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Lean Six Sigma > Exam > Flashcards

Exam Flashcards

1
Q

SIPOC/COPIS

A

Supplier, Inputs, Process, Outputs, Customer, and Requirements

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2
Q

KANO Model

A

way to understand customer needs; basic, delighter, reversal, performance

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3
Q

PDCA

A

plan, do, check, act

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4
Q

Project Charter

A

contract between org leadership and proj team; includes: stakeholders, scope, and success; other features: title, goals, scope, team members, responsibilities, start/end dates, milestones

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5
Q

Process Flow Diagrams

A

start/end points, tasks, waits, flows, decision points

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6
Q

Value Stream Mapping

A

all activities involved in adding value to a product/service; includes product family, current state drawing, future state drawing, work plan

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7
Q

Gemba

A

go to the workplace or shop floor

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8
Q

Material Flows

A

Chart showing where materials are going

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9
Q

Data Box

A

gives information about timing to figure out how to eliminate muda such as: cycle time/unit; changeover time; time available/shift; machine uptime

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10
Q

Checksheet

A

includes problem and tally of how many times it occurs

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11
Q

Attribute Data

A

data that counts items such as number of defects

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12
Q

Variable data

A

data that measures a characteristic such as length or width

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13
Q

Run chart

A

time as x axis, other variable such as wait time or hourly wage, as y axis

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14
Q

Pareto Chart

A

histogram with line chart showing percentage of problem out of total problems

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15
Q

In Control

A

Only exhibits random variation; relates to process to see if it has changed from past; not making statement about defect

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16
Q

Capable process

A

fulfill customer specifications; expect 1.33 or higher, if between 1 and 1.33- technically capable but b/c of drift not capable in real life

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17
Q

Product Quality

A

performance, features, conformance, reliability, durability, perceived quality, serviceability, aesthetics

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18
Q

Quality Venn Diagram

A

specification, performance, customer wants

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19
Q

Walter Shewart

A

1920s; measurement of processes by studying variation; find common (random) and assignable (special) causes; father of SPC; realized people react to being observed

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20
Q

W. Edwards Deming

A

worked a lot in Japan; management as a system; PDCA cycle; Red Bead Game (85% of 94% errors due to process design, other others are due to workers/learning/motivation); hold the gains and avoid backsliding by using SOP (Standard operating procedure)

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21
Q

SOP

A

standard operating procedure

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22
Q

Red Bead Game

A

85/94% errors due to process design and 15/6% due to workers/learning/motivation

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23
Q

Joseph Juran

A

categories of cost of quality: prevention, appraisal, internal failure, external failure; cost optimal point based on those 4 things combined

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24
Q

Kaoru Ishikawa

A

created fishbone diagram; OEE overall equipment effectiveness; 6 big losses in manufacturing as root causes- including speed (full or slow/idle), availability (how much downtime), quality (how much defect)

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25
Q

Philip Crosby

A

doesn’t believe in tradeoffs especially between productivity and quality; prevention of defections instead of inspection of them; worry about quality in relation to costs when get it wrong

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26
Q

Armand Feiganbaum

A

started TQM; everyone must take ownership of quality

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27
Q

TQM- Total Quality Management

A

set of systematic activities carried out by an org to effectively/efficiently achieve objectives to provide products/services with level of quality that satisifes customers at appropriate time and price

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28
Q

Crosby’s 4 Absolutes

A

quality- conformance to requirements; system to quality- prevention; should have 0 defects performance; measure of quality is price of non-conformance

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29
Q

Ohno’s Seven Wastes

A

Transporting; Defects/Rework; Waiting; Inappropropriate processing; unnecessary inventory, unnecessary motion, overproduction

30
Q

TIM WOODS

A

transportation, inventory, motion, waiting, overproduction, over processing, defects, skills

31
Q

push system

A

based on forecast, not customers

32
Q

pull system

A

type of JIT system, minimized inventory, based on customer orders and replenish only what is necessary

33
Q

TOC

A

theory of constraints- bottlenecks cause all issues

34
Q

DMAIC

A

define, measure, analyze, improve, control

35
Q

opportunity

A

point in time when a defect can occur

36
Q

Process Walk

A

usually about 1.5 sigma over one year

37
Q

A3

A

get project on one A3 sheet of paper; incl. background, current conditions, goals/targets, analysis, proposed countermeasures, plan, followup

38
Q

VOC

A

voice of customer, also can apply to employees, investors, etc. have qualitative requirements

39
Q

CTQ

A

critical to quality; gives metric to VOC; measurement/quantitative

40
Q

QFD

A

quality function deployment and house of quality- looks at what and how, see how fulfills what; creates priorities for CTQ

41
Q

SMART Objectives

A

specific, measurable, attainable, realistic, time based

42
Q

value stream

A

current and future and look at difference to figure out where to implement change; always evolving

43
Q

C/T

A

Cycle time

44
Q

C/O

A

Change over time

45
Q

spaghetti map

A

distance and time, stop/go process, track items on shop floor

46
Q

checksheet

A

basis for Pareto chart

47
Q

attribute data

A

count; use p chart

48
Q

variable data

A

measure; x bar (mean) and r (range) chart

49
Q

run chart

A

always have time at bottom and y variable

50
Q

Pareto chart

A

economist figured out that 80% of wealth owned by 20% of people; Joseph Juran then used similar idea to look at vital few and prioritize problems

51
Q

scatterplot

A

shows correlations

52
Q

DPMO

A

defects per million opportunities which can then convert to sigma level

53
Q

Hard and soft savings

A

hard savings- direct in profit/loss- tangible; soft- intangible

54
Q

MSA

A

Measurement system analysis; when you measure you may capture variation due to way you measure and not just due to process; look at stability/time, accuracy, precision

55
Q

Gauge R&R

A

repeatability (same guy does it again) and reproducibility (someone else can do)

56
Q

Urgent/Important Matrix

A

2x2 matrix; eisenhowers principle

57
Q

Breakthrough Equation

A

y (result) = f(x) input variables + e error

58
Q

Business Impact Analysis

A

look at critical processes and use questionnaires and interviews

59
Q

Current Reality Tree

A

look at undesirable effects to find root cause

60
Q

Fishbone Diagram

A

6Ms and 5 Whys to use for root cause analysis

61
Q

FMEA

A

looking for what could go wrong and be ready- failure mode effects analysis

62
Q

Pugh Matrix

A

tool to choose best option out of a set of options

63
Q

TRIZ

A

theory of imaginative problem solving; 39 technical parameters that can be improved with 40 inventive principles

64
Q

Hoshin Kanri

A

management of objectives/captain steering ship; metrics that relate to objectives

65
Q

Poka Yoke

A

mistake proofing; methods: contact, fixed value, motion step; system that stops the process if something is wrong

66
Q

Affinity Diagrams

A

structured brainstorming, discussing, categorizing

67
Q

SMED

A

Single Minute Exchange of Dies; goal to reduce machine change over time; external: things you can do to prepare for changeover; internal: things that have to happen while stopped, but can be streamlined

68
Q

Dashboard

A

monitoring metrics all on one display; should be real time data

69
Q

5S

A

reduce waste and optimize productivity; sort, standardize, set in order, shine, sustain, safety

70
Q

Balanced Scorecard

A

report to show various categories and communicate

71
Q

C(p) versus C(pk)

A

C(p) doesn’t let us see defects and drift

Lean Six Sigma (1 decks)

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