Lean Six Sigma Green Belt Flashcards
Who is the Motorola engineer that coined the term Six Sigma?
Bill Smith
A simple but effective method of analyzing and solving problems by asking “why” five times, or as many times as needed in order to move past symptoms and determine root cause.
5 Whys
A workplace organization technique composed composed of 5 primary phases: Sort, Set In Order, Shine, Standardize, and Sustain.
5S
Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion, and Extra-Processing are a list of the most common reasons for excess cycle time in a process.
8 Wastes (Muda)
On a literal level, refers to a ledger size piece of paper, but in the Lean world it is a one page project report. This one-pager contains the problem, the analysis of the process, the identified root causes, potential solutions and action plan all on a large sheet of paper.
A3
An alert system that can be visual or audible, facilitating quick response to any problems in the process or system.
Andon
The practice of making large lots of a particular item to gain economic efficiencies.
Batching
The practice of dramatically reducing or eliminating the time to change from one method or unit to another.
Changeover Reduction
Training different employees to perform different tasks outside of their original role.
Cross Training
Term that underlies the fact that the value of any given process step or output is defined by the groups or individuals who receive the the goods and services of the process.
Customer Value
The measurement of the time elapsed from the beginning of a process or a step to its end.
Cycle Time
Any process output, product, or service that does not meet customer requirements. One of the 8 Wastes.
Defect
Involves using external techniques to remove the variation when there are big swings in the volume of customer demand.
Demand Leveling
Refers to the concept of adding more features or producing a product or service of higher quality than required by the customer. One of the 8 Wastes.
Extra-Processing
The ideal state of processes such that units and services move through each process step at the rate of customer demand. This means there are no bottlenecks or other forms of waste in the process.
Flow
Guide to the goal state of the process. This is generally projected out at 4 to 8 months from the Current State Map and provides a visual of how the process will flow when all identified forms of waste are removed and the process is streamlined. This helps to direct and focus improvement efforts.
Future State Map
Japanese term that translates to the “real place” or where the work takes place.
Gemba (aka Workplace)
An informational tour of the area where the work is taking place. A series of structured, on-site interviews with representative process participants with the goal of gaining a comprehensive understanding of the process.
Gemba Walk (aka Process Walk)
A simple data collection form, designed for transactional processes. It is used to ask pertinent questions during a Gemba or Process Walk.
Gemba Walk Interview Sheet (aka Process Walk Interview Sheet)
A daily meeting that is approximately 15 minutes long with direct reports.
Huddle Meeting
The materials, parts, or units sitting unused in a process.
Inventory
A system for producing and delivering the right items, at the right time, in the right place, and in the right amounts. This concept is integral to the idea of a Pull system.
Just-In-Time (aka JIT)
In practice a Kaizen is a Rapid Improvement Event that generally spans from 1 to 5 days and involves key process participants focusing on solving a narrowly scoped process improvement opportunity.
Kaizen Event (aka Rapid Improvement Event)
Japanese term that translates to “card” or “board” and indicates some form of signal within a process. A part of Just In Time (JIT) processing where either a physical or electronic device indicates that it’s time to order inventory, process a unit or move to the next step in a process.
Kanban (aka Signboard)