This 377 page bookShows the execution of Minitab functions in a detailed Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) roadmap to enhance the Y response for process improvement projectsShows use of a free software app for response-metric tracking that provides insight not possible with traditional metric reporting techniquesUtilizes over 50 datasets to illustrate Y-response tracking from a process-output perspective and Y=f(X) analysesDiscusses over 200 figures that illustrate software inputs and outputsProvides a clickable Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) process-improvement roadmap that integrates the application of Lean and Six Sigma tools so that the right tool is used at the right time when undertaking process improvement effortsShows a methodology for Lean Six Sigma improvement project selection so that the organization's big-picture benefits from the project′s completionProvides a method to statistically show and quantify at the 30,000-foot-level the benefits of process improvement effortsOffers a business process improvement system that goes beyond traditional Lean Six Sigma and the Balanced ScorecardExplains a method for executing and enhancing digital transformation efforts in an organizationThis book provides direction on how organizations can resolve issues that commonly occur with: Traditional control charts and process capability reporting techniquesAQL testing and reportingLean Six Sigma deploymentsThis book provides direction on how organizations can benefit from the wise application of: Statistical and non-statistical techniques.Design of Experiments (DOE) in both manufacturing and transactional processes.This book provides a comprehensive 9-step system that CEOs, presidents, general managers, executives, managers, leaders, practitioners, and others can use to resolve elephant-in-the-room management issues such as: Business goals not being metScorecards leading to harmful, if not destructive, behaviorsPersistent day-to-day firefighting problemsBusiness strategies that are very generic and difficult to translate into organizational work environmentsLean events and other improvement projects can consume many resources but often do not offer a quantifiable benefit to the business as a wholeLean Six Sigma process improvement deployments that have improvement projects, which are either not completed in a timely fashion or which make substantial financial claims that are questionableThis boo