Coverart for item
The Resource Lean Six Sigma that works : a powerful action plan for dramatically improving quality, increasing speed, and reducing waste, Bill Carreira and Bill Trudell, (electronic resource)

Lean Six Sigma that works : a powerful action plan for dramatically improving quality, increasing speed, and reducing waste, Bill Carreira and Bill Trudell, (electronic resource)

Label
Lean Six Sigma that works : a powerful action plan for dramatically improving quality, increasing speed, and reducing waste
Title
Lean Six Sigma that works
Title remainder
a powerful action plan for dramatically improving quality, increasing speed, and reducing waste
Statement of responsibility
Bill Carreira and Bill Trudell
Creator
Contributor
Subject
Language
eng
Cataloging source
DLC
http://library.link/vocab/creatorName
Carreira, Bill
Dewey number
658.4/013
LC call number
HD38.5
LC item number
.C27 2006
http://library.link/vocab/relatedWorkOrContributorName
Trudell, Bill
http://library.link/vocab/subjectName
  • Business logistics
  • Six sigma (Quality control standard)
Label
Lean Six Sigma that works : a powerful action plan for dramatically improving quality, increasing speed, and reducing waste, Bill Carreira and Bill Trudell, (electronic resource)
Instantiates
Publication
Note
Includes index
Contents
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
Control code
OCM1bookssj0000190346
Dimensions
23 cm.
Dimensions
unknown
Extent
xvii, 263 p.
Governing access note
License restrictions may limit access
Isbn
9780814473474
Lccn
2006015562
Other physical details
ill.
Specific material designation
remote
System control number
(WaSeSS)ssj0000190346
Label
Lean Six Sigma that works : a powerful action plan for dramatically improving quality, increasing speed, and reducing waste, Bill Carreira and Bill Trudell, (electronic resource)
Publication
Note
Includes index
Contents
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
  • The Why -- The What -- Overview of Lean Six Sigma -- Customer Satisfaction -- Waste -- Value Added, Non Value Added, Required Value Added -- Flow and P vs. Push and Batch; Balance -- Velocity, Throughput and Lead Time -- Cost and Profit ? Cash Flow -- The How -- The Basic Tools of Lean Six Sigma -- Value Stream Mapping (Baselining) -- Lean Engineering Analysis -- Setup Reduction -- 5S -- Total Productive Maintenance (TPM) -- Practical Application of Lean Six Sigma: Indirect Expenses -- Project: Increase Throughput on an Assembly Line -- Project: Reducing Jet Ski Warranty Costs -- Project: Eliminate Rework?Fiberglass Bath Tubs and Showers -- The Psychology of Lean Six Sigma
Control code
OCM1bookssj0000190346
Dimensions
23 cm.
Dimensions
unknown
Extent
xvii, 263 p.
Governing access note
License restrictions may limit access
Isbn
9780814473474
Lccn
2006015562
Other physical details
ill.
Specific material designation
remote
System control number
(WaSeSS)ssj0000190346

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      38.710138 -90.311107
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