Lean Mastery Collection Read online

  LEAN MASTERY COLLECTION

  8 Manuscripts in 1 Book

  Jeffrey Ries

  © Copyright 2018 by Jeffrey Ries. All rights reserved.

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  BOOKS INCLUDED:

  Lean Six Sigma

  Lean Startup

  Lean Enterprise

  Lean Analytics

  Agile Project Management

  Kanban

  Scrum

  Kaizen

  Table of Contents

  Lean Six Sigma

  Introduction

  Chapter 1: What is Six Sigma?

  Chapter 2: The Different Levels of Implementing Six Sigma

  Chapter 3: Why is Six Sigma Used?

  Chapter 4: Tools to Use with Six Sigma

  Chapter 5: Steps to Follow in the Six Sigma Methodology

  Chapter 6: Scope the Perfect Project

  Chapter 7: Transform Your Problem

  Chapter 8: Knowing Your Goals and Your Needs

  Chapter 9: Determine Who is Responsible for Each Project Part

  Chapter 10: Picking Out the Solution, Implementing, and Following Up

  Chapter 11: Common Issues with Implementing Six Sigma

  Chapter 12: How to Get Six Sigma Certification

  Chapter 13: Tips to Help with Six Sigma

  Conclusion

  Lean Startup

  Introduction

  Chapter 1: Lean Startup Options

  Chapter 2: Create a Useful Lean Startup Experiment

  Chapter 3: Growing a Startup

  Chapter 4: Six Sigma Basics

  Chapter 5: Implementing Six Sigma

  Chapter 6: Additional Strategies

  Conclusion

  Lean Enterprise

  Introduction

  Chapter 1: Why Lean Matters to Your Enterprise

  Chapter 2: Creating a Lean System

  Chapter 3: Setting Lean Goals

  Chapter 4: Simplifying Lean as Much as Possible

  Chapter 5: Lean and Production

  Chapter 6: Run a Lean Office

  Chapter 7: Kanban

  Chapter 8: 5s

  Chapter 9: Six Sigma

  Conclusion

  Lean Analytics

  Introduction

  Chapter 1: What is Lean Analytics?

  Chapter 2: The Lean Analytic Stages Each Company Needs to Follow

  Chapter 3: The Lean Analytics Cycle

  Chapter 4: False Metrics vs. Meaningful Metrics

  Chapter 5: Recognizing and Choosing a Good Metric

  Chapter 6: Simple Analytical Tests to Use

  Chapter 7: Step 1 of the Lean Analytical Process: Understanding Your Project Type

  Chapter 8: Step 2: Determine Your Current State

  Chapter 9: Step 3: Pinpoint the Most Pressing Metric

  Chapter 10: Tips to Make Lean Analytics More Successful for You

  Conclusion

  Agile Project Management

  Introduction

  Chapter 1: What Do We Mean by Agile Project Management

  Chapter 2: How to Implement Agile Project Management

  Chapter 3: Agile versus Waterfall Model

  Chapter 4: Learning more about Scrum and Agile Principle

  Chapter 5: Turning Your Organization Agile

  Chapter: 6 Principles of Agile Plus Agile Manifesto

  Chapter 7: Techniques of Agile Software Development

  Chapter 8: Challenges of Implementing Agile

  Chapter 9: Agile Methodology

  Chapter 10: Keys to Successful Implementation of Agile

  Conclusion

  Kanban

  Introduction

  Chapter 1: The Current Status of Kanban

  Chapter 2: How to Utilize the Kanban Process in a Non-Manufacturing Setting

  Chapter 3: Applying Kanban to Lean Manufacturing

  Chapter 4: Applying a Kanban Process to Software Development

  Chapter 5: How Kanban Reduces Risk and Creates Improved Software

  Chapter 6: Applying A Kanban Process to Workflow in Your Company

  Chapter 7: Implement A Kanban System Effectively

  Chapter 8: Implement Kanban Digital Boards for Production

  Chapter 9: Development Tips for Your Kanban Digital Boards

  Chapter 10: The Difference Between Kanban and PAR

  Conclusion

  Scrum

  Introduction

  Chapter 1: Basics of Scrum

  Chapter 2: The Sprint

  Chapter 3: Looking Back on a Sprint and Planning for the Future

  Chapter 4: Artifacts of Scrum

  Chapter 5: Scrum Master as Servant Leader

  Chapter 6: Making the Scrum Transition

  Chapter 7: Tips for Success

  Chapter 8: Stories from the Trenches

  Conclusion

  Kaizen

  Introduction

  Chapter One: Kaizen and Teamwork

  Chapter Two: Implementing Kaizen in a Startup

  Chapter Three: The Five S’s of Kaizen

  Chapter Four: A Step-by-Step Kaizen Guide for Startups and Small Businesses

  Chapter Five: Idea-Sharing and Kaizen Boards

  Conclusion

  Lean Six Sigma

  A Beginner’s Step-By-Step Guide to Implementing Six Sigma Methodology to an Enterprise and Manufacturing Process

  Introduction

  Congratulations on getting a copy of Lean Six Sigma: A Beginner’s Step-By-Step Guide to Implementing Six Sigma Methodology to an Enterprise and Manufacturing Process and thank you for doing so.

  The following chapters will discuss everything that you need to know to get started with Six Sigma. Six Sigma is a methodology that is going to change the way that you do business. It strives to help you reach near perfection in the products that you sell, the customer service that you provide, and the lack of waste that you achieve. Moreover, it can work for all types of industries and businesses.

  This guidebook will provide you
with the tools you need to work with Six Sigma and see an improvement in your business. While other companies may waste hundreds of thousands of dollars on inefficient methods and faulty products, you can use the Six Sigma method to help improve your customer service, increase your productivity, and make your company more efficient. When Six Sigma is implemented properly, you can reach near perfection in all your company processes. This guidebook will show you how this is possible!

  There are plenty of books on this subject on the market, thanks again for choosing this one! Every effort was made to ensure it is full of as much useful information as possible, please enjoy!

  Chapter 1: What is Six Sigma?

  If you have been running your business for some time, you have probably heard about Six Sigma at some point. It is known as a quality improvement method that is used often to help you find defects in the business model so that you can reduce them and get the business to be more effective than before.

  Six Sigma is one of the most effective methods currently available to help improve the performance of any organization. It is able to do this by minimizing the defects in a business's products or service. With this method, all the errors committed have a cost associated in the form of losing customers, replacing a part, waste of material or time, redoing a task, or missing efficiency. In the end, this could end up costing the business. Six Sigma works to reduce these losses in order to help a business grow.

  This methodology of Six Sigma was endorsed by Motorola in the 1980s. The company, at that time, was trying to find a way that they could measure their defects at a granular level compared to the previous methods, and their hope was to reduce these defects in order to provide a better product to their customers.

  What they ended up with was a huge increase in the quality levels of several of their products, and the company received the first Malcolm Baldrige National Quality Award. It did not take long until Motorola shared their Six Sigma method and soon there were many other companies who were reaping the rewards as well. By 2003, it was estimated that the combined savings of all companies using the Six Sigma method were more than $100 billion.

  What is the Sigma Scale?

  The first thing that we are going to look at is known as the Sigma scale. This is a universal measure of the performance of any type of organization or business. Sigma is known as the statistical term to represent a standard deviation or the measure of a variation in a dataset. Higher scores of this indicate better performance, or it can mean the results are more precise.

  In other words, if the output is defective 60 percent of the time, it means that the performance of One Sigma is compliant. However, if the output is defective 31 percent of the time, it means that it is demonstrating what is known as Two Sigma compliance. An example of how this works for the different Sigma’s includes the following table:

  The Sigma Scale

  Sigma

  Percent Defective

  Defects out of a Million

  1

  69%

  691,462

  2

  31%

  308,538

  3

  6.70%

  66,807

  4

  .062%

  6,210

  5

  0.02%

  233

  6

  0.00%

  3.4

  7

  0.00%

  0.019

  As shown above, Six Sigma implies almost perfect output because there are only 3.4 defects per million opportunities.

  DPMO

  The term defect is used a lot when it comes to Six Sigma. The goal of the company is to reduce how many defects occur so they can reduce waste, provide a better product for their company, and make more money. However, what does this defect mean?

  The “defect” is going to be explained as the nonconformities that are showing up in an output that falls lower than what the customers find as satisfactory. The number of DPMO, or defects present per million opportunities, is going to be used to figure out which part of the Sigma scale that process corresponds to. Most organizations in the world would fall somewhere between Three and Four Sigma. This may not seem so bad, but it really implies that they could be losing up to a quarter of their total revenue simply because there are some defects in the organization.

  The Six Sigma methodology can help these businesses out. It can move them up to a new level of Sigma, which can reduce all that waste and those defects, effectively helping them to earn more profits.

  Applying Six Sigma

  While there are many different methodologies that can come with Six Sigma and can help the business to reduce its defects, the two basic ones that are good to start with include DFSS and DMAIC. Let us look at each of them below to understand how they work a little better.

  DMAIC

  The first one is DMAIC. In order to help modify a process that is already in existence and change it so that it can be more compliant with the Six Sigma methodology, therefore, more efficient, you would work with DMAIC. This stands for:

  Define: This is where an organization needs to define the goals for process improvements so that they are in coherence with the strategies of the business and with the demands of the customers. You can’t get far in your process without defining what goals you want to reach and which processes must be improved to reach these goals.

  Measure: This is the current performance of the systems in place for the business. It will also take some time to gather data that is relevant and can be used in the future. Measuring the data you receive and the results that you are looking for can be important, and you must make sure you are relying on the right tools to do it.

  Analyze: This is where you will analyze the current setting and then observe how the relationship between the performance and the key parameters work. Lean analytics can be a good tool to use to analyze the situation and make sure your improvements are actually working. If changes need to be made, your analysis will showcase when this should happen.

  Improve: From the other steps, you will be able to find ways to improve the process. This helps to optimize the process to earn the business more money.

  Control: Here you will control the parameters before they are able to affect the outcome.

  DFSS

  Now, the business can also choose to completely start a new process from scratch and make it work with the Six Sigma methodology. This would be done with DFSS. When a new process is started in this manner, Design for Six Sigma methodology, or DFSS, is going to be used. Some see it just as an offshoot of Six Sigma and others are going to see it as its own methodology. Either way, the DFSS requires the IDOV approach, which stands for:

  Identify: Here you are going to identify and then define the process goals. These need to be consistent with both the standards of your industry as well as the demands of the customer.

  Design: This includes taking into consideration all of the possible solutions, and then selecting the one that is optimal.

  Optimize: This is when you will optimize the performance of the application. You can use different methods to do this such as statistical modeling and advanced simulations.

  Validate: This is when you will verify the solution that you chose and see if it works.

  There are times when the DMAIC that we talked about before can turn into a DFSS. This happens when you look at the processes you are using and find they are completely irrelevant or just are not working for you. You may decide to redesign them to get the results that you want.

  For some people, they want to be able to use the system that they already have in place to get started with Six Sigma. Others find that how they currently do things is such a mess that it is just easier to start over and try something new. Your business will have to look at its current processes and determine which method will make the best sense for you.

  Chapter 2: The Different Levels of Implementing Six Sigma

  There are several different levels when it comes to implementing Six
Sigma. The role that a person plays in this is going to depend on how much training they have with Six Sigma, what position they hold in the company, and so much more.

  Implementing Six Sigma

  Six Sigma is designed to have professional quality management roles for everyone who is a part of the team. They have also adopted a ranking system that is similar to what you find in martial arts, in order to tell who does what in the business when working with Six Sigma. Some of the different rankings for this method include:

  Executive Leadership: This is going to be anyone who is in the top management level of a business and can include the CEO. These visionaries are going to authorize the others on the team to provide them with the needed resources to improve a process. You must make sure that your leadership includes some of those in the upper levels of your company. Without this support, it can be impossible to get Six Sigma and its processes to work properly.

  Champions or the Quality Leaders: These individuals are going to be in charge of integrating and implementing the methodology through the whole organization. They are the ones who will be chosen from the upper management and they can be mentors to the Black Belts.