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De ne De ne and clarify the project goal and timeline with the focus placed on the patients. Establish the cross-functional waste analysis and minimization team. Measure De ne the current state and current processes, including the development of a process- ow map to baseline the system and to identify any bottlenecks and establish current nancial and environmental performance. Collect and display data including task time, resources required, and process statistics. Analyze Determine process capability and speed utilizing statistical tools and charts. Determine sources of variation and subsequent time bottlenecks. Identify and quantify value-added and non-value-added activities. Improve Generate ideas and alternative data based solutions. Conduct experiments and validate improved processes. Develop action plans and standard operating procedures. Control Develop a control plan. Monitor performance. Mistake-proof processes. Six Sigma has three overall targeted solutions: process improvement, process design/redesign, and process management. Process improvement refers to a strategy of xing a problem while leaving the basic structure of the process intact (Pande et al., 2000). Process design/redesign is a strategy not to x a process but to replace the process to x the problem (Pande et al., 2000). Process management refers to integrating Six Sigma methods into everyday business including

assigned in such a way as to ensure cross-functional management of critical processes. Customer requirements are clearly de ned and regularly updated. Measures of outputs, process activities, and inputs are thorough and meaningful. Mangers and associates use the measures and process knowledge to assess performance in real time and take action to address problems and opportunities. Process improvement and process design/redesign are used to constantly raise the company s levels of performance, competitiveness, and pro tability.

If you like educational content, then check out iTunes U. You will be able to browse whether your university, college, or school has its own section.

%java org.apache.axis.wsdl.Java2WSDL o carprice.wsdl -l http://localhost:8080/services/CarPrice -n "urn:example" p "examples" "urn:example" examples.CarPrice

The remainder of this chapter discusses the general Six Sigma approach as it relates to solid waste minimization from the systems perspective. The DMAIC Six Sigma approach will be revisited in Chap. 8 as it speci cally relates to solid waste minimization and solid waste audits.

One good example we discovered in just a few minutes of browsing around was a panel discussion with three Nobel Prize winning economists moderated by Paul Solmon (Economic correspondent for the PBS News Hour). You can find the podcast in iTunes U Universities & Colleges Boston University BUNIVERSE - Business Audio Like much of the content in iTunes U, it was free!

The purpose of the de ne stage is to gather suf cient information to clarify the opportunity for improvement, learn about the process, learn about the organizations barriers to solving the problem, and to develop a plan to address the problem. Common tools that are used throughout the de ne stage are

Explanation of the Options in Listing 15-17

Listening to customers Kano model Af nity diagram Pareto analysis Surveys Gaining process knowledge Process mapping SIPOC analysis Work studies Sizing the problem Force- eld analysis Developing project charter

If you are in a location with a good wireless signal, you can tap the title of the audio or video item, and then listen to or watch it streaming (see Figure 19 5). If your signal gets interrupted, however, you will lose your place in the video. There are many advantages to actually downloading the file (if possible) for later viewing, not least of which is that you get more control of the video-watching experience.

A Kano model (Fig. 6.1) is a tool developed to compare the relationship between customer satisfaction and customer requirements (Gupta et al., 2007). The requirements are broken into three different groups: assumed requirements (unspoken), marketplace requirements (spoken), and love-to-have requirements (unspoken). Most often many of the requirements of the customer are unspoken, so indentifying the love-to-have requirements makes businesses world class. The af nity diagram (Fig. 6.2) is a method used to obtain input from various stakeholders because often suggestion boxes get overlooked or meetings are taken over by

Description Speci es the name of the output WSDL le. In this case, we have chosen the name carprice.wsdl. This option describes the location of the service. This option speci es the namespace for the WSDL le. This option de nes the mapping from the Java package name to a namespace. You can specify multiple mappings like the one shown.