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Lean Six Sigma Trinity Term > Lean Six Sigma > Flashcards

Lean Six Sigma Flashcards

Green Belt Baby!

1
Q

7 Wastes

A 
TIMWOODS
Transport
access Inventory
Motion
Waiting 
Over Production
Over Processing
Defects
Skills
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2
Q

Difference between Lean and Six Sigma

A

Lean

  • minimizes resources use, reduction cycle time,
  • reduced muda, mura and poor economics

Six Sigma

  • minimizes variation
  • reduces undesired variation
  • Doesn’t look at wastage
  • Doesn’t look at non-standard processes
  • Data driven/repitition
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3
Q

TOC

A

Theory of Constraints

reduced bottlenecks

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4
Q

Six Sigma

A

a set of management techniques intended to improve business processes by reducing the probability that an error or defect will occur.
4.5 Sigma variation + 1.5 Sigma process walk

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5
Q

DPMO

A

Defects per million opportunities

= (No. of defects in sample)/(No. opportunities for defects in sample) * 1000 000

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6
Q

PPM

A

Parts Per Million

=(Total no. of defects in a sample)/ (sample size) * 1000000

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7
Q

DPU

A

Defects per unit

=(Total number of defects per sample)/(sample size)

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8
Q

Sources of variation

A 
Common Cause:
- Random
-Systemic issues
*Can be caused by inputs/machinery/environmental/change/people
Can be predicted
Special Cause
-Non-random
-Can be identified
*Can be caused by something in the system (environmental), usually confined to individuals
Can be eliminated
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9
Q

Defect level of a company operating at 6 sigma?

A

3.4PPM

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10
Q

What is a Six Sigma Green Belt

A

Is able to use tools to analyse results within the context of process improvement projects.

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11
Q

SIPOC

A

Suppliers, Inputs, Process, Outputs, Customers

Backwards: COPIS

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12
Q

What shape is used to represent a decision in a process flowchart

A

Diamond

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13
Q

What does R&R stand for in gage R&R. What is the tool used for?

A

DMAIC-> measure tool

Repeatability -what variation do I introduce each time I repeat?
Reproducability - When another person does the same measurement.

Statistical tool that measures amount of variation in a measurement system arising from the measurement device and the people taking the measurements.

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14
Q 
Which of the following basic quality tools can be used to identify the root cause of a problem?
A. Fishbone
B. Process Flow
C. Pareto Chart
D. Run Chart
E. Histogram
A

A. Fishbone

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15
Q

What is Takt time - Is it a PUSH or PULL system?

A
  • rate at which the finished product needs to be complete to meet the customer demand

= net available time/ customer demand

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16
Q

Define Kaizen

A

Continuous improvement

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17
Q

Define Kaikaku

A

Radical Change

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18
Q

What are some of the limitations of SixSigma

A

Only for repetitive/ standard processes
Vary Formulaic/ can hinder innovation
Law of Diminishing Returns

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19
Q

For normal distribution, two standard deviations on each side of the mean would include what percentage of the total population?
A. 95%
B. 68%
C. 99.73%

A

A. 95%

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20
Q

Explain the purpose of the project charter

A 
Document that formally authorizes a project
Defines scope
Define roles 
Defines success
Used to avoid Scope Creep
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21
Q

What is SMART

A 
Specific
Measurable
Attainable
Realistic
Time Bound
22
Q

Give three examples of KPI’s

A

Leadtime
Defects
Return Rates

23
Q

How would you determine CTQ?

A

C- Ctitical
T- to
Q - Quality

It is the voice of the customer (requirement) converted to a measurable set of indicators (with a set of boundaries)

24
Q

Which tool combines customer requirements, design considerations and design alternatives in a three dimensional matrix to which you can assign weighted scores based on market research information collected

A

House of Quality or Quality function Deployment (QFD)

25
Q

What is PDCA

A

Plan Do Check Act (Deming proposed Cycle)

26
Q

What is FMEA, when and how is it used?

A

Failure Mode Effect Analysis

DMAIC -> Analyze tool

Accesses Risk by three factors:

Severity
Occurrence
Detection

27
Q 
Warranty claims are classified in which of the following cost of quality groups:
A. Internal Failure
B. External Failure
C. Appraisal
D. Prevention
A

B. External Failure

28
Q

Errors in the entry of billing numbers into a computer system are on average 4%. Given this process is capable, what should the sample size for the control study be?

A

On average you should see 2 attributes within your sample.

Therefore:
2*100/4 = 50 -> Sample size is 50

29
Q

When is a process capable?

A

When it can meet customer specifications

More specifically: When the upper/lower +/-3 sigma control limits (UCL/LCL) lie withing the Upper and Lower Customer Specification Limits (USL/LSL)
(Look at the page Matthius gave us labelled ‘SPC’ for example)

30
Q

When is a process in control?

A

When it only exhibits random variation

31
Q

What does DMAIC stand for?

A 
Define
Measure
Analyse
Improve
Control
32
Q

7 tools of Quality

A
  1. Process Flow
  2. Check Sheet
  3. Run Chart
  4. Histogram
  5. Pareto Analysis
  6. Scatter Diagram
  7. Cause and Effect Diagram
33
Q

What are the 6M’s

A

For analyzing performance/cause and effect:

DMAIC -> Analyze tool:

1, Man (people)

  1. Methods (process)
  2. Machines (technology)
  3. Materials
  4. Measurements (inspections)
  5. Milieu/ Mother nature (environment)
34
Q

Deming proposed the following (3)

A
  1. Believed that natural variation is inherent in all processes
  2. Viewed quality through management as a system
  3. Suggested that management is responsible for 85% of quality problems (shop floor employees only 15%)
35
Q

Process flow -> Symbol for ‘waiting’

A

Upside down triangle

36
Q

Process flow -> Symbol for ‘start/stop’

37
Q

Process flow -> Symbol for ‘task’

A

square/rectangle

38
Q

Costs of quality

A

DMAIC -> Analyze tool:

  1. Prevention
  2. Appraisal
  3. Internal Failure
  4. External Failure
39
Q

5S (6S)

A

DMAIC -> Improve tool:

```
Sort
Set in Order
Shine
Standardize
Sustain
6: Safety
~~~

40
Q

CANDO

A

DMAIC -> Improve tool:

Clean
Arrange
Neatness
Discipline
Ongoing Improvement
41
Q

SMED

A

DMAIC-> Improve tool:

Single Minute Exchange of Dyes

42
Q

Where does SPC come into DMAIC?

43
Q

Current Reality Tree

A

DMAIC-> Analyze tool:

Root Cause Analysis tool
*Begins with a list of undesirable effects
*Depicts Cause and Effect reasoning
(It looks like a tree - the example of the car in the pool was used in class)

44
Q

Example of attribute data

A

Count items such as number of defects

Uses p-chart only

45
Q

Example of variable data

A

Measurement of particular characteristic, such as width

Uses X-bar (averages) & R-chart (ranges)

46
Q

Pareto Analysis

A

DMAIC -> Analyse

Statistical technique that is used to find a limited number of tasks that produce a significant overall effect.

Pareto principle: 80/20 rule
20% of the work can generate 80% of the benefit

47
Q

Define stage of DMAIC (name 5)

A 
Project Charter
stakeholder analysis
voice of customers
brainstorming tools
affinity diagram
Kaizen/Kaikaku
SIPOC
CTQ
KANO
KPI's
SMART
48
Q

Measure tools of DMAIC (name 5)

A 
Basic Quality tools
Hard and Soft Savings
gauge R&R
DPMO/DPU/PPM
Urgent/Important matrix
Breakthrough equation
Process Analysis
Takt time
Capability Analysis
49
Q

Analyze tools of DMAIC (name 5)

A 
Value stream mapping
Root Cause Analysis (Current Reality Tree, 5 Why's, Fishbone)
Cost of Quality
Spagetti Diagram
Business Impact Analysis
FMEA - Failure Mode & Effect Analysis
Seven deadly wastes
Design of experiments
Pareto Analysis (80/20 rule)
Affinity Diagram
50
Q

Improve tools in DMAIC (name 5)

A 
Poka yoke
TRIZ
5S
SMED (single minute exchange dyes)
FMEA (Failure Mode Effect Analysis)
BIA
Pugh matrix
Design of Experiments
Process Mapping
5 lean principles
Hoshin Kanri
51
Q

Control tools

A 
Andon
Control/Run Charts
SPC
Dash board
Score Card

Lean Six Sigma Trinity Term (1 decks)

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