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Six Sigma Chapters 1-3 - Coggle Diagram
Six Sigma Chapters 1-3
Chapter 2 Six Sigma History
Early statistics
Gauss: the normal curve
Shewhart: control charts
Deming: plan-do-check-act
Toyota and Lean
Deming taught in Japan
Just-in-Time production
Jidoka: stop on a defect
Motorola and GE
Galvin wanted 10x quality
Counted defects per million
Welch tied results to pay
Belt levels
White and Yellow: the basics
Green: does the analysis
Black: leads projects
Master Black: trains others
Chapter 1 What is Six Sigma?
The basic idea
Method for improving processes
Less variation, fewer defects
Fewer defects, happier customers
The number
3.4 defects per million
5 sigma = 233 defects
Lower sigma costs more money
Main principles
Start with the customer
Cut waste, reduce variation
Never stop improving
Use data, not hunches
What gets in the way
No leadership buy-in
No money or training
Bad or missing data
Chapter 3 Other Quality Methods
Lean and TQM
Lean removes waste
Kaizen: change for the better
TQM: quality at every level
BPR and Rummler-Brache
BPR: radical tech redesign
Expensive, used when badly broken
Rummler-Brache: Nine Boxes model
Scrum and CEM
Scrum: agile 2-4 week sprints
CEM: start from the customer
Use Six Sigma when
The cause is unknown
The problem is complex
Costs are tied to the process