Introducing CI and LSS Flashcards
Lean Six Sigma Rules
1.) No one person can bring continuous improvement, it must be many
2.) YOU can be the model
3.) There is no blame in Lean - never point out people - it’s the process
4.) Change can make things better, but it also is threatening
5.) WE are the only ones who can change for the better
6.) Find Data you trust
7.) Small Steps FIRST
Identifies opportunities for streamlining work and reducing waste
Continuous Improvement (CI)
A never-ending strive for perfection in everything you do
Continuous Improvement (CI)
Searches for and reduces waste
Process Improvement
Reduces variation
Six Sigma
Anything that does not transform your product or service into what the customer wants
Waste (Muda)
Anything that does not create value for the customer
Waste (Muda)
What are 8 types of Waste (Muda)?
Waiting
Defects / Redo’s
Unnecessary Movement / Motion
Overprocessing
Underutilizing Talent
Overproduction
Stock / Inventory
Transport
A strategy where employees work together proactively to achieve regular, incremental improvements in the process
Kaizen
A positive mindset that promotes simple ideas and “common sense”.
Kaizen is a mindset
What does Kaizen translate to?
Kai => Change
Zen => Better
Lean Six Sigma Rule: No _____ can bring continuous improvement, it must be _____.
one person; many
Lean Six Sigma Rule: _____ can be the model
YOU
Lean Six Sigma Rule: There is no _____ in Lean; never point out_____; it’s the_____.
blame; people; process
Lean Six Sigma Rule: _____ can make things better, but it also is _____
change; threatening
Lean Six Sigma Rule: _____ are the only ones who can change for the better.
We
Lean Six Sigma Rule: Find _____ you trust
Data
Lean Six Sigma Rule: _____ Steps FIRST
Small
A Lean methodology, an iterative four-step process used for Continuous Improvement (CI) of processes, products, or services and to resolve problems
Plan, Do, Check, Act (PDCA)
PDCA Step: Observation, Question, Hypothesis
Plan
PDCA Step: Experiment
Do
PDCA Step: Analysis
Check
PDCA Step: Conclusion and Implementation
Act
The Six Sigma equivalent of PDCA
Define, Measure, Analyze, Improve, Control (DMAIC)
Which DMAIC step(s) occur(s) during the Plan phase of PDCA?
Define
Measure
Analyze
initial steps of Improve
Which DMAIC step(s) occur(s) during the Do phase of PDCA?
remaining steps of Improve
Which PDCA step(s) occur(s) during the Control phase of DMAIC
Check
Act
Healthy and productive _____ happens when work moves smoothly through a process with minimum interruption
Flow
What are some misunderstandings of Flow and Improvement?
- We all must work harder and faster for our part of the process
- The quality of our work is compromised when we are rushed
- All our creativity is stifled because we must follow a rigid way
_____ is the first step in repair
Recognizing that something is broken
_____ is almost always the reason why something isn’t working as well as we want
Poor communication and planning
A statement of defect, pain or opportunity that exists
Problem Statement
A clear statement between the desired (target) condition and the actual condition stated in observable and measureable terms.
Problem Statement
Identifies the What, When, Where, and Extent of an issue
Problem Statement
Identifies Business Impact, Opportunity or Problem Statement, Objective or Goal Statement, Project Scope, Project Plan, Team Selection, and Authorization
Project Charter
What are some questions that should be considered during Project Selection and Scope?
What is the value we are trying to deliver?
Are there any requirements that need to be met?
What resources are available?
What data/information is available?
Is there a timeline to be met?
Any internal/external environmental factors that need to be considered?
What are SMART goals?
Specific, Measurable, Achievable, Relevant, Timebound
Lean production was developed in _____ after World War II by _____
Japan; Eiji Toyoda and Taiichi Ohno of Toyota
Mass production was developed after World War I by _____ based on principles of _____.
Henry Ford and General Motors’ Alfred Sloan; Scientific Management
What are some Benefits to Push Production en Mass?
- Fast lead time
- Lower costs of production
- Less complex and interchangeable
What are some Weaknesses to Push Production en Mass?
- Workers treated like machines
- Choices reduced
- Cost of Defects
- More of everything than you need (inventory)
Taiichi Ohno’s “Ten Precepts”: You are a _____. First reduce _____.
cost; waste
Taiichi Ohno’s “Ten Precepts”: First say, “_____.” And _____ before everything.
I can do it; Try
Taiichi Ohno’s “Ten Precepts”: The _____ is a teacher. You can find answers only in the _____.
Workplace; workplace
Taiichi Ohno’s “Ten Precepts”: Do _____ immediately. Starting _____ right now is the only way to win.
anything; something
Taiichi Ohno’s “Ten Precepts”: Once you start something, _____ with it. Do not _____ until you finish it.
persevere; give up
Taiichi Ohno’s “Ten Precepts”: Explain _____ things in an _____ manner. Repeat things that are _____.
difficult; easy-to-understand; easy to understand
Taiichi Ohno’s “Ten Precepts”: _____ is hidden. Do not hide it. Make _____ visible.
Waste; problems
Taiichi Ohno’s “Ten Precepts”: _____ are equal to shortening one’s life.
Valueless motions
Taiichi Ohno’s “Ten Precepts”: Re-_____ what was _____ for further _____.
Improve; improved; improvement
Taiichi Ohno’s “Ten Precepts”: _____ is given equally to everybody. The point is whether one can exercise it.
Wisdom
What are some of the things that Toyota Production System (TPS) changed in how we make things?
- Culture of respect and human dignity
- Stop the line mindset
- Jidoka - Quality and reduction of redo’s
- Consistency in process / standardization
- Pull system and Just in time
- Kaizen – making small incremental changes
- Commitment of all staff, everyone’s
responsibility
_____ represents the financial opportunity of your team’s improvement efforts. It includes external costs, internal costs, prevention costs, and appraisal cost.
Cost of Poor Quality (COPQ)
A problem-solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem.
Root Cause Analysis (RCA)
advocates for keeping the items you need to do your job in the work area. Its purpose is to eliminate waste of motion or time spent looking for the things you need when you need them.
Point-of-Use Storage (POUS)
