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Lean Six Sigma > Exam > Flashcards

Exam Flashcards

(71 cards)

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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
Philip Crosby
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
26
Armand Feiganbaum
started TQM; everyone must take ownership of quality
27
TQM- Total Quality Management
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
28
Crosby's 4 Absolutes
quality- conformance to requirements; system to quality- prevention; should have 0 defects performance; measure of quality is price of non-conformance
29
Ohno's Seven Wastes
Transporting; Defects/Rework; Waiting; Inappropropriate processing; unnecessary inventory, unnecessary motion, overproduction
30
TIM WOODS
transportation, inventory, motion, waiting, overproduction, over processing, defects, skills
31
push system
based on forecast, not customers
32
pull system
type of JIT system, minimized inventory, based on customer orders and replenish only what is necessary
33
TOC
theory of constraints- bottlenecks cause all issues
34
DMAIC
define, measure, analyze, improve, control
35
opportunity
point in time when a defect can occur
36
Process Walk
usually about 1.5 sigma over one year
37
A3
get project on one A3 sheet of paper; incl. background, current conditions, goals/targets, analysis, proposed countermeasures, plan, followup
38
VOC
voice of customer, also can apply to employees, investors, etc. have qualitative requirements
39
CTQ
critical to quality; gives metric to VOC; measurement/quantitative
40
QFD
quality function deployment and house of quality- looks at what and how, see how fulfills what; creates priorities for CTQ
41
SMART Objectives
specific, measurable, attainable, realistic, time based
42
value stream
current and future and look at difference to figure out where to implement change; always evolving
43
C/T
Cycle time
44
C/O
Change over time
45
spaghetti map
distance and time, stop/go process, track items on shop floor
46
checksheet
basis for Pareto chart
47
attribute data
count; use p chart
48
variable data
measure; x bar (mean) and r (range) chart
49
run chart
always have time at bottom and y variable
50
Pareto chart
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
scatterplot
shows correlations
52
DPMO
defects per million opportunities which can then convert to sigma level
53
Hard and soft savings
hard savings- direct in profit/loss- tangible; soft- intangible
54
MSA
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
Gauge R&R
repeatability (same guy does it again) and reproducibility (someone else can do)
56
Urgent/Important Matrix
2x2 matrix; eisenhowers principle
57
Breakthrough Equation
y (result) = f(x) input variables + e error
58
Business Impact Analysis
look at critical processes and use questionnaires and interviews
59
Current Reality Tree
look at undesirable effects to find root cause
60
Fishbone Diagram
6Ms and 5 Whys to use for root cause analysis
61
FMEA
looking for what could go wrong and be ready- failure mode effects analysis
62
Pugh Matrix
tool to choose best option out of a set of options
63
TRIZ
theory of imaginative problem solving; 39 technical parameters that can be improved with 40 inventive principles
64
Hoshin Kanri
management of objectives/captain steering ship; metrics that relate to objectives
65
Poka Yoke
mistake proofing; methods: contact, fixed value, motion step; system that stops the process if something is wrong
66
Affinity Diagrams
structured brainstorming, discussing, categorizing
67
SMED
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
Dashboard
monitoring metrics all on one display; should be real time data
69
5S
reduce waste and optimize productivity; sort, standardize, set in order, shine, sustain, safety
70
Balanced Scorecard
report to show various categories and communicate
71
C(p) versus C(pk)
C(p) doesn't let us see defects and drift

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