1. Introduction
The Philosophy
Why Six Sigma, Lean, TOC as One?
History of the Quality Improvement Initiatives
What Went Wrong?
The 12 Axioms
The Importance of a System Management Focus
Why Our Present Company Structures of Line Responsibilities    Impede Progress and Change
Today's Focus Is on the Customer, but Not Really?

2. The Breakthrough in Improvement;
      Quality Initiatives
Deming and Profound Knowledge
The Management to Leadership Conversion
The Critical Measuring Paradigm
The Receivables, Inventory, Payables Impediments
Excess Capacity Measuring and Overproduction
The Truth About Retooling
Constant Improvement—Kaizen
Just-in-Time and Lean
The Lean Paradigm—Eliminating All Waste, Muda
Cellular Concepts
The Constraints in a System
The Red X Theory
Kaizen-Six Sigma Projects

3. Problem Resolution
What Is a Problem?
How to Define a Problem
Benchmarking
A Problem Exercise, Both Internal and External Problems
Taguchi Design Concept

4. The Six Sigma Approach
Process or System?
DMAIC
DMADV
SIPOC
The Operation Process
The Design Contribution
The Control Decisions

5. Define
Baseline Measuring
The Charter
The Roles of the Team
Tollgates
Voice of the Customer (VOC)
The Kano Model
The Discovery Sheet
The Current Reality Tree
The Evaporating Clouds
Quality Function Deployment—House of Quality
The Flow Chart
CPM, PERT, Gantt
7M Tools
Stakeholder Analysis
The Completion Checklist
Hidden Factory