Term
| What are the steps of DMAIC? |
|
Definition
| Define (Identify issue causing customer dissatisfaction), Measure (collect data from process), Analyze (study process, data for clues to what is going on), Improve (Act on data to change process for improvement), Control (monitor system to sustain gains) |
|
|
Term
| What are the steps of the PDCA model? |
|
Definition
|
|
Term
| What are the steps of the 8-D (8-Discipline) Model? |
|
Definition
| 1.) Use team approach, 2.) Describe problem, 3.) Implement & Verify Interim Containment, 4.) Define & Verify Root Cause, 5.) Develop solution(s), 6.) Implement Solution(s), 7.) Prevent Reoccurence, 8.) Congratulate team |
|
|
Term
| What are the roles of a Six Sigma Team? |
|
Definition
| Team Leader, Subject Matter Expert, Team Members, Scribe, Timekeeper, Team Champion |
|
|
Term
|
Definition
| Someone with organizational and logistical resposibility. Helps to select team members, helps the team break roadblocks. |
|
|
Term
| Describe the Subject Matter Expert. |
|
Definition
| Team Member or Resource person, often the person most familiar with the process or product. |
|
|
Term
|
Definition
| Keeps minutes, communicates meeting agenda. |
|
|
Term
| What does the Timekeeper do? |
|
Definition
| Ensures team stays on track during meeting. |
|
|
Term
| What is the role of the Team Champion? |
|
Definition
|
|
Term
| What are Boundaries of Freedom? Who sets the boundaries? |
|
Definition
| Defines what the team can and cannot do. Set by management, and communicated to the team. |
|
|
Term
| What are the four fixed Boundaries of Freedom? |
|
Definition
| 1. Use data-driven problem-solving approach, 2. Stay in compliance with laws, regulations, and policies, 3. Be true to the core values, 4. Remain aligned with the vision & mission |
|
|
Term
| What are some moveable boundaries of freedom? |
|
Definition
| Scope of work (bounds of process), budget, deadline, time constraints. |
|
|
Term
| What is the SIPOC approach? |
|
Definition
| Suppliers, Inputs, Process, Outputs, Customers |
|
|
Term
|
Definition
|
|
Term
|
Definition
| The performance of items that are critical to customers. |
|
|
Term
| What does the DMAIC team have to understand concerning CTQ's? |
|
Definition
| How the CTQ's apply to the problem they are attacking. |
|
|
Term
| How many members should be on the team? |
|
Definition
|
|
Term
| Name four reasons why it is important to have a Problem Statement. |
|
Definition
| 1. Communicate the work scope, 2. Focus the team, 3. Provide relevant information, 4. Clarify expectations |
|
|
Term
| How do you monitor DMAIC Progress? |
|
Definition
| Run chart or trend chart to monitor DPMO's. |
|
|
Term
| A good measurement system takes up less than how much of the specification? |
|
Definition
|
|
Term
| When does a measurement system become unacceptable? |
|
Definition
| When it takes up more than 30% of the specification. |
|
|
Term
| Name some methods of data display. |
|
Definition
| Concentration Diagram, Timeline Analysis, Pie Charts, Pareto Analysis, Workflow Diagram, Scatter Diagram, Histogram, Run Chart |
|
|
Term
|
Definition
| 80% of the impact comes from 20% of the items. |
|
|
Term
| Name two purposes of a Workflow Diagram. |
|
Definition
| 1. Spot crossover motion, 2. Reduce wasted motion and redundant steps in the operation |
|
|
Term
| What is Standard Deviation? |
|
Definition
| Shows how much variation there is from the average. |
|
|
Term
| What does it mean to have a Low Standard Deviation and High Standard Deviation? |
|
Definition
| Low - Data points are very close to the mean, High - Data points are spread out over a large range of values |
|
|
Term
|
Definition
| Statistical Process Control |
|
|
Term
| What is the purpose of a Control Chart? |
|
Definition
| Helps us monitor a process to make sure it doesn't change/drift over time. |
|
|
Term
| What is Design of Experiments (DOE)? |
|
Definition
| A family of process improvement techniques that can identify the most important variables in the process. It helps determine the best settings for those variables. |
|
|
Term
|
Definition
| Linked directly to the process output and are often involved in the root cause of a problem. |
|
|
Term
| In a Cause & Effect Diagram (Fishbone, Ishikawa), the process inputs goes into one of five categories. What are those? |
|
Definition
| (PMEME) - People, Materials, Equipment, Method, Environment |
|
|
Term
| Name some Data Generation Tools for the Analyze phase. |
|
Definition
| Special testing, Interviews, DOE, Failure Analysis, Finite Element Analysis |
|
|
Term
| Name some Data Analysis tools. |
|
Definition
| Pareto Analysis, Histogram, Concentration Diagram, Statistical Analysis, Five Whys, Fault Tree Analysis, DOE, Root Cause Question |
|
|
Term
| Name some tools & techniques of improvement. |
|
Definition
| Run Chart, Brainstorming, Musts and Wants, ROI Calculations, Histograms, Mistake Proofing, Workflow Diagram, Voting & Ranking, Pert & Gantt Charts, Nominal Group Technique |
|
|
Term
| What is the purpose of Fault Tree Analysis? |
|
Definition
| Prevent problems before they occur |
|
|
Term
| What is Finite Element Analysis? |
|
Definition
| Pinpoints stress failures. If a product fails that has undergone FEA, review the FEA results for clues. If not, the FEA could be performed as a part of root cause analysis. |
|
|
Term
| While in the Improve phase, what is better, prevention or detection? |
|
Definition
|
|
Term
| What is the other name for Mistake-Proofing? |
|
Definition
|
|
Term
| What are the steps of 5S (each step in detail)? |
|
Definition
| Sort (Remove unneeded items), Straighten (arrange required and rarely-required items for ease of accessibility), Shine (cleaning work area and equipment), Standardize (develop checklists, standards, and work instructions to keep work area clean) Sustain (sustain changes) |
|
|
Term
|
Definition
| Eight Disciplines of Problem Solving |
|
|
Term
|
Definition
| Dr. Deming's 14 management practices |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Analysis of means (Advanced statistical tool used in hypothesis testing) |
|
|
Term
|
Definition
| Analysis of variance (Advanced statistical tool used in hypothesis testing) |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Average outgoing quality limit |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Advanced quality planning |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| American Society for Quality |
|
|
Term
|
Definition
| American Society for Quality Control (ASQ name before 1997) |
|
|
Term
|
Definition
| Appraiser variation (used on GR&R form) |
|
|
Term
| What is a Six Sigma Black Belt? |
|
Definition
| A person who has received training (4 wks in 4 months) in the advanced tools and methodology of Six Sigma |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Business process reengineering |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Changeover time (time required to change tools in a process to produce a different part) |
|
|
Term
|
Definition
| Cycle time (amount of time to perform a particular process) |
|
|
Term
|
Definition
| Cause and effect, Ishikawa or fishbone diagram |
|
|
Term
|
Definition
| Corrective and Preventative Action |
|
|
Term
|
Definition
| Critical customer requirement |
|
|
Term
|
Definition
| Cost of poor quality, measure of waste in operation |
|
|
Term
|
Definition
|
|
Term
| What is CPM (Project Management)? |
|
Definition
|
|
Term
|
Definition
| ASQ Certified Six Sigma Black Belt |
|
|
Term
|
Definition
| Certified Six Sigma Green Belt |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Critical to quality, identification of issues most important to a customer |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Define, customer, concept, design, implement |
|
|
Term
|
Definition
| Process capability measurement - Compares engineering spec div by process six standard deviations |
|
|
Term
|
Definition
| Process capability measurement - compares engineering spc to process mean div by three standard deviations |
|
|
Term
|
Definition
| Define, characterize, optimize, verify |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Design for Manufacturing and Assembly |
|
|
Term
|
Definition
| Design failure mode and effects analysis |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Design, Measure, Analyze, Design, Optimize, Verify |
|
|
Term
|
Definition
| Define, Measure, Analyze, Design, Verify |
|
|
Term
|
Definition
| Define, Measure, Analyze, Improve, Control |
|
|
Term
|
Definition
| Define, Measure, Explore, Develop, Implement |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Defects per million opportunies |
|
|
Term
|
Definition
| Defects per million units |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Exponentially weighed moving average |
|
|
Term
|
Definition
| Advanced statistical tool used in hypothesis testing |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Failure Mode and Effects Analysis |
|
|
Term
|
Definition
|
|
Term
|
Definition
| General Linear Model (Y=XB+U) |
|
|
Term
|
Definition
| Good Manufacturing Practices |
|
|
Term
|
Definition
| Gage Performance Curve used in MSA |
|
|
Term
|
Definition
| Gage Repeatibility & Reproducibility |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Identity,characterize, optimize, validate |
|
|
Term
|
Definition
| Identify, define, develop, optimize, verify |
|
|
Term
|
Definition
| Identify, design, evaluate, affirm |
|
|
Term
|
Definition
| Identify, design, optimize, verify |
|
|
Term
|
Definition
| Individual moving range (used in control charts, process behavior charts) |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Intraquartile range (box plot) |
|
|
Term
|
Definition
| International Society of Six Sigma Practioners |
|
|
Term
|
Definition
| Developed quality control/process behavior charts, father of statistical quality control. |
|
|
Term
|
Definition
| Structured, disciplined process designed to deliver products and services on a consistent basis. Finds and eliminates the causes of mistakes and defects in business processes. |
|
|
Term
| Six Sigma is associated with process capabilities of what? This is considered world class performance. |
|
Definition
|
|
Term
| Six Sigma performance means how many defects per million opportunities at what sigma shift in the mean? |
|
Definition
| 3.4 defects per million opportunities, accounting for a 1.5 sigma shift in the mean |
|
|
Term
| What is the difference between Lean and Six Sigma? |
|
Definition
| Six Sigma - focuses on reducing process variation and enhancing process control. Lean manufacturing - drives out waste, promotes work standardization, value stream mapping |
|
|
Term
| Who emphasized the need for changes in management structure and attitudes, and developed a list of "Fourteen Points"? |
|
Definition
|
|
Term
| What did Joseph Juran do? |
|
Definition
| Developed Juran trilogy, three managerial processes for quality management: quality planning, quality control, and quality improvement. |
|
|
Term
|
Definition
| Just in time...providing parts/services as needed by the customer, just in time |
|
|
Term
|
Definition
| Union of Japanese Scientists and Engineers |
|
|
Term
|
Definition
| Key Control Characteristic |
|
|
Term
|
Definition
| Keep it simple and specific |
|
|
Term
|
Definition
| Key performance indicator |
|
|
Term
|
Definition
| Key process input variable |
|
|
Term
|
Definition
| Key process output variable |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Least significant difference |
|
|
Term
|
Definition
| Lower specification limit |
|
|
Term
|
Definition
| Lot tolerance percentage defective |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Malcolm Balridge National Quality Award |
|
|
Term
|
Definition
| Material requirements planning |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Measurement system analysis (analyze measurement system to establish how good it is) |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Mean time between failures |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Mean time to recover/repair |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Number of distinct categories (used on the GR&R form) |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| USA National Institute of Standards and Technology |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Overall equipment effectiveness. A measure of machine availability, performance, and quality rating |
|
|
Term
|
Definition
| Original equipment manufacturer |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Long term process capability measurement |
|
|
Term
|
Definition
| Long term process capability measurement |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Plan, Do, Check, Act (also called Deming or Shewhart cycle) |
|
|
Term
|
Definition
| Process decision program chart |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Program Evaluation Review Technique |
|
|
Term
|
Definition
| Potential Failure Modes and Effects Analysis |
|
|
Term
|
Definition
| Process failure mode and effects analysis |
|
|
Term
|
Definition
| Project Management Professional |
|
|
Term
|
Definition
| Normal probability plot correlation coefficient |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Quality Function Deployment |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Quality Management System |
|
|
Term
|
Definition
| Quality Systems Requirements 9000 (Auto Industry) |
|
|
Term
|
Definition
| Reliability and maintenance |
|
|
Term
|
Definition
| Repeatability and reproducibility |
|
|
Term
|
Definition
| Reliability, Availability, and maintainability |
|
|
Term
|
Definition
| Reliability centered maintenance |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Risk Priority Number (found on FMEAs) |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Response surface methodology |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Standardize, do, check, act |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Supplier, Input, Process, Output, Customer |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Summary, learning objectives, application, context, knowledge base |
|
|
Term
|
Definition
| Specific, meaningful, agreed to, realistic, time placed |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Standard Operating Procedure |
|
|
Term
|
Definition
| System of profound knowledge (Dr. Deming) |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Statistical Process Control |
|
|
Term
|
Definition
| Statistical Quality Control |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Six Sigma Body of Knowledge |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Interaction sum of squares |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Strengths, weaknesses, opportunities, threats |
|
|
Term
|
Definition
| Advanced statistical tool used in hypothesis testing |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Total productive maintenance |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Upper Specification Limit |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Value analysis/value engineering |
|
|
Term
|
Definition
| Voice of the customer (collection of data from customers) |
|
|
Term
|
Definition
| Voice of the process (collection of data from the system or process) |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Emphasized need for changes in management structure and attitudes. Developed list of "Fourteen Points". |
|
|
Term
|
Definition
| Three managerial processes for use in quality management: quality planning, control, and improvement. |
|
|
Term
|
Definition
| Zero defects concept, created 14 steps to quality improvement. |
|
|
Term
| Who is Armand Feigenbaum? |
|
Definition
| Concept of total quality control |
|
|
Term
|
Definition
| Developed cause and effect diagram. |
|
|
Term
|
Definition
| Any departure from the target value for a characteristic represents a loss to society. Stressed concept of robustness. |
|
|
Term
|
Definition
| Series of steps designed to produce products and or services. Often diagrammed with flowchart depicting inputs. Path that material or information follows and outputs. |
|
|
Term
| What is the relationship between systems, processes, subprocesses, and steps? |
|
Definition
| Each part of a system can be broken into processes, each of which may have subprocesses. The subprocesses may be further broken into steps. |
|
|
Term
| What is the common feature for process maps? |
|
Definition
| Emphasis on inputs and outputs for each process step, output from one step being the input to the next step. |
|
|
Term
| What is the Feedback Loop? |
|
Definition
|
|
Term
|
Definition
| Collecting data on a process and using that data to analyze and interpret what is happening in that process so that the process can be improved to satisfy the customer. |
|
|
Term
| What can a basic process be defined as? |
|
Definition
| Input, transformation, output |
|
|
Term
| Six Sigma was first started by who? |
|
Definition
| Motorola, developed more into what we know today at General Electric |
|
|
Term
|
Definition
| Supplier, input, process, output, customer |
|
|
Term
| What are some key drivers that form the backbone of any business's performance management? |
|
Definition
| Customer, product, service, operational, market, competitive, supplier, workforce, cost, financial, governance, compliance performance. |
|
|
Term
| What is the process for capturing customer-related information? |
|
Definition
| Voice of the customer (VOC) |
|
|
Term
| Who are Drs. Robert Kaplan and David Norton? |
|
Definition
| Developed balanced scorecard system |
|
|
Term
| What is a balanced scorecard (3 def)? |
|
Definition
| 1. Provides direction as to what companies should measure to "balance" financial results, 2. Enables organizations to focus vision and strategy and translate them into actions, 3. Provides feedback on internal business processes and external outcomes to continously improve strategic performance and results. |
|
|
Term
|
Definition
| Company develops up to four vision statements that indicate where the company should be in the next five years. |
|
|
Term
| How do you see hoshin planning through? |
|
Definition
| Company goals and work plans are developed based on the vision statements. Periodic audits are conducted to monitor progress. |
|
|
Term
| What is the formula for expected profit (EP)? |
|
Definition
| Sum of profit x profitability |
|
|
Term
|
Definition
| Defined by the customer based on their perception of the usefulness and necessity of a given product or service. |
|
|
Term
|
Definition
| Set of processes that make up an enterprise. One must consider what effect the proposed changes will have on other processes within the system and on the enterprise as a whole. |
|
|
Term
| What is suboptimization and what is the relation to processes and systems? |
|
Definition
| Suboptimization is operating a system at less than its best. Changes in a system may optimize individual processes but suboptimize the system as a whole. |
|
|
Term
|
Definition
| Series of activities an organization performs (order, design, produce, delivery of products and services). |
|
|
Term
| Where does a value stream start and end? |
|
Definition
Start - Supplier's supplier
Ends - Customer's customer |
|
|
Term
| What are the three main components of a value stream? |
|
Definition
1.) Flow of materials from receipt of supplier material to delivery of finished goods and services to customers.
2.) Transformation of raw materials into finished goods.
3.) Flow of information required to support flow of material and transformation of goods and services (i.e. PO to supplier, shipping notice). |
|
|
Term
| What is a value stream map or value chain diagram? |
|
Definition
| Uses simple graphics and icons to illustrate the movement of material, information, inventory, WIP, operators, etc. |
|
|
Term
| What is a Lean Enterprise Organization? |
|
Definition
| An organization that effectively uses lean thinking and applies lean tools to reduce waste throughout the value stream and offer value to their customers. |
|
|
Term
|
Definition
| Organization method that can help improve the efficiency and management of operations. Critical areas include cleanliness, lighting, and general housekeeping. |
|
|
Term
|
Definition
| Japanese term for change for improvement, improving processes through small incremental steps. |
|
|
Term
|
Definition
| Japanese term for breakthrough improvement. In North America, it is known as a kaizen event. |
|
|
Term
| In Lean Implementation, how are kaizen events used? |
|
Definition
| They are used to provide quicker implementation results. |
|
|
Term
| How are kaizen events conducted? |
|
Definition
| Assembling cross-functional team for 3 to 5 days and reviewing all possible options for improvement in a breakthrough effort. |
|
|
Term
| What is kanban and how is it implemented? |
|
Definition
| It is implemented using a visual indicator called kanban cards. The card indicates the quantity to be replenished once the minimum level is reached. |
|
|
Term
| An empty bin with a kanban card is the signal for production to do what? |
|
Definition
| Pull material from the previous step. |
|
|
Term
| What is total productive maintenance (TPM)? |
|
Definition
| Program that partners the maintenance technicians and line workers as a team to help each other reduce machine downtime. |
|
|
Term
| What is OEE (Overall equipment effectiveness)? |
|
Definition
| It is a product of equipment availability, performance, and quality of output. |
|
|
Term
|
Definition
| A tool that defines the interaction between man and machine in producing a part. By having standard work, equipment, tools, layout, methods, and materials are standardized and reduce variation in processes. Basic idea is to make manufacturing methods and/or service processes consistent. |
|
|
Term
| What are the three components of standard work? |
|
Definition
| Standard time, standard inventory, standard sequence |
|
|
Term
| How do Lean experts define a process step as value-added (3 def)? |
|
Definition
| Customer recognizes the value, it changes (transforms) the product, it is done right the first time |
|
|
Term
| What are non-value added activities (def)? |
|
Definition
| Activities performed that do not change the form or function of the product or service, and the customer is not willing to pay for the activity (i.e. rework). |
|
|
Term
| How do lean and non-value added activities relate? |
|
Definition
| A key step in making an organization more lean is the detection and elimation of non-value added activities. |
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Term
| What are some categories of waste? |
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Definition
| Overproduction, excess motion, waiting, inventory, excess movement of material, rework, excess processing, lost creativity |
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Term
| What is waste - overproduction? |
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Definition
| Making more than is needed, making it earlier or faster than is needed by the next process. |
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Term
| What is waste - excess motion? |
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Definition
| Caused by poor workplace layout, awkward positioning of supplies and equipment. Results in ergonomic problems, time wasted looking for/moving supplies or equipment. |
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Term
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Definition
| Delayed shipments, long setup time, missing people. Results in waste of resources, possibly demoralization of personnel. |
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Term
| What is waste - inventory? |
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Definition
| Incur costs for environmental control, record keeping, storage, retrieval. |
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Term
| How do you reduce waste - inventory? |
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Definition
| Synchronize production to increase with actual demand. |
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Term
| How do you fix waste - excess movement of material? |
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Definition
| Gather equipment together that is used for one product or one product family. This may mean having a manufacturing cell with several types of equipment requiring personnel with multiple skills. C-shape works best. |
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Term
| What is waste - Lost Creativity? |
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Definition
| Most manufacturing employees have ideas that would improve processes if implemented. Lean thinking recognizes the need to involve employees in teams that welcome and reward their input. |
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Term
| Define Theory of Contstraints. |
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Definition
| Problem-solving methodology that focuses on the weakest link in a chain of processes. |
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Term
| In the Theory of Complaints, what is normally the constraint? |
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Definition
| The process that is the slowest. |
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Term
| Flow rate through the system cannot increase unless the rate at the constraint... |
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Definition
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Term
| name the five steps to system improvement in the Theory of Constraints. |
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Definition
1. Identify. Find the process that limits the effectiveness of the system.
2. Exploit - use kaizen or other methods too improve rate of constraint.
3. Subordinate - Adjust/subordinate the rates of other processes to match that of the constraint.
4. Elevate - if system rate needs further improvement, constraint may require extensive revision (elevation). This may require additional equipment, new technology.
5. Repeat - if steps have improved the process to where it is no longer the contstraint, start over with the new constraint. |
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Term
| Some of the most important apps of Six Sigma are... |
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Definition
| In the design and redesign of processes and products. |
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Term
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Definition
| Quality Function Deployment, provides process for planning new or redesigned products and services. |
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Term
| The input to the QFD process is the... |
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Definition
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Term
| What does the QFD process require? |
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Definition
| A team discover needs and desires of their customer and study the organization's response to these needs and desires. |
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Term
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Definition
| Failure Mode and Effects Analysis. Systematic approach to evaluating a process or product to determine how the process/product could fail and the effects. |
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Term
| What is the RPN (define)? |
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Definition
| Risk Priority Number. Helps provide focus (what should be addressed first). |
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Term
| How often and when should an FMEA be reviewed and reevaluated? |
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Definition
| On a periodic basis or when a significant change (design change, new equipment, personnel, assembly methods) takes place. |
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Term
| What is the goal of FMEA? |
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Definition
| Recognize the potential effects of failure occurence and to identify actions that will reduce or eliminate the probability of the failure occuring. |
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Term
| WHEN IS DESIGN FMEA PERFORMED? |
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Definition
| DURING THE INITIAL DESIGN OR WHEN SIGNIFICANT DESIGN CHANGES ARE CONSIDERED |
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Term
| WHAT IS THE FOCUS OF A DESIGN FMEA? |
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Definition
| ENSURE THE DESIGN IS COST-EFFECTIVE, MEET INTENDED PURPOSE, POTENTIAL FAILURE IDENTIFIED, ACTIONS IMPLEMENTED TO REDUCE FAILURE OCCURENCE. |
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Term
| WHY IS A PROCESS FMEA PERFORMED? |
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Definition
| TO ASSESS THE IMPACTS OF THE PROCESS ON PRODUCING THE DESIRED OUTCOME. |
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Term
| WHAT IS THE FOCUS OF PROCESS FMEA? |
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Definition
| THE PROCESSES AND CHANGES TO THEM THAT CAN INFLUENCE THE PROBABILITY OF FAILURE |
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Term
| WHAT IS THE PURPOSE OF THE DEFINE PHASE OF DMAIC? |
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Definition
| Define project management process for the project, define the problem or issue to be worked on by the project team |
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Term
| What are inputs and outputs (Hint - Input 8 M, Output, 2 possible answers)? |
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Definition
| Inputs - 8 M's - men, material, methods/machines, mother nature, management, money, measurement system. Output - products or services. |
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Term
| When planning to study a process or system, one must identify... |
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Definition
| the boundaries to work within. |
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Term
| What are the two primary tools used to identify process boundaries? |
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Definition
| Input-Process-Output, SIPOC |
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Term
| What is systems thinking? |
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Definition
| Using tools and methods to understand what is being done at a specific operation and how that activity affects tasks/products further downstream, and how prior tasks/products affect the process being reviewed. |
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Term
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Definition
| Those who have responsibility for the execution of a specific process. |
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Term
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Definition
| Those who have a vested interest in the process most importantly, then the product or output. |
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Term
| What are ways to capture customer data? |
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Definition
| VOC, surveys, quality function deployment, interview, focus groups |
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Term
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Definition
| Document stating the purpose of a project |
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Term
| Each charter should contain what? Describe each (5 steps). PPBSR |
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Definition
Problem statement - what needs improvement
Purpose - goal and objective of team
Benefits - benefits once project is reached
Scope - any project limitation (cost, time)
Results - Criteria and metrics for project success |
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Term
| When is project risk analysis performed? What is the purpose of this analysis? |
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Definition
| Early in project's lifecycle. Identify potential risks, impacts, and potential risk mitigation plans. |
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Term
| What tools can be used for risk analysis? |
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Definition
| SWOT analysis, RPN or risk priority matrix, FMEA |
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Term
| What does risk assessment involve? |
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Definition
| Determining impact severity if the risk occurs and the probability that the risk will occur. |
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Term
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Definition
| Identify activities the team can perform to reduce the chances that an identified risk will occur and to reduce its impact if the risk is identified. |
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Term
| Once risk mitigation planning occurs and the plans are implemented, what must be done? |
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Definition
| Plans should be reviewed on a regular basis to assess the status of existing risks, determine if there are new risks or risks occured. |
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Term
| What is risk verification? |
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Definition
| Process of ensuring that the risk mitigation activities prevent the risk from occuring. |
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Term
| The balanced scorecard looks at an organization's performance in what primary areas? |
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Definition
| Financial, customer, internal processes, and learning & growth. |
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Term
| Project performance measures usually include what? |
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Definition
| Cost performance index (CPI) - measures project's performance in dollar terms (budgeted/actual) cost. Schedule performance index (SPI) - measure of project's efficiency to schedule as earned value/planned value. Customer complaints, corrective action requests, inquiry response time. |
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Term
| What is rolled throughput yield (RTY)? How is it calculated? |
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Definition
| Applies to yield from a series of processes. Found by multiplying the individual process yields. |
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Term
| What are the stages of team evolution? |
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Definition
| Forming, storming, norming, performing, adjourning, recognition. |
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Term
| What takes place during forming (team evolution)? |
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Definition
| Team members get to know each other, understand roles/responsibilities. Honeymoon period. |
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Term
| What takes place during storming (team evolution)? |
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Definition
| Team members voice ideas, roles/responsibilities put to test, disagreements. |
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Term
| What takes place during norming (team evolution)? |
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Definition
| Team members resolve conflicts, agree on mutually acceptable ideas and move forward, begin functioning as team. |
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Term
| What takes place during performing (team evolution)? |
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Definition
| Team is effective, develop ability to solve problem as a team, large amount of work gets accomplished. |
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Term
| What takes place during transitioning (team evolution)? |
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Definition
| Team disbanded, go on with other activities of their work, team dynamic changes and tends to go back to one of earlier stages. |
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Term
| What takes place during recognition (team evolution)? |
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Definition
| Recognize team's efforts. |
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Term
| What is the role of the Executive Sponsor (team)? |
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Definition
| Set direction for Six Sigma team, allocation or resources, set objective of entire program |
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Term
| What is the role of Champion (team)? |
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Definition
| Liaison with senior management, remove barriers behind success of project, approve completed projects |
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Term
| What is the role of process owner (team)? |
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Definition
| Select team members, review and approve process changes, ensure improvements are sustained |
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Term
| What is the role of Master Black Belt? |
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Definition
| Mentor and coach Six Sigma Black and Green Belts, monitor project process slowly, work with champions and process owners for selection of projects |
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Term
| What is the role of Black Belt (team)? |
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Definition
| Lead and manage Black Belt projects, provide net present value, ROI, payback calculations on projects, update/present project progress to management, follow DMAIC, apply appropriate statistical methods, utitilize resources provided by management. |
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Term
| What is the role of Green Belt (team)? |
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Definition
| Lead smaller projects with moderate savings and ROI, review project approach periodically with Black Belt & Master Black Belt, identify and report barriers hindering success of the project. |
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Term
| What is the role of Project Team Member? |
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Definition
| Participate in charter and scope definition, provides inputs during project meetings, brainstorm ideas. Collect data where responsible. Provide inputs to Green & Black Belts and process owners during project. |
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Term
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Definition
| Method of generating a large number of creative ideas in a short period of time. |
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Term
| When brainstorming, should you do so with scope defined or scope wide open? |
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Definition
| Scope defined, so that the majority of ideas collected focus on the defined area. |
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Term
| What is nominal group technique? |
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Definition
| Brainstorming but with limited vocal interaction. Member ideas are collected and posted in a space where all can read them. At this stage, no judgment or criticism is passed. |
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Term
| What is multivoting (ranked)? |
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Definition
| Complements nominal voting technique. Consolidated ideas are numbered or identified by a letter and the team prioritizes the top five or ten items that can be of a significant influence on the problem. |
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Term
| What is multivoting (weighed)? |
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Definition
| Like the 100 points approach where the team member is asked to split 100 points between five choices. |
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Term
| What is AND (Activity Network Diagram)? |
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Definition
| Highlights key tasks, time to accomplish the tasks, flow paths, etc. |
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Term
| What is AQP (Advanced Quality Planning)? |
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Definition
| Idea that solid planning helps prevent suprises and saves valuable resources. We first look at the parameters of what we are going to do. Questions should be answered before you start work. |
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Term
| What is an affinity diagram? |
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Definition
| Used to produce many possible answers to an open ended question. Step 1 - brainstorm to generate ideas. Step 2 - Move notes around until they fall into 5 to 10 natural groups. Step 3 - Find a name for each group. |
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Term
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Definition
| An independent assessment of processes or projects against established plans and goals. |
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Term
| What are the phases of auditing (4 phases)? |
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Definition
| 1. Audit planning (prep), 2. Audit performance, 3. Audit reporting, 4. Audit closure |
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Term
| What takes place during the audit planning stage? |
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Definition
| Get familiar with what is being audited, schedule audit, notify auditee |
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Term
| What takes place during the audit performance stage? |
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Definition
| Auditor gathers evidence of performance through interviews, observation, reconciliation to ensure validity of potential findings, opportunities for improvement. |
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Term
| What takes place during the audit report phase? |
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Definition
| Drafting report which summarizes scope, activities, results, CAPAs. |
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Term
| What takes place during the audit closure phase? |
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Definition
| Ensure action plans were implemented and effective in eliminating their associated causes. |
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Term
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Definition
| Looking at one system and applying the concepts observed to another system |
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Term
| What are the two stages of brainstorming? |
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Definition
| 1. Creative phase - used to generate a large number of ideas, 2. Evaluation phase - Ideas generated are looked at for usefulness and applicability |
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Term
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Definition
| Precategorize potential outcomes for data collection using sets of words, tally lists, or graphics. |
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Term
| What is customer feedback? |
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Definition
| Method or process of finding out what the customer actually thinks of your products or services. |
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Term
| What is a force-field analysis? |
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Definition
| Goal/objective first listed as future or desired state. Then two columns are produced from brainstorming. Driving force (help make the future state occur) and restraining force (prevent future state from occuring) |
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Term
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Definition
| Used to graphically display a project's key activities and the duration associated with those activities. |
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Term
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Definition
| Used to study how a process changes over time. |
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Term
| What is the difference between variable and attribute data? |
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Definition
| Variable - measured on a continous scale (time, weight, distance, temperature). Attribute data are counted and cannot have fractions/decimals. Used only when you are determining presence/absence of something (accept/reject, correct/not correct) |
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Term
| What is an interrelationship digraph? |
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Definition
| Used to identify cause and effect relationships. |
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Term
| How do you construct an interrelationship digraph? |
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Definition
| 1. List half dozen-dozen concerns, 2. For each pair of concerns, draw an arrow from the one that is the most influential on the other, 3. Move around the circle, comparing all items together, 4. Find the note that has the most outgoing arrows. This note is the driver, which is often the key cause of the problem. |
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Term
| What is a Process Decision Program Chart? |
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Definition
| Tree diagram that is used to illustrate anticipated problems and list possible solutions. |
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Term
| What does PERT stand for? |
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Definition
| Project evaluation and review technique (PERT) |
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Term
| What is the critical path (PERT)? |
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Definition
| Path from start to finish that requires the most time. If activities on the critical path are delayed, the entire project will be delayed. The critical path is the time required to complete the project. |
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Term
| What is Quality Function Deployment (QFD)? |
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Definition
| Process for planning new or redesigning products and services reflecting the preferences of the voice of the customer. It requires that a team discover the needs and desires of their customer and study the organization's response to those needs and desires. |
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Term
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Definition
| Help break a general topic into a number of activities that contribute to it. This is accomplished during a series of steps, each one digging deeper into detail than the previous one. |
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