The Six Sigma Black Belt Handbook

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Key Features Integrate the Six Sigma approach into business strategy Tools for estimating quality project cost on individual unit bases Problem-solving tools such as: Design for Six Sigma and TRIZ Helps to provide the methodologies and tools to lead multiple projects throughout your firm A complete guide for understanding and writing financial reports About The Author Tom McCarty is the Director of Consulting Services for Motorola University. Tom and the Consulting Services team are dedicated to improving the business performance of Motorola's suppliers, channel partners, customers and business alliances through the full implementation of Six Sigma Business Improvement Campaigns. For the past five years, Tom has worked with numerous executive teams to help them formulate strategic plans, Balanced Scorecards, and focused Six Sigma implementation plans. Tom is trained as a Six Sigma Black Belt, has 26 years of Motorola management experience, and has successfully led Six Sigma implementations for a variety of clients, across a variety of industries. Tom is a contributing author to The Corporate University Handbook and a Co-author of The New Six Sigma. Lorraine Daniels is a Master Black Belt working as a Six Sigma Senior Consultant and Master Instructor worldwide for Motorola University. She is a doctoral candidate in Industrial Engineering at Arizona State University. She lives in Tempe, Arizona. Michael Bremer is the President of the Cumberland Group, a consulting firm that specializes in process and business performance improvement. A certified Six Sigma Black Belt from Motorola, he lives in Hinsdale, Illinois. Praveen Gupta is a PE, Master Black Belt, and ASQ Fellow. Praveen, who was there at time and place of the birth of Six Sigma, has taught Six Sigma at Motorola University for over ten years. His first Six Sigma project was completed in 1988. He lives in Schaumburg, Illinois. Table Of Contents Part One: The Six Sigma Management System Chapter 1: Introduction to Six Sigma Chapter 2: Foundations of the Six Sigma Management System Chapter 3: The Leadership Modes Chapter 4: Insights into Six Sigma Leadership Chapter 5: Six Sigma Management System Case Study Part Two: Six Sigma and Lean Chapter 6: Six Sigma and Lean Part Three: Process Improvement Teams and Tools Chapter 7: Introduction to Process Improvement Teams Chapter 8: Leadership Roles in Deploying Teams Chapter 9: Kaizen Teams Chapter 10: Lean Teams Part Four: Six Sigma Teams, Methodology and Tools Chapter 11: Introduction to the DMAIC Process Improvement Chapter 12: Define Phase Chapter 13: Measure Phase Chapter 14: Analyze Phase Chapter 15: Improve Phase Chapter 16: Control Phase Chapter 17: DMAIC Summary Chapter 18: DMADV Part Five: Six Sigma Impact Measurement Chapter 19: Financial and Performance Measurement Part Six: Supplemental Information Chapter 20: Innovating Breakthrough Solutions Chapter 21: Measurement System Analysis in Non-Manufacturing Environments INDEX