Profits in tough times require prioritization and focus. If properly managed, Six Sigma methods can deliver dramatic improvement by increasing manufacturing and process efficiencies. But nearly 60% of all corporate Six Sigma initiatives fail to yield the desired results -- often companies take the qfighting firesq approach to business and do not take time to understand what the data in telling them, which is why many Six Sigma projects fail. The high-visibility of the Six Sigma Initiative has corporate executives committing to significant investment in resources often without any tangible improvement in profitability -- a fact neglected by most Six Sigma books. Written with Green belts, and managers in mind, this reference shows readers how to statistically evaluate a Six Sigma program, identify problems, and make tailor-made adjustments to get the desired results and revitalize a program.A Statistical Guide to Optimizing Results Praveen Gupta ... 235a237 risk priority number (RPN) in, 240-241 service industry and, 241, 243, 244 severity in, 238 timeliness in, 237 Failure of Six Sigma, 5-10, 23 balanced plan for, 25-26 Black Belt, 8 consultants and, 9 convergence of theories in, 26a30 corporate level, 9a 10 employees and, ... vision statements and, 26 Fear of change, 88-89 Feedback in communication, 71a72 Filardo, Al, 78 Fishbone diagram, 228-235, 230, 234, 235.
|Title||:||The Six Sigma Performance Handbook|
|Publisher||:||McGraw Hill Professional - 2005|