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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.

3. Designed to develop a balanced set of measurements 4. Identifies measurements around vision and values. 5. Critical management processes are to clarify vision/strategy, communicate, plan, set targets, align strategic initiatives, and enhance feedback and learning. 6. Balances customer and internal operations without a clearly defined leadership role. 7. Emphasizes targets for each measurement. 8. Emphasizes learning of executives based on the feedback. 9. Focuses on growth. 10. Heavy on strategic intent. 11. Management system consisting of measurements.

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.

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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

To make a photovoltaic cell we need silicon, this project is going to show you how solar cells are produced from crystalline silicon. The words crystalline silicon should indicate to you that this type of solar cell is made from crystals of silicon. We saw earlier how silicon aligns itself into a regular crystalline array, now we are going to look at growing this crystal. In industry, silicon crystals are grown to form a uniform cylinder of silicon which is used as the base material for crystalline solar cells. There is plenty of silicon about on the earth, in fact, as mentioned previously, after oxygen it is the second most abundant element. When you think that sand and quartz all contain silicon and then imagine the amount of sand in the world, you begin to realize

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

what contributes to the loss of profitability and growth can be daunting. Using lessons learned from the Six Sigma methodology, the Six Sigma Business Scorecard offers a method for maximizing corporate profitability. By integrating the existing quality management system with a performance measurement system, a corporation can aim for dramatic improvement in performance and significant improvement in profitability.

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

a few outspoken individuals; whereas this method allows everyone to contribute. Using this method, a group can generate ideas fast and once they have been generated they are grouped and themes of ideas are developed for identifying action items for creating solutions from the ideas (Gupta et al., 2007). The Pareto analysis (Fig. 6.3) is a tool used to make decisions based on importance instead of convenience. It is known as the 80:20 rule which means that usually 80 percent of the problems come from 20 percent of the processes. The Pareto chart is a bar chart showing attributes of the problem on the x axis and frequency of occurrence on the y axis (Gupta et al., 2007). Process mapping (Fig. 6.4) is a way to identify the various activities of the process and show their interrelationships (Gupta et al., 2007). A well-de ned map must address the following:

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