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World class applications of Six Sigma

Author: Antony, Jiju ; Bañuelas, Ricardo ; Kumar, AshokPublisher: Butterworth-Heinemann, 2006.Language: EnglishDescription: 241 p. : Graphs ; 24 cm.ISBN: 0750664592Type of document: Book
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print TS156 .W67 2006
(Browse shelf)
001225014
Available 001225014
Total holds: 0

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World Class Applications of Six Sigma Contents List of editors and contributors Acknowledgments Introduction Part I: Applications of Six Sigma in Manufacturing Sector 1 Six Sigma Implementation at Dow Chemical Company: A Comprehensive Review Ashok Kumar, Jaideep Motwani and Jiju Antony 1.1 Introduction 1.2 Dow Chemical Company 1.3 The Six Sigma program at Dow 1.3.1 Preamble and preparation 1.3.2 The Six Sigma journey 1.3.3 Dow's Six Sigma methodology at variance: loyalty, leverage, and Seven Sigma 1.3.4 The 'Staircase of Change Leadership' model for Six Sigma implementation 1.3.5 Six Sigma project organizational structure 1.4 Six Sigma tools, techniques, software, and IT used at Dow 1.4.1 Tools and techniques used by Dow for Six Sigma projects 1.4.2 Six Sigma software 1.4.3 IT and Six Sigma at Dow 1.5 Where is Dow on its Six Sigma journey? 1.6 Selected case studies 1.6.1 Energy conservation studies (DMAIC approach) 1.7 An ergonomic case study: minimizing musculo-skeletal disorders (DMAIC approach) 1.7.1 Key benefits from Six Sigma project 1.8 Lessons and insights from Dow's Six Sigma program 1.8.1 Constancy of purpose xv xvii xix 1 3 3 6 6 6 7 8 9 12 12 12 13 13 15 15 16 17 18 19 19 1.8.2 Financial rigor 1.8.3 Data capture and knowledge management 1.9 Concluding remarks 2 Manufacturing Waste Reduction Using Six Sigma Methodology Ricardo Bañuelas, Jiju Antony and Martin Brace 2.1 Introduction 2.2 Project selection 2.3 Six Sigma project: re-winder performance 2.3.1 Define phase 2.3.2 Measure phase 2.3.3 Analyze phase 2.3.4 Improve phase 2.3.5 Control phase 2.4 Conclusions 3 Process Improvement at Tata Steel Using the ASPIRE DMAIC Approach D.P. Deshpande, Supratim Halder, Suman Biswas, Arun Raychaudhuri, Asim Choudhary and Ashok Kumar 3.1 Tata Steel Company (TBEM 2004) 3.2 ASPIRE and Six Sigma at Tata Steel 3.3 Project selection 3.3.1 Introduction to the project 3.3.2 Purpose of coke quenching 3.3.3 Quenching process 3.4 ASPIRE DMAIC approach 3.4.1 Define phase 3.4.2 Measure phase 3.4.3 Analyze phase 3.4.4 Improve phase 3.4.5 Control phase 3.5 Similar attempt at Batteries 5, 6, and 7 3.5.1 Solving the hot coke problem 3.6 Conclusion 4 Improving Product Reliability Using Six Sigma Nick Shubotham, Ricardo Banuelas and Jiju Antony 4.1 Introduction 4.2 Six Sigma in the collaborative company 4.2.1 The business case 4.3 DMAIC case study 4.3.1 Define phase 4.3.2 Measure phase 19 19 20 24 24 24 27 28 31 36 38 41 43 45 45 46 47 47 48 49 49 49 51 52 54 58 59 59 60 62 62 62 64 65 65 67 4.3.3 Analyze phase 4.3.4 Improve phase 4.3.5 Control phase 4.4 Conclusion 5 An Application of Six Sigma in an Automotive Company Jiju Antony, Maneesh Kumar and M.K. Tiwari 5.1 Introduction 5.2 Case study 5.2.1 Define phase 5.2.2 Measure phase 5.2.3 Analysis phase 5.2.4 Improve phase 5.2.5 Control phase 5.3 Key results and financial savings generated from the project 5.3.1 Details of cost saving generated from raw material 5.4 Managerial implications 5.5 Key ingredients of Six Sigma project implementation 5.6 Conclusion 6 An Application of Six Sigma Methodology to the Manufacture of Coal Products Edgardo J. Escalante Vázquez and Ricardo A. Díaz Pérez 6.1 Introduction 6.2 Company background 6.3 Define phase 6.3.1 Product, customers, and critical-to-quality 6.3.2 Project charter 6.3.3 Business case 6.3.4 Statement of the problem 6.3.5 Project goal 6.3.6 Project scope 6.3.7 Team formation 6.3.8 Milestones and communications plan 6.3.9 Business process mapping 6.4 Measure phase 6.4.1 Measurement system analysis 6.4.2 Process baseline 6.4.3 Process description 6.5 Analyze phase 6.6 Improve phase 6.7 Control phase 6.8 Economic benefits obtained 73 75 78 79 81 81 82 83 84 86 87 90 90 92 94 95 96 98 98 98 99 99 99 99 100 100 101 101 101 101 102 102 103 105 107 113 115 116 6.9 Conclusions, comments, and lessons learned Appendix 120 124 Part II: Applications of Six Sigma in Service Sector 7 Six Sigma in Healthcare: A Case Study with Commonwealth Health Corporation Lisa Lopez 7.1 Introduction to Commonwealth Health Corporation 7.2 Why Six Sigma in CHC? 7.3 Six Sigma structure at CHC 7.4 Six Sigma methodology 7.5 Benefits of Six Sigma 7.6 Critical success factors of Six Sigma in healthcare 7.7 Clinical project example using DMAIC 7.7.1 Six Sigma project: surgical site infections in bowel cases 7.8 Conclusion 8 Six Sigma within Doosan Heavy Industries and Construction Company Sung H. Park 8.1 Introduction 8.2 Background to Doosan Heavy Industries and Construction Company 8.3 Doosan's Six Sigma framework 8.3.1 Top-level management commitment 8.3.2 Stakeholder involvement 8.3.3 Training scheme and project team activities 8.3.4 Measurement system 8.3.5 How to select project themes in Doosan? 8.3.6 Doosan's BB course 8.4 Case study of non-manufacturing applications of DMAIC: development of an efficient computerized control system 8.4.1 Define phase 8.4.2 Measure phase 8.4.3 Analyze phase 8.4.4 Improve phase 8.4.5 Control phase 8.5 Doosan's future plans in Six Sigma 8.5.1 Lean manufacturing and Six Sigma 8.5.2 Differences between Lean and Six Sigma 8.5.3 Synergy effect 8.6 Conclusion 125 127 127 127 128 129 130 130 132 132 142 143 143 144 144 145 145 146 147 147 148 150 150 151 151 152 154 154 154 155 156 156 9 Application of Six Sigma in the Banking Industry Alex A. Balbontin 9.1 Introduction 9.2 Why Six Sigma in the banking industry? 9.3 Adoption of Six Sigma in the banking industry 9.4 Introduction to JPMC and its use of Six Sigma 9.5 Introduction to JPMC investor services and project background 9.5.1 Define phase 9.5.2 Measure phase 9.5.3 Analyze phase 9.5.4 Improve/Implement phase 9.5.5 Control phase and project results 9.6 Conclusion 9.7 Some challenges of Six Sigma in the banking industry 9.8 Future trends of Six Sigma in banking 10 An Application of Six Sigma Approach to Reduce Fall Hazards among Cargo Handlers Working on Top of Cargo Containers T Y Ng, F Tsung, R.H. Y So, T.S. Li and K.Y. Lam 10.1 Introduction and background 10.2 Problem statement 10.2.1 Details of cargo handling activities in mid-stream operations 10.2.2 Objectives and overview 10.3 Define phase 10.3.1 Past statistics on fall accidents in the cargo handling industry in Hong Kong 10.3.2 Interview surveys to establish the working procedures 10.4 Measure phase 10.4.1 Preliminary interview 10.4.2 Measurement tree 10.4.3 Questionnaire development 10.4.4 The reliability of the questionnaire 10.4.5 Measurement I: The hazardous procedures related to working on top of the containers in the PCWAs 10.4.6 Measurement II: The factors which are highly related to fall accidents from the top of the containers in the PCWAs 10.4.7 Measurement III: Near-misses associated with the fall of workers from the top of the containers in PCWAs 157 157 157 159 159 161 161 164 166 167 168 170 170 171 173 173 173 174 174 174 174 176 176 176 177 177 179 179 180 182 10.5 10.6 10.7 10.8 Analyze phase 10.5.1 Critical factor I: Not concentrating at work 10.5.2 Critical factor II: Disregard of safety regulations 10.5.3 Critical factor III: Using worn-out hooks and slings 10.5.4 The most critical procedure: Standing on top of a moving container which was being lifted in the mid-air by a crane Improve phase 10.6.1 Solution I: Risk reduction for workers standing on top of moving containers 10.6.2 Solution II: Reduce the occurrences of workers disregarding safety regulations 10.6.3 Solution III: Improve the level of concentration at work 10.6.4 Solution IV: Setup hooks and slings maintenance programs Control phase Conclusion 182 183 184 185 185 185 186 187 188 188 189 189 11 Six Sigma for Government IT: Strategy and Tactics for Washington, DC Rick Edgeman, David Bigio and Thomas Ferleman 11.1 Introduction 11.2 Motivations 11.3 Six Sigma and quality concepts 11.4 The ITIL 11.5 ITIL maturity 11.6 Assessment and improvement of SLM 11.7 Assessment and improvement of CM 11.8 Assessment and improvement of FM 11.9 Assessment and improvement of AM 11.9.1 AM define and measure phases 11.9.2 AM analyze phase and benchmarking 11.9.3 AM conclusions 11.10 Assessment and improvement of SC 11.10.1 Define, measure, and analyze phases for SC 11.10.2 Continuity design phase 11.10.3 Continuity verify phase 11.11 Conclusion 192 192 193 193 194 197 198 199 200 200 201 202 202 203 204 205 206 206 Part III: Applications of Six Sigma in Transactional Environments 12 Increasing Newspaper Accuracy Using Six Sigma Methodology Ronald D. Snee 12.1 Introduction 12.2 Define phase 12.3 Measure phase 12.4 Analyze phase 12.5 Improve phase 12.6 Control phase 12.7 Results 12.8 Success factors and lessons learned 12.9 Deploying Six Sigma company-wide 13 An Application of Six Sigma in Human Resources Alan Harrison 13.1 Introduction 13.2 Before improvements 13.3 Define phase 13.3.1 People 13.3.2 Processes 13.3.3 Definition of customers' needs and objectives 13.4 Measure phase 13.4.1 Key performance indicators 13.4.2 Cost of poor quality 13.5 Analyze phase 13.6 Improve phase 13.7 Control phase 13.8 Achieved benefits 13.9 Conclusion Index 209 211 211 213 214 217 218 220 220 221 222 224 224 225 226 226 226 228 229 229 230 231 232 233 234 235 239

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