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The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams (Paperback)

by Peter S. Pande (Author), Robert P. Neuman (Author), Roland R. Cavanagh (Author) "SIX SIGMA. A new name for an old vision: near-perfect products and services for customers ..." (more)

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Product details

Paperback: 403 pages
Publisher: McGraw-Hill Professional (1 Jan 2002)
Language English
ISBN-10: 0071373144
ISBN-13: 978-0071373142
Product Dimensions: 23.2 x 18.2 x 3 cm

Average Customer Review: 5.0 out of 5 stars See all reviews (4 customer reviews)

Amazon.co.uk Sales Rank: 183,721 in Books (See Bestsellers in Books)
Popular in these categories:
#28 in Books > Business, Finance & Law > Management > Six Sigma
#32 in Books > Business, Finance & Law > Management > Management Skills > Teams

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Product Description

This is a hands-on implementation guide to the bestselling "The Six Sigma Way". Six Sigma is today's most talked-about, and successful, business improvement initiative. "The Six Sigma Way Team Fieldbook" goes beyond theory to explain the tools and procedures a project leader or team needs to implement a Six Sigma improvement project. Designed as a step-by-step implementation manual, it explains how to use Six Sigma methods to identify products and processes that need improvement, then use a proactive approach to either improve or redesign them - boosting performance, reducing costs, and/or increasing customer satisfaction.Written by three veteran consultants and trainers to GE and other top corporate Six Sigma initiatives, "The Six Sigma Way Team Fieldbook" covers dozens of essential tools and basic statistical techniques needed to execute Six Sigma projects in any organizational environment. Written in a concise, how-to format, and with dozens of data-gathering forms, checklists, and worksheets, it provides Black Belts, Green Belts, and team members with the information they need, including: what a Six Sigma project team needs to know before it gets started; a five-step guide to leading a Six Sigma team through DMAIC (Define, Measure, Analyze, Improve, Control); and, when and how to use thirty-five six sigma improvement tools and techniques.

Book Description

Six Sigma is a system for improving the quality of organizational processes. It was originally developed at Motorola in the 1980's and has become one of the most widely discussed and reported trends in business over the past two years, thanks largely to the phenomenal successes of the Six Sigma program at one of the world's most successful companies, GE. At the heart of Six Sigma are project improvement teams. These teams are responsible for identifying a product, service or process that needs improvment or redesign, gathering data on the process and the rate of defects, and finding ways to improve quality--up to a Six Sigma level, i.e. 4.3 defects per million. Whereas the Six Sigma Way focused on the overall organizational issues for senior managers interested in implementing Six Sigma. The Six Sigma Way Fieldbook focuses on the improvement teams that do that real work of Six Sigma. The Fieldbook will provide a practical reference for team leaders and team members of Six Sigma project improvement teams. It will focus on the practical tools and methods that have made Six Sigma popular and successful, and how a team can implement them. The authors provide guidelilnes and tips for improving existing process, redesigning new process, and using advanced Six Sigma tools.

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SIX SIGMA. A new name for an old vision: near-perfect products and services for customers. Read the first page

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	78% buy the item featured on this page: The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams 5.0 out of 5 stars (4) �13.08
	7% buy The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 70 Tools for Improving Quality and Speed 4.4 out of 5 stars (7) �6.67
	7% buy The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance 3.5 out of 5 stars (2) �12.89
	5% buy What Is Six Sigma? 5.0 out of 5 stars (2) �4.76

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51 of 52 people found the following review helpful:

5.0 out of 5 stars Excellent guide to implementing Six Sigma and DMAIC., 23 Jan 2003

By A Customer

In the Preface the authors say you can use the book in whatever way works best for you, and it's true. If you don't know much about Six Sigma and the DMAIC methodology, you can start at page 1 and read it as a narrative. If you're already a Green Belt and need a bit of help in the middle of a DMAIC project, you can dip in and readily find useful reference material.

The text follows a lively upbeat style that really promotes the whole approach and specific techniques, and motivates you to get out there and try it out for yourself! The team 'fieldbook' is absolutely justified - there is a wealth of clear and complete descriptions of the relevant techniques for each stage of DMAIC (Define, Measure, Analyse, Improve, Control), well organised in clear sections with useful diagrams. This is supplemented with useful 'real-world' tips, illustrative examples, possible problem areas, case-studies and cross references to other parts of the book.

The authors claim to have extensive experience in implementing Six Sigma on successful business improvement projects. Based on the content of this book, I have absolutely no reason to doubt that claim.

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5.0 out of 5 stars How to Achieve "Practically-Perfect Quality of Performance" , 20 Feb 2008

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 100 REVIEWER) (REAL NAME)

Over the years, I have worked with dozens of small-to-midsize companies, all of which were in dire need of improving one or more of the following: cost reduction, culture change, customer retention, cycle-time reduction, defect reduction, market-share growth, productivity improvement, and product-service development. You can thus understand why I was curious to know to what extent (if any) Six Sigma could be helpful to small-to-midsize companies.

By now we have become well aware of the success of Six Sigma initiatives at major international corporations such as ABB, Allied Signal/Honeywell, Black & Decker, Dow Chemical, Dupont, Federal Express, General Electric, Johnson and Johnson, Kodak, Motorola, SONY, and Toshiba. Once having read this book, I am convinced that -- with certain modifications -- Six Sigma could perhaps be even more valuable to small-to-midsize companies which, obviously, have fewer resources. What exactly is Six Sigma? The authors provide this definition: "A comprehensive and flexible system for achieving, sustaining, and maximizing business success. Six Sigma is uniquely driven by close understanding of consumer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business processes."

The authors identify what they call "hidden truths" about Six Sigma:

1. You can apply Six Sigma to many different business activities and challenges -- from strategic planning to operations to customer service -- and maximize the impact of your efforts.

2. The benefits of Six Sigma will be accessible whether you lead an entire organization or a department. Moreover, you'll be able to scale your efforts, from tackling specific problems to renewing the entire business.

3. You'll be prepared to achieve breakthroughs in these untapped gold mines of opportunity -- and to broaden Six Sigma beyond the realm of the engineering community.

4. You'll gain insights into how to strike the balance between push and pull -- accommodating people and demanding performance. That balance is where real sustained improvement is found. On either side -- being "too nice" or forcing people beyond their understanding and readiness -- lie merely short-term goals or no results at all.

5. The good news is, Six Sigma is a lot more fun than root canal. Seriously, the significant financial gains from Six Sigma may be exceeded in value by the intangible benefits. In fact, the changes in attitude and enthusiasm that come from improved processes and better-informed people are often easier to observe, and more emotionally rewarding than dollar savings.

The authors organize their material as follows: Part One: An Executive Summary of Six Sigma; Part Two: Gearing Up and Adapting Six Sigma to Your Organization; Part Three: Implementing Six Sigma -- The Roadmap and Tools; and finally, The Appendices: Practical Support. According to Jack Welch, "The best Six Sigma projects begin not inside the business but outside it, focused on answering the question -- how can we make the customer more competitive? What is critical to the customer's success?...One thing we have discovered with certainty is that anything we do that makes the customer more successful inevitably results in a financial return for us."

If anything, it is even more important for small-to-midsize companies (than it is for the GEs of the world) to answer these two questions correctly and then track and compare their performance in terms of what their customers require. The well-publicized objective of Six Sigma is to achieve practically-perfect quality of performance (ie 3.4 defects for every million activities or "opportunities") and this is indeed an ambitious objective. Collins and Porras, authors of Built to Last, would probably view it as the biggest of Big Hairy Audacious Goals (BHAGs). In that book, they assert that the most successful and admired companies have the ability -- and willingness -- to simultaneously adopt two seemingly contrary objectives at the same time. Stability and renewal, Big Picture and minute detail, creativity and rational analysis -- these forces, working together,, make organizations great. This "we can do it all" approach they call the "Genius of the And."

Pande, Neuman, and Cavanagh suggest that all manner of specific benefits can result from following "the Six Sigma way." For example, Six Sigma generates sustained success, sets a performance goal for everyone, enhances value to customers, accelerates the rate of improvement, promotes learning and "cross-pollination", and executes strategic change. All organizations (regardless of their size or nature) need to avoid or escape what the authors refer to as the "Tyranny of Or." Here in a single volume is about all they need to seek "practically-perfect quality of performance." Whether or not they ultimately reach that destination, their journey en route is certain to achieve improvement which would otherwise not be possible.

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5.0 out of 5 stars One of the Best if not the best, 10 April 2009

By	A. Hariri (Coventry, UK) - See all my reviews (REAL NAME)

One of the best Six Sigma books I have bought.

There are a lot of helpful information and I like how the book provides lists of power tools for each stage of the DMAIC cycle.

Recommended for anyone who wants to know more about Six Sigma and the DMAIC cycle in details.

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5.0 out of 5 stars Good intro to 6 Sigma
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