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Lean Six Sigma Yellow > Define Phase > Flashcards

Define Phase Flashcards

1
Q

A set of activities done in order to convert the inputs into outputs

A

Process

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2
Q

All process problems can be solved by analyzing problems in what?

A

The inputs and the process conditions

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3
Q

The fundamental principle on which Six Sigma Methodology is built

A

Process Approach

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4
Q

In all processes variation in the inputs and the process conditions lead to

A

variation in the output or desired results

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5
Q

What produces defects

A

too much variation

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6
Q

What are the types of variations in process

A

Special Cause Variation/Assignable Cause Variation and Common Cause Variation

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7
Q

Advanced statistical tools help identify root causes of what type of variation?

A

Special Cause Variation

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8
Q

What type of variation does Six Sigma not help solve?

A

Common Cause Variation

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9
Q

Six Sigma 6.0 level of quality

A

Number of defects is 3.4 per million opportunities (DPMO)

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10
Q

Define DMAIC acronym

A

Define, Measure, Analyse, Improve, Control

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11
Q

What improvement system for existing processes failing below specification and looking for incremental improvement?

A

DMAIC

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12
Q

Define DMADV acronym

A

Define, Measure, Analyse, Design, Verify

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13
Q

What improvement system used to develop new processes or products at Six Sigma quality levels?

A

DMADV

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14
Q

What phase is defines the problem statement, create a project charter and map the as-is process?

A

Define

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15
Q

What phase is perform measurement analysis, collect the data from the process, and baseline current quality level?

A

Measure

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16
Q

What phase is study the business process and the data generated to understand the root causes of the problem?

A

Analyze

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17
Q

What phase is identify possible improvement actions, prioritize them, test the improvements, finalize the improvement action plan?

A

Improve

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18
Q

What phase is full scale implementation of improvement action plan. Set up controls to monitor the system so that gains are sustained?

A

Control

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19
Q

What areas a reviewed for readiness assessment? (4)

A
  1. outlook and future path of the business
  2. evaluate the current org performance
  3. review the capacity for system’s change and improvement
  4. a decision on six sigma might be negative if certain conditions exist
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20
Q

Give the variables for Y=f(X)

A

Y = Effect X=Causes
Effect example: Headache
Cause example: Stress, Lack of Sleep, etc.

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21
Q

In Problem Solving Strategy Y=f(X) you want to focus on?

A

Causes NOT the Effect

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22
Q

T or F | Processes have Inputs (x) and deliver Output (y)

A

True

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23
Q

T or F | Controlling Inputs will control Output

A

True

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24
Q

Customers define _____ and set ______

A

quality / expectations

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25
Q

Customers expect 6 things

A

performance, reliability, competitive prices, on-time delivery, service and clear and accurate transaction processing

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26
Q

Voice of External Customers - Instruments to Gather data

A

Surveys - Focus Groups - Face to Face Interviews

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27
Q

Key role in effective black belt program, sets direction and priorities for the organization, team is comprised of leaders that communicate, lead and direct company’s overall objectives

A

Executive Sponsors

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28
Q

Upper level managers, control and allocate resources to promote process improvements, trained in core six sigma concepts and deployment strategies, ensure resources are available for training and project completion

A

Champions

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29
Q

This role coordinates process improvement activities, monitors progress on a regular basis, work with black belts to improve the processes, they may be six sigma champions

A

Process Owners

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30
Q

This role continues to demonstrate skill through significant positive financial impact and customer benefits on projects, teachers who mentor black belts and review their projects

A

Master Black Belts

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31
Q

This role is fulle time process improvement positions, they studied and demonstrated skill in implementation of the principles, practices, and techniques of six sigma - focus on max cost reduction and profit improvement

A

Black Belts

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32
Q

Part time process improvement role

A

Green Belts

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33
Q

3 Critical elements of Six Sigma

A

Dedicated Resources, focused infrastructure, and Systematic Approach

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34
Q

What is CTX?

A

Critical to X factors (Customer requirements -specific and measurable -translated into Critical Process Requirements)

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35
Q

What is Voice of the Customer (VoC)

A

Customer requirements data collected that gives information about what they need from the process

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36
Q

A fully developed CTX has four elements.

A
  1. Output Characteristic (CTX Name)
  2. Y metric (CTX Measure)
  3. Target (Goals)
  4. Specification/Tolerance limits
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37
Q

T or F - X = Input, Y = Output (responses)

A

True

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38
Q

COPQ

A

Cost of Poor Quality

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39
Q

Costs incurred to prevent errors/failures (i.e training, improvement programs)

A

Preventive Costs

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40
Q

Costs incurred to determine the degree of conformance to quality requirements (i.e. testing, reviews, inspections)

A

Appraisal Costs

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41
Q

costs associated with defects found before the customer receives the product or service. (i.e. rework, scrap)

A

Internal failure Costs

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42
Q

Costs associated with defects found after the customer receives the product or service (i.e. warranty, complaints, returned product, loss reputation)

A

External failure Costs

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43
Q

COPQ can be calculated by the sum of 4 things

A

Preventive, appraisal, internal and external failure costs

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44
Q

What diagram focus attention on prioritized problems, compare data changes during different time periods (before and after) and provides a basis for the construction of a cumulative defect graph.

A

Pareto diagrams (80% of the issues are caused by 20% of the problems)

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45
Q

What is needed to ensure that the requirements for a project are measurable and therefore controlled during the project?

A

Primary metrics

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46
Q

In what phase are metrics defined but not finalized?

A

DEFINE

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47
Q

What sources provide primary metrics?

A

Suppliers, Internal Processes, Customers

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48
Q

Quality, Cycle Time, Cost, Value, Labor, etc are examples of what?

A

Primary Metrics

49
Q

What metrics for a project are derived from the primary metrics?

A

Secondary Metrics

50
Q

Defects per Unit (DPU), Defect per Million Opportunities (DPMO), Average Duration of Receivables, Lines of Error Free Software Code, Scrap % are examples of what metric?

A

Secondary Metrics

51
Q

Event/Transaction produced or processed

A

Unit

52
Q

Any inputs to event/transaction that can be measured to assess the probability of it not meeting a Customer Requirement. In other words, it is the expression of the probability of the occurrence of an error

A

Opportunity

53
Q

1000000 X NO. of Defects NO. of Units X NO. of Opportunities per Unit

A

DPMO

54
Q

Units Passed / Units Tested

A

Classic or Final Yield

55
Q

Units Passed/Units input for First time

A

First Pass Yield (No scrap)

56
Q

Continued Yield for each step of the process

A

Rolled Throughput Yield

57
Q

1/Throughput Rate

A

Cycle Time (how long it takes us to get through a process)

58
Q

A critical element in the establishment of an improvement team is the development and acceptance of what?

A

Charter

59
Q

A written document that defines the team’s mission, scope of operation, objectives, time frames and consequences.

A

Charter

60
Q

A commitment of support from the top management for the improvement project.

A

Charter

61
Q

What are the key points of a team project charter? (7)

A
  1. Business Case (financial impact)
  2. Problem Statement
  3. Project Scope
  4. Goal Statement
  5. Role of Team Members
  6. Milestones/deliverables
  7. Resources Required
62
Q

A short summer of the strategic reasons for the project?

A

Business Case

63
Q

The general rationale for a ______ would normally involve quality, cost, for delivery of a product with a financial justification.

A

Business Case

64
Q

What are the four basic activities for a business case?

A
  1. Design of a new product
  2. Redesign of an existing product
  3. Design of a new process
  4. Redesign of an existing process
65
Q

This statement details the issue that the project charter team wants to improve

A

Problem

66
Q

The _____statement should be crafted to be as descriptive as possible. That is, how long has the problem existed, what measurable item is affected, what is the business impact, and what is the performance gap?

A

Problem

67
Q

The problem statement should be ____ to avoid jumping to conclusions

A

Neutral

68
Q

T or F - baseline measure are needed for problem statements

A

True - if not available at Define stage, gather them at measure phase and then update problem statement

69
Q

Boundaries of the Project. An attempt to outline the range of the teams’s activities.

A

Project Scope

70
Q

A typical rule of thumb for six sigma ______ is a requirement of a 50% reduction in some initial metric (or improvement of 50%)

A

Goal Statement

71
Q

Set of ______ are used to keep the project on track and to help to bring to completion

A

Milestones

72
Q

Initial team projects should be at _____ day length

A

120

73
Q

People, machine time, computer equipment, lab, office space, utilities are all examples of

A

Resources (must be detailed in project charter/business case)

74
Q

When is the project budget determined?

A

after a detailed list of project activities have been created, resource requirements and activity durations

75
Q

This must be reasonable, attainable, and based on estimates of the tasks to be accomplished

A

Project budget

76
Q

What are the two critical factors to budget

A

Revenue and Cost Factors

77
Q

A comparison to determine if a project will be worthwhile, normally performed prior to implementation of project plans, and based on time -weighted estimates of costs and predicted value of benefits

A

Cost-Benefit Analysis

78
Q

ROA

A

Return on Assets = Net Income over Total Assets (expected earnings and value of assets)

79
Q

ROI

A

Return on Investment = Net Income over Investments (expected earnings and investment is the value)

80
Q

Tech Changes, Competitor Actions, Material Shortages, Health and Safety Issues, and Environmental issues are what types of risk

A

Business

81
Q

Property Damage, Indirect consequential loss, legal liabilities, and personnel injury are what types of risk

A

Insurable

82
Q

What is the sum of the products of the probability of occurrence and the consequence of risk?

A

Project Risk Factor

83
Q

A principle driven, tool based philosophy that focuses on eliminating waste so that all activities/steps add value from the customer’s perspective

A

Lean

84
Q

Lean considers customer inputs and conducts a “______”

A

War on Waste

85
Q

Lean is “_________”

A

Elimination of Waste

86
Q

Value Stream Mapping, Workplace Organization, Total productive maintenance, Kanban/Pull systems, Kaizen, Setup Reduction, Teamwork, error-proofing, problem solving, cellular manufacturing, one-piece flow are all what?

A

Lean strategy tools

87
Q

Lean enterprise looks at what?

A

complete end to end production system

88
Q

A true lean system is dependent upon?

A

Demand (from customers) and Supply (reliability of suppliets)

89
Q

What are the 5 benefits of Lean

A
  1. Lower Production costs
  2. Quicker Product delivery
  3. Higher Quality
  4. Higher Profitability
  5. Greater System Flexibility
90
Q

What are the 5 areas that drive lean producer

A
  1. Cost
  2. Qaulity
  3. Delivery
  4. Safety
  5. Morale
91
Q

What should be utilized to Eliminate Waste, Simplify Processes, Increase Speeds, Improve Flows, Minimize Inventories, and Mistake Proof Processes?

A

Lean Tools

92
Q

Value Stream Mapping, Charter/Problem Statement, Voice of the Customer, Communications Plans, CTQ Issues, Business Results and Benchmarking are applications of which phase of Lean and Six Sigma

A

Define

93
Q

What are the 5 Principles of Lean?

A
  1. Identify Customers and Specify Value
  2. Identify and Map the Value Stream
  3. Create Flow by Eliminating Waste
  4. Respond to Customer Pull
  5. Pursue Perfection
94
Q

When value stream mapping you will find only _% of activities add value, this can rise to _% in a service environment.

A

5% and 45%

95
Q

What is MUDA

A

Non-value added activities or waste in process

96
Q

Useful activities the customer will pay for are called___?

A

Value Added

97
Q

What are the 7 categories of Waste?

A
  1. Over Production
  2. Correction
  3. Inventory
  4. Motion
  5. Over Processing
  6. Conveyance
  7. Waiting
98
Q

What characterizes Over Production

A
  1. Producing more than needed
  2. Producing Earlier than needed
  3. Producing Faster than needed
99
Q

Reworking the defects in a transaction, calling customers to correct the information, defective parts, or scrapping the whole part are examples of?

A

Correction

100
Q

Excess of this is considered MUDA

A

Inventory

101
Q

Unneeded body movement?

A

Motion

102
Q

Additional steps or activities?

A

Processing

103
Q

What is waste category Conveyance?

A

use of forklifts, conveyors, pallet movers, and trucks

104
Q

Idle time is what waste category

A

Waiting

105
Q

What program is indicative of the commitment of Sr. Management to work place organization, lean manufacturing, and the elimination of Muda. This program also mandates that resources be provided in the required location and be available as needed to support work activities

A

5S

106
Q

What are the 5S’s(+2)

A
  1. Sort (organize)
  2. Straighten (neatness)
  3. Shine (Clean and Inspect)
  4. Standardize
  5. Sustain (audits, work schedules)

Safety and Security

107
Q

Japanese term for continuous improvement or small, incremental improvements

A

Kaizen

108
Q

AKA as Mistake proofing, visual signals that make mistakes clearly stand out

A

Poka-Yoke

109
Q

Utilizes visual display cards to signal movement of material between steps of a product process. A scheduling system for LEAN and JIT

A

Kanban

110
Q

A philosophy which leads to “producing the necessary units, in the necessary quantities at the necessary time with the required quality”

A

JIT (just in time)

111
Q

“automation with a human touch” - implements a supervisory function in the production line and stops the process as soon as a defect is detected. the production does not start until the root cause is eliminated

A

JIDOKA

112
Q

The frequency at which a product or service must be completed in order to meet customer needs?

A

TAKT-TIME

113
Q

what is the formula for TAKT-Time

A

Takt-time = Available Time/Required Output

114
Q

Pace of the manufacturing system as determined by the customer demand

A

TAKT-Time

115
Q

Production leveling and Smoothing. a technique to reduce the waste, which occurs to fluctuating customer demand

A

Heijunka

116
Q

a technique used to document, analyze and improve the flow of information or materials required to produce a product or service for a customer

A

Value Stream Mapping

117
Q

sign boards, cards, display screens from Visual factory. Visual controls improve working areas by answering questions, identifying equipment, materials, and locations, safety warning, etc are proper functioning of what?

A

Visual Factory

118
Q

To show the benefits of a project in terms of monetary value, what is the standard period time considered?

A

24 Months

Lean Six Sigma Yellow (2 decks)

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