Lean Six Sigma entered the aviation and aerospace industries in 1993 in response to significant changes affecting these industries. The book is designed for lectures and application in the classroom, for use with students and candidates at all levels of the Lean Six Sigma certification process.
Lean Six Sigma entered the aviation and aerospace industries in 1993 in response to significant changes affecting these industries. The book is designed for lectures and application in the classroom, for use with students and candidates at all levels of the Lean Six Sigma certification process.
John Longshore is a Master Black Belt in Lean and Six Sigma and a Professor Emeritus in the David B. O'Maley College of Business at Embry Riddle Aeronautical University's Daytona Beach Campus. His many years of industry experience include projects for the military and private organizations focused on continuous improvements. His academic teaching responsibilities include systems engineering management, project management, production and operations management, quantitative methods in business, logistics, Lean Six Sigma, and other related business courses. Angela Cheatham is an associate professor of management at Embry Riddle Aeronautical University, teaching supply chain management from a logistics perspective, Lean Six Sigma, project management, logistics management for aviation and aerospace, and transportation. She holds a Black Belt in Six Sigma and has participated in FAA and industry projects focusing on commercial space integration, supply chain, project management, and lean processes.
Inhaltsangabe
Part I: The Origins of Lean Six Sigma Chapter 1. The Nature and Purpose of Lean Six Sigma Chapter 2. Selecting Lean Six Sigma Projects Within Aviation and Aerospace Chapter 3. Designing Lean Six Sigma Teams: Leadership Characteristics and Strategies Chapter 4. The Lean Six Sigma Improvement Process - Applying the DMAIC methodology Part II: The Define Phase of DMAIC Chapter 5. The Process Mindset; Identifying the Value Streams Chapter 6. Understanding Customer Requirements Part III: The Measure Phase of DMAIC Chapter 7. Problem Solving Using Statistics Chapter 8. Requirements of Measurement Systems Chapter 9. Developing a Data Collection Plan Part IV: The Measure Phase of DMAIC Chapter 10. Root Cause Identification and Validation Chapter 11. Selecting the Correct Test Structure and Modeling Part V: The Improve Phase of DMAIC Chapter 12. Gather the Best Ideas to Fix the Problem Part VI: The Control Phase of DMAIC Chapter 13. Establishing a Process Management System Part VII: Technology Acceleration Through the Use of Lean Six Sigma in Aviation and Aerospace Chapter 14. The Case for Applying Lean Six Sigma to the Aviation and Aerospace Industries Design Process Index
Part I: The Origins of Lean Six Sigma Chapter 1. The Nature and Purpose of Lean Six Sigma Chapter 2. Selecting Lean Six Sigma Projects Within Aviation and Aerospace Chapter 3. Designing Lean Six Sigma Teams: Leadership Characteristics and Strategies Chapter 4. The Lean Six Sigma Improvement Process - Applying the DMAIC methodology Part II: The Define Phase of DMAIC Chapter 5. The Process Mindset; Identifying the Value Streams Chapter 6. Understanding Customer Requirements Part III: The Measure Phase of DMAIC Chapter 7. Problem Solving Using Statistics Chapter 8. Requirements of Measurement Systems Chapter 9. Developing a Data Collection Plan Part IV: The Measure Phase of DMAIC Chapter 10. Root Cause Identification and Validation Chapter 11. Selecting the Correct Test Structure and Modeling Part V: The Improve Phase of DMAIC Chapter 12. Gather the Best Ideas to Fix the Problem Part VI: The Control Phase of DMAIC Chapter 13. Establishing a Process Management System Part VII: Technology Acceleration Through the Use of Lean Six Sigma in Aviation and Aerospace Chapter 14. The Case for Applying Lean Six Sigma to the Aviation and Aerospace Industries Design Process Index
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