Table of contents for Business performance through lean six sigma : linking the knowledge worker, the twelve pillars, and Baldrige / by James T. Schutta.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

Table of Contents
Chapter One	Introduction to the Twelve Pillars of Six Sigma and the 
Knowledge Worker to Support Six Sigma Implementation
					Fundamentals of a Good Six Sigma Program
					New Approaches to Implementation
Chapter Two	Basic Concepts of the Lean Six Sigma Implementation 
					The Pillars for a Better Implementation
Alignment of the Pillars of Knowledge
Chapter Three			Pillar Number One/Market and Customer Knowledge
					Defining the Market
					Strategic Planning Input
					Customer Input Needs
Chapter Four	Pillar Number Two/Leadership Commitment and Business 
					Leadership Understanding of the Process
					The Amount of Involvement Required
					Business Needs Analysis
Chapter Five	Pillar Number Three/The Strategic Planning Process and 
Project Alignment 
			Establishing the Strategic Plan
			The Project Selection Process
			Project Planning
			Project Reviews
Chapter Six	Pillar Number Four/The Training and Consulting 
			Champion Training Needs
			Black Belt Training Needs
Green Belt Training Needs
Awareness Training
Consulting from the Outside and Inside
Chapter Seven	Pillar Number Five/The DMAIC, DMADVIC and Lean 
					The DMAIC Process
					The Lean Process
					The DMADVIC Process
Chapter Eight			Pillar Number Six/Voice of the Customer
					Defining the Customers
					Developing Questions
					Organizing the Process
					Customer Satisfaction
Chapter Nine			Pillar Number Seven/Quality Function Deployment
					Input Required and Planning the Quality House
					The Stages of the House
					Developing Different Level Houses
Chapter Ten	Pillar Number Eight/Process Mapping and Customer and 
Process Measures
					Finding the Current Measures
					Developing New Measures
Chapter Eleven		Pillar Number Nine/Process Capability and Analysis
					Developing the Present and Future Capability
Chapter Twelve		Pillar Number Ten/Process Solutions and Improvements
					The Selection of the Best Choice			
					The Implementation Plan and Requirements
Chapter Thirteen		Pillar Number Eleven/ Maintaining the Improvement
					The Control Plan
					The Audit Plan
Chapter Fourteen	Pillar Number Twelve/Planning for Financial Returns, 
Recognition and Rewards
					Recognition of Improvements
					Rewarding Successful Projects
Chapter Fifteen		The New Paradigm of Six Sigma
					A Paradigm Shift for Most Organizations
Chapter Sixteen		The Knowledge Worker and Six Sigma
The Employee of the Future when Six Sigma 
Becomes the Tactical Tool for the Organization
Chapter Seventeen		The Tool Sets Used for Diverse Industries
					A Tools Listing
					The Selection Process for the Right Tool
Chapter Eighteen		The Pitfalls of Implementation
					What Not To Do
Chapter Nineteen	The Successes That Can Be Achieved with Six Sigma and 
the Knowledge Worker
Discussions of the methods for success and the 
success factors
Chapter Twenty		Evaluating the Six Sigma Process
Chapter Twenty-One		The Lean Involvement with Six Sigma
Chapter Twenty-Two 		Integration of the MBNQA, Lean and Six Sigma 
Chapter Twenty-Three 	Conclusions

Library of Congress Subject Headings for this publication:

Organizational effectiveness.
Six sigma (Quality control standard).
Customer relations.
Production management -- Quality control.
Knowledge workers.
Organizational change.