ASQ CSSBB Study Flashcards 2
Learn Six Sigma Black Belt Materials for the ASQ CSSBB Exam
1
Q
Sample standard deviation chart (S chart):
A
A control chart in which the subgroup standard deviation, s, is used to evaluate the stability of the variability within a process.
2
Q
Sampling at random:
A
As commonly used in acceptance sampling theory, the process of selecting sample units so all units under consideration have the same probability of being selected. Note: Equal probabilities are not necessary for random sampling; what is necessary is that the probability of selection be ascertainable. However, the stated properties of published sampling tables are based on the assumption of random sampling with equal probabilities. An acceptable method of random selection with equal probabilities is the use of a table of random numbers in a standard manner.
3
Q
Sampling, double:
A
Sampling inspection in which the inspection of the first sample leads to a decision to accept a lot, reject it or take a second sample; the inspection of a second sample, when required, then leads to a decision to accept or to reject the lot.
4
Q
Sampling, multiple:
A
Sampling inspection in which, after each sample is inspected, the decision is made to accept a lot, reject it or take another sample. But there is a prescribed maximum number of samples, after which a decision to accept or reject the lot must be reached. Note: Multiple sampling as defined here has sometimes been called “sequential n sampling” or “truncated sequential e sampling.” The term “multiple sampling” is recommended.
5
Q
Sampling, single:
A
Sampling inspection in which the decision to accept or to reject a lot is based on the inspection of one sample.
6
Q
Sampling, unit:
A
Sequential sampling inspection in which, after each unit is inspected, the decision is made to accept a lot, reject it or to inspect another unit.
7
Q
Sanitizing:
A
English translation of seiso, one of the Japanese 5S’s used for workplace organization. Sanitizing (also referred to as shining or sweeping) is the act of cleaning the work area. Dirt is often the root cause of premature equipment wear, safety problems and defects.
8
Q
Satisfier:
A
A term used to describe the quality level received by a customer when a product or service meets expectations.
9
Q
Scatter diagram:
A
A graphical technique to analyze the relationship between two variables. Two sets of data are plotted on a graph, with the y-axis being used for the variable to be predicted and the x-axis being used for the variable to make the prediction. The graph will show possible relationships (although two variables might appear to be related, they might not be; those who know most about the variables must make that evaluation). One of the “seven tools of quality” (see listing).
10
Q
Scientific management/approach:
A
A term referring to the intent to find and use the best way to perform tasks to improve quality, productivity and efficiency.
11
Q
Scorecard:
A
An evaluation device, usually in the form of a questionnaire, that specifies the criteria customers will use to rate your business’ performance in satisfying customer requirements.
12
Q
Seiban:
A
The name of a Japanese management practice taken from the words sei, which means manufacturing, and ban, which means number. A seiban number is assigned to all parts, materials and purchase orders associated with a particular customer job, project or anything else. This enables a manufacturer to track everything related to a particular product, project or customer, and facilitates setting aside inventory for specific projects or priorities. That makes it an effective practice for project and buildto- order manufacturing.
13
Q
Self-directed work team (SDWT):
A
A type of team structure in which much of the decision making regarding how to handle the team’s activities is controlled by the team members themselves.
14
Q
Sentinel event:
A
Healthcare term for any event not consistent with the desired, normal or usual operation of the organization; also known as an adverse event.
15
Q
Service level agreement:
A
A formal agreement between an internal provider and an internal receiver (customer).
16
Q
Seven tools of quality:
A
Tools that help organizations understand their processes to improve them. The tools are the cause and effect diagram, check sheet, control chart, flowchart, histogram, Pareto chart and scatter diagram (see individual entries).
17
Q
Seven wastes:
A
See “eight wastes.”
18
Q
Shadow board:
A
A visual management tool painted to indicate where tools belong and which tools are missing.
19
Q
Deming cycle:
A
See “plan-do-check-act cycle.”
20
Q
Sifting:
A
English translation of Japanese seiri, one of the 5S’s used for workplace organization. Sifting involves screening through unnecessary materials and simplifying the work environment. Sifting is separating the essential from the nonessential.
21
Q
Sigma:
A
One standard deviation in a normally distributed process.
22
Q
Signal to noise ratio (S/N ratio):
A
An equation that indicates the magnitude of an experimental effect above the effect of experimental error due to chance fluctuations.
23
Q
Simulation:
A
A 3-D technique to balance a line. It involves using cardboard, wood and plastic foam to create fullsized equipment mock-ups that can be easily moved to obtain an optimum layout.
24
Q
Single-minute exchange of dies:
A
A series of techniques pioneered by Shigeo Shingo for changeovers of production machinery in less than 10 minutes. The long-term objective is always zero setup, in which changeovers are instantaneous and do not interfere in any way with continuous flow. Setup in a single minute is not required, but used as a reference (see “one-touch exchange of dies,” “internal setup” and “external setup”).
25
Single-piece flow:
A process in which products proceed, one complete product at a time, through various operations in design, order taking and production without interruptions, backflows or scrap.
26
SIPOC diagram:
A tool used by Six Sigma process improvement teams to identify all relevant elements (suppliers, inputs, process, outputs, customers) of a process improvement project before work begins.
27
Software quality assurance (SQA):
A systematic approach to evaluating the quality of and adherence to software product standards, processes and procedures. SQA includes ensuring standards and procedures are established and are followed throughout the software acquisition life cycle.
28
Sort:
English translation of the Japanese word seiri, one of the 5S’s used for workplace organization. Sorting (also referred to as structuring or sifting) involves organizing essential materials. It helps the operator to find materials when needed.
29
Special causes:
Causes of variation that arise because of special circumstances. They are not an inherent part of a process. Special causes are also referred to as assignable causes. Also see “common causes.”
30
Specification:
A document that states the requirements to which a given product or service must conform. Sponsor: The person who supports a team’s plans, activities and outcomes.
31
Stages of team growth:
Four stages that a team moves through as it develops maturity: forming, storming, norming and performing.
32
Stakeholder:
Any individual, group or organization that will have a significant impact on or will be significantly impacted by the quality of a specific product or service.
33
Standard:
The metric, specification, gauge, statement, category, segment, grouping, behavior, event or physical product sample against which the outputs of a process are compared and declared acceptable or unacceptable.
34
Standard deviation (statistical):
A computed measure of variability indicating the spread of the data set around the mean.
35
Standard in-process stock:
One of the three elements that make up standard work. It is the minimum quantity of parts always on hand for processing during and between sub-processes. It allows workers to do their jobs continuously in a set sequence, repeating the same operation over and over in the same order. Also see “standard work.”
36
Standardization:
When policies and common procedures are used to manage processes throughout the system. Also, English translation of the Japanese word seiketsu, one of the Japanese 5S’s (see listing) used for workplace organization.
37
Standard work:
A precise description of each work activity, specifying cycle time, takt time, the work sequence of specific tasks and the minimum inventory of parts on hand needed to conduct the activity. All jobs are organized around human motion to create an efficient sequence without waste. Work organized in such a way is called standard(ized) work. The three elements that make up standard work are takt time, working sequence and standard in-process stock (see individual listings).
38
Standard work instructions:
A lean manufacturing tool that enables operators to observe a production process with an understanding of how assembly tasks are to be performed. It ensures the quality level is understood and serves as an excellent training aid, enabling replacement or temporary individuals to easily adapt and perform the assembly operation.
39
Statistical process control (SPC):
The application of statistical techniques to control a process; often used interchangeably with the term “statistical quality control.”
40
Statistical quality control (SQC):
The application of statistical techniques to control quality. Often used interchangeably with the term “statistical process control,” although statistical quality control includes acceptance sampling, which statistical process control does not.
41
Statistics:
A field that involves tabulating, depicting and describing data sets; a formalized body of techniques characteristically involving attempts to infer the properties of a large collection of data from inspection of a sample of the collection.
42
Stop the line authority:
Power given to workers to stop the process when abnormalities occur, allowing them to prevent the defect or variation from being passed along.
43
Strategic planning:
The process an organization uses to envision its future and develop the appropriate strategies, goals, objectives and action plans.
44
Strengths, weaknesses, opportunities, threats (SWOT) analysis:
A strategic technique used to assess what an organization is facing.
45
Stretch goals:
A set of goals designed to position an organization to meet future requirements.
46
Structural variation:
Variation caused by regular, systematic changes in output, such as seasonal patterns and long-term trends.
47
Sub-optimization:
A condition in which gains made in one activity are offset by losses in another activity or activities that are caused by the same actions that created gains in the first activity.
48
Supermarket:
The storage locations of parts before they go on to the next operation. Supermarkets are managed by predetermined maximum and minimum inventory levels. Each item in the plant is at a designated location.
49
Supplier:
A source of materials, service or information input provided to a process.
50
Supplier quality assurance:
Confidence a supplier’s product or service will fulfill its customers’ needs. This confidence is achieved by creating a relationship between the customer and supplier that ensures the product will be fit for use with minimal corrective action and inspection. According to Joseph M. Juran, nine primary activities are needed: 1. define product and program quality requirements; 2. evaluate alternative suppliers; 3. select suppliers; 4. conduct joint quality planning; 5. cooperate with the supplier during the execution of the contract; 6. obtain proof of conformance to requirements; 7. certify qualified suppliers; 8. conduct quality improvement programs as required; 9. create and use supplier quality ratings.
51
Supply chain:
The series of suppliers to a given process.
52
Surveillance:
The continual monitoring of a process; a type of periodic assessment or audit conducted to determine whether a process continues to perform to a predetermined standard.
53
Survey:
The act of examining a process or questioning a selected sample of individuals to obtain data about a process, product or service.
54
Sustain:
The English translation of shitsuke, one of the 5S’s (see listing) used for workplace organization. Sustaining (also referred to as self-disciplining) is the continuation of sorting, setting in order and sanitizing. It addresses the need to perform the 5S’s on an ongoing and systematic basis.
55
Symptom:
An observable phenomenon arising from and accompanying a defect.
56
System:
A group of interdependent processes and people that together perform a common mission. System kaizen: Improvement aimed at an entire value stream.
57
Taguchi Methods:
The American Supplier Institute’s trademarked term for the quality engineering methodology developed by Genichi Taguchi. In this engineering approach to quality control, Taguchi calls for off-line quality control, on-line quality control and a system of experimental design to improve quality and reduce costs.
58
Takt time:
The rate of customer demand, takt time is calculated by dividing production time by the quantity of product the customer requires in that time. Takt is the heartbeat of a lean manufacturing system. Also see “cycle time.”
59
Tampering:
Action taken to compensate for variation within the control limits of a stable system; tampering increases rather than decreases variation, as evidenced in the funnel experiment.
60
Team:
A group of individuals organized to work together to accomplish a specific objective.
61
Technical report (TR):
A type of document in the International Organization for Standardization portfolio of deliverables.
62
Technical specification (TS):
A type of document in the International Organization for Standardization portfolio of deliverables.
63
Theory of constraints (TOC):
A lean management philosophy that stresses removal of constraints to increase throughput while decreasing inventory and operating expenses. TOC’s set of tools examines the entire system for continuous improvement. The current reality tree, conflict resolution diagram, future reality tree, prerequisite tree and transition tree are the five tools used in TOC’s ongoing improvement process. Also called constraints management.
64
3P:
The production preparation process is a tool for designing lean manufacturing environments. It is a highly disciplined, standardized model that results in the development of an improved production process in which low waste levels are achieved at low capital cost.
65
Throughput:
The rate the system generates money through sales, or the conversion rate of inventory into shipped product.
66
TL 9000:
A quality management standard for the telecommunications industry based on ISO 9000. Its purpose is to define the requirements for the design, development, production, delivery, installation and maintenance of products and services. Included are cost and performance based measurements that measure reliability and quality performance of the products and services.
67
Tolerance:
The maximum and minimum limit values a product can have and still meet customer requirements.
68
Top management commitment:
Participation of the highest level officials in their organization’s quality improvement efforts. Their participation includes establishing and serving on a quality committee, establishing quality policies and goals, deploying those goals to lower levels of the organization, providing the resources and training lower levels need to achieve the goals, participating in quality improvement teams, reviewing progress organization-wide, recognizing those who have performed well and revising the current reward system to reflect the importance of achieving the quality goals.
69
Total productive maintenance (TPM):
A series of methods, originally pioneered by Nippon Denso (a member of the Toyota group), to ensure every machine in a production process is always able to perform its required tasks so production is never interrupted.
70
Total quality:
A strategic integrated system for achieving customer satisfaction that involves all managers and employees and uses quantitative methods to continuously improve an organization’s processes.
71
Total quality control (TQC):
A system that integrates quality development, maintenance and improvement of the parts of an organization. It helps a company economically manufacture its product and deliver its services.
72
Total quality management (TQM):
A term first used to describe a management approach to quality improvement. Since then, TQM has taken on many meanings. Simply put, it is a management approach to long-term success through customer satisfaction. TQM is based on all members of an organization participating in improving processes, products, services and the culture in which they work. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran.
73
Toyota production system (TPS):
The production system developed by Toyota Motor Corp. to provide best quality, lowest cost and shortest lead time through eliminating waste. TPS is based on two pillars: just-in-time and jidohka (see listings). TPS is maintained and improved through iterations of standardized work and kaizen (see listing.)
74
Transaction data:
The finite data pertaining to a given event occurring in a process. Examples are the data obtained when an individual checks out groceries (the grocery shopping process) and the data obtained from testing a machined component (the final product inspection step of the production process).
75
Tree diagram:
A management tool that depicts the hierarchy of tasks and subtasks needed to complete an objective. The finished diagram bears a resemblance to a tree.
76
Trend:
The graphical representation of a variable’s tendency, over time, to increase, decrease or remain unchanged.
77
Trend control chart:
A control chart in which the deviation of the subgroup average, X-bar, from an expected trend in the process level is used to evaluate the stability of a process.
78
TRIZ:
A Russian acronym for a theory of innovative problem solving.
79
T-test:
A method to assess whether the means of two groups are statistically different from each other.
80
Type I error:
An incorrect decision to reject something (such as a statistical hypothesis or a lot of products) when it is acceptable.
81
Type II error:
An incorrect decision to accept something when it is unacceptable.
82
U chart:
Count-per-unit chart.
83
Unit:
An object for which a measurement or observation can be made; commonly used in the sense of a “unit of product,” the entity of product inspected to determine whether it is defective or non-defective.
84
Upper control limit (UCL):
Control limit for points above the central line in a control chart.
85
Uptime:
See “equipment availability.”
86
V Validation:
The act of confirming a product or service meets the requirements for which it was intended.
87
Validity:
The ability of a feedback instrument to measure what it was intended to measure; also, the degree to which inferences derived from measurements are meaningful.
88
Value added:
A term used to describe activities that transform input into a customer (internal or external) usable output.
89
Value analysis:
Analyzing the value stream to identify value added and nonvalue added activities.
90
Value engineering:
Analyzing the components and process that create a product, with an emphasis on minimizing costs while maintaining standards required by the customer.
91
Values:
The fundamental beliefs that drive organizational behavior and decision making.
92
Value stream:
All activities, both value added and nonvalue added, required to bring a product from raw material state into the hands of the customer, bring a customer requirement from order to delivery and bring a design from concept to launch. Also see “information flow” and “hoshin planning.”
93
Value stream loops:
Segments of a value stream with boundaries broken into loops to divide future state implementation into manageable pieces.
94
Value stream manager:
Person responsible for creating a future state map and leading door-to-door implementation of the future state for a particular product family. Makes change happen across departmental and functional boundaries.
95
Value stream mapping:
A pencil and paper tool used in two stages. First, follow a product’s production path from beginning to end and draw a visual representation of every process in the material and information flows. Second, draw a future state map of how value should flow. The most important map is the future state map.
96
Variable data:
Measurement information. Control charts based on variable data include average (X-bar) chart, range (R) chart, and sample standard deviation (s) chart (see individual listings).
97
Variation:
A change in data, characteristic or function caused by one of four factors: special causes, common causes, tampering or structural variation (see individual entries).
98
Verification:
The act of determining whether products and services conform to specific requirements.
99
Virtual team:
Remotely situated individuals affiliated with a common organization, purpose or project, who conduct their joint effort via electronic communication.
100
Visual controls:
Any devices that help operators quickly and accurately gauge production status at a glance. Progress indicators and problem indicators help assemblers see when production is ahead, behind or on schedule. They allow everyone to instantly see the group’s performance and increase the sense of ownership in the area. Also see “andon board,” “kanban,” “production board,” “painted floor” and “shadow board.”
101
Vital few, useful many:
A term Joseph M. Juran used to describe the Pareto principle, which he first defined in 1950. (The principle was used much earlier in economics and inventory control methods.) The principle suggests most effects come from relatively few causes; that is, 80% of the effects come from 20% of the possible causes. The 20% of the possible causes are referred to as the “vital few;” the remaining causes are referred to as the “useful many.” When Juran first defined this principle, he referred to the remaining causes as the “trivial many,” but realizing that no problems are trivial in quality assurance, he changed it to “useful many.” Also see “eighty-twenty (80-20).”
102
Voice of the customer:
The expressed requirements and expectations of customers relative to products or services, as documented and disseminated to the providing organization’s members.
103
Voluntary standard:
A standard that imposes no inherent obligation regarding its use.
104
Waste:
Any activity that consumes resources and produces no added value to the product or service a customer receives. Also known as muda.
105
Weighed voting:
A way to prioritize a list of issues, ideas or attributes by assigning points to each item based on its relative importance.
106
Wilcoxon Mann-Whitney test:
Used to test the null hypothesis that two populations have identical distribution functions against the alternative hypothesis that the two distribution functions differ only with respect to location (median), if at all. It does not require the assumption that the differences between the two samples are normally distributed. In many applications, it is used in place of the two sample t-test when the normality assumption is questionable. This test can also be applied when the observations in a sample of data are ranks, that is, ordinal data rather than direct measurements.
107
Working sequence:
One of three elements of standard work; refers to the sequence of operations in a single process that leads a floor worker to most efficiently produce quality goods.
108
Work in process:
Items between machines or equipment waiting to be processed.
109
Work team:
See “natural team.”
110
World-class quality:
A term used to indicate a standard of excellence: best of the best.
111
X-bar chart:
Average chart.
112
Yellow Belt:
A team member who supports and contributes to Six Sigma projects, often helping to collect data, brainstorm ideas, and review process improvements.
113
Zero defects:
A performance standard and method Philip B. Crosby developed; states that if people commit themselves to watching details and avoiding errors, they can move closer to the goal of zero defects.
114
AS9100:
An international quality management standard for the aerospace industry published by the Society of Automotive Engineers and other organizations worldwide. It is known as EN9100 in Europe and JIS Q 9100 in Japan. The standard is controlled by the International Aerospace Quality Group (see listing).
115
Asia Pacific Laboratory Accreditation Cooperation (APLAC):
A cooperative of laboratory accreditation bodies.
116
Attributes, method of:
Method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration and counting how many units do (or do not) possess it. Example
117
AS9100:
An international quality management standard for the aerospace industry published by the Society of Automotive Engineers and other organizations worldwide. It is known as EN9100 in Europe and JIS Q 9100 in Japan. The standard is controlled by the International Aerospace Quality Group (see listing).
118
Asia Pacific Laboratory Accreditation Cooperation (APLAC):
A cooperative of laboratory accreditation bodies.
119
Attributes, method of:
Method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration and counting how many units do (or do not) possess it. Example
120
Balanced scorecard:
A management system that provides feedback on both internal business processes and external outcomes to continuously improve strategic performance and results.
121
BS 7799:
A standard written by British commerce, government and industry stakeholders to address information security management issues, including fraud, industrial espionage and physical disaster. Might become an International Organization for Standardization standard.
122
Central tendency:
The tendency of data gathered from a process to cluster toward a middle value somewhere between the high and low values of measurement.
123
Champion:
A business leader or senior manager who ensures resources are available for training and projects, and who is involved in periodic project reviews; also an executive who supports and addresses Six Sigma organizational issues.
124
Consultant:
An individual who has experience and expertise in applying tools and techniques to resolve process problems and who can advise and facilitate an organization’s improvement efforts.
125
Control chart:
A chart with upper and lower control limits on which values of some statistical measure for a series of samples or subgroups are plotted. The chart frequently shows a central line to help detect a trend of plotted values toward either control limit.
126
D chart:
See “demerit chart.”
127
Defective:
A defective unit; a unit of product that contains one or more defects with respect to the quality characteristic(s) under consideration.
128
End user:
See “consumer.”
129
Feedback:
Communication from customers about how delivered products or services compare with customer expectations.
130
Fishbone diagram:
See “cause and effect diagram.”
131
Intermediate customers:
Organizations or individuals who operate as distributors, brokers or dealers between the supplier and the consumer or end user.
132
Task:
A specific, definable activity to perform an assigned piece of work, often finished within a certain time.
133
Vision:
An overarching statement of the way an organization wants to be; an ideal state of being at a future point.
134
Process map:
A type of flowchart depicting the steps in a process and identifying responsibility for each step and key measures.
135
Six Sigma quality:
A term generally used to indicate process capability in terms of process spread measured by standard deviations in a normally distributed process.
136
Special characteristic:
Automotive ISO TS 16949 term for key product or process characteristics.
137
Function:
A group of related actions contributing to a larger action.
138
Job instruction:
Quality system documentation that describes work conducted in one function in a company, such as setup, inspection, rework or operator.
