McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

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• IntroductionChapter 1 Why Six Sigma? Process Improvement BasicsWhat Is a Process? Process SimulationsExercise 1-1 Scrambled Letters (A Process Overview)What Is a Product? Value PropositionsExercise 1-2 Group Bid (Customer Value)Exercise 1-3 Vacation Planning (Exploring Value Propositions)What Is a Quality Product? Focusing on Customer NeedsExercise 1-4 Customer Landscapes at Affordable Prices (Identifying the Process)Why Is Each Product Slightly Different? Demonstrating Process VariationExercise 1-5 Eyedropper (Examining Process Variation)Chapter 2 Who’s on First? Roles and OrganizationTeam RolesExercise 2-1 Give–Get (Six Sigma Roles and Expectations)Exercise 2-2 Lights, Camera, Action (Dealing with Difficult Situations)LeadershipExercise 2-3 Team Poker (Leadership and Decision Making)Exercise 2-4 Historical Leaders (Urgency, Vision, and Message)Facilitation and MentoringExercise 2-5 Meeting Facilitation (Role Play)Exercise 2-6 10 Things I Do for Fun (Team Icebreaker)Chapter 3 What Is Our Quest? The Define PhaseWhat Hurts? Formulating Problem and Goal StatementsExercise 3-1 Doctor, Doctor (Stating the Problem and Goal)Why Do We Need to “Get Better”? Stating the Business Case for ChangeExercise 3-2 Precision Delivery Inc. (Stating the Business Case for Improvement)Where Will We Improve? Project ScopeExercise 3-3 Break It Down (Individual Process Map)Exercise 3-4 World Hunger (Creating Scope Statements)What Would Be Better? Translating Customer NeedsExercise 3-5 Dream Car (Finding CTQ Measures)Chapter 4 How Is the Current Process Performing? The Measure PhaseWhat Should We Measure? Asking Questions and Testing TheoriesExercise 4-1 Unscrambling the Federal Reserve (Collecting and Organizing Data)Exercise 4-2 Who’s Here? (Collecting and Displaying Data)Do We Need to Measure Everything? Working with SamplesExercise 4-3 Precision Delivery Inc. (Data Collection and Sampling)Are We Speaking the Same Language? Operational DefinitionsExercise 4-4 Super-Fine Peanuts (Applying Operational Definitions)Are the Measurements Reliable? Verifying Measurement SystemsExercise 4-5 Object of the Game (Assessing the Measurement System)How Good Is My Product? Measuring Process SigmaExercise 4-6 Scrambled Letters (Measuring Process Sigma)Chapter 5 What Are the “Deep Dive” Causes of a Problem? The Analyze PhaseWhat Might Cause the Problem? Developing TheoriesExercise 5-1 Scrambled Letters (Developing Theories)How Does the Process Work? Process MappingExercise 5-2 Custom Landscapes at Affordable Prices (Process Analysis)How Do We Verify Causes? Putting Data to WorkExercise 5-3 Precision Delivery Inc. (Data Analysis)Exercise 5-4 Precision Delivery Inc. (Design of Experiment)Chapter 6 What Will We Change? The Improve PhaseHow Do We Find Ideas? BrainstormingExercise 6-1 Zoo Juggle (Brainstorming to Improve a Process)How Do We Move from impractical to ingenious? Generating Creative SolutionsExercise 6-2 Creative Juicer (Generating Creative Solutions)How Do We Work Out The Kinks? Piloting and Assessing RiskExercise 6-3 Well, Well, Well (Data Collection, Piloting, and Risk Assessment)How Do We Put Solutions in place? Implementation PlanningExercise 6-4 Cube Puzzle (Implementation Planning)Chapter 7 Are We There Yet? The Control PhaseHow Do We Maintain the benefits of change? Documenting and StandardizingExercise 7-1 Break It Down (Individual Process Documentation)Exercise 7-2 Snowflake (Group Process Documentation)How Do We Measure Progress? Keeping Score with Process MetricsExercise 7-3 Scrambled Letters (Tracking Performance)Exercise 7-4 Precision Delivery Inc. (Scoring the Goal)Chapter 8 Will There Be a Change Reaction? Dealing with ResistanceExercise 8-1 Changing Seats (Resistance to Change)Exercise 8-2 Personal Appearance Change Challenge (Understanding Resistance to Change)Exercise 8-3 Change Champion (Getting “Buy-In” to Change)Exercise 8-4 Paper Animals (Reactions to Change)Exercise 8-5 Island Dance (Managing the Fear of Change)Chapter 9 Is Our Team Geared for Success? Team BehaviorsExercise 9-1 Clue (Team versus Individual Goals)Exercise 9-2 Balloon Sculpture (Defining Goals with Ambiguous Metrics)Exercise 9-3 Four Suits, Five Hands (Exploring Team Behaviors)Exercise 9-4 I Want to Drive (Setting Common Expectations)Chapter 10 How Do We Stay On Track? Project ManagementExercise 10-1 Camel by Committee (Integrating Project Teams)Exercise 10-2 Domino Designs (Building an Effective Project Team)Exercise 10-3 Team Theatre (Effective Teamwork)Exercise 10-4 Draw It (Communicating Effectively)Index

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

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• IntroductionChapter 1 Why Six Sigma? Process Improvement BasicsWhat Is a Process? Process SimulationsExercise 1-1 Scrambled Letters (A Process Overview)What Is a Product? Value PropositionsExercise 1-2 Group Bid (Customer Value)Exercise 1-3 Vacation Planning (Exploring Value Propositions)What Is a Quality Product? Focusing on Customer NeedsExercise 1-4 Customer Landscapes at Affordable Prices (Identifying the Process)Why Is Each Product Slightly Different? Demonstrating Process VariationExercise 1-5 Eyedropper (Examining Process Variation)Chapter 2 Who’s on First? Roles and OrganizationTeam RolesExercise 2-1 Give–Get (Six Sigma Roles and Expectations)Exercise 2-2 Lights, Camera, Action (Dealing with Difficult Situations)LeadershipExercise 2-3 Team Poker (Leadership and Decision Making)Exercise 2-4 Historical Leaders (Urgency, Vision, and Message)Facilitation and MentoringExercise 2-5 Meeting Facilitation (Role Play)Exercise 2-6 10 Things I Do for Fun (Team Icebreaker)Chapter 3 What Is Our Quest? The Define PhaseWhat Hurts? Formulating Problem and Goal StatementsExercise 3-1 Doctor, Doctor (Stating the Problem and Goal)Why Do We Need to “Get Better”? Stating the Business Case for ChangeExercise 3-2 Precision Delivery Inc. (Stating the Business Case for Improvement)Where Will We Improve? Project ScopeExercise 3-3 Break It Down (Individual Process Map)Exercise 3-4 World Hunger (Creating Scope Statements)What Would Be Better? Translating Customer NeedsExercise 3-5 Dream Car (Finding CTQ Measures)Chapter 4 How Is the Current Process Performing? The Measure PhaseWhat Should We Measure? Asking Questions and Testing TheoriesExercise 4-1 Unscrambling the Federal Reserve (Collecting and Organizing Data)Exercise 4-2 Who’s Here? (Collecting and Displaying Data)Do We Need to Measure Everything? Working with SamplesExercise 4-3 Precision Delivery Inc. (Data Collection and Sampling)Are We Speaking the Same Language? Operational DefinitionsExercise 4-4 Super-Fine Peanuts (Applying Operational Definitions)Are the Measurements Reliable? Verifying Measurement SystemsExercise 4-5 Object of the Game (Assessing the Measurement System)How Good Is My Product? Measuring Process SigmaExercise 4-6 Scrambled Letters (Measuring Process Sigma)Chapter 5 What Are the “Deep Dive” Causes of a Problem? The Analyze PhaseWhat Might Cause the Problem? Developing TheoriesExercise 5-1 Scrambled Letters (Developing Theories)How Does the Process Work? Process MappingExercise 5-2 Custom Landscapes at Affordable Prices (Process Analysis)How Do We Verify Causes? Putting Data to WorkExercise 5-3 Precision Delivery Inc. (Data Analysis)Exercise 5-4 Precision Delivery Inc. (Design of Experiment)Chapter 6 What Will We Change? The Improve PhaseHow Do We Find Ideas? BrainstormingExercise 6-1 Zoo Juggle (Brainstorming to Improve a Process)How Do We Move from impractical to ingenious? Generating Creative SolutionsExercise 6-2 Creative Juicer (Generating Creative Solutions)How Do We Work Out The Kinks? Piloting and Assessing RiskExercise 6-3 Well, Well, Well (Data Collection, Piloting, and Risk Assessment)How Do We Put Solutions in place? Implementation PlanningExercise 6-4 Cube Puzzle (Implementation Planning)Chapter 7 Are We There Yet? The Control PhaseHow Do We Maintain the benefits of change? Documenting and StandardizingExercise 7-1 Break It Down (Individual Process Documentation)Exercise 7-2 Snowflake (Group Process Documentation)How Do We Measure Progress? Keeping Score with Process MetricsExercise 7-3 Scrambled Letters (Tracking Performance)Exercise 7-4 Precision Delivery Inc. (Scoring the Goal)Chapter 8 Will There Be a Change Reaction? Dealing with ResistanceExercise 8-1 Changing Seats (Resistance to Change)Exercise 8-2 Personal Appearance Change Challenge (Understanding Resistance to Change)Exercise 8-3 Change Champion (Getting “Buy-In” to Change)Exercise 8-4 Paper Animals (Reactions to Change)Exercise 8-5 Island Dance (Managing the Fear of Change)Chapter 9 Is Our Team Geared for Success? Team BehaviorsExercise 9-1 Clue (Team versus Individual Goals)Exercise 9-2 Balloon Sculpture (Defining Goals with Ambiguous Metrics)Exercise 9-3 Four Suits, Five Hands (Exploring Team Behaviors)Exercise 9-4 I Want to Drive (Setting Common Expectations)Chapter 10 How Do We Stay On Track? Project ManagementExercise 10-1 Camel by Committee (Integrating Project Teams)Exercise 10-2 Domino Designs (Building an Effective Project Team)Exercise 10-3 Team Theatre (Effective Teamwork)Exercise 10-4 Draw It (Communicating Effectively)Index

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

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• IntroductionChapter 1 Why Six Sigma? Process Improvement BasicsWhat Is a Process? Process SimulationsExercise 1-1 Scrambled Letters (A Process Overview)What Is a Product? Value PropositionsExercise 1-2 Group Bid (Customer Value)Exercise 1-3 Vacation Planning (Exploring Value Propositions)What Is a Quality Product? Focusing on Customer NeedsExercise 1-4 Customer Landscapes at Affordable Prices (Identifying the Process)Why Is Each Product Slightly Different? Demonstrating Process VariationExercise 1-5 Eyedropper (Examining Process Variation)Chapter 2 Who’s on First? Roles and OrganizationTeam RolesExercise 2-1 Give–Get (Six Sigma Roles and Expectations)Exercise 2-2 Lights, Camera, Action (Dealing with Difficult Situations)LeadershipExercise 2-3 Team Poker (Leadership and Decision Making)Exercise 2-4 Historical Leaders (Urgency, Vision, and Message)Facilitation and MentoringExercise 2-5 Meeting Facilitation (Role Play)Exercise 2-6 10 Things I Do for Fun (Team Icebreaker)Chapter 3 What Is Our Quest? The Define PhaseWhat Hurts? Formulating Problem and Goal StatementsExercise 3-1 Doctor, Doctor (Stating the Problem and Goal)Why Do We Need to “Get Better”? Stating the Business Case for ChangeExercise 3-2 Precision Delivery Inc. (Stating the Business Case for Improvement)Where Will We Improve? Project ScopeExercise 3-3 Break It Down (Individual Process Map)Exercise 3-4 World Hunger (Creating Scope Statements)What Would Be Better? Translating Customer NeedsExercise 3-5 Dream Car (Finding CTQ Measures)Chapter 4 How Is the Current Process Performing? The Measure PhaseWhat Should We Measure? Asking Questions and Testing TheoriesExercise 4-1 Unscrambling the Federal Reserve (Collecting and Organizing Data)Exercise 4-2 Who’s Here? (Collecting and Displaying Data)Do We Need to Measure Everything? Working with SamplesExercise 4-3 Precision Delivery Inc. (Data Collection and Sampling)Are We Speaking the Same Language? Operational DefinitionsExercise 4-4 Super-Fine Peanuts (Applying Operational Definitions)Are the Measurements Reliable? Verifying Measurement SystemsExercise 4-5 Object of the Game (Assessing the Measurement System)How Good Is My Product? Measuring Process SigmaExercise 4-6 Scrambled Letters (Measuring Process Sigma)Chapter 5 What Are the “Deep Dive” Causes of a Problem? The Analyze PhaseWhat Might Cause the Problem? Developing TheoriesExercise 5-1 Scrambled Letters (Developing Theories)How Does the Process Work? Process MappingExercise 5-2 Custom Landscapes at Affordable Prices (Process Analysis)How Do We Verify Causes? Putting Data to WorkExercise 5-3 Precision Delivery Inc. (Data Analysis)Exercise 5-4 Precision Delivery Inc. (Design of Experiment)Chapter 6 What Will We Change? The Improve PhaseHow Do We Find Ideas? BrainstormingExercise 6-1 Zoo Juggle (Brainstorming to Improve a Process)How Do We Move from impractical to ingenious? Generating Creative SolutionsExercise 6-2 Creative Juicer (Generating Creative Solutions)How Do We Work Out The Kinks? Piloting and Assessing RiskExercise 6-3 Well, Well, Well (Data Collection, Piloting, and Risk Assessment)How Do We Put Solutions in place? Implementation PlanningExercise 6-4 Cube Puzzle (Implementation Planning)Chapter 7 Are We There Yet? The Control PhaseHow Do We Maintain the benefits of change? Documenting and StandardizingExercise 7-1 Break It Down (Individual Process Documentation)Exercise 7-2 Snowflake (Group Process Documentation)How Do We Measure Progress? Keeping Score with Process MetricsExercise 7-3 Scrambled Letters (Tracking Performance)Exercise 7-4 Precision Delivery Inc. (Scoring the Goal)Chapter 8 Will There Be a Change Reaction? Dealing with ResistanceExercise 8-1 Changing Seats (Resistance to Change)Exercise 8-2 Personal Appearance Change Challenge (Understanding Resistance to Change)Exercise 8-3 Change Champion (Getting “Buy-In” to Change)Exercise 8-4 Paper Animals (Reactions to Change)Exercise 8-5 Island Dance (Managing the Fear of Change)Chapter 9 Is Our Team Geared for Success? Team BehaviorsExercise 9-1 Clue (Team versus Individual Goals)Exercise 9-2 Balloon Sculpture (Defining Goals with Ambiguous Metrics)Exercise 9-3 Four Suits, Five Hands (Exploring Team Behaviors)Exercise 9-4 I Want to Drive (Setting Common Expectations)Chapter 10 How Do We Stay On Track? Project ManagementExercise 10-1 Camel by Committee (Integrating Project Teams)Exercise 10-2 Domino Designs (Building an Effective Project Team)Exercise 10-3 Team Theatre (Effective Teamwork)Exercise 10-4 Draw It (Communicating Effectively)Index