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Contents
Foreword vii
Introduction ix
1. SG, Inc. 1
2. First Impressions of the Plant 4
3. anization and the Five S’s 13
4. The Results of Five S Implementation 21
5. Six Sigma Strategy for Sid 24
6. Defining Six Sigma 30
7. Implementing Six Sigma 33
8. The Crow’s Nest 37
9. A mitment 46
10. Lean: Listening to the Process 50
11. Full Circle: Lean to Six Sigma to Lean to Six Sigma 58
12. anized to Get Me Out 74
Index 81
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1/30/2003 12:11 PM Page ix
Introduction
’m “that guy.”
I haven’t always been that guy. It’s a relatively new position for
Ime. I joined the ranks of “those guys” only a few years ago.
You know us: we’re the people your boss hires to help you
address issues in anization for which you already know the
solution. Yep, that’s me—one of those “damned consultant guys.” I’m
female, but that doesn’t make a difference: “those consultant guys” are
gender-neutral. So, I’m “that guy.”
I know how you might feel. es into your workplace,
asks a bunch of questions, and then puts your responses into a nicely
packaged format and delivers to your boss a report that is a mirror
image of your solution to the problem.
So, why does anization pay for information it already has?
Let’s start examining this issue with a personal example of the phe-
nomenon—me.
By the way, the name is Sam. Well, my parents, Mr. and Mrs.
Micawh, named me Samantha, but that’s a little fancy—especially in
my world.
I work primarily in manufacturing. In fact, my informal title is
“plant rat.” Clients and colleagues have given me that title and I’m
quite proud of it. I’m one of those very odd individuals who love the
“real” problems that only a factory can provide.
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