Page 16 - Lean six sigma demystified

Preface xv

QI Macros Lean Six Sigma Software

Here’s the good news about Six Sigma: Yes, there is some complex statistical
stuff, but it’s easily handled by simple software that you can download for free
for 90 days. “Oh no!” you think, “software, computers, technology. Arrggh!”
Again, let me put your mind at rest. The QI Macros Lean Six Sigma SPC soft-
ware is an add-in for Microsoft Excel that is so easy to use that most people say
they can learn it in about 5 minutes. Forget all the fancy formulas. The QI Mac-
ros will do that for you. Just focus on what the graphs are telling you about how
to improve your business. Since most business data are already kept in Excel or
are easily exported to Excel, you can get started using the tools right away.
Without software, Six Sigma becomes too laborious for even the smartest em-
ployee, so the QI Macros will facilitate the process.
Download your 90-day trial from www.qimacros.com/demystified.html.
There’s even free monthly webinars on Lean Six Sigma and the QI Macros
at www.qimacros.com/webinars/webinar-dates.html. You will also find links to
download the data for the exercises throughout the book.

Focus on results

While most Lean Six Sigma books and training spend a lot of time trying to
turn readers into statisticians, I think it’s a waste of time. What’s more impor-
tant is learning how to use the methods and tools to reduce defects, delay,
deviation, rework, waste, and lost profits. If you want to learn all of the statistical
formulas, buy Juran’s Quality Handbook (McGraw-Hill). Everything you ever
wanted to know about statistics and quality is between the covers of the hand-

book, but beware: Too much information can be confusing, and you won’t know
where to begin. This is one of the principles of Lean—too much inventory is a
bad thing, even knowledge about Lean Six Sigma.

Belts

Unfortunately, Six Sigma has fallen into the trap of counting the number of
belts trained as a measure of success. It doesn’t matter how many Green or
Black Belts you have in an organization, if you can’t find and fix the causes
of long lead times, errors, mistakes, scrap, waste, and lost profit. I don’t care
if you ever become a Green or Black Belt. I want you to become a Money
Belt: Someone who can find ways to make dramatic improvements in speed