Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Six Sigma > Introduction > Flashcards

Introduction Flashcards

1
Q

Paths to cost reduction

A

-cut services
-reduce labor (layoff)
-contract work out
-eliminate product features
-remove roadblocks so your employees can produce
-assign resources to bottlenecks
maximize internal capabilities
focus on what the customer wants to buy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

combines ideologies that aims to reduce or eliminate wastes and variations among processes in an organization

A

Lean
Six Sigma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Problem Solving tools

A

-kanban
-kaizen
-spc
-JIT-pull
-Visual Mgt
-5S
-Setup Reduction
-Value Stream Mapping
-Hypothesis testing
-anova
-doe
-dfss
-root cause analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Focus on what is to VALUE to customer

A

Lean

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Maps the actions required to produce

A

Value Stream Mapping

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Separate the non-value added with the value added

A

Lean

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Produce only what the customer needs

A

Pull system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

more to value than just costs

A

Value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

“defined by the ultimate customer”

-womack

A

Value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

what does VOC means?

A

Voice of the Customer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

value is expressed in terms of …

A

specific product or function or capability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

“what does the customer wants to buy?”

A

Value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

“What would they pay extra for?”

A

Value

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

types of activities

A

Value added
Non-Value added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

brings product closer to its final form

A

Value added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

changes the form, fit, function

A

Value added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

an activity that a customer is willing to pay for

A

Value added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

does not contribute to bringing the products into final form

A

Non-Value Added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

doesn’t improve the form,fit, function of the product or service on the first pass

A

non value added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

an activity a customer is not willing to pay for

A

non- value added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

waste

A

non-value added

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

improve value added work steps, better tools, machines, instruction, redult: small timesavings

A

Traditional Focus of Lean Approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

make all the value stream visible, reduce or eliminate non-value added portion of the process, result: large time savings

A

Lean Focus of Lean Approach

24
Q

Time savings has direct impact on

A

cost, schedule, resources, capacity, flexibility, etc

25
Q

like a meandering stream with many stagnant pools, waterfalls, and eddies

A

Batch Production

26
Q

Doubling the production rate means doubling resources

A

Traditional thinking on Continuous flow

27
Q

Doubling production rates means halving the time waiting

A

continuous flow thinking on continuous flow

28
Q

was an even more valuable innovation of henry ford’s than his better known ‘mass’ production model

A

“flow” production

29
Q

How does lean solve problems?

A

-Focuses on what is of VALUE to the customer
-Eliminate activities that do not move the product close to its final form
-Creates Continuous flow

30
Q

statistical phrase that denotes near or almost perfection

A

Six sigma

31
Q

anything outside specification limits represent quality losses

A

Traditional “Goalpost” Philosophy

32
Q

Any deviation from the target causes losses to society

A

Taguchi Philosophy

33
Q

How does six sigma solve problems?

A

-practical problem (Define/Measure)
-statistical problem (Analyze)
-Statistical solution (Improve)
-Practical Solution (Control)

34
Q

Pass rates are declining

A

Practical Problem

35
Q

Y=f(x)
Y= scores
x= diff factors

A

Statistical problem

36
Q

3 sections of the exams are the highest trouble spots

A

Statistical Solution

37
Q

Focus training on 3 areas for inexperienced technicians

A

Practical Solutions

38
Q

six sigma aims to have ____% of values are within specifications

A

99.99966%

39
Q

reducing defects/ wastes

A

Lean Manufacturing

40
Q

reducing variation among processes

A

Six Sigma

41
Q

separate the value added from non value added activities

A

True

42
Q

8 types of wastes

A

Defects
Overproduction
Waiting
Non-Utilized Talents
Transportation
Inventory
Motion
Extra Processing

43
Q

it has a direct impact to the work in process

A

batch flow

44
Q

requires more manual intervention, as the equipment needs to be set up and adjusted for each production run

A

Batch or Queue Processing

45
Q

Highly automated, less time required to produce individual item but cannot assure quality

A

Continuous Processing

46
Q

waste from product failure to meet customer expectations

A

Defects

47
Q

making more products that customer demands

A

OverProduction

48
Q

Waste from time spent

A

Waiting

49
Q

HR usually does not recognize people’s expertise

A

Non-Utilized Talents

50
Q

unnecessary movement of products and materials

A

Transportation

51
Q

Excess products that are not processed

A

Inventory

52
Q

Wasted time and effort related to people’s movements

A

Motion

53
Q

more work or higher quality than required

A

Extraprocessing

54
Q

he said “We all tend to concentrate on taking corrective actions that we know how to take, not necessarily concentrating on the problems we should correct and the actions needed to correct (them).”

A

Eliyahu Goldratt

55
Q

Empower them to make process changes to:

A
  • Eliminate non-value-added steps
  • Keep adding value continuously without interruptions
56
Q

How to ask the right questions on how to gets started?

A
  • What can we do to save time?
  • Not: What can we do to save money?
57
Q

How to get to the root causes?

A

5-Whys, etc.

Six Sigma (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions