The importance to satisfying the customers’ requirements is rated on a scale of 1 to 10 for each of the legs of the radar chart. The book defines critical to quality as “Critical to quality (CTQ) is the analysis of the characteristics of a product or service that are critical to the customer or to the performance of the product or service to guarantee that they meet requirements.”, then goes on to say “ Often a radar chart is used to identify critical to quality parameters/characteristics related to the item being evaluated. These sections cover everything from Critical to Quality and Cycle Time Analysis and Reduction to Bureaucracy Elimination Methods and Conflict Resolution. They dive into processes like 5S, then move on to benchmarking. They cover so many important topics it needed to be spread out over multiple chapters. Where we feel this book really shines is Chapters 7 & 8, Black Belt Nonstatistical Tools. Forget the standard 7 wastes, the authors identify 9 wastes you should be aware of – Overproduction, Excess inventory, Defects, Extra processing, Waiting, Motion, Transportation, Underutilized people. As you would expect, variation (and charting it) is covered in detail in this section. Learning to see variation (mura) or waste (muda) requires a shift in how we view our organization.” These are great points and something that every Lean Six Sigma practitioner should be aware of. Almost all organizational wastes or process wastes are related to an employee in the organization that holds a traditional belief system. These mindsets or belief systems are put into context here and described with terms like just-in-case logic. It also discusses the mindsets that are the root causes of waste. This chapter describes what waste is and how to identify waste. However, behavioral wastes can severely hinder Lean initiatives. The authors describe the chapter like this: “ Until recently, when we talk about learning to see waste, we are considering organizational wastes, not behavioral wastes. Every Lean Six Sigma book discusses waste, but this book dedicates an entire chapter to this subject. This chapter is all about waste identification. With so much information, we’re only going to look at a few chapters that really stood out to us. Whether you’re preparing for a certification exam, or leading a multi-faceted Six Sigma project, this book has you covered. With over 500 pages of actual learning content, you’ll have all the information you’ll need at your fingertips. With that said, this book is very comprehensive by most standards. Regardless of your certification level, most practitioners will start their careers as Yellow Belts and Green belts. Regardless – this is a minor complaint and does not effect the overall quality of the book. That doesn’t necessary denote “progression” however, the role of a Black Belt is completely different than the role of a Yellow Belt. Yes, Black Belts typically work as Yellow and Green belts before working as Black belts. Yes, Black Belts know more than Yellow Belts. Instead, we encourage our members to think of the belts as job-functions, rather than a step-up progression in knowledge. This isn’t necessary wrong, but it is not how MSI views belts. The following outlines this growth path along with the prerequisites for each step in the path, starting at the beginning level.” If you’ve been following MSI over the years, you know we aren’t a fan of the belt “progression” thought-process. In particular it states: “ The LSSBB methodology has been designed to provide a growth path for the people using it. Unfortunately, it starts by discussing a “growth path” for Six Sigma, specifically for Six Sigma certification. Section one of this book starts by discussing an overview of Lean Six Sigma.
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