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QMS CUTIEE! > CHAPTER 7 : LEAN SIX SIGMA > Flashcards

CHAPTER 7 : LEAN SIX SIGMA Flashcards

1
Q

described as a business
improvement approach that seeks to find and eliminate causes of defects and errors in manufacturing and service processes by focusing on outputs that are critical to customers and a clear financial return for the organization.

A

Six Sigma

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2
Q

At Motorola, for example, Six Sigma became part of the common language of all employees. To them, it
means ________________, even if they do not understand the statistical details.

A

near perfection

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3
Q

____________________ a pioneered the concept of Six Sigma as an approach to measuring product and service quality.

A

Motorola

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4
Q

Motorola’s CEO,

A

Robert Galvin.

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5
Q

Improve product and services quality ten times

A

1989

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6
Q

at least one hundred-fold by

A

1991

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7
Q

Achieve six-sigma capability by

A

1992

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8
Q

efforts by General Electric, driven by former CEO ___________ ,
brought significant media attention to the concept and made Six Sigma a popular approach to quality improvement.

A

Jack Welch

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9
Q

Ultimate goal

A

Zero Defects in Everything we do

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10
Q

One of the key learnings GE discovered was that Six Sigma is not only for ___________.

A

engineers (it is for everybody)

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11
Q

____________ can use Six Sigma to reduce waste, improve product consistency, solve equipment
problems, or create capacity

A

Plant managers

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12
Q

___________________ need it to reduce the cycle time for hiring employees.

A

Human Resource Managers

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13
Q

________________________ can use it to improve forecast reliability, pricing strategies, or pricing variation.

A

Regional Sales Manager

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14
Q

Six Sigma began as a manufacturing focus to reduce defect levels to only a few parts per million. It evolved into a
formal business strategy designed to accelerate improvements in every facet of an organization.

A
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15
Q

contrasting features between TQM
and Six Sigma include

A
  • TQM is based largely on worker empowerment and teams; Six Sigma is owned by business leader champions.
  • TQM activities generally occur within a function, process, or individual workplace; Six Sigma projects are truly cross-functional.
  • TQM training is generally limited to simple improvement tools and concepts; Six Sigma focuses on a more
    rigorous and advanced set of statistical methods and DMAIC methodology.
  • TOM is focused on improvement with little financial accountability; Six Sigma requires a verifiable return
    on investment and focus on the bottom line.
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16
Q

Six Sigma is the realization of many fundamental concepts of TOM, notably, the __________ of
human and process elements of improvement.

A

integration

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17
Q

Human issues include:

A

management leadership a sense of urgency
focus on results and customers
team processes
culture change

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18
Q

process issues include:

A
  • use of process management techniques
  • analysis of variation and statistical methods
  • a disciplined problem-solving approach
  • and management by fact
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19
Q

The first step in using Six Sigma is to select an ___________

A

appropriate problem

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20
Q

a deviation between what should be
happening and what actually is happening that is important enough to make someone think the deviation ought to
be corrected.

A

problem

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21
Q

every instance of quality problem-solving falls into one of five categories:

A
  1. Conformance problems
  2. Efficiency problems
  3. Unstructured performance problems
  4. Product design problems
  5. Process design problems
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22
Q

characterized by unsatisfactory performance that causes customer dissatisfaction, such as high levels of defects, service failures, or customer complaints.

A

Conformance Problem

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23
Q

characterized by unsatisfactory performance that causes dissatisfaction from
the standpoint of noncustomer stakeholders, such as managers of financial or supply chain functions.

A

Efficiency Problems

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24
Q

characterized by unsatisfactory performance by processes that are not well-specified or understood.

A

Unstructured Performance Problem

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25
Q

involve designing new products or redesigning existing products to better satisfy customer needs.

A

Product Design Problems

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26
Q

involve designing new processes or substantially revising existing processes.

A

Process Design Problems

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27
Q

Six Sigma methods are most applicable to ___________________ because the processes that create the problems can be easily identified,
measured, analyzed, and changed.

A

conformance problems

28
Q

For efficiency problems, _________ are generally used

A

lean tools

29
Q

vehicles that are used to organize and to implement Six Sigma.

A

Projects

30
Q

One of the challenges of implementing Six Sigma projects is to __________ them with normal work activities.

A

coordinate

31
Q

Projects fail for a variety of reasons

A
  • not adhering to schedules
  • poor planning
  • scope creep
  • mismatching of skills
  • insufficient
    knowledge transfer
32
Q

___________ vital to Six Sigma projects because of the interdisciplinary nature of such projects.

A

Teams

33
Q

Six Sigma teams are comprised of
several types of individuals:

A
  • Champions
  • Master Black Belts
  • Black Belts
  • Green Belts
  • Team Members
34
Q

Senior-level managers who promote and lead the deployment of Six Sigma in a significant area of the business

understand the philosophy of Six Sigma, select projects, set objectives, allocate
resources, and select and mentor teams.

own Six Sigma projects and are responsible or their completion and results

A

Champion

35
Q

Full-time Six Sigma experts who are responsible for Six Sigma strategy, training,
mentoring, deployment, and results.

A

Master Black Belts

36
Q

Fully trained Six Sigma experts with extensive technical training who perform much of the
technical analysis required in Six Sigma projects, usually on a full-time basis. They have advanced knowledge
of tools and DMAIC methods, and often act as project team leaders.

A

Black Belts

37
Q

Functional employees who are trained in introductory Six Sigma Tools and methodology and work on projects on a part-time basis, assisting Black Belts while developing their own knowledge and
expertise.

A

Green Belts

38
Q

Individuals form various functional areas who support specific projects.

A

Team members

39
Q

There are two ways for an organization to generate Six Sigma projects

A

top-down and bottom-up

40
Q

generally are tied to business strategy and are aligned with customer needs. Their major weakness is that they are often too broad in scope to be completed in a timely manner.

A

top-down projects

41
Q

Black Belts (or Master Black Belts) choose the projects that are well-suited to the capabilities of teams.

A

Bottom-up approach

42
Q

Factors that should be considered when selecting Six Sigma projects include the following:

A
  • Financial return
  • Impacts on customers and organizational effectiveness
  • Probability of success
  • Impact on employees
  • Fit to strategy and competitive advantage
43
Q

Six Sigma projects are driven by expected ______________

A

financial returns

44
Q

Balancing quality costs against expected revenue gains

A

return on quality (ROQ)

45
Q

ROQ is based on four main principles:

A
  • Quality is an investment.
  • Quality efforts must be made financially accountable.
  • It is possible to spend too much on quality.
  • Not all quality expenditures are equally valid.
46
Q

often used to estimate effects and the financial implications.

A

Sophisticated statistical methods

47
Q

One of the _______ experienced in organizations new to Six Sigma is a lack of ability of senior managers to estimate what the resources they allocate (or fail to allocate) to Six Sigma projects will “buy” in the way of bottom-line returns.

A

pitfalls

48
Q

projects that are easy to accomplish, or even can be completed by a single individual in order to
show early successes

A

“low-hanging fruit

49
Q

Finally, Six Sigma projects should ________ the organization’s vision and competitive strategy

A

support

50
Q

refers to approaches that originated at the Ford Motor Company in the early 1900s, but which were refined and modernized
by the Toyota Motor Corporation later in the century.

A

Lean production

51
Q

Simple way of defining lean approaches

A

getting more done with less

52
Q

Some of the key tools used in lean production include

A
  • The 5S’s
  • Visual controls
  • Pull production.
  • Single minute exchange of dies (SMED)
  • Total productive maintenance
  • Source inspection.
  • Continuous improvement
53
Q
  • seiri (sort),
  • seiton (set in order),
  • seiso (shine),
  • seiketsu (standardize),
  • shitsuke (sustain)
A
54
Q

indicators for tools, parts, and production activities that are placed in plain sight of all workers so that everyone can understand the status of the system at a glance.

A

Visual Controls

55
Q

In this system (also known as kanban or just-in-time), upstream suppliers do not produce
until the downstream customer signals a need for parts.

A

Pull Production

56
Q

refers to rapid changeover of tooling and fixtures in machine
shops so that multiple products in smaller batches can be run on the same equipment.

A

Single minute exchange of dies (SMED)

57
Q

designed to ensure that equipment is
operational and available when needed

A

Total productive maintenance

58
Q

Inspection and control by process operators guarantees that product passed on to the
next production stage conforms to specifications.

A

Source inspection

59
Q

provides the link to Six Sigma. In order to make lean
production work, one must get to the root causes of problems and permanently remove them.

A

Continuous improvement

60
Q

integral part of continuous improvement in lean environments

A

Teamwork

61
Q

can be defined
as an integrated improvement approach to improve goods and services and operations efficiency by reducing
defects, variation, and waste.

A

Lean Six Sigma

62
Q

Both exploit data and logical problem-solving analysis

A

Six Sigma and lean

63
Q

Services are generally driven by four key measures of performance

A
  • Accuracy
  • Cycle time
  • Cost
  • Customer satisfaction
64
Q

those places where the defective “product” is sent to be reworked or scrapped (revised, corrected, or discarded in nonmanufacturing terms).

A

“hidden factories,”

65
Q

Find the hidden factory and you also find
_____________ to improve the process.

A

opportunities

QMS CUTIEE! (4 decks)

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