Reiner Hutwelker

Reiner Hutwelker
Technische Universität München | TUM · eLearning

Doctor of Philosophy

About

18
Publications
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Introduction
Actual interests: Alternative solution to traditional statistic programs like Minitab for our students Working on now: Combination of python and R for easy to use basic statistics, performance indicators, control charts, statistical tests

Publications

Publications (18)
Poster
Full-text available
No matter if you are planning a Six Sigma project or if you have already completed it, this summary of the tools in the DMAIC phases, might serve as a guideline for your project or to stabilize your already acquired knowledge. There are two columns in this guideline, with the sequence of DMAIC phases: DEFINE and MEASURE on the left and ANALYSE, IMP...
Chapter
Lean and Six Sigma are management systems that aim to improve the development and operation of business processes. Lean and Six Sigma tasks and tools structure the phases: Define, Measure, Analyse, Improve, Control (DMAIC). Their theoretical mastery and practical application leads to Yellow, Green, and Black Belt certification—monetarily rewarded b...
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This chapter deals with the completion of the Project-Story-Book, with the documentation of lessons learned and identified potential for follow-up projects and as well as checks and evaluations for certification.
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In the CONTROL phase we can hopefully reap the fruits of our labor. We will focus primarily on comparing our measurands before and after implementation of our measures, on their financial benefits, and on ensuring sustainability.
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This chapter deals with the path and requirements of our Standard-Project for students and Business-Projects for corporate employees to Lean Six Sigma Green Belt certification at the TUM School of Management in partnership with the eLearning platform edX.
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This chapter is aimed at Six Sigma experts, e.g., Master Black Belts, who supervise projects of their Belts. Here the validity of the presented standard for all business processes is justified and the enhancements and modifications of the tools are presented.
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This chapter deals with my personal view of the historical roots and the development of process management, from Calvinism to Lean Thinking and Six Sigma, as well as the comparison of Lean Thinking and Six Sigma based on their assumptions, goals, methods, and other criteria.
Chapter
Of course, we start with the DEFINE phase. The purpose of the DEFINE phase is to define a critical output, identify the important unfulfilled requirements, describe its problems (Y), evaluate their monetary business relevance and define the targets, the scope and the team for the project. When I started my Six Sigma training in the 1990s, nobody re...
Chapter
Six Sigma is a concept with at least three meanings:William B. Smith and Mikel J. Harry (1986) developed Six Sigma at Motorola. The trigger was a specific quality problem in Motorola’s semiconductor division and one customer explicitly required a performance level of 6 sigma.This requirement was the impetus for the development of the DMAIC method a...
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This chapter provides an overview of the internal logic of the DMAIC, with a summarized representation of all tools, each with reference to the example project of the course.
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In the MEASURE phase we modelled our observations of reality as assumptions about causal relationships and differences to x and Y. We have operationalized risky x–Y pairs as measurands, translated them into content hypotheses, and converted them into a statistically verifiable format. The core of the ANALYSIS phase now is to test these hypotheses s...
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This chapter is aimed at Sponsors of Six Sigma projects, with a short summary on Six Sigma, basic recommendations for the management, the focus of Six Sigma projects, role and tasks of a Sponsor, human factors in change, sources for project topics, and success factors for Six Sigma projects and programs.
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This chapter deals with the presentation of a template for the Project-Story-Book for certification. It is based on the results of the sigmaGuide tools, serves to document individual projects and thus as the basis for certification.
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This chapter deals with the installation and description of sigmaGuide, a software guide with standard tools of the DMAIC phases for the implementation of certification projects.
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The SIPOC is the first tool of the DMAIC for implementing a project. The columns of this simple list are predefined for specifying (internal) suppliers (S), their inputs (I), the related process steps (P), the resulting (intermediate) outputs (O), and their customer (C). In my opinion, the SIPOC is rather worthless in itself. But it fulfills import...
Chapter
With the ANALYSE phase you have completed the most sophisticated part of your project. But you have not improved anything yet. This will happen now in the IMPROVE phase. And the tasks here are less intellectually demanding. Nevertheless, it can be a challenge for you and the expert team to develop suitable and accepted solutions and to implement th...
Chapter
In the DEFINE phase we identified and prioritized the problems (Y) of the outputs with the help of experts. In the MEASURE phase we will identify the triggering influences (x) of the problems in the input and in the process also with the help of experts. We will relate influences (x) to problems (Y) and formulate hypothesis about these relationship...
Article
This book helps professionals to turn their own Six Sigma projects into reality. Using a sample project, the book guides readers through all aspects of Six Sigma, from identifying and defining a suitable project topic, to sustainably managing its success in the control phase. By demonstrating all the necessary steps supported by a DMAIC software gu...

Projects

Project (1)