Exam 1 Flashcards
a systematic series of actions directed to some end
process
something new or different introduced
innovation
introducing something new to a process that results in better quality/lower cost/faster time/easier processing
process innovation
profit equation
p = r - c (profit equals revenues minus costs)
objectives of process innovation
better, faster, cheaper, easier
six sigma means that
you have a process that can go six standard deviations either side of the mean and still be within “required” values
who is credited with creating the six sigma concept in the 80s
Bill Smith from Motorola
six sigma married ______ with ______
process capability with product specification
DPMO
defects per million opportunities
any step where an error can occur
opportunity
framework for reducing variation in an existing process with no known solution
DMAIC (define, measure, analyze, improve, control)
different phases/framework for a new process
DMADV (define, measure, analyze, design, validate)
define
what is the problem? define project goals
measure
collecting data to determine how well the process is performing
analyze
identifying root causes
improve
generating solutions to plan to fix
control
monitoring of new process; steps to keep the improvement in place
six sigma is NOT a ______ framework/progression
linear
primary activities in define phase
- develop team charter 2. kick-off project 3. refine scope 4. define process 5. identify CTQs
team charter contents
business case, problem and goal statements, role and responsibilities, scope
project management wants to know three things
time, cost, scope (how long, how much, what does it do?)
CTQ
critical to quality; what is critical to the customer (meet or exceed expectations)
who defines quality
the customer
business case needs to be articulated in terms of
dollars
problem and goal statement requirements
must be measurable/quantifiable; do not include solutions, causes, or assign blame, keep to one problem, use of entitlement for goals (target 70% of best performance ever)
2 ways to define/map out a process
SIPOC and process mapping
SIPOC
suppliers, inputs, process, outputs, customers (can be used to help you scope)
process mapping
flow charts; helps find bottlenecks and redundancies; (each step should have a start and a finish)
critical to quality must be
measurable; need to be able to define what is good and what is a defect
in God we trust …
… always bring data!
primary activities of measure phase
brainstorm possible root causes, develop operational definition, develop data collection plan, collect the data (establish a current state)
fishbone diagram
cause and effect diagram; used to uncover all sources of a problem, typically done in groups; don’t judge just write
six sigma is ____ driven
data
y=mX+b
CTQ = m(root cause) + b
operational definition
defines how to tell good from bad
keys to an operational definition
what to measure, how to measure it, and remove ambiguity
operation definition template
(CTQ) is defined as (your definition) as measured by (how you measure it with no ambiguity)
two types of data
continuous and discrete
continuous data
can be measured on a continuous scale (time, weight, temperature)
discrete data
counts frequency of occurrence
types of discrete data
count data (# of defects), binary data (yes/no), nominal data (yellow, blue…), ordinal data (on a scale from 1-5)
big goal in data collection
you want uniformity, repeatability in collecting data; no matter who collects, you should be able to get the same answer
the sigma level is
how many standard deviations you can go before hitting a required limit
goal of analyze phase
to determine which x’s have the biggest influence on your y
simple analysis tools
pareto analysis, scatter plots, simple regression, histogram
more advanced analysis tools
ANOVA, t test, box-plot, chi-square test, logistic regression
which tools to use?
depends on your type of data for y and x
80% of your defects come from 20% of your problems/causes
pareto analysis
purpose of this tool is to see if there is a relationship between two seemingly unrelated variables
scatterplot
DO NOT USE _______ DATA
OPINION
activities in the improve phase
generate possible solutions, evaluation solutions, select solution, implement solution
how to generate solutions
think like a child, challenge the rule, set a deadline, get rid of excuses
SCAMPER
substitue, combine, adapt, modify or magnify, put to other uses, eliminate or minimize, reverse or rearrange
when evaluation solutions you should
do a cost benefit analysis and do a pick chart (2 by 2; easy or hard difficulty and high or low payoff)
key idea of control phase
gains will fade over time if not monitored and controlled
spc
statistical process control
how can you implement
with a pilot test
philosophy of lean
the elimination of waste
5 principles of lean
- identify value 2. map the value stream 3. create flow 4. establish pull 5. seek perfection
another idea for map the value stream
VSM or value stream mapping
another idea for create flow
5S
another idea for establish pull
kanban
another idea for seek perfection
kaizen
anything that adds cost but does not add value
waste (muda)
difference between Japanese and US
Japanese are more focused on process improvements and simplification while we are more operations oriented
big idea of lean
continuous improvement
Japanese understand the concept of
invisible waste
2 reasons to change your processes
what my customer wants changes with time and technology changes
Littles law?
inventory = throughput x flow time WIP = throughput x lead time
7 forms of waste
waste of producing defects, transportation, overproduction, waiting, waste in the process itself, waste of movement, inventory
eighth waste
waste of underutilizing employee skills or not engaging people
something that the customer is willing to pay for
value
where to start with value stream mapping
define the process and bound it; create a process box for each process step, map the process flow; add info flows; collect process data and add it; create a timeline; analyze; create ideal state
one thing that differentiates VSM from other techniques is
adding the flow of information to show how orders are placed and schedules communicated
typical process data that is collected in VSM
inventory, cycle time, change over time, uptime, number of operators, net available working time, scrap rate, pack size/pallet sizes
goal with creating a timeline in VSM
want to show how long inventory remains in the system and how long a product is processed for
time taken to process one item (not one batch)
processing time
what is 5S
sort straighten/set in order shine standardize sustain (clean your room and keep it clean)
sort
- define what is necessary 2. define what is unnecessary 3. remove what’s unnecessary
set in order
- determine locations for all items 2. calculate quantities of items 3. place items in storage locations 4. label storage locations
shine
- clean 2. plan 3. sustain
standardize
create visual controls and policies to ensure consistent standard behavior for item usage and storage
standardization should encourage
simplicity, repeatability, lack of variation, accountability
sustain
ingrain 5S into the culture through training and ongoing discipline
pull method of production
focuses on eliminating waste of inventory and overproduction by not moving till something happens
Kanban is a
card or instruction sign
Kanban serves to limit
the amount of WIP
Kanban serves to limit
the amount of WIP
key to Kanbans
they need a fairly stable environment; you need quick replenishment from suppliers and can’t have huge fluctuations in demand
kaizen is the notion of
continuous improvement
what is a kaizen blitz
5 day event
Q x A = E
quality times acceptance equals effectiveness (if people don’t accept it then it’s not effective
