Green Belt Training Glossary of Terms Flashcards
1
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5S Workplace Streamlining
A
A lean-enterprise method of creating a clean and orderly workplace that exposes waste and errors. The term 5S stands for: Sort, Shine, Set in Order, Standardize, and Sustain.
2
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Adaptation Phase
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The fourth phase of resistance and characterized by the ability to accept
the truth, find meaning in the change and move forward to carry on.
3
Q
Adaptive Change
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A type of change where changes are implemented slowly through staged or interrelated initiatives over time. This type of change is also characterized as evolutionary and is often associated with culture change.
4
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Affinity Diagram
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A method that enables a team to generate a large number of ideas and then organize natural groupings among them to understand the essence of a problem and identify solutions.
5
Q
Baseline
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A current or historical level of performance that is used as a standard of comparison for future performance improvements.
6
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Basic Needs
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Unspoken needs of customers that are taken for granted by the customer. Expected features or characteristics. Also known as unspoken and expected customer needs.
7
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Benchmarking
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The practice of establishing performance targets and change projects based on how an organization’s processes compare with the industry’s best practices.
8
Q
Betrayal Phase
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The first phase of resistance and is characterized as shock and anger.
9
Q
Bias
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An inclination, predisposition, partiality, prejudice, preference, or predilection towards something. Bias is often described as either cognitive bias or systemic bias.
10
Q
Business Impact Statements
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A clear and common understanding of the financial benefits of achieving the goals of the project. Business impact statements are part of the project charter and are known as “BOB” statements. They should directly relate to the goal statements of the project charter and they should be reviewed and evaluated throughout the life of the project as factors about the process and problem are uncovered and eventually solved.
11
Q
Business Process
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An end-to-end sequence of activities that defines one or more business functions required to deliver goods or services to a customer. Processes serving external customers are considered core business processes; Those serving internal customers are considered support services.
12
Q
Business-Value-Add (BVA)
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Activities that are required by the business but add no real value from a customer standpoint. Examples of BVA could include processes steps necessary to obtain the order or provide a bill; safety activities or regulatory activities. From a customer’s perspective, business-value-add is fundamentally a form of non-value-add.
13
Q
By Design Behavior
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During change this behavior is defined as those that accept the change, have courage and conviction to make the change work and are open minded. During periods of change and within groups of people, there is usually 20% of the group that display this behavior.
14
Q
Cause and Effect/Fishbone Diagram
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A diagram that enables a team to identify, explore, and graphically display in detail, all possible causes of a problem in an effort to identify its root cause(s). Generally the diagram consists of an effect statement, and then relates that effect statement to specific cause categories. This artifact is also known as an Ishikawa Diagram.
15
Q
Cellular Layouts
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A solution that creates a work space in a common location, or so workers are close together. Ensures the most efficient layout for the workers and the equipment. Supports the lean principle of Flow and can be used as a process flow improvement solution.
16
Q
Charter
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A written commitment (or contract) that states the purpose and objectives of an improvement-project team. The charter will document the problem statement, goals and business impact statements, team resources, and project stakeholders. It is a living document and does not solve the problem.
17
Q
Cognitive Bias
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A preference for a particular manner of thinking. An inclination, predisposition, partiality, prejudice, preference, or predilection towards something.
18
Q
Common Cause Variation
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Creates fluctuations or patterns in data that are due to the system or process itself. This type of variation is also known as the heartbeat of a process based on how the process will fluctuate up and down within the control limits. This type of variation, when within the control limits of the process, is considered stable, and provides process consistency over time. To make the process predictable and reliable, the goal is to reduce this type of variation over time.
19
Q
Component Complexity
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Complexity that refers to individual process components which lead to more chance of errors, increased costs or increased overhead. Often characterized by the number of inputs into a process step or overall in the process.
20
Q
Constraint
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A time trap that is unable to produce at the exit rate required to meet customer demand (internal or external). Every constraint is also a time trap.
21
Q
Continuous Improvement
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A step-wise incremental, continuous effort to improve performance of a process or sequential improvement in the performance of a product’s feature’s over time. The idea that improvement is necessarily a continuous activity to ensure ongoing customer satisfaction and improved performance.
22
Q
Control Chart
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A graphical representation of process variation across time, in relation to natural limits and central tendency. It is used to evaluate whether a process is in a state of statistical process control and is measured using control limits.
23
Q
Control Limits
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The upper and lower measures which describe the degree of variation within a process. Depicts the level of common cause variation or displays special cause variation within a process. Usually described statically as +/-3 standard deviations from the mean.
24
Q
Control Plan
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A summary of the metrics used in minimizing process variation. Describes the critical points and inputs to the process in the context of data that will keep the process in a state of control. Helps us think about what input measures will control the process and what output measures will monitor the process. It is a living document reflecting current methods of control and measurement systems used.
25
Core Team
A group of associates who understand the process in detail. They should have hands-on knowledge of how the process works today, including the process inputs and outputs. These team members are acquired from stakeholders and management. Management team members are generally not part of the core team; they are designated as stakeholders.
26
Cost-of-Conformance
Cost-of-conformance is known as the costs associated with providing quality to customers. These costs can be illustrated as the costs of or investments in training, maintaining documentation, gathering data to measure and manage processes, and implement mistake proofing measures.
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Cost-of-Non-Conformance
Cost-of-non-conformance is known as the costs associated with poor quality and late delivery to customers. These costs included the costs associated with dealing with defects and rework. These costs can also manifest in lost customers and lost revenue due to poor quality and dissatisfied customers. Examples of these costs include discounts provided to customers, warranty claims, costs of disposal of defective product or time spent on rework.
27
Countermeasure
A stop gap solution or process change that will improve the process short term until long term solutions which address the root cause of the problem can be implemented. Generally, a countermeasure will add steps and cost to a process and should be acknowledged and implemented with caution.
29
Critical-to-Quality (CTQ)
Describes product or service characteristics that are considered by customers as being most important and represent a basic need. Or, from a customer's perspective a need that must be met. Generally, a good customer requirement is specific and quantifiable
30
Customer Focus
The concept that top priority must be given to working on factors that satisfy short- and long-term customer needs. All decisions must be made in full understanding of their impact on external customers. Some organizations also extend this principle to their internal customers.
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Critical-to-Satisfaction (CTS)
Describes characteristics that are critical to the way customers use, apply, or consume an organization's products or services.
32
Customer-Value-Add (CVA)
Any activity in a process that is essential to deliver a service to the customer. *Must* be performed to meet external customer needs. Those tasks which the customer would be willing to pay for if he/she knew they were being done. (ie., has value to the customer).
33
Cycle Time
The total time required to successfully complete all the tasks that are required for a business (work) process. Includes all touch time and idle time in a process.
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Dashboard
A compilation of standardized performance measures designed to provide feedback, enable learning and create visibility into process performance.
35
Defects Per Million Opportunities (DPMO)
A form of a sigma quality level (SQL) calculation used when the data is attribute or discrete data, This calculation can be used to measure process capability.
36
Default Behavior
During change this behavior is defined those who remain uncommitted. They are waiting to see what will happen next and haven't determined if they are in agreement with the change. During periods of change and within groups of people, there is usually 50% of the group that display this behavior.
37
Defiant Behavior
During change this behavior is defined as those who want to protect the old way of doing things regardless of the change. During periods of change and within groups of people, there is usually 30% of the group that display this behavior.
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Denial Phase
The second phase of resistance and is characterized by the perception of disbelief and suffering
39
DMADV
An innovation process that ensures that an organizations products, processes, or services consistently meet current customer requirements. The term *DMADV* is an acronym for the process's five sequential steps: Define, Measure, Analyze, Design, and Verify.
40
DMAIC
Six Sigma's approach to problem solving. It is an acronym for the process's five sequential steps: Define, Measure, Analyze, Improve, and Control.
41
Effect Statement
Effect statements are quantifiable statements that describe a particular problem or a problem with critical input of the process. The effect statement is part of the fishbone diagram and is commonly referred to as the head of the fish.
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Effectiveness
Quality of the output of the process. Level of output, defect, and customer satisfaction. (Six Sigma)
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Efficiency
Time and cost associated with executing the process. Cycle time and cost. (The amount of resources that need to be input into it.) (Lean)
43
Executive Advisory Group (EAG) Gate Review
One of two formal events that the project must pass through. EAG gate reviews occur at the end of the Improve and Sustain Phases of the project. It includes formal power point presentation(s) followed by review questions and discussion. The gate review ends with a "go/no go" decision by the Executive Advisory Group. At the Sustain Phase, this gate serves as the project close out. The other formal gate review events occur with the project stakeholders.
45
Executive Project Champion
Typically an executive or director that serves as the visible leader supporting the practitioner and the core team during a process improvement project. Typically, this leader has been instrumental in identifying the process improvement opportunity. They will assist in removing barriers or impediments, including resource constraints. They will participate in the monthly status updates and the Gate Reviews.
46
Failure Mode and Effects Analysis (FMEA)
A method of identifying specific ways in which a product, process, or service might fail, estimates the risk associated with the specific causes and prioritizes the actions that should take place to reduce risk. The Risk Priority Number (RPN) is used to apply objectivity to this analysis.
47
Gantt chart
A program-planning method used to indicate the projected start and completion times for scheduled activities of a project. Its horizontal bars show which tasks can be done simultaneously over the life of the project.
48
Goal Statement
Statement included in the project charter explaining how project success will be measured and which specific parameters will be measured. Goal statements generally relate to the process or problem statement. These statements are known as "BEN" statements and will drive the thinking related to Business Impact Statements, and the financial benefits of the project.
49
Identity Crisis Phase
The third phase of resistance and is characterized as the phase where emotions are surfacing. These emotions manifest themselves as bargaining, anxiety, sadness, disorientation or depression.
50
Informative Communication
This communication is used to explain the change, why it is important and how it helps improve the situation. This type of communication is use during the Betrayal and Denial phases of resistance.
51
Inspirational Communication
This communication is used to provide encouragement and in support of new ideas and rewards for risk taking. This type of communication is used during the Adaptation phase of resistance.
52
Kaizen Event
A focused application of lean tools to rapidly reduce "muda" (waste) to improve cost, quality, delivery, speed, flexibility and responsiveness to internal and external customer needs. A Kaizen event assembles cross- functional teams in a focused, short dedicated event to reduce waste and attain sustained results using the DMAIC methodology. Key factors in determining the use of the Kaizen approach include a small scope and a limited time frame.
53
Kano Model
A Voice-of-Customer tool for classifying and prioritizing customer needs. It enables a company to rank requirements for different customers to determine which are most important.
54
Key Process Input Variable (KPIV)
A performance indicator that describes in-process performance of work-in-progress or identifies the performance contribution of suppliers to internal work processes. Identifies the key inputs or independent variables impacting the output. Represents the X-variable in the Y= f (*x*) equation and is a leading measure.
55
Key Process Output Variable (KPOV)
A performance indicator describing key business-results areas from an external view point outside the organization. Identifies the key outputs or dependent variables impacting customer requirements. Represents the Y-variable in the Y= f (*x)* equation and is a lagging measure.
56
Lagging Measures
Measures that inform us about process performance and the need for adjustment after the fact. Output measures are examples of lagging measures, are also known as dependent variables and Y measures. These measures cannot be controlled; they can only be monitored.
57
Latent Needs
A need a customer does not realize they have. This need is usually one that is not apparent or uncovered yet. But, it can be resolved when it is identified and connected with existing tools, concepts or technology. Also known as unknown customer needs.
58
Leading Measures
Measures that tell the need to adjust the process before the fact. Input and Process measures are examples of leading measures. These measures are also known as the independent variables, controllable variables and X-measures.
59
Lean Six Sigma
A prescribed, well-proven tool set that can be used to solve business problems related to poor quality or speed. Through a disciplined, data- driven methodology for analysis and decision making, it will lead to a way to predict the probability that a process will produce results that meet customer requirements. Over time, when implemented, it will drive transformational culture change supporting Operational Excellence.
60
Mean
The mean is the mathematical average of a data set; half of the data resides on one side of the mean and other half on the other side. It measures the ability to stay on target, or how accurate we are. Alone, the mean does not adequately describe the data set since it only depicts the actual center of the data and not what is residing on either side of that middle point.
61
Monthly Status Update
The monthly status update is a monthly meeting with project stakeholders and is organized by the practitioner. This monthly meeting provides stakeholders with a progress report on the accomplishments of the team, maintains a sense of transparency throughout the life of the project and encourages the team to maintain momentum for the project.
62
Non-Value-Add (NVA)
Activities or tasks performed during the production of a product or service that do not contribute to meeting customer requirements. Their elimination from the work process does not degrade its overall performance or results. Non-value-added activities are defined as eight different types of waste, including defects/rework, overproduction, waiting/idle time, non-value-added processing, transportation, inventory, motion and employees under-utilized.
63
Operational Definition
Operationally defining a customer requirement, procedure, regulation or anything else that benefits from clear, unambiguous understanding. The goal here is to get a working description of the factor so all individuals refer to "things" in the same way whether it is for the purposes of measurement or for other reasons of identification. Supports the need to ensure common consistent interpretation and communication of results so we can operate with a clear understanding and fewer surprises.
64
Output Measures (Y)
Referred to as "Y-variable" in data. Output metrics quantify the overall performance of the process including, how well the customer needs and requirements were met, how well quality, speed, cost and business needs and requirements were met also. Output measures are always lagging measures, and can only be monitored and not controlled
65
Parallel Event
Is known as an activity that could be performed at the same time another task is being completed. Used in the set up and change over solution to save time and as a part of process flow improvement thinking.
66
Pareto Chart
A chart that ranks problems by their relative frequency or importance to help a team focus on causes that offer the greatest potential for improvement if solved.
67
Pilot
A test of a proposed solution performed on a small scale. It is used to evaluate both the solution and the implementation of the solution. Purpose is to make the full scale implementation more effective.
68
Poka-Yoke
The discipline of creating devices or methods to either prevent mistakes from occurring or detect them immediately and request a corrective action before the mistakes can be repeated and the defects passed on to customers. Also known as mistake proofing and takes the form of either detection or prevention mechanisms.
69
Political Resistance
The change threatens the balance of things from a personal perspective. The perception that one has that they will lose their identity, or people will now be judging them in a negative way.
70
Proactive Sources
Sources of gathering voice of customer data which gather the unknown and/ or verify what is known about customer needs. Examples can be interviews, surveys, comment cards, market research.
71
Problem Statement
A succinct statement that describes what the problem is, where and when it occurs, potential reasons why it occurs, how the process operates at the point of the problem, and who is involved in the problem or in a potential solution. (Also referred to as opportunity statement.) This is a key part of the project charter and it does not solve the problem
72
Procedural Justice
A form of organizational justice. The idea that people care a much about the fairness of the process through which the outcome is produced as they do about the outcome itself. Fairness can be defined as asking for input, having the changes explained and understanding why the decisions were made the way they were, or management sets expectations by clearly explaining the new rules.
73
Process Balancing
A procedure whereby a set of process steps are "equalized" in terms of time required to accomplish them. This process flow improvement method may include combining steps, cross training staff, or eliminating non-value-added steps or time from a process.
74
Process Capability
A ratio of the "voice of the process" to the "voice of the customer" that measures the process variability to the customer specification and the nominal or target value for performance. This ratio relates customer requirements to actual process performance. Process capability is measured using specification limits. Sigma Quality Level calculations are also related to process capability metrics; these metrics are also known as Z-scores and Defects Per Million Opportunities (DPMO).
75
Process Complexity
Described as complexity inherent within a process. Process complexity may include process hand-offs and rework loops. This type of complexity may also manifest as large amounts of transportation in the process, or shown in process maps as large numbers of process steps. Complexity that the customer is unwillingly to pay for is waste.
76
Process Cycle Efficiency (PCE)
The measure of the relative efficiency in a process. This is an internally facing measure and can only be calculated once customer-value- added activities have been identified in a process. PCE % = Value Add Time/ PCT (x100)
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Process Cycle Time (PCT)
Actual time for a product or service element to traverse the process. Sum of the wait time plus cycling times at each step along the critical path. Can be approximated by PCT= WIP/Exit Rate.
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Process Map
A graphical representation of a process flow identifying the steps of the process, the actors involved in the process, the inputs and outputs of the process and opportunities for improvements.
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Process Measures
An indicator of performance for a work process. It is considered a leading measure and an independent variable in the Y = f (x) equation. Quantifies quality, speed, and cost performance at key points in the process. These measures can be controlled in a process.
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Process Owner
Is named as the individual accountable for the new process and ensures it remains capable of producing quality over time.
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Process Variation
Is a measure of the voice of the process to the extent or degree to which something differs within a process, a characteristic or a function. Variation is caused by either special cause variation or common cause variation. Processes are characterized as either in-control or out-of-control. However, a process can be in statistical control and still not capable of meeting customer requirements. Process variation is measured by control limits and helps us understand the predictability of a process. Data-driven central tendency factors that identify variation include the mean and standard deviation measures.
82
Process Wait Time
This is wait time when no work is being done and is caused by hand-offs in the process. Work has been completed in one process and is now waiting for the next process step to begin. Waiting time between process steps.
83
Project Scope
Definition of the boundaries of the project. The start and end steps of the process. Also includes or excludes associated process permutations so as to specifically describe what will be worked on during the project. (These statements are referred to as Scope-in/Scope-out Statements in the project charter).
84
Quick Win
Opportunity for immediate improvement early in the project using our basic tools. We implement change as soon as possible by-passing the Analyze phase and moving straight to Improve. Quick wins should be obvious process improvements that do not require budget to implement and can be reversed if necessary. High risk or complex solutions are generally not appropriate quick wins.
85
Reactive Sources
Sources of gathering voice of customer data which rely on customer contact points and may be biased. Examples can be customer complaints, technical support calls, sales reporting, product return information.
86
Reconstructive Change
A type of change which occurs via simultaneous initiatives on many fronts, often in a relatively short period of time and can be dramatic. This type of change is also characterized as revolutionary and is often associated business realignments or re-engineering efforts.
87
Resistance
The effort to maintain the status quo. Is characterized by phases and behaviors associated with the grieving process.
88
Risk Priority Number Score (RPN Score)
Concept used in developing an FMEA. Represents a somewhat objective way to determine the severity, occurrence and detection of a potential risk to a process. The RPN score allows for the prioritization of these risks and focuses mitigation strategies on the risks that may have the greatest impact on the process.
89
Sampling
Using a smaller group to represent the whole in order to make decisions about the whole. Usually used in data collection where there are large sums of data to deal with.
90
Serial Event
Is known as an activity that cannot or should not be performed while any other task is being completed. Used in the set-up/change over solution as part of process flow improvement thinking.
91
Showstopper Solution
A showstopper solution is a solution that has a component that would prohibit implementation and therefore should be removed and set aside when analyzing solutions. Examples of showstopper solutions include solutions that may address the root cause but will have a large, adverse impact on customers. Options that violate the law or the costs outweigh the benefits of the solution are also considered as showstoppers.
92
Sigma Quality Level Calculation (SQL)
A mathematical equation to assess the performance of a process and is related to process capability. The equation utilizes the concepts of mean, standard deviation and specification limits to determine the process yield or Defects per Million Opportunities (DPMO). This calculation is also known as a Z-Score.
93
SIPOC
A diagram that enables a team to develop a high level understanding of a process, including the upstream and downstream links. This tool can be used to validate the project scope or perform high-level complexity identification early in the project based on suppliers and inputs to the process. The term *SIPOC* stands for: Suppliers, Inputs, Process, Outputs, and Customers.
94
Spaghetti Diagrams
A visual representation of the process flow within an environment. Shows the journey and transportation of the work flow.
95
Special Cause Variation
Creates fluctuations or patterns in data that are not inherent to the normal rhythm of the process. These spikes in the data forcing the data point outside the process control limits indicate the process is out-of-control. Special cause variation, also known as the "people factor in the process", cannot be ignored and must be eliminated from the process.
96
Stakeholder
A management team member with a stake in the process or otherwise impacted by the process improvements or project outcomes. Stakeholders generally allocate resources to the core team and they are part of the extended team pulled into team activities as needed. They should participate in the monthly status updates and the Gate Reviews.
97
Stakeholder Gate Review
One of two formals event that the project must pass through. Stakeholder gate reviews occur at the end of the Analyze and Improve phases of the project. It includes formal power point presentation(s) followed by review questions and discussion. The gate review ends with a "go/no go" decision by the project champion and stakeholders. At the Sustain Phase, this gate serves as the project close out. The other formal gate review occurs with the Executive Advisory Group (EAG).
98
Standard Deviation
A statistical indicator of variability, dispersion, or spread of values in a statistical distribution, it measures the consistency of the process, or how precise we are. Equals the average distance of each data point to the mean. Refers to process variation and serves as the mathematical description of the variability within a process.
99
Standard Operating Procedures (SOP)
A set of specific instructions that detail the task or activity that needs to take place each time the action is performed. This is to ensure the task is done the same way each time and leads to process repeatability and predictability.
100
Stratification
To form, arrange, organize or layer data into categories. Capturing and use of characteristics to sort data into different groups.
101
Subject Matter Experts (SME's)
Are members of the project team which act as consultants to the core team and are only called upon as needed. These internal experts have specific expertise that can be leveraged periodically as needed. SME's are generally not core team members.
102
Supportive Communication
Communication that imparts empathy toward the current situation and offers support toward moving to the next phase. This type of communication is use during the Identity Crisis phase of resistance.
103
Systematic Bias
A bias resulting from a flaw integral to a system or process within which the bias arises. (For example, an incorrectly calibrated thermostat may consistently read - that is 'be biased'- several degrees hotter or colder than actual temperature). As a consequence, systematic bias commonly leads to systemic errors, as opposed to random errors.
104
Takt Time
Determine which process steps have the capacity to meet customer demand. Described as: Net Process Time Available/Number of Units to Process
105
Task Wait Time
The time work is waiting to be finished within a process step. Generally, this wait time is as a result of work that has been started, but cannot be completed due to interruptions, or task-switching.
106
Team Selection
The process by which a practitioner identifies project stakeholders and then works with them to identify resources for the core team which will assist them through a DMAIC project.
107
Technical Resistance
Expression of opposition based on the feeling of being inept or incompetent due to the perception the individual has that their skill set will not be adequate in the new way of doing things.
108
Time Trap
Any process step that inserts delay time into a process. It limits the output of the process and therefore has less capacity than the prior or following steps. It limits throughput. We are concerned with the time trap that injects the *most* delay.
109
Touch Time
Time it takes to process a specific task to completion. It's the time when work is actually being done.
110
Value-added
Activities or tasks performed during the production of a product or service that increases its value to the customer. Often referred to as customer value-added (CVA) activities.
111
Value Stream Map
A data-rich process map that can be used as a strong analysis tool. A value stream map extends the usefulness of process maps by adding more data, beyond outputs and inputs, including document and information flow, operations parameters, process and lead times, and such. Swim lane process maps can be the starting point for value stream maps.
112
Voice-of-Business (VOB)
This is best obtained from the process owner. Examples include; Process Cycle Efficiency, Process Cost Efficiency, Lead Time, Repair Costs, and Depreciation.
113
Voice-of-Customer Analysis (VOC)
A method for identifying the key drivers of customer satisfaction. This enables an organization to effectively design, deliver, and improve its products and services. VOC is the expression of customer desires and need which have to be translated from what is heard from the customer into critical-to-quality customer requirements (CTQ's). The Kano Model is one way to describe voice of customer information.
114
Voice of Regulator
Either closely related to the Voice of Business or Voice of Customer, but will always have requirements that must be identified, understood and measured. Generally, there are significant consequences to the business if this voice is ignored.
115
Work Control System
Controls and reduces the amount work-in-progress allowing sharper focus on problem areas. Controls cycle time by controlling new work into the process based on the exits coming out of the process. Control and reduce cycle time to generate faster feedback cycles on improvement projects. Governing principle: Start Rate = Exit Rate
115
X-Variable
An indicator of performance for a work process. It is always an independent variable in the Y= f (*x*) equation. This measure is also known as a leading measure and is what can be controlled in a process.
117
Y-Variable
An output indicator of success in delivery of desired business results, such as shareholder value and brand value. This measure is also known a lagging measure, and is always the dependent variable that can only be monitored and not controlled.
118
Z-Score
Refers to a way to measure process capability. Also known as a Sigma Quality Level (SQL) calculation.
