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Six Sigma > 1. Organization-Wide Conciderations > Flashcards

1. Organization-Wide Conciderations Flashcards

1
Q

Walter A. Shewhart

A
  • Father of modern quality control

- Control Chart

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2
Q

W. Edward Deming

A
  • Third wave of the Industrial Revolution
  • Founded ASQ
  • 14 points management structure and attitudes change
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3
Q

Joseph M. Juran

A

Juran Trilogy

  1. Quality Planning
  2. Quality Control
  3. Quality Improvement
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4
Q

Philip B. Crosby

A
  • Zero defects
  • Quality as conformance to requirements
  • 14 steps to quality improvement
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5
Q

Armand V. Feigenbaum

A
  • Total Quality Control
  • Quality Cost
  • 3 Step to Quality:
    1. Quality leadership
    2. Modern quality technology
    3. Organizational commitment
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6
Q

Kaoru Ishikawa

A
  • Quality Circle

- Cause-and-Effect Diagram

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7
Q

Genici Taguchi

A
  • Fractional factorial experiments
  • Quality loss function
  • Concept of Robustness
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8
Q

Dorian Shainin

A
  • Shainin Techniques

- Statistical Engineering Discipline

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9
Q

Some approaches to qaulity over the years

P. 10

A
  • Quality Circle (1979-1981)
  • Statistical Process Control (Mid-1980s)
  • ISO 9000 (1987-Present)
  • Reengineering (1996-1997)
  • Benchmarking (1988-1996)
  • Balanced Scorecard (1990-Present)
  • Six Sigma (1995-Present)
  • Lean (2000-Present)
  • Lean Six Sigma (2002-Present)
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10
Q

Six Sigma Philosophy

P. 11

A
  • Use of teams that are assigned well-defined projects that have direct impact on the bottom line.
  • Training in statistical thinking at all levels, and providing key people with training in advanced statistics and project management “Black Belt”.
  • Emphasis on the DMAIC approach to problem solving
  • A management environment that supports these initiatives as a business strategy.
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11
Q

Six Sigma Definition

P. 13

A

Lean Six Sigma is a fact-based, data-driven philosophy of improvement that values DEFECT PREVENTION over defect detection. It drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time while promoting the use of work standardization and flow, thereby, creating a competitive advantage. it applies anywhere variation and waste exits, and every employee should be involved.

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12
Q

Lean

P. 12

A

A systematic approach to identify and eliminating waste through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.

  • Teamwork
  • Clean
  • Flow System
  • Pull System
  • Reduced Lead Time
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13
Q

Process

P. 16

A

A series of steps designed to produce products/ services. Often a diagram of flow chart.

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14
Q

Business Systems

P. 18

A

System designed to implement a process or, more commonly, a set of processes.

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15
Q

Strategic Planning

P. 19

A
  • Study the current State
  • Envision the ideal future state
  • Plan the path
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16
Q

Strategic Planning and Development for Initiatives

P. 19

A
  • Porter’s Five Forces
  • Portfolio Analysis
  • Hoshin Kanri
  • Feasibility Study
  • Risk Analysis
  • SWOT
  • PEST
  • Unintended Consequences (opportunity cost)
  • Contingency Planning
17
Q

Michael Porter’s 5 Forces that affect the success of an enterprise
P. 19

A
  1. The bargaining power of customers
  2. The bargaining power of suppliers
  3. The threat of new entrants
  4. The threat of substitute products
  5. the intensity of competitive rivalry
18
Q

Portfolio

P. 20

A

Process of determining which products to produce.

  • Study Basic Principles involved
  • Outline family of products
  • List modules required for each product
  • Form product matrix
  • Study the matrix to determine which to build
19
Q

Hoshin Kanri 方針管理

A

Providing tools for stating organizational objectives so strategies are deployed and aligned both horizontally and vertically.

  1. Statement or organizations’s goals
  2. Formulation of strategies
  3. Development of time-based tatics
  4. Development of metrics that measures the progress
  5. Assignment of accountability for strategies and tatics
  6. Regular review to accesses the actual performance
  7. Establishment of recovery plans, or the adjustment of strategies and tactics as necessary.
20
Q

Hoshin Kanri X-matrix (Policy Deployment Matrix)

P. 23

A

Objectives - Strategies - Tactics - Targets - Responsibility

Assign a letter to each linked activities. “A” represents the strongest support.

21
Q

Risk Analysis

P. 24

A

Expected profit = Profit x Probability

Sum total number of Positive / Negative Outcome

22
Q

PEST analysis

P. 27

A

Political
Economic
Social
Techonogical

23
Q

Contingency Planning

P. 28

A
  • Crisis management
  • Business continuity
  • Asset security

Strategy:

  1. Use cause-and-effect diagram
  2. Prioritize the item
  3. Plan (Reaction, Continuity)

Six Sigma (24 decks)

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