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LEAN SIGMA > Glossary > Flashcards

Glossary Flashcards

1
Q

5 Whys

A

A simple method of diving from a problem through multiple layers of causes, with a “Why” question through each level, to determine root causes.

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2
Q

5S

A

A methodology to create and sustain the layout of a work area where there is “A place for everything and everything in its place.” Therefore, it eliminates unnecessary downtime, move time, wait time, and safety issues.

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3
Q

7 “Wastes” (or “Muda’s”)

A

Categories used to identify seven types of “waste” in Lean. These categories can be remembered using the acronym DoMowIt.

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4
Q

A3

A

The format of a Lean Project summary/overview is usually documented on a single, typically 11”x17” (A3-size) page. It is a contract between the project leader and the champion and it acts as a touchstone for the team members. It is sometimes referred to as a Project Charter.

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5
Q

Champion

A

Should be an executive that has the power and authority to remove the project’s barriers to achieving success.

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6
Q

Critical-to-Quality (CTQ)

A

Characteristics of a process and/or deliverables from that process which fulfill critical customer requirements. These are usually determined based on the “Voice-of-the-Customer”.

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7
Q

Cycle Efficiency

A

Measure of efficient time usage within a process. It is the percentage of the customer’s time spent on added value. It is calculated by dividing the total of Value-Added time by the Lead Time.

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8
Q

Cycle Time (CT)

A

Time to perform all work elements within a particular process step on a single item. It may include value-added as well as non-value-added time (also known as the “process rate”).

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9
Q

Defects per Million Opportunities (DPMO)

A

A normalized defect metric by taking “defects found” divided by “defect opportunities checked” multiplied by 1,000,000.

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10
Q

DMAIC Methodology

A

The 5 phases used for Lean Sigma projects.

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11
Q

Dynamic Lead Time

A

Approximate Lead Time for the last “thing” in the waiting line which is based on the number of “things” in process and the speed (pace) of completions. See Little’s Law. This is different from “Observed Lead Time”.

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12
Q

Ease vs. Impact Matrix

A

Shows how options are compared against each other based-upon the “ease” and “impact” of each. If an option is the easiest and will yield the largest impact, then it will be the best option.

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13
Q

First-In-First-Out (FIFO)

A

Replenishes inventory in such a way to have the oldest material used next. For example, milk cartons are re-stocked at the back of the rack.

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14
Q

Fishbone Diagram

A

A graphical method used in conjunction with brainstorming to identify, logically group, and sub-divide root causes of a problem. It appears to look like the skeleton of a fish with the spine labeled as the problem and the ribs labeled as different categories (such as the 6M’s).

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15
Q

Gemba

A

A Japanese word for the “work area”, or loosely “where the action is”.

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16
Q

Inter-Quartile Range (IQR)

A

The range of the centermost 50% values in a data set by calculating the 75th percentile value, the 25th percentile, and then calculating the difference between those two values.

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17
Q

Kaizen

A

A Japanese word that means “continual improvement”. It is sometimes used to describe an event where a cross-functional and front-line team meets in a focused format for rapid action to completely implement an improvement.

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18
Q

Kanban

A

A Japanese word that means “signal” to perform work. The “signal” can take multiple forms, such as: an empty taped area, an empty part bin, a light, a post-it note, etc.

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19
Q

Lead Time (LT)

A

Time to complete a product or service from start to finish. Sometimes, it is also called “production time”, “throughput time”, “dynamic cycle time”, or “replenishment time”.

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20
Q

Line Layout

A

A process workflow designed to eliminate wasted steps, facilitate one-piece flow and flexing, create visual flow, and improve communication. Lean lines are often laid out either in a straight line or in a horseshoe shape.

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21
Q

Little’s Law

A

Dynamic Lead Time equals the number of the “things” in process divided by the process speed (average time between completing sequential “things”).

22
Q

Master Black Belt (MBB)

A

A Lean trainer, mentor and coach for the Project Team Leader.

23
Q

Mean

A

Average value of a data set.

24
Q

Measured Lead Time

A

When Lead Time is determined by observing the start and completion times for multiple “things” as they traverse the Value Stream. This is different from “Dynamic Lead Time”.

25
Q

Median

A

The centermost value of a data set (i.e. the 50th percentile).

26
Q

Mode

A

The most common value of a data set.

27
Q

Muda

A

“Waste” which is any activity that does not add value as defined by the Customer.

28
Q

Necessary Non-Value Added (NNVA)

A

Time spent in the process that does not impart additional value to the product/service BUT it is still REQUIRED (perhaps by law or regulation).

29
Q

Non-Value Added (NVA)

A

Time spent in the process that does not impart additional value to the product/service. By definition it is anything that is NOT Value-Added or Necessary-Non-Value-Added.

30
Q

One-Piece Flow

A

This is the concept that products or “things” should move through the process one unit at a time rather than batching units in groups of two or more. Also known as “single-piece flow”.

31
Q

Operational Methods Sheet (OMS)

A

Is a visual format for work instructions. These typically include: process steps, necessary tools, needed materials, and Total Quality Control (TQC) steps. The format emphasizes the use of colors, shapes and photos to convey the process.

32
Q

Poka-Yoke

A

Is a Japanese term which means “mistake-proofing”. Instead of noticing or fixing mistakes, it is a goal to change the process so that action can never occur.

33
Q

Point of Use Supply (POUS)

A

Determines storing materials close to their point of use.

34
Q

Process Heartbeat

A

(aka Takt Time) Rate that a product/service needs to be completed in order to meet customer. It is calculated by dividing available work time by expected customer demand.

35
Q

Process Owner

A

Owner of the process under investigation during the project.

36
Q

Project Charter

A

See A3.

37
Q

Pull & Flex

A

The characteristics of a continuous flow area. The needs for each step “pull” work from the previous step, and the staff “flex” (go to the work) in response to the needs.

38
Q

Range

A

The highest value minus the lowest value in a data set.

39
Q

Rolled Throughput Yield (RTY)

A

Metric for an overall process by multiplying together the individual yields of all steps in the process.

40
Q

SIPOC Diagram

A

Diagrams a high-level process sequence to identify boundaries, suppliers, customers, inputs, deliverables and data collection needs.

41
Q

Skills Matrix

A

Tracks the capabilities of individual staff members for all tasks in the process. As more staff members can perform multiple tasks the team will be more flexible running the process.

42
Q

Sequence of Events (SOE)

A

A data collection and analysis tool for activities within a process step. It captures the tasks and activities being performed, the average times to perform them, and which of those are value-add.

43
Q

Spaghetti Diagram

A

Typically an area layout (approximately to scale) which includes physical flow, travel paths and movement of operations as well as the frequency of those movements.

44
Q

Takt Time

A

(aka Process Heartbeat) Rate that a product/service needs to be completed in order to meet customer. It is calculated by dividing available work time by expected customer demand.

45
Q

Total Process Cycle Time (TPCT)

A

Sum of cycle times for all process steps with the value stream. It does not include wait times between process steps.

46
Q

Total Value-Added (TVA)

A

Sum of all value-added times throughout the value stream.

47
Q

Try-Storming

A

When you go beyond “brainstorming” where you have an idea, and then you translate it into action by “trying” it in practice.

48
Q

Value-Added (VA)

A

Time required performing Value-Added work (in the eyes of the customer).

49
Q

Value Stream

A

All the actions, both value-added and non-value-added, which are currently required to bring a product or service to the customer.

50
Q

Value Stream Map (VSM)

A

A visual depiction of the “thing” travelling through the various process steps (including Material and Information Flow) where waste and customer value can be identified.

51
Q

Voice of the Customer (VOC)

A

A method used to capture the needs and wants of the customer (internal or external). The output is most often expressed in terms of “Critical-to-Quality”.

LEAN SIGMA (1 decks)

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