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Six Sigma > Lean Six Sigma > Flashcards

Lean Six Sigma Flashcards

1
Q

Define, Measure, Analyze, Improve, Control

A

What does DMAIC stand for?

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2
Q

Overproduction, Queuing, Transport, Over Processing, Inventory, Unnecessary Motion, Defects & Errors

Additionally: waste of Human potential, Energy & Space

A

What are the Seven Deadly Wastes in Lean?

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3
Q

Defining Value, Constructing Value Stream Map, Creating Flow Processes, Add Pull as connector when flow not practical, Continually improve to achieve True Lean State

A

What are the five steps to implementing Lean?

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4
Q

Customer wants you to do it, The material / info being processed or transform to final product, done right the first time

A

What are the Three Criteria for Value Adding?

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5
Q

Determine the most common type of defect
Find the projects with the greatest return.
To prioritize

A

What are the two main uses of the Pareto Chart?

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6
Q

Monitor stability of the process, determine if process is stable and ready for improvement and demonstrate improved process performance.

A

What are the three uses of an I-MR Chart?

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7
Q

Probability that the process will produce zero defects

A

What is the concept of rolled throughput yield?

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8
Q

The best performance one can reasonably expect to get from a process.

A

What is the definition of Entitlement?

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9
Q

All value added / non-value added, process inputs, process outputs and data collection points.

A

What will a process map identify?

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10
Q

Supplier, Inputs, Process, Outputs, Customers and Requirements.

A

What does SIPOCR stand for?

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11
Q

"A systematic approach to identifying and eliminating waste (non-value adding activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection" The MEP Lean Network

A

What is the concept of Lean?

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12
Q 
Sort - out what's not needed
Store - what is needed
Shine - the area
Standardize - the layout
Sustain - the effort
A

What are the 5 S?

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13
Q

Single Minute Exchange of Die

A

What is SMED?

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14
Q

no more than 3.4 defects per million opportunities for defects

A

Six Sigma ?

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15
Q 
What is the problem?
Where does the problem occur?
When was the defect first observed?
How extensive is the problem?
How do you know the problem is a problem?
A

LSS Problem Statement

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16
Q

Improve Quality - ability of products & services to conform to the customer’s wants and needs (requirements)
Eliminate Waste - make waste visible so you can eliminate any activity that takes up time, resources, or space, but does not add value
Reduce Lead Time - improve the velocity of the process by reducing the total time it takes to complete a series of tasks within a process
Reduce Total Costs -eliminating waste and reducing lead times will reduce both direct and indirect costs associated with the production of a product or service

A

Goals of Lean

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17
Q
  1. ) Specify Customer Value
  2. ) Map the Value Stream
  3. ) Establish Flow
  4. ) Implement Pull
  5. ) Pursue Perfection
A

5 Lean Principles

18
Q

Can be traced back to at least 1850 and the concept of interchangeable parts which was perfected by Eli Whitney
Early 1900’s - Frederick Taylor and Frank Gilbreth introduced the concepts of standardized work, time study, work standards, process charts and motion study standardization (the idea of eliminating waste was originated here)
1910’s – Henry Ford took all the elements of production and arranged them in a continuous system (considered to be the first practitioner of JIT and Lean Manufacturing)
1940’s – Deming, Juran and Ishikawa introduced SPC and TQM
1940’s to 1970’s – Toyoda and Ohno developed the Toyota Production System (TPS), JIT, stockless production (considered to be the first formal Lean manufacturing system

A

History of Lean

1850
1910
1940’s
1940’s - 70’s

19
Q
  1. Develop process measures
    (KPIs, Operational definitions)
  2. Collect process data
    (data collection plans)

3.Check data quality
(MSA, Resolution)

4.Understand process behaviour
(distribution, process stability, short vs. long term variations)

5.Baseline process capability & potential

A

Steps of the Measure phase

20
Q
  1. Analyse the process

2.Develop theories
(potential root causes)

  1. Analyse the data
    (what does the data say?)
  2. Verify root causes & understand cause & effect
A

Steps of the Analyse phase

21
Q
  1. Law of the Market
    (customer is King)
2. Law of Flexibility
(speed & flexibility are linked: flexible process allows fast product change)

3. Law of Focus
(focus on key time traps)
  1. Law of velocity (Little’s law)
    (Work In Progress slows down processes costs money & hide quality problems)
  2. Law of Complexity & Cost
A

5 laws of Lean

22
Q

Failure Mode & Effect Analysis

=> when you have to prevent an event form ever happening

=> little opportunity to learn from past faillures (faillure rate too low)

A

What is FMEA?

23
Q

Severity * Occurence * Detection = RPN

RPN = Risk Priority Number

A

What is rated in a FMEA?

24
Q

25 minimum

A

Recommended minimum sample size for histograms?

25
Q

20 minimum

A

Recommended minimum data points for Run charts?

26
Q

Deciding if process is stable

Investigating Clustering, Mixtures, Trends & Oscillations in the process

A

Why use Run charts?

27
Q

80% of failures are generally caused by 20% of the root causes

A

80/20 principle?

28
Q

25 minimum

use Individual Value Plots if subgroups contain less than 25 data points

A

Recommended minimum subgroup size for Box Plots?

29
Q

Box Plots (if more than 25 data per subgroup)

Individual Value Plots (if less than 25 data per subgroup)

100% Stacked Bar Charts (to compare proportions of attribute oer categorical data)

A

Graphical tools for analysing & comparing subgroups?

30
Q

Whiskers represent the data range (minimum to maximum)

BUT whiskers can be maximum 1.5 times the length of the box (points beyond that are considered “outliers”)

A

What represent the Box Plot whiskers?

31
Q

Increased sample size is a major contributor to gaining statistical confidence

A

How to increase statistical confidence?

32
Q

Measure the strength of a correlation

varies from -1 to +1

Correlation can be statistically significant (p0.05)

A

What is the use of the Pearson coefficient?

33
Q

Analysis of Variance test

to compare average of 3 or more samples

A

What is ANOVA?

34
Q

In GR&R
to identify relative variations due to the gauge and the appraisers

In Regression
to identify relative variations due to the different process inputs

In DOEs
to assess the relative variations due to input factors & their interactions

A

Where is ANOVA used?

35
Q

All factors are significant (p

A

Criteria for judging the quality of a regression model ?

36
Q

The regression model should not be used beyond the bounds of the data used to create it

A

What are the limitations of a regression model?

37
Q 
ID the process output variable(s)
ID the process inputs that might affect the output
Design the experiment
Run the experiment
Analyse the result
run further experiments if necessary
A

DOE roadmap ?

38
Q

Screening of main influencing factors
Modelisation of inputs variations on the process output
Optimisation of process parameters

A

Objectives of a DOE?

39
Q

All factors are significant (p

A

Criteria for judging the quality of a multifactorial model ?

40
Q

Generate potential solutions
Select best solutions
Assess the the risks
Pilot & Implement

A

Steps of tthe Improve phase?

41
Q

An idea generation technique

Stands for 
Substitute
Combine
Adapt
Modify
Put to another use
Eliminate
Reverse
A

What is SCAMPER?

Six Sigma (3 decks)

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