Maria Rita
Collana Università, Economia d'impresa
Soggetto topico Imprese - Controllo di qualità
ISBN 88-430-1745-4
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISA-990000343280203316
MACRI, Diego Maria  
Roma : Carocci, copyr. 2000
Materiale a stampa
Lo trovi qui: Univ. di Salerno
Opac: Controlla la disponibilità qui
Lean six sigma
Lean six sigma
Autore Gygi Craig
Pubbl/distr/stampa [Place of publication not identified] : , : BarCharts, Inc., , [2016]
Descrizione fisica 1 online resource (6 pages)
Disciplina 658.5620218
Collana Quick Study Business
Soggetto topico Six sigma (Quality control standard) - Examinations
Soggetto non controllato SIX SIGMA (QUALITY CONTROL STANDARD)
QUALITY CONTROL
BUSINESS & ECONOMICS
ISBN 1-4232-3125-2
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Record Nr. UNINA-9910793075103321
Gygi Craig  
[Place of publication not identified] : , : BarCharts, Inc., , [2016]
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Lean six sigma
Lean six sigma
Autore Gygi Craig
Pubbl/distr/stampa [Place of publication not identified] : , : BarCharts, Inc., , [2016]
Descrizione fisica 1 online resource (6 pages)
Disciplina 658.5620218
Collana Quick Study Business
Soggetto topico Six sigma (Quality control standard) - Examinations
Soggetto non controllato SIX SIGMA (QUALITY CONTROL STANDARD)
QUALITY CONTROL
BUSINESS & ECONOMICS
ISBN 1-4232-3125-2
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Record Nr. UNINA-9910817361803321
Gygi Craig  
[Place of publication not identified] : , : BarCharts, Inc., , [2016]
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Lean six sigma
Lean six sigma
Pubbl/distr/stampa [Place of publication not identified] : , : BarCharts, Inc., , [2016]
Descrizione fisica 1 online resource (6 pages)
Disciplina 658.5620218
Collana Quick Study Business
Soggetto topico Six sigma (Quality control standard) - Examinations
Soggetto genere / forma Electronic books.
ISBN 1-4232-3125-2
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Record Nr. UNINA-9910466939203321
[Place of publication not identified] : , : BarCharts, Inc., , [2016]
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Il manuale integrato della qualità : qualità, ecogestione, sicurezza : come impostare un sistema integrato di gestione per il valore globale secondo le norme ISO 9001 e ISO 14001 e i D.lgs. 626/1994 e 242/1996 / Pieradolfo Venturi ; prefazione di Roberto Majocchi
Il manuale integrato della qualità : qualità, ecogestione, sicurezza : come impostare un sistema integrato di gestione per il valore globale secondo le norme ISO 9001 e ISO 14001 e i D.lgs. 626/1994 e 242/1996 / Pieradolfo Venturi ; prefazione di Roberto Majocchi
Autore Venturi, Pieradolfo
Pubbl/distr/stampa Milano : Il Sole 24 ore, 1998
Descrizione fisica x, 377 p. ; 24 cm + 1 floppy disk
Disciplina 658.5620218
Collana Professione impresa
Soggetto topico Controllo di qualità
ISBN 8871878671
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione ita
Record Nr. UNISALENTO-991000621079707536
Venturi, Pieradolfo  
Milano : Il Sole 24 ore, 1998
Materiale a stampa
Lo trovi qui: Univ. del Salento
Opac: Controlla la disponibilità qui
Mastering lean six sigma : advanced black belt concepts / / Salman Taghizadegan
Mastering lean six sigma : advanced black belt concepts / / Salman Taghizadegan
Autore Taghizadegan Salman
Pubbl/distr/stampa New York : , : Momentum Press, LLC, , [2014]
Descrizione fisica 1 online resource (646 p.)
Disciplina 658.5620218
Soggetto topico Six sigma (Quality control standard)
Soggetto genere / forma Electronic books.
ISBN 1-60650-406-1
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Part I. Design and develop the required processes (the need) --
1. Mastering Lean Six Sigma principles -- 1.1 Lean Six Sigma: theory and constraints -- 1.1.1 What is Lean Six Sigma and what Lean Six Sigma can do for you? -- 1.1.2 Statistically what is Six Sigma? -- 1.1.3 What is lean concept? -- 1.2 Lean Six Sigma master black belt -- 1.3 Lean Six Sigma black belt overview -- 1.3.1 Define -- 1.3.2 Measure -- 1.3.3 Analyze -- 1.3.4 Improve -- 1.3.5 Control and sustain --
2. Lean Six Sigma and master black belt roles (who is the leader?) -- 2.1 Master black belt roles in the organization -- 2.2 Master black belt (MBB) qualification -- 2.2.1 Leadership roles -- 2.2.2 Technical activity roles -- 2.2.3 MBB job description -- 2.2.4 Completion of curriculums -- 2.3 MBB program development -- 2.4 Decision-making solutions, evaluating alternatives -- 2.5 Developing and utilizing a professional network -- 2.6 Employee empowerment and motivation techniques -- 2.7 Efficient and effective coaching, training, and mentoring, self-directed -- 2.8 Advanced presentation skills -- 2.9 Rewards and recognition --
3. Lean Six Sigma infrastructure: designing and engineering (Lean Six Sigma deployment) -- 3.1 Initiate financial growth need projects -- 3.2 Elements of successful Six Sigma implementation -- 3.2.1 Management system support and commitment -- 3.2.2 Well-trained belts -- 3.2.3 Well-defined projects and infrastructure -- 3.2.4 Lean Six Sigma success models -- 3.3 Roadmap for deployment phase -- 3.3.1 Envision financial growth needs projects -- 3.3.2 Launch the project initiative -- 3.3.3 Engineer, execute, and manage the project -- 3.3.4 Continuous progress and maintaining the momentum -- 3.3.5 Changing the way organizations work -- 3.4 Strategies to overcome organizational resistance to changes -- 3.5 Converting goals/objectives into actionable projects --
Part II. Launching the objectives --
4. Launching the Lean Six Sigma project initiative: what works and what doesn't -- 4.1 SWOT analysis -- 4.1.1 Strength -- 4.1.2 Weakness -- 4.1.3 Opportunities -- 4.1.4 Threats -- 4.2 Project selection criteria -- 4.3 Making the others buy in and support for your projects -- 4.3.1 Identify project stakeholders -- 4.3.2 Analyze project stakeholders -- 4.3.3 Create project stakeholder plan -- 4.4 Six Sigma teaming -- 4.4.1 Barriers to a Six Sigma culture -- 4.4.2 Why team? -- 4.5 Six Sigma teaming: forming/storming/norming/performing model -- 4.5.1 Forming or orientation -- 4.5.2 Storming of dissatisfaction -- 4.5.3 Norming or resolution -- 4.5.4 Performing or production -- 4.5.5 Adjourning -- 4.6 Conflict management: the five conflict handling modes -- 4.6.1 Avoiding -- 4.6.2 Accommodating -- 4.6.3 Collaborating -- 4.6.4 Competing or controlling -- 4.6.5 Compromising -- 4.7 Conflict resolution -- 4.7.1 Effective conflict resolution behaviors -- 4.7.2 Key conflict points to consider -- 4.7.3 Conflict and power -- 4.8 Leadership decision-making processes and tools -- 4.8.1 Decision-making approaches -- 4.8.2 Decision-making tools -- 4.8.3 Team decision through consensus -- 4.9 Project and process assessment matrix -- 4.10 Six Sigma financial reporting (using financial measurement to analyze performance) -- 4.10.1 Plan of action -- 4.10.2 Financial accountabilities --
Part III. Leading the effort --
5. Leading and engineering multiple Lean Six Sigma projects -- 5.1 Managing multiple project and project reviews -- 5.1.1 Project management and reviews -- 5.1.2 Why review? -- 5.1.3 Holding reviews -- 5.1.4 Lean Six Sigma black belts: the criteria for selection -- 5.2 How to master the skills of Lean Six Sigma facilitation -- 5.2.1 How to become an effective facilitator -- 5.2.2 Strategic roles of the facilitator in the organization -- 5.2.3 Effective elements of communication strategies and skills -- 5.2.4 Time your time from time to time -- 5.2.5 Building team commitment and interactions -- 5.3 Communication planning -- 5.3.1 Six Sigma project communication -- 5.3.2 Communication plan considerations -- 5.4 Project closure -- 5.5 Lean Six Sigma master black belt deployment plan -- 5.6 Case study: Lean Six Sigma deployment plan -- 5.6.1 Strategy and goals for Six Sigma -- 5.6.2 Performance metrics (overall program) -- 5.6.3 Project selection criteria -- 5.6.4 Project identification/prioritization -- 5.6.5 Organization structure/roles -- 5.6.6 Training requirements -- 5.6.7 Management review process -- 5.6.8 Communication plan --
6. Design and develop organizational Lean Six Sigma roadmap: delivering continuous breakthrough performance -- 6.1 Roadmap for successful corporate results -- 6.2 Design for Lean Six Sigma process -- 6.3 Vision of Lean Six Sigma process -- 6.3.1 Where and when do we use Lean Six Sigma? -- 6.3.2 Why use Lean Six Sigma? -- 6.4 Design for Lean Six Sigma roadmap -- 6.4.1 Phase 0: concept and ideation -- 6.4.2 Phase 1: define, feasibility, and planning -- 6.4.3 Phase 2: designing and developing -- 6.4.4 Phase 3: verifying and validating the developed design -- 6.4.5 Phase 4: production and commercializing -- 6.4.6 Phase 5: control and sustaining -- 6.5 Lean Six Sigma continuous process improvement roadmap -- 6.5.1 Phase 0: concept -- 6.5.2 Phase 1: define -- 6.5.3 Phase 2: measure -- 6.5.4 Phase 3: analyze -- 6.5.5 Phase 4: improve -- 6.5.6 Phase 5: control and sustaining -- 6.6 Leading the efforts -- 6.6.1 Project report and reviewing progress -- 6.6.2 Communication -- 6.6.3 Awards and appreciation -- 6.7 Maintaining and gaining the momentum -- 6.8 Tollgate review -- 6.8.1 Develop a RACI matrix -- 6.9 Lean Six Sigma culture and the way it works --
7. Define concepts and strategies -- 7.1 Concepts, vision, and ideation phase -- 7.2 What is Six Sigma "define phase" -- 7.3 Lean Six Sigma variation -- 7.3.1 Positional variation -- 7.3.2 Cyclical variation -- 7.3.3 Temporal variation -- 7.4 Lean Six Sigma project selection process -- 7.4.1 Business strategy -- 7.4.2 Financial impact analysis -- 7.4.3 Operational engineering -- 7.5 Lean Six Sigma process management and project life cycle -- 7.5.1 Business process management -- 7.5.2 BPM project life cycle -- 7.6 Who is a customer? -- 7.7 Voice of customer -- 7.8 Kano model of quality -- 7.9 SWOT (strength, weaknesses, opportunities, threats) analysis -- 7.9.1 Strength -- 7.9.2 Weakness -- 7.9.3 Opportunities -- 7.9.4 Threats -- 7.10 Project scope, charter, and goals -- 7.11 Lean Six Sigma metrics and performance measures -- 7.11.1 Critical to quality -- 7.11.2 Critical to business and voice of business -- 7.11.3 Cost of quality -- 7.12 Specific, measureable, attainable, realistic, time-phased -- 7.12.1 Specific -- 7.12.2 Measurable -- 7.12.3 Attainable (achievable) -- 7.12.4 Realistic -- 7.12.5 Time-phased -- 7.13 Force field analysis -- 7.13.1 Define the current process problem -- 7.13.2 Define the improvement goals -- 7.13.3 Define the driving forces -- 7.13.4 Define the restraining forces -- 7.13.5 Establishing the comprehensive change strategy -- 7.13.6 Force field analysis example -- 7.14 Tollgate review and checklist for define phase -- 7.14.1 Define phase deliverables and checklists --
8. Measure concepts and strategies -- 8.1 The seven quality control tools for measurement -- 8.1.1 Cause-and-effect diagram (Fishbone or Ishikawa) y = f(x) -- 8.1.2 Data collection (process measurement and characterization): voice of customer (VOC) -- 8.1.3 Pareto chart -- 8.1.4 Histogram -- 8.1.5 Scatter diagram and correlation -- 8.1.6 Control charts -- 8.1.7 Stratification (trent, flow, or run chart) -- 8.2 The design of seven management/planning tools -- 8.2.1 Affinity diagram -- 8.2.2 Interrelationship diagram -- 8.2.3 Tree diagram -- 8.2.4 The matrix diagram or matrix chart -- 8.2.5 Matrix data analysis -- 8.2.6 Process decision program chart (PDPC) -- 8.2.7 Arrow diagram (the activity network diagram) -- 8.3 Process mapping -- 8.3.1 SIPOC chart (supply, inputs, process, output, customer) -- 8.3.2 Value stream mapping -- 8.4 Kaizen events: planning and execution -- 8.5 Lean: improves efficiency/Six Sigma and improves effectiveness -- 8.6 Quality function deployment -- 8.6.1 What is QFD quality? -- 8.6.2 Building a "house of quality" -- 8.7 Measurement system analysis (MSA) -- 8.8 Process measurement -- 8.8.1 Data collection -- 8.8.2 Principles of variation -- 8.8.3 Type of variation -- 8.8.4 Type of data -- 8.8.5 Science of statistics -- 8.8.6 Classification of numerical data -- 8.8.7 Qualitative data (nominal or ordinal) -- 8.8.8 Quantitative data (interval or ratio) -- 8.8.9 Sampling strategy -- 8.8.10 Data analysis -- 8.9 Tollgate review and checklist for measure phase -- 8.9.1 Measure phase deliverables and checklists --
9. Analysis of concepts and strategies: advanced statistical analysis, achieving ultimate performance scientifically -- 9.1 Descriptive statistics -- 9.1.1 Descriptive statistics techniques and graphing: stem and leaf -- 9.1.2 Histogram -- 9.1.3 Measure of center tendency -- 9.1.4 Measures of variability -- 9.2 Descriptive measures -- 9.2.1 Measurement system analysis -- 9.2.2 Accuracy/bias -- 9.2.3 Stability (consistency) -- 9.2.4 Linearity -- 9.2.5 Gage repeatability and reproducibility (or Gage R&R) -- 9.2.6 Measurement system components -- 9.3 Probability distributions and concepts -- 9.3.1 Definition, experiment, outcome, and sample space -- 9.3.2 Probability of event (EI) as relative frequency -- 9.3.3 Marginal and conditional probabilities -- 9.3.4 The rules of probability (union of events) -- 9.3.5 The rules of probability (intersection of events) -- 9.4 Discrete random variables: probability distribution -- 9.4.1 Binomial probability distribution -- 9.4.2 Poisson probability distribution -- 9.4.3 The hypergeometric probability distribution -- 9.5 Continuous random variables probability distributions -- 9.5.1 Normal probability distribution -- 9.5.2 t-distribution -- 9.5.3 Normality test -- 9.5.4 Exponential distribution -- 9.5.5 Reliability engineering -- 9.6 Inferential statistics and sampling distribution -- 9.6.1 Random sampling and the distribution of the sample mean -- 9.6.2 Central limit theorem (CLT) -- 9.6.3 Confidence interval for the mean [mu] of normal population ([theta] is known) -- 9.6.4 Confidence interval for the mean [mu] of normal -- Population (([theta] is unknown) -- 9.6.5 Selecting the necessary sample size -- 9.7 Hypothesis testing, inferences procedures, and proportions testing -- 9.7.1 Hypothesis testing for the mean [mu] and variance ([theta]2) of the population -- 9.7.2 P-value application -- 9.7.3 Hypothesis testing using p-value approach (using equal mean) -- 9.7.4 Hypothesis testing on the mean [mu] of a normal population for small sample -- 9.7.5 Inference procedures for two populations: applying the concepts -- 9.7.6 Comparing two normal population means ([mu]1 - [mu]2) using two small, independent samples: apply the mechanics -- 9.7.7 Comparing the variance of two normal populations ([theta]12-[theta]22) using independent samples-f test (small sample size): apply the mechanics -- 9.7.8 Estimation and testing for population proportions -- 9.7.9 Confidence interval for a population proportion: large sample -- 9.7.10 Hypothesis testing for a population proportion -- 9.7.11 Comparing population proportion: two large independent samples -- 9.8 Advanced analysis of variance (ANOVA) -- 9.8.1 One-way analysis of variance -- 9.8.2 Randomized block design and analysis of variance -- 9.8.3 Two-way analysis of variance -- 9.9 Linear regression analysis -- 9.9.1 Scatter plots and correlation analysis -- 9.9.2 Simple linear regression model and analysis -- 9.9.3 Linear regression model -- 9.9.4 Least square criteria -- 9.9.5 Inferences on the slope [beta]1, concept: t-test -- 9.9.6 Confidence interval for B1 slope -- 9.9.7 Prediction by regression analysis: confidence interval for an individual y, given x -- 9.10 Multiple regression analysis -- 9.10.1 Multiple linear regression model building -- 9.10.2 Hypothesis testing and confidence interval -- 9.10.3 Polynomial and nonlinear regression model building -- 9.11 Tollgate review and deliverables for analysis phase -- 9.11.1 Analysis phase deliverables and checklist --
10. Improve concepts and strategies -- 10.1 Advanced Lean Six Sigma experimental design -- 10.1.1 Experimental design terminology -- 10.1.2 Elements of an experimental design -- 10.2 One-factor-at-a-time design (OFATD) x1, x2, ... xk -- 10.3 Full factorial design -- 10.3.1 How to calculate the effects -- 10.4 Fractional (reduced) factorial design (FFD) -- 10.5 Robust engineering design and analysis -- 10.6 Response surface designs and process/product optimization -- 10.7 Central composite design (CCD): optimum design -- 10.8 Failure mode effect analysis (FMEA) -- 10.9 Poka-yoke (Japanese term for mistake proofing, pronounced Poh-kah yoh-kay) -- 10.10 5S Kaizen principles -- 10.11 Tollgate review and deliverables for improve phase -- 10.11.1 Improve phase deliverables and checklist --
11. Control concepts and strategies -- 11.1 Process control strategy -- 11.2 Process control objectives -- 11.3 Sustaining the improved process -- 11.4 Ten essential process/quality control tools -- 11.5 Control chart types -- 11.5.1 X-bar (x) and r-chart -- 11.5.2 R-chart limits models -- 11.5.3 Steps for developing x and r charts -- 11.6 P-chart: attribute control chart -- 11.7 C-chart -- 11.8 Control limits versus specification limits -- 11.9 Process capability ratio, Cp and Cpk -- 11.10 Tollgate review and deliverables for control phase -- 11.10.1 Control phase deliverables and checklist --
12. Case studies: Lean Six Sigma applications -- 12.1 Defect reduction in injection molding production components -- 12.1.1 Define phase -- 12.1.2 Measure phase -- 12.1.3 Analyze phase -- 12.1.4 Improve phase -- 12.1.5 Control phase -- 12.2 Overall equipment effectiveness: a process analysis -- 12.2.1 Define phase -- 12.2.2 Measure phase -- 12.2.3 Analyze phase -- 12.2.4 Improve phase -- 12.2.5 Control phase -- 12.3 Powder coat improvement -- 12.3.1 Define phase -- 12.3.2 Measure phase -- 12.3.3 Analyze phase -- 12.3.4 Improve phase -- 12.3.5 Control phase --
Appendices -- Appendix I. Highlights of symbols and abbreviations -- Appendix II. Statistical tables and formulas -- Appendix III. Values of y = exp(-[nu]) -- Appendix IV. DPMO to sigma to yield% conversion table -- Appendix V. Standard normal distribution -- Appendix VI. Critical values of T (T -distribution) -- Appendix VII. Critical values of chi-square distribution with degrees of freedom -- Appendix VIII. Upper critical values of the f-distribution -- Appendix IX. Cumulative Poisson probability distribution table -- Appendix X. Cumulative binomial probability distribution -- Appendix XI. Confidence interval for population proportion: small sample -- Appendix XII. Scorecard for performance reporting --
Bibliography -- Index.
Record Nr. UNINA-9910452699703321
Taghizadegan Salman  
New York : , : Momentum Press, LLC, , [2014]
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Mastering lean six sigma : advanced black belt concepts / / Salman Taghizadegan
Mastering lean six sigma : advanced black belt concepts / / Salman Taghizadegan
Autore Taghizadegan Salman
Pubbl/distr/stampa New York : , : Momentum Press, LLC, , [2014]
Descrizione fisica 1 online resource (646 p.)
Disciplina 658.5620218
Soggetto topico Six sigma (Quality control standard)
ISBN 1-60650-406-1
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Part I. Design and develop the required processes (the need) --
1. Mastering Lean Six Sigma principles -- 1.1 Lean Six Sigma: theory and constraints -- 1.1.1 What is Lean Six Sigma and what Lean Six Sigma can do for you? -- 1.1.2 Statistically what is Six Sigma? -- 1.1.3 What is lean concept? -- 1.2 Lean Six Sigma master black belt -- 1.3 Lean Six Sigma black belt overview -- 1.3.1 Define -- 1.3.2 Measure -- 1.3.3 Analyze -- 1.3.4 Improve -- 1.3.5 Control and sustain --
2. Lean Six Sigma and master black belt roles (who is the leader?) -- 2.1 Master black belt roles in the organization -- 2.2 Master black belt (MBB) qualification -- 2.2.1 Leadership roles -- 2.2.2 Technical activity roles -- 2.2.3 MBB job description -- 2.2.4 Completion of curriculums -- 2.3 MBB program development -- 2.4 Decision-making solutions, evaluating alternatives -- 2.5 Developing and utilizing a professional network -- 2.6 Employee empowerment and motivation techniques -- 2.7 Efficient and effective coaching, training, and mentoring, self-directed -- 2.8 Advanced presentation skills -- 2.9 Rewards and recognition --
3. Lean Six Sigma infrastructure: designing and engineering (Lean Six Sigma deployment) -- 3.1 Initiate financial growth need projects -- 3.2 Elements of successful Six Sigma implementation -- 3.2.1 Management system support and commitment -- 3.2.2 Well-trained belts -- 3.2.3 Well-defined projects and infrastructure -- 3.2.4 Lean Six Sigma success models -- 3.3 Roadmap for deployment phase -- 3.3.1 Envision financial growth needs projects -- 3.3.2 Launch the project initiative -- 3.3.3 Engineer, execute, and manage the project -- 3.3.4 Continuous progress and maintaining the momentum -- 3.3.5 Changing the way organizations work -- 3.4 Strategies to overcome organizational resistance to changes -- 3.5 Converting goals/objectives into actionable projects --
Part II. Launching the objectives --
4. Launching the Lean Six Sigma project initiative: what works and what doesn't -- 4.1 SWOT analysis -- 4.1.1 Strength -- 4.1.2 Weakness -- 4.1.3 Opportunities -- 4.1.4 Threats -- 4.2 Project selection criteria -- 4.3 Making the others buy in and support for your projects -- 4.3.1 Identify project stakeholders -- 4.3.2 Analyze project stakeholders -- 4.3.3 Create project stakeholder plan -- 4.4 Six Sigma teaming -- 4.4.1 Barriers to a Six Sigma culture -- 4.4.2 Why team? -- 4.5 Six Sigma teaming: forming/storming/norming/performing model -- 4.5.1 Forming or orientation -- 4.5.2 Storming of dissatisfaction -- 4.5.3 Norming or resolution -- 4.5.4 Performing or production -- 4.5.5 Adjourning -- 4.6 Conflict management: the five conflict handling modes -- 4.6.1 Avoiding -- 4.6.2 Accommodating -- 4.6.3 Collaborating -- 4.6.4 Competing or controlling -- 4.6.5 Compromising -- 4.7 Conflict resolution -- 4.7.1 Effective conflict resolution behaviors -- 4.7.2 Key conflict points to consider -- 4.7.3 Conflict and power -- 4.8 Leadership decision-making processes and tools -- 4.8.1 Decision-making approaches -- 4.8.2 Decision-making tools -- 4.8.3 Team decision through consensus -- 4.9 Project and process assessment matrix -- 4.10 Six Sigma financial reporting (using financial measurement to analyze performance) -- 4.10.1 Plan of action -- 4.10.2 Financial accountabilities --
Part III. Leading the effort --
5. Leading and engineering multiple Lean Six Sigma projects -- 5.1 Managing multiple project and project reviews -- 5.1.1 Project management and reviews -- 5.1.2 Why review? -- 5.1.3 Holding reviews -- 5.1.4 Lean Six Sigma black belts: the criteria for selection -- 5.2 How to master the skills of Lean Six Sigma facilitation -- 5.2.1 How to become an effective facilitator -- 5.2.2 Strategic roles of the facilitator in the organization -- 5.2.3 Effective elements of communication strategies and skills -- 5.2.4 Time your time from time to time -- 5.2.5 Building team commitment and interactions -- 5.3 Communication planning -- 5.3.1 Six Sigma project communication -- 5.3.2 Communication plan considerations -- 5.4 Project closure -- 5.5 Lean Six Sigma master black belt deployment plan -- 5.6 Case study: Lean Six Sigma deployment plan -- 5.6.1 Strategy and goals for Six Sigma -- 5.6.2 Performance metrics (overall program) -- 5.6.3 Project selection criteria -- 5.6.4 Project identification/prioritization -- 5.6.5 Organization structure/roles -- 5.6.6 Training requirements -- 5.6.7 Management review process -- 5.6.8 Communication plan --
6. Design and develop organizational Lean Six Sigma roadmap: delivering continuous breakthrough performance -- 6.1 Roadmap for successful corporate results -- 6.2 Design for Lean Six Sigma process -- 6.3 Vision of Lean Six Sigma process -- 6.3.1 Where and when do we use Lean Six Sigma? -- 6.3.2 Why use Lean Six Sigma? -- 6.4 Design for Lean Six Sigma roadmap -- 6.4.1 Phase 0: concept and ideation -- 6.4.2 Phase 1: define, feasibility, and planning -- 6.4.3 Phase 2: designing and developing -- 6.4.4 Phase 3: verifying and validating the developed design -- 6.4.5 Phase 4: production and commercializing -- 6.4.6 Phase 5: control and sustaining -- 6.5 Lean Six Sigma continuous process improvement roadmap -- 6.5.1 Phase 0: concept -- 6.5.2 Phase 1: define -- 6.5.3 Phase 2: measure -- 6.5.4 Phase 3: analyze -- 6.5.5 Phase 4: improve -- 6.5.6 Phase 5: control and sustaining -- 6.6 Leading the efforts -- 6.6.1 Project report and reviewing progress -- 6.6.2 Communication -- 6.6.3 Awards and appreciation -- 6.7 Maintaining and gaining the momentum -- 6.8 Tollgate review -- 6.8.1 Develop a RACI matrix -- 6.9 Lean Six Sigma culture and the way it works --
7. Define concepts and strategies -- 7.1 Concepts, vision, and ideation phase -- 7.2 What is Six Sigma "define phase" -- 7.3 Lean Six Sigma variation -- 7.3.1 Positional variation -- 7.3.2 Cyclical variation -- 7.3.3 Temporal variation -- 7.4 Lean Six Sigma project selection process -- 7.4.1 Business strategy -- 7.4.2 Financial impact analysis -- 7.4.3 Operational engineering -- 7.5 Lean Six Sigma process management and project life cycle -- 7.5.1 Business process management -- 7.5.2 BPM project life cycle -- 7.6 Who is a customer? -- 7.7 Voice of customer -- 7.8 Kano model of quality -- 7.9 SWOT (strength, weaknesses, opportunities, threats) analysis -- 7.9.1 Strength -- 7.9.2 Weakness -- 7.9.3 Opportunities -- 7.9.4 Threats -- 7.10 Project scope, charter, and goals -- 7.11 Lean Six Sigma metrics and performance measures -- 7.11.1 Critical to quality -- 7.11.2 Critical to business and voice of business -- 7.11.3 Cost of quality -- 7.12 Specific, measureable, attainable, realistic, time-phased -- 7.12.1 Specific -- 7.12.2 Measurable -- 7.12.3 Attainable (achievable) -- 7.12.4 Realistic -- 7.12.5 Time-phased -- 7.13 Force field analysis -- 7.13.1 Define the current process problem -- 7.13.2 Define the improvement goals -- 7.13.3 Define the driving forces -- 7.13.4 Define the restraining forces -- 7.13.5 Establishing the comprehensive change strategy -- 7.13.6 Force field analysis example -- 7.14 Tollgate review and checklist for define phase -- 7.14.1 Define phase deliverables and checklists --
8. Measure concepts and strategies -- 8.1 The seven quality control tools for measurement -- 8.1.1 Cause-and-effect diagram (Fishbone or Ishikawa) y = f(x) -- 8.1.2 Data collection (process measurement and characterization): voice of customer (VOC) -- 8.1.3 Pareto chart -- 8.1.4 Histogram -- 8.1.5 Scatter diagram and correlation -- 8.1.6 Control charts -- 8.1.7 Stratification (trent, flow, or run chart) -- 8.2 The design of seven management/planning tools -- 8.2.1 Affinity diagram -- 8.2.2 Interrelationship diagram -- 8.2.3 Tree diagram -- 8.2.4 The matrix diagram or matrix chart -- 8.2.5 Matrix data analysis -- 8.2.6 Process decision program chart (PDPC) -- 8.2.7 Arrow diagram (the activity network diagram) -- 8.3 Process mapping -- 8.3.1 SIPOC chart (supply, inputs, process, output, customer) -- 8.3.2 Value stream mapping -- 8.4 Kaizen events: planning and execution -- 8.5 Lean: improves efficiency/Six Sigma and improves effectiveness -- 8.6 Quality function deployment -- 8.6.1 What is QFD quality? -- 8.6.2 Building a "house of quality" -- 8.7 Measurement system analysis (MSA) -- 8.8 Process measurement -- 8.8.1 Data collection -- 8.8.2 Principles of variation -- 8.8.3 Type of variation -- 8.8.4 Type of data -- 8.8.5 Science of statistics -- 8.8.6 Classification of numerical data -- 8.8.7 Qualitative data (nominal or ordinal) -- 8.8.8 Quantitative data (interval or ratio) -- 8.8.9 Sampling strategy -- 8.8.10 Data analysis -- 8.9 Tollgate review and checklist for measure phase -- 8.9.1 Measure phase deliverables and checklists --
9. Analysis of concepts and strategies: advanced statistical analysis, achieving ultimate performance scientifically -- 9.1 Descriptive statistics -- 9.1.1 Descriptive statistics techniques and graphing: stem and leaf -- 9.1.2 Histogram -- 9.1.3 Measure of center tendency -- 9.1.4 Measures of variability -- 9.2 Descriptive measures -- 9.2.1 Measurement system analysis -- 9.2.2 Accuracy/bias -- 9.2.3 Stability (consistency) -- 9.2.4 Linearity -- 9.2.5 Gage repeatability and reproducibility (or Gage R&R) -- 9.2.6 Measurement system components -- 9.3 Probability distributions and concepts -- 9.3.1 Definition, experiment, outcome, and sample space -- 9.3.2 Probability of event (EI) as relative frequency -- 9.3.3 Marginal and conditional probabilities -- 9.3.4 The rules of probability (union of events) -- 9.3.5 The rules of probability (intersection of events) -- 9.4 Discrete random variables: probability distribution -- 9.4.1 Binomial probability distribution -- 9.4.2 Poisson probability distribution -- 9.4.3 The hypergeometric probability distribution -- 9.5 Continuous random variables probability distributions -- 9.5.1 Normal probability distribution -- 9.5.2 t-distribution -- 9.5.3 Normality test -- 9.5.4 Exponential distribution -- 9.5.5 Reliability engineering -- 9.6 Inferential statistics and sampling distribution -- 9.6.1 Random sampling and the distribution of the sample mean -- 9.6.2 Central limit theorem (CLT) -- 9.6.3 Confidence interval for the mean [mu] of normal population ([theta] is known) -- 9.6.4 Confidence interval for the mean [mu] of normal -- Population (([theta] is unknown) -- 9.6.5 Selecting the necessary sample size -- 9.7 Hypothesis testing, inferences procedures, and proportions testing -- 9.7.1 Hypothesis testing for the mean [mu] and variance ([theta]2) of the population -- 9.7.2 P-value application -- 9.7.3 Hypothesis testing using p-value approach (using equal mean) -- 9.7.4 Hypothesis testing on the mean [mu] of a normal population for small sample -- 9.7.5 Inference procedures for two populations: applying the concepts -- 9.7.6 Comparing two normal population means ([mu]1 - [mu]2) using two small, independent samples: apply the mechanics -- 9.7.7 Comparing the variance of two normal populations ([theta]12-[theta]22) using independent samples-f test (small sample size): apply the mechanics -- 9.7.8 Estimation and testing for population proportions -- 9.7.9 Confidence interval for a population proportion: large sample -- 9.7.10 Hypothesis testing for a population proportion -- 9.7.11 Comparing population proportion: two large independent samples -- 9.8 Advanced analysis of variance (ANOVA) -- 9.8.1 One-way analysis of variance -- 9.8.2 Randomized block design and analysis of variance -- 9.8.3 Two-way analysis of variance -- 9.9 Linear regression analysis -- 9.9.1 Scatter plots and correlation analysis -- 9.9.2 Simple linear regression model and analysis -- 9.9.3 Linear regression model -- 9.9.4 Least square criteria -- 9.9.5 Inferences on the slope [beta]1, concept: t-test -- 9.9.6 Confidence interval for B1 slope -- 9.9.7 Prediction by regression analysis: confidence interval for an individual y, given x -- 9.10 Multiple regression analysis -- 9.10.1 Multiple linear regression model building -- 9.10.2 Hypothesis testing and confidence interval -- 9.10.3 Polynomial and nonlinear regression model building -- 9.11 Tollgate review and deliverables for analysis phase -- 9.11.1 Analysis phase deliverables and checklist --
10. Improve concepts and strategies -- 10.1 Advanced Lean Six Sigma experimental design -- 10.1.1 Experimental design terminology -- 10.1.2 Elements of an experimental design -- 10.2 One-factor-at-a-time design (OFATD) x1, x2, ... xk -- 10.3 Full factorial design -- 10.3.1 How to calculate the effects -- 10.4 Fractional (reduced) factorial design (FFD) -- 10.5 Robust engineering design and analysis -- 10.6 Response surface designs and process/product optimization -- 10.7 Central composite design (CCD): optimum design -- 10.8 Failure mode effect analysis (FMEA) -- 10.9 Poka-yoke (Japanese term for mistake proofing, pronounced Poh-kah yoh-kay) -- 10.10 5S Kaizen principles -- 10.11 Tollgate review and deliverables for improve phase -- 10.11.1 Improve phase deliverables and checklist --
11. Control concepts and strategies -- 11.1 Process control strategy -- 11.2 Process control objectives -- 11.3 Sustaining the improved process -- 11.4 Ten essential process/quality control tools -- 11.5 Control chart types -- 11.5.1 X-bar (x) and r-chart -- 11.5.2 R-chart limits models -- 11.5.3 Steps for developing x and r charts -- 11.6 P-chart: attribute control chart -- 11.7 C-chart -- 11.8 Control limits versus specification limits -- 11.9 Process capability ratio, Cp and Cpk -- 11.10 Tollgate review and deliverables for control phase -- 11.10.1 Control phase deliverables and checklist --
12. Case studies: Lean Six Sigma applications -- 12.1 Defect reduction in injection molding production components -- 12.1.1 Define phase -- 12.1.2 Measure phase -- 12.1.3 Analyze phase -- 12.1.4 Improve phase -- 12.1.5 Control phase -- 12.2 Overall equipment effectiveness: a process analysis -- 12.2.1 Define phase -- 12.2.2 Measure phase -- 12.2.3 Analyze phase -- 12.2.4 Improve phase -- 12.2.5 Control phase -- 12.3 Powder coat improvement -- 12.3.1 Define phase -- 12.3.2 Measure phase -- 12.3.3 Analyze phase -- 12.3.4 Improve phase -- 12.3.5 Control phase --
Appendices -- Appendix I. Highlights of symbols and abbreviations -- Appendix II. Statistical tables and formulas -- Appendix III. Values of y = exp(-[nu]) -- Appendix IV. DPMO to sigma to yield% conversion table -- Appendix V. Standard normal distribution -- Appendix VI. Critical values of T (T -distribution) -- Appendix VII. Critical values of chi-square distribution with degrees of freedom -- Appendix VIII. Upper critical values of the f-distribution -- Appendix IX. Cumulative Poisson probability distribution table -- Appendix X. Cumulative binomial probability distribution -- Appendix XI. Confidence interval for population proportion: small sample -- Appendix XII. Scorecard for performance reporting --
Bibliography -- Index.
Record Nr. UNINA-9910779708903321
Taghizadegan Salman  
New York : , : Momentum Press, LLC, , [2014]
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui
Mastering lean six sigma : advanced black belt concepts / / Salman Taghizadegan
Mastering lean six sigma : advanced black belt concepts / / Salman Taghizadegan
Autore Taghizadegan Salman
Pubbl/distr/stampa New York : , : Momentum Press, LLC, , [2014]
Descrizione fisica 1 online resource (646 p.)
Disciplina 658.5620218
Soggetto topico Six sigma (Quality control standard)
ISBN 1-60650-406-1
Formato Materiale a stampa
Livello bibliografico Monografia
Lingua di pubblicazione eng
Nota di contenuto Part I. Design and develop the required processes (the need) --
1. Mastering Lean Six Sigma principles -- 1.1 Lean Six Sigma: theory and constraints -- 1.1.1 What is Lean Six Sigma and what Lean Six Sigma can do for you? -- 1.1.2 Statistically what is Six Sigma? -- 1.1.3 What is lean concept? -- 1.2 Lean Six Sigma master black belt -- 1.3 Lean Six Sigma black belt overview -- 1.3.1 Define -- 1.3.2 Measure -- 1.3.3 Analyze -- 1.3.4 Improve -- 1.3.5 Control and sustain --
2. Lean Six Sigma and master black belt roles (who is the leader?) -- 2.1 Master black belt roles in the organization -- 2.2 Master black belt (MBB) qualification -- 2.2.1 Leadership roles -- 2.2.2 Technical activity roles -- 2.2.3 MBB job description -- 2.2.4 Completion of curriculums -- 2.3 MBB program development -- 2.4 Decision-making solutions, evaluating alternatives -- 2.5 Developing and utilizing a professional network -- 2.6 Employee empowerment and motivation techniques -- 2.7 Efficient and effective coaching, training, and mentoring, self-directed -- 2.8 Advanced presentation skills -- 2.9 Rewards and recognition --
3. Lean Six Sigma infrastructure: designing and engineering (Lean Six Sigma deployment) -- 3.1 Initiate financial growth need projects -- 3.2 Elements of successful Six Sigma implementation -- 3.2.1 Management system support and commitment -- 3.2.2 Well-trained belts -- 3.2.3 Well-defined projects and infrastructure -- 3.2.4 Lean Six Sigma success models -- 3.3 Roadmap for deployment phase -- 3.3.1 Envision financial growth needs projects -- 3.3.2 Launch the project initiative -- 3.3.3 Engineer, execute, and manage the project -- 3.3.4 Continuous progress and maintaining the momentum -- 3.3.5 Changing the way organizations work -- 3.4 Strategies to overcome organizational resistance to changes -- 3.5 Converting goals/objectives into actionable projects --
Part II. Launching the objectives --
4. Launching the Lean Six Sigma project initiative: what works and what doesn't -- 4.1 SWOT analysis -- 4.1.1 Strength -- 4.1.2 Weakness -- 4.1.3 Opportunities -- 4.1.4 Threats -- 4.2 Project selection criteria -- 4.3 Making the others buy in and support for your projects -- 4.3.1 Identify project stakeholders -- 4.3.2 Analyze project stakeholders -- 4.3.3 Create project stakeholder plan -- 4.4 Six Sigma teaming -- 4.4.1 Barriers to a Six Sigma culture -- 4.4.2 Why team? -- 4.5 Six Sigma teaming: forming/storming/norming/performing model -- 4.5.1 Forming or orientation -- 4.5.2 Storming of dissatisfaction -- 4.5.3 Norming or resolution -- 4.5.4 Performing or production -- 4.5.5 Adjourning -- 4.6 Conflict management: the five conflict handling modes -- 4.6.1 Avoiding -- 4.6.2 Accommodating -- 4.6.3 Collaborating -- 4.6.4 Competing or controlling -- 4.6.5 Compromising -- 4.7 Conflict resolution -- 4.7.1 Effective conflict resolution behaviors -- 4.7.2 Key conflict points to consider -- 4.7.3 Conflict and power -- 4.8 Leadership decision-making processes and tools -- 4.8.1 Decision-making approaches -- 4.8.2 Decision-making tools -- 4.8.3 Team decision through consensus -- 4.9 Project and process assessment matrix -- 4.10 Six Sigma financial reporting (using financial measurement to analyze performance) -- 4.10.1 Plan of action -- 4.10.2 Financial accountabilities --
Part III. Leading the effort --
5. Leading and engineering multiple Lean Six Sigma projects -- 5.1 Managing multiple project and project reviews -- 5.1.1 Project management and reviews -- 5.1.2 Why review? -- 5.1.3 Holding reviews -- 5.1.4 Lean Six Sigma black belts: the criteria for selection -- 5.2 How to master the skills of Lean Six Sigma facilitation -- 5.2.1 How to become an effective facilitator -- 5.2.2 Strategic roles of the facilitator in the organization -- 5.2.3 Effective elements of communication strategies and skills -- 5.2.4 Time your time from time to time -- 5.2.5 Building team commitment and interactions -- 5.3 Communication planning -- 5.3.1 Six Sigma project communication -- 5.3.2 Communication plan considerations -- 5.4 Project closure -- 5.5 Lean Six Sigma master black belt deployment plan -- 5.6 Case study: Lean Six Sigma deployment plan -- 5.6.1 Strategy and goals for Six Sigma -- 5.6.2 Performance metrics (overall program) -- 5.6.3 Project selection criteria -- 5.6.4 Project identification/prioritization -- 5.6.5 Organization structure/roles -- 5.6.6 Training requirements -- 5.6.7 Management review process -- 5.6.8 Communication plan --
6. Design and develop organizational Lean Six Sigma roadmap: delivering continuous breakthrough performance -- 6.1 Roadmap for successful corporate results -- 6.2 Design for Lean Six Sigma process -- 6.3 Vision of Lean Six Sigma process -- 6.3.1 Where and when do we use Lean Six Sigma? -- 6.3.2 Why use Lean Six Sigma? -- 6.4 Design for Lean Six Sigma roadmap -- 6.4.1 Phase 0: concept and ideation -- 6.4.2 Phase 1: define, feasibility, and planning -- 6.4.3 Phase 2: designing and developing -- 6.4.4 Phase 3: verifying and validating the developed design -- 6.4.5 Phase 4: production and commercializing -- 6.4.6 Phase 5: control and sustaining -- 6.5 Lean Six Sigma continuous process improvement roadmap -- 6.5.1 Phase 0: concept -- 6.5.2 Phase 1: define -- 6.5.3 Phase 2: measure -- 6.5.4 Phase 3: analyze -- 6.5.5 Phase 4: improve -- 6.5.6 Phase 5: control and sustaining -- 6.6 Leading the efforts -- 6.6.1 Project report and reviewing progress -- 6.6.2 Communication -- 6.6.3 Awards and appreciation -- 6.7 Maintaining and gaining the momentum -- 6.8 Tollgate review -- 6.8.1 Develop a RACI matrix -- 6.9 Lean Six Sigma culture and the way it works --
7. Define concepts and strategies -- 7.1 Concepts, vision, and ideation phase -- 7.2 What is Six Sigma "define phase" -- 7.3 Lean Six Sigma variation -- 7.3.1 Positional variation -- 7.3.2 Cyclical variation -- 7.3.3 Temporal variation -- 7.4 Lean Six Sigma project selection process -- 7.4.1 Business strategy -- 7.4.2 Financial impact analysis -- 7.4.3 Operational engineering -- 7.5 Lean Six Sigma process management and project life cycle -- 7.5.1 Business process management -- 7.5.2 BPM project life cycle -- 7.6 Who is a customer? -- 7.7 Voice of customer -- 7.8 Kano model of quality -- 7.9 SWOT (strength, weaknesses, opportunities, threats) analysis -- 7.9.1 Strength -- 7.9.2 Weakness -- 7.9.3 Opportunities -- 7.9.4 Threats -- 7.10 Project scope, charter, and goals -- 7.11 Lean Six Sigma metrics and performance measures -- 7.11.1 Critical to quality -- 7.11.2 Critical to business and voice of business -- 7.11.3 Cost of quality -- 7.12 Specific, measureable, attainable, realistic, time-phased -- 7.12.1 Specific -- 7.12.2 Measurable -- 7.12.3 Attainable (achievable) -- 7.12.4 Realistic -- 7.12.5 Time-phased -- 7.13 Force field analysis -- 7.13.1 Define the current process problem -- 7.13.2 Define the improvement goals -- 7.13.3 Define the driving forces -- 7.13.4 Define the restraining forces -- 7.13.5 Establishing the comprehensive change strategy -- 7.13.6 Force field analysis example -- 7.14 Tollgate review and checklist for define phase -- 7.14.1 Define phase deliverables and checklists --
8. Measure concepts and strategies -- 8.1 The seven quality control tools for measurement -- 8.1.1 Cause-and-effect diagram (Fishbone or Ishikawa) y = f(x) -- 8.1.2 Data collection (process measurement and characterization): voice of customer (VOC) -- 8.1.3 Pareto chart -- 8.1.4 Histogram -- 8.1.5 Scatter diagram and correlation -- 8.1.6 Control charts -- 8.1.7 Stratification (trent, flow, or run chart) -- 8.2 The design of seven management/planning tools -- 8.2.1 Affinity diagram -- 8.2.2 Interrelationship diagram -- 8.2.3 Tree diagram -- 8.2.4 The matrix diagram or matrix chart -- 8.2.5 Matrix data analysis -- 8.2.6 Process decision program chart (PDPC) -- 8.2.7 Arrow diagram (the activity network diagram) -- 8.3 Process mapping -- 8.3.1 SIPOC chart (supply, inputs, process, output, customer) -- 8.3.2 Value stream mapping -- 8.4 Kaizen events: planning and execution -- 8.5 Lean: improves efficiency/Six Sigma and improves effectiveness -- 8.6 Quality function deployment -- 8.6.1 What is QFD quality? -- 8.6.2 Building a "house of quality" -- 8.7 Measurement system analysis (MSA) -- 8.8 Process measurement -- 8.8.1 Data collection -- 8.8.2 Principles of variation -- 8.8.3 Type of variation -- 8.8.4 Type of data -- 8.8.5 Science of statistics -- 8.8.6 Classification of numerical data -- 8.8.7 Qualitative data (nominal or ordinal) -- 8.8.8 Quantitative data (interval or ratio) -- 8.8.9 Sampling strategy -- 8.8.10 Data analysis -- 8.9 Tollgate review and checklist for measure phase -- 8.9.1 Measure phase deliverables and checklists --
9. Analysis of concepts and strategies: advanced statistical analysis, achieving ultimate performance scientifically -- 9.1 Descriptive statistics -- 9.1.1 Descriptive statistics techniques and graphing: stem and leaf -- 9.1.2 Histogram -- 9.1.3 Measure of center tendency -- 9.1.4 Measures of variability -- 9.2 Descriptive measures -- 9.2.1 Measurement system analysis -- 9.2.2 Accuracy/bias -- 9.2.3 Stability (consistency) -- 9.2.4 Linearity -- 9.2.5 Gage repeatability and reproducibility (or Gage R&R) -- 9.2.6 Measurement system components -- 9.3 Probability distributions and concepts -- 9.3.1 Definition, experiment, outcome, and sample space -- 9.3.2 Probability of event (EI) as relative frequency -- 9.3.3 Marginal and conditional probabilities -- 9.3.4 The rules of probability (union of events) -- 9.3.5 The rules of probability (intersection of events) -- 9.4 Discrete random variables: probability distribution -- 9.4.1 Binomial probability distribution -- 9.4.2 Poisson probability distribution -- 9.4.3 The hypergeometric probability distribution -- 9.5 Continuous random variables probability distributions -- 9.5.1 Normal probability distribution -- 9.5.2 t-distribution -- 9.5.3 Normality test -- 9.5.4 Exponential distribution -- 9.5.5 Reliability engineering -- 9.6 Inferential statistics and sampling distribution -- 9.6.1 Random sampling and the distribution of the sample mean -- 9.6.2 Central limit theorem (CLT) -- 9.6.3 Confidence interval for the mean [mu] of normal population ([theta] is known) -- 9.6.4 Confidence interval for the mean [mu] of normal -- Population (([theta] is unknown) -- 9.6.5 Selecting the necessary sample size -- 9.7 Hypothesis testing, inferences procedures, and proportions testing -- 9.7.1 Hypothesis testing for the mean [mu] and variance ([theta]2) of the population -- 9.7.2 P-value application -- 9.7.3 Hypothesis testing using p-value approach (using equal mean) -- 9.7.4 Hypothesis testing on the mean [mu] of a normal population for small sample -- 9.7.5 Inference procedures for two populations: applying the concepts -- 9.7.6 Comparing two normal population means ([mu]1 - [mu]2) using two small, independent samples: apply the mechanics -- 9.7.7 Comparing the variance of two normal populations ([theta]12-[theta]22) using independent samples-f test (small sample size): apply the mechanics -- 9.7.8 Estimation and testing for population proportions -- 9.7.9 Confidence interval for a population proportion: large sample -- 9.7.10 Hypothesis testing for a population proportion -- 9.7.11 Comparing population proportion: two large independent samples -- 9.8 Advanced analysis of variance (ANOVA) -- 9.8.1 One-way analysis of variance -- 9.8.2 Randomized block design and analysis of variance -- 9.8.3 Two-way analysis of variance -- 9.9 Linear regression analysis -- 9.9.1 Scatter plots and correlation analysis -- 9.9.2 Simple linear regression model and analysis -- 9.9.3 Linear regression model -- 9.9.4 Least square criteria -- 9.9.5 Inferences on the slope [beta]1, concept: t-test -- 9.9.6 Confidence interval for B1 slope -- 9.9.7 Prediction by regression analysis: confidence interval for an individual y, given x -- 9.10 Multiple regression analysis -- 9.10.1 Multiple linear regression model building -- 9.10.2 Hypothesis testing and confidence interval -- 9.10.3 Polynomial and nonlinear regression model building -- 9.11 Tollgate review and deliverables for analysis phase -- 9.11.1 Analysis phase deliverables and checklist --
10. Improve concepts and strategies -- 10.1 Advanced Lean Six Sigma experimental design -- 10.1.1 Experimental design terminology -- 10.1.2 Elements of an experimental design -- 10.2 One-factor-at-a-time design (OFATD) x1, x2, ... xk -- 10.3 Full factorial design -- 10.3.1 How to calculate the effects -- 10.4 Fractional (reduced) factorial design (FFD) -- 10.5 Robust engineering design and analysis -- 10.6 Response surface designs and process/product optimization -- 10.7 Central composite design (CCD): optimum design -- 10.8 Failure mode effect analysis (FMEA) -- 10.9 Poka-yoke (Japanese term for mistake proofing, pronounced Poh-kah yoh-kay) -- 10.10 5S Kaizen principles -- 10.11 Tollgate review and deliverables for improve phase -- 10.11.1 Improve phase deliverables and checklist --
11. Control concepts and strategies -- 11.1 Process control strategy -- 11.2 Process control objectives -- 11.3 Sustaining the improved process -- 11.4 Ten essential process/quality control tools -- 11.5 Control chart types -- 11.5.1 X-bar (x) and r-chart -- 11.5.2 R-chart limits models -- 11.5.3 Steps for developing x and r charts -- 11.6 P-chart: attribute control chart -- 11.7 C-chart -- 11.8 Control limits versus specification limits -- 11.9 Process capability ratio, Cp and Cpk -- 11.10 Tollgate review and deliverables for control phase -- 11.10.1 Control phase deliverables and checklist --
12. Case studies: Lean Six Sigma applications -- 12.1 Defect reduction in injection molding production components -- 12.1.1 Define phase -- 12.1.2 Measure phase -- 12.1.3 Analyze phase -- 12.1.4 Improve phase -- 12.1.5 Control phase -- 12.2 Overall equipment effectiveness: a process analysis -- 12.2.1 Define phase -- 12.2.2 Measure phase -- 12.2.3 Analyze phase -- 12.2.4 Improve phase -- 12.2.5 Control phase -- 12.3 Powder coat improvement -- 12.3.1 Define phase -- 12.3.2 Measure phase -- 12.3.3 Analyze phase -- 12.3.4 Improve phase -- 12.3.5 Control phase --
Appendices -- Appendix I. Highlights of symbols and abbreviations -- Appendix II. Statistical tables and formulas -- Appendix III. Values of y = exp(-[nu]) -- Appendix IV. DPMO to sigma to yield% conversion table -- Appendix V. Standard normal distribution -- Appendix VI. Critical values of T (T -distribution) -- Appendix VII. Critical values of chi-square distribution with degrees of freedom -- Appendix VIII. Upper critical values of the f-distribution -- Appendix IX. Cumulative Poisson probability distribution table -- Appendix X. Cumulative binomial probability distribution -- Appendix XI. Confidence interval for population proportion: small sample -- Appendix XII. Scorecard for performance reporting --
Bibliography -- Index.
Record Nr. UNINA-9910823836303321
Taghizadegan Salman  
New York : , : Momentum Press, LLC, , [2014]
Materiale a stampa
Lo trovi qui: Univ. Federico II
Opac: Controlla la disponibilità qui