Six Sigma Black Belt Handbook

ISBN-10: 0071443290

ISBN-13: 9780071443296

Edition: 2005

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Description:

A new series that takes Six Sigma to the next level The Six Sigma Operational Methods Series goes beyond simply explaining Six Sigma basics to interested managers, these are hard-core working tools of statistical methods, quantitative and intense, aimed at mathematically sophisticated Six Sigma practitioners unwilling to settle for anything less than peak performance in manufacturing and services. The authors show how to integrate research and development, manufacturing, human resources, finance, marketing, quality, and customer service with corporate vision, mission, and key strategies.
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Book details

List price: $113.00
Copyright year: 2005
Publisher: McGraw-Hill Professional Publishing
Publication date: 12/10/2004
Binding: Hardcover
Pages: 589
Size: 6.20" wide x 9.10" long x 1.85" tall
Weight: 2.332
Language: English

Michael Bremer has worked in the world of business process improvement since 1980. He led the creation of a company-wide improvement initiative for Beatrice Companies, a Fortune 30 Company at the time, where he had the opportunity to study under the tutelage of Dr. W. Edwards Deming and Dr. Joseph Juran. The Beatrice Improvement initiative was one of the models studied in creating the Malcolm Baldrige Quality Award. Michael is currently the president of the Cumberland Group. In recent years he has served as a Senior Engagement Manager for Motorola University, is a past Chief Financial Officer for the Association of Manufacturing Excellence and has held a variety of other positions in industrial and service businesses.Michael currently teaches a class on innovation and process improvement for the University of Chicago�s Graham School. He co-authored Six Sigma Black Belt Handbook (McGraw-Hill, 2004) and Six Sigma Financial Tracking and Reporting (McGraw-Hill, 2005), aka: I had a million dollars in savings, but my P&L did not change. Michael earned a BS in accounting, from the University of Missouri � St. Louis. He is a CPA, certified MBB, certified Lean Bronze expert and a CMC. He has worked with organizations in many countries to improve the way they go about the business of improvement.Brian McKibben is a founding partner of The Cumberland Group�Chicago. He has thirty years� experience in operations planning and management, helping business teams reduce waste, improve quality, smooth production flows, shorten order cycle times, and reduce inventories. His approach to business performance improvement includes four elements:Clear definition of customer requirements, especially their loyalty factors Lean business processes; add only value to products and services; no waste Team-based methods for broad workforce involvement in improvement efforts Measurement = the springboard to Continuous ImprovementBefore joining Cumberland in 1991, Brian held management roles in several manufacturing companies. That experience and the insights he gained from them contribute to his effectiveness in a consulting role. Managing the manufacturing planning functions for 140 Beatrice U.S. Food plants and warehouses provided perspective on optimization of a large-scale enterprise while providing for autonomy and job satisfaction of local operating teams. Directing product design, manufacturing engineering, industrial engineering and manufacturing services for The HON Company, Wesco Manufacturing, and All-Steel proved that even complex processes like product and manufacturing process development can be streamlined (made Lean) to achieve results in a fraction of "expected" times. His experience in a turnaround situation confirmed the saying that "the impossible is often the untried," and that the technical issues in business are less important than the people issues. Business successes are the result of carefully nurtured teamwork; not the rah-rah fluff type, but rather the practical nuts-and-bolts approach that is focused on the team�s common goals and the mechanics of how they work together effectively to achieve those goals quickly.Brian holds a BS in business and economics/industrial management from the Stuart School of Management and Finance at the Illinois Institute of Technology, Chicago. He is past president of the Chicago chapter of the Institute of Industrial Engineers, a speaker on operations planning and performance improvement to other professional organizations, and co-author of Six Sigma Financial Tracking and Reporting (McGraw-Hill, 2005).

Preface
Acknowledgments
The Six Sigma Management System
Introduction to Six Sigma
Foundations of the Six Sigma Management System
The Leadership Modes
Insights into Six Sigma Leadership
Six Sigma Management System Case Study
Six Sigma and Lean
Six Sigma and Lean
Process Improvement Teams and Tools
Introduction to Process Improvement Teams
Leadership Roles in Deploying Teams
Kaizen Teams
Lean Teams
Six Sigma Teams, Methodology and Tools
Introduction to the DMAIC Process Improvement
Define Phase
Measure Phase
Analyze Phase
Improve Phase
Control Phase
DMAIC Summary
DMADV
Six Sigma Impact Measurement
Financial and Performance Measurement
Supplemental Information
Innovating Breakthrough Solutions
Measurement System Analysis in Non-Manufacturing Environments
Index
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