Brainscape's Knowledge GenomeTM

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


See full index

Lean Six Sigma > Lean Six Sigma - WvG > Flashcards

Lean Six Sigma - WvG Flashcards

To learn the Lean Green Belt examination

1
Q

What is Gemba?

A

Gemba betekent in het Japans: ‘de plaats waar de waarheid gevonden kan worden’ oftewel de plaats waar waarde toegevoegd wordt.

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

KAIZEN - Noem alle fases van Kaizen?

A

DAGPIC - Define, Analyse, generate idears, plan, implement and control

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

What is Process efficiency?

A

This is the Processing time / Lead time

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

How to calculated the overall quality of a process

A

Simple. Calculate the quality of step 1 x Q step 2 x Q step 3. Where quality is the number of correctlt delivered goods divided by the incorrectly delivered goods.

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

FLOW - What elements belong to Visual Management?

A
  • Andon
  • Visual WorkPlace
  • Planbord
  • Onderhanden Work
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Additional tools for reducing cycle time and improving workflow.

A
  • SMED (Single Minute Exchange of Dics) - quick changeovers. - Single piece flow vs. batch. - Cell Designs / Layouts.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What does Poka Yoke mean?

A

Mistake proofing - make it impossible for an error to reach the customer. -mistake prevention - prevent errors from occurring -mistake detection - generate an alert as an error is about to occur or just occurred.

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

What is Poka Joke?

A

Pokayoke is een Japanse term en betekent letterlijk ‘fouten voorkomen’. Een Pokayoke is simpel mechanisme (in gereedschappen, producten, hulpmiddelen) om defecten te voorkomen. Pokayokes hoeven niet duur te zijn, zo lang ze de fouten maar voorkomen.

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

TIMWOODT - What is waste of waiting time?

A

This is tje time lost when you can not start working on a task.

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

What is the benefit of flow for the client?

A

Shorter and more trusty leadtime

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

Why use Six Sigma as a metric?

A
  1. Six Sigma is a more sensitive indicator than percentage. 2. Common metric makes comparisons easier.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Fishbone (Ishikawa)/Cause and Effect Diagram - How To

A
  1. Utilize a team approach 2. Define the problem statement/effect 3. Start by answering to “Cause” and “Why?” under each category
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What is common course variation?

A

Common cause is always present to some degree in the process. A Special Cause is something different happening at a certain time or place.

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

How do you perform an FMEA?

A

List down the failure modes (what could go wrong?). List down the failure causes (why would the failure happen?) List down the failure effects (what would be the consequences of each failure?)

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

Where can you find the Gemba?

A

Focus op de Gemba om meer waarde te creëren. Binnen productieorganisaties wordt de werkvloer vaak aangeduid als de Gemba. Andere organisaties hebben weer een andere Gemba. Verbeteringen op de Gemba leiden tot verbeteringen in de resultaten. Het is dus zeer belangrijk om op de Gemba te focussen.

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

What is a scatterplot?

A

The scatter diagram graphs pairs of numerical data, with one variable on each axis, to look for a relationship between them. If the variables are correlated, the points will fall along a line or curve. The better the correlation, the tighter the points will hug the line.

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

EZERMAN - What is the model of EZERMAN (Weerstand)

A

This model shows how to handle over time:

  1. deny and observe
  2. Inform
  3. Support
  4. Negotiate
  5. Convince
  6. Force
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What are the goals of an alignment chart?

A

To connect the startegic goals with the operational targets

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

TIMWOODT - How to remove costs of defects?

A
  • Implement one piece flow
  • Implement Poka Yoke en 100% source control
  • Implement quality program’s
  • Six Sigma
  • Kaizen and Continue improvements
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What are some common issues with poor problem statements?

A

Problem is anecdotal or not quantifiable, problem is not linked to a customer expectation, or the problem is stated as a pre-determined solution.

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

How can i find quick wins?

A

Look at old non maintained process Create a simplified process map use your healthy brain

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

What is CODN?

A

The Cost of Doing Nothing

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

What kind of diagram do you use for attribute (discreate) data?

A

Pareto diagrams.

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

What is Six Sigma?

A

Six Sigma is a philosophy and approach of process improvement based on reduction of process variation to consistently meet and exceed customer requirements.

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

TIMWOODT - What is Wast of transport?

A

Unnecessary movements between process steps?

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

What is run time?

A

This is the production time that is needed to produce the required number of units The run time is used to calculated the Set up time. Example: Runtime product a = Cycle timea x Volume

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

What are the most important aspevcts of a pilot. What is it?

A
  • Small scale
  • Representative fo the whole process
  • test of solution and implementation aspects
  • Will make next implementation easier
  • removes (children’s illnesses)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Team Facilitation - Directing

A

-Clarify Team Member roles and resposibilities -Establish procedures -gather necessary Resources

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

IMPLEMENTATION PLAN (OF IMPROVEMENT) What are the three steps of a Detailed workplan?

A

1. Make a work breakdown structure with all tasks/Deliverables

  1. Define the milestones
  2. Define all activities needed to get the tasks done / deliverables delivered
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Why collect data?

A
  • To gather the facts for good decision making. - Because perception and intuition are not always reality. - To identify/verify problem areas and bottlenecks. - to characterize or processes. - to baseline the process. - As an indicator of process performance.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What are the specific rules used in a kanban production system?

A

Er zijn een aantal regels waar een Kanban pullproductie systeem aan moet voldoen:

  • Processen stroomafwaarts onttrekken precies het benodigde aantal onderdelen uit de buffers stroomopwaarts. Het aantal wat onttrokken kan worden, hangt van het aantal Kanbans (= aantal kaarten in omloop) af.
  • Elke processtap produceert het aantal onderdelen wat op de Kanban vermeld staat. Dit gebeurt in de volgorde waarin de Kanbans liggen (vaak first-in-first-out).
  • Een Kanban is vrijwel altijd gekoppeld aan een mandje, kar, container, bak of iets dergelijks. Geen Kanban betekent geen productie.
  • Alleen defectvrije onderdelen mogen geleverd worden. Indien er defecten optreden, dient de oorzaak direct opgelost te worden.
  • Het productieproces moet gestroomlijnd worden om de productie te balanceren. Variatie in de vraag wordt ondervangen door het aantal Kanbans aan te passen.
  • Het aantal Kanbans wordt langzaam verminderd om het onderhandenwerk te verlagen. Hierbij komen verspillingen aan het licht die geëlimineerd moeten worden.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

IMPLEMENTATION PLAN (OF IMPROVEMENT) - What is an an Problem analyses?

A

This is an overview of risks and coutermeasures to minimize this risk

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

IMPLEMENTATION PLAN (OF IMPROVEMENT) - What are the high level items of Benefit Tracking?

A
  • Overview of the budget needed to do the implementation
  • Overview of the Benefits comming from the implementation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What is Quality function deployment

A

a “method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process.

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

What are the steps of the DMAIC Measure phase?

A
  1. Develop detailed process flow (VSM, process map, SIPOC) 2. Identify X’s, Y’s, and other process variables 3. Create a data collection plan 4. Create a data analysis plan 5. Use measurement system analysis and Gage R&R 6. Collect data to establish baseline 7. Update VSM with data 8. Plan and execute pilot projects
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What is the pacemaker loop in a VSM?

A

This is the loop that must follow the tactime to create the required volume. This is the critical path

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

How do you perform SMED?

A

De SMED methodologie bestaat uit 4-stappen.

  1. Identificeer interne en externe activiteiten.

Observeer de huidige methode en identificeer interne en externe omstelactiviteiten. Interne activiteiten zijn diegene die enkel uitgevoerd kunnen worden wanneer het systeem gestopt is. Externe activiteiten kunnen uitgevoerd terwijl de activiteit bezig is. Bijvoorbeeld: het halen van gereedschap vóór de machine stopt)
Maak van interne activiteiten, externe activiteiten indien mogelijk.

  1. Verbeter alle aspecten van de set-up (intern en extern).

De volgende stap is om de interne en externe activiteiten te gaan verbeteren om zo tijd te winnen op beide gebieden. De focus ligt hierbij op standaardisatie en versimpeling. De verbeteringen moeten doorgezet worden totdat in principe elke batchgrootte gemaakt kan worden. Uiteindelijk moet de set-up tijd een minimale invloed hebben op de voorraadkosten. De verbeteringen moeten er voor moeten zorgen dat de operators of de medewerkers van de werkvloer de omstelling zelf uit kunnen voeren. Shingo stelde dat alle onderdelen maar een keer aangeraakt moeten worden om de setup maximaal 10 minuten te laten duren. Dit wordt ook wel het ‘one-touch exchange of dies’ genoemd.

  1. Sluit omstellingen uit.

Het uiteindelijke doel is om omstellingen te voorkomen en het liefst helemaal af te schaffen. Hieronder staan drie mogelijkheden om dit te bereiken.
Reduceer en elimineer verschillen tussen onderdelen. Des te minder verschillen er tussen de producten zijn, des te minder omstellingen er benodigd zijn.
Maak verschillende onderdelen in een keer. Een voorbeeld. Twee onderdelen worden elk apart uit een plaat geponst. Door het aanpassen van de stempel kunnen de producten tegelijk uit de plaat worden geponst. Dit scheelt een omstelling.

  1. Laat machines maximaal 1 item produceren.

De SMED-methode kan zeer goed passen binnen productieomgevingen waarbij de series laag zijn en de variatie in de gevraagde producten hoog is. Door het verkorten van de set-up tijd wordt de doorlooptijd korter.

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

What three types of maintenance exzist in Total Productive Maintenance (TPM)

A
  • “Autonoom onderhoud
  • Gepland onderhoud
  • Onderhoud op basis van toestand, predictive maintenance”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What is the enemy of member satisfaction?

A

Variation and Waste

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

What are inventory days?

A

The number of days of inventory do i have in place compared to the sales rate. (RM + WIP + FG) x Days per Year / (Annual costs of goods )

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What is value stream?

A

It is the entire set of activities performed to transform the products and services into what is required by the customer.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What is the leadtime

A

Time between receiving the product or service and the ordering of the product or service Calculated as : bewerkingstijd + wachtijd + omsteltijd +reparatietijd = processing time + waiting time + repair time Example: If a client orders a car on tuesday and receives the car and keys tuesday one week later the lead time is one week.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

IMPLEMENTATION PLAN (OF IMPROVEMENT) What is the trainsplan about (Two types large and small)?

A
  • For small changes communicate the change and discuss the changed procedures
  • For large changes or complex changes arrange a training program.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What does DPMO stand for?

A

Defects per million opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

IMPLEMENTATION PLAN (OF IMPROVEMENT) What items does the benefit tracking mention in more detail?

A
  • Regulary expence
  • Estimation of costs
  • Benefits company
  • Bennefits client
  • Non financial benefitds
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What does a Six Sigma Organization do?

A

Use Six Sigma tools to improve performance by: 1. Continuously lowering costs 2. Growing revenue 3. Improving customer satisfaction 4. Increase capability and capacity 5. Reduce complexity 6. Lower cycle time 7. Minimize defects and errors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Wat is Takt time?

A

Dat is de netto beschikbare productie tijd gedeeld door de klantvraag Bijvoorbeeld: Als mensen 200 uur op het werk zijn en 80% beschikbaar voor het werk, en ze moeten 10000 dinkgen maken dan. geldt dat ze 160 / 10000 seconden de tijd hebben voor 1 ding.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What is Value Added Steps?

A

Performance, cost, time. -Value added steps are defined as steps that are necessary/required to deliver a product/service to the member. - Project should focus to eliminate/reduce non-value added activities in order to: –improve performance, function, etc. – decrease cost (lower price). – deliver the product or service faser (lower cycle time).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What is a stakeholder chart?

A

Shows per stakeholder whether he is against neutral or in favour of project. In graph with y=influence stakeholder on project and x=impact project on stakeholder

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

TIMWOODT - How to remove inventory

A
  • Create one piece flow
  • reduce SMED
  • Implement Pull
  • Remove variation
  • Remove any waste
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

What is Jidoka / autonomation stand for?

A

Het principe Jidoka staat voor het automatisch inbouwen van kwaliteit. De werknemer en/of machine hebben de autonomie om het hele proces stil te leggen wanneer een defect is gesignaleerd.

Jidoka wordt gebruikt om producten defectvrij te produceren. Een product mag pas de volgende productiestap als deze defectvrij is. Het proces wordt handmatig en/of automatisch stilgelegd wanneer een defect optreedt. Het proces kan stilgelegd worden door bijvoorbeeld een lijnstop. Vaak gaat een lijnstop gepaard met een Andon. Dit is een lampje of iets dergelijks dat gaat branden bij een defect, zodat duidelijk is waar het defect opgetreden is.

Het is misschien een raar idee om de autonomie voor bijvoorbeeld een lijnstop bij de medewerker neer te leggen. Dit zorgt er wel voor dat er defectvrije halfabrikaten/producten worden gemaakt. Een defect product leidt in vele gevallen tot extra handelingen verderop in het proces en dit moet voorkomen worden.

Door het hele proces direct stil te leggen bij het optreden van een defect, kan de oorzaak direct gevonden worden. Het direct oplossen van problemen zorgt in de toekomst voor een defectvrij product.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

What are examples of discrete (countable) data?

A

Number of defects, number of failures, number of wrong fax numbers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

What things to keep in mind when reviewing your IPO/SIPOC

A
  • Are all of the critical to customer outputs included. - Have you ensured that the outputs are measureable. - Have your considered measures related to better, faster, & lower cost. - Have you indicated your primary project measure(s) of the IPO/SIPOC diagram.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

What is the benefit for the company?

A

Reduced inventory Reduced inventory maintenance Less risk of non sold products Less risk when product is not correctly produced that it was a large batch Less work floor space les management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Why are we here?

A
  • Best in class quality. - Business PROFITABILTY. - Customer/Member VALUE
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

What are the two main advantages of flow?

A

Less lead time (doorlooptijd) en less inventory (voorraad)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

What is a SIPOC?

A

A high-level process map. Supplier Input Process Output Customer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

What is the Deming Cycle?

A

Een systematische probleemoplossingmethode of verbetercyclus waarbij een voorstel (plan) wordt gedaan voor een verbetering, deze geïmplementeerd (do) en daarna gemeten (check). Hierna worden benodigde acties ondernomen (act).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

A SIPOC represents the following: a) Supplier, Inputs, Processes, Outputs, Customers b) Suppliers, Improvements, Processes, Output, Customers c) Suppliers, Improvements, Processes, Outputs, Controls

A

a) Supplier, Inputs, Processes, Outputs, Customers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

What are the phases and steps of an FMEA?

A

Analyze Phase: 1. Review the process 2. Brainstorm potential failure modes 3. List potential effects of failure 4. Assign severity rankings 5. Assign occurrence rankings 6. Assign detection rankings 7. Calculate RPNs Improve Phase 1. Develop the action plan 2. Take action 3. Calculate the resulting RPNs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Wat is de Pitch tijd?

A

Dat is de takt tijd x the containersize De takt tijd is de netto beschikbare productie tijd / benodigde productie. Example: De takttijd= 100 , de container size is 50 dus the pitch tijd = 500

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

What is CTC?

A

Critical to Customer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

TIMWOODT - What is waste of inventory

A

Wating time between process steps

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Tuckmans norming stage attributes

A

-sense of team cohesion -acceptance of membership on team -works together productively and effectively -team members use constructive criticism -address team dysfunction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Tuckmans performing stage attributes

A

-members have more insight into each others strengths and weaknesses -team members feel satisfaction and pride regarding team progress -team members develop attachment to team -constructive self-change -effective at solving group problems

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

What is Failure Mode and Effects Analysis?

A

Failure Mode and Effects Analysis (FMEA) allows an assessment of the risk to customers if a key process input were to fail. FMEA also helps to determine what actions to take to minimize this risk.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Team Facilitation - Facilitating

A

-Remove technical and political roadblocks -make sure Team has constant and appropriate recognition and reward

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

What are some Best Practices for Teams?

A
  • Start each meeting with PACER. (purpose, agenda, code of conduct (gound rules), expectations, roles & responsibilities. - Utilizing a parking lot for capturing ideas not directly related to the topic or for those issues which you want to temporary set aside. - Do an evaluation at end of meeting (plus/delta, short survey). - Capture action items and summarize/review them at the conclusion of the meeting. - Use data to support beliefs and options. - Encourage questions and always check for understanding. - Involve everyone; emphasize participation.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Cost of Waste?

A

Measuring & understanding the cost of poor quality.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

TIMWOODT - How to remove waiting time?

A
    • Implement an one piece flow
    • Use Standard work
  • Develop a procedure for “maatwqerk”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

A type of process map that shows what the unit is doing along with information flow

A

Value Stream Map

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

What are some common team problems?

A
  • Disagreement (emotiion run high; there are many legitimate differences of opinions). You could fix this by talking as a team, parking lot, make discussion based on data - Power and Authority (managers or others discourage discussion; team members don’t feel free to say what they think). You can fix this by having all write down on sticky. - Overbearing “experts” (experts discourage discussion about their areas of expertise, technical jargon and complex principles referred to without explanation). - Lack of focus (several topics discussed at the same time, lots of distractions, little progress is maade). You can fix this by an agenda, bell, ringer. - Uneven participation (some team member talk too much, while others talk too little). - Lack of follow-through (tasks don’t get done on time, people don’t do their assignments between meetings). You could fix this by having agenda with their name.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

What is Andon?

A

Andon is het Japanse woord voor ‘lamp’. Een Andon is een visueel middel om de status van een proces aan te geven.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

What is CTQ?

A

Critical to Quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

Why are Lean Six Sigma projects important?

A
  • Help learn and accelerate use of tools. - Focused on knowledge. - Linked to Business goals, bottom line improvements. - Customer satisfaction.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

What is the delivery rate?

A

This is the number of Delivered goods to the client per time unit Example: if you produce 365 cars in a year the Delivery rate is 1 car per year

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

What is SMED?

A

Single Minute Exchange of Dies (SMED) staat synoniem voor snel omstellen. De focus ligt op het verlagen van omsteltijden. De SMED-methode is ontwikkeld door Shigeo Shingo.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

What is a control chart?

A

Graphs used to study how a process changes over time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

DMAIC - What is the method to go to next DMAIC phase?

A

A tollgate . Available shpould be the sponsor, process owner,

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

What is a FMEA?

A

Failure Mode and Effects Analysis (FMEA) allows an assessment of the risk to customers if a key process input were to fail. FMEA also helps to determine what actions to take to minimize this risk. Failure Mode Effect Analysis -Failure Mode - the way in which a specific input fails -Effect - the impact on the customer requirements due to the failure mode -cause - the source of process variation that causes the failure mode to occur -controls - systematic methods in place to prevent or detect failure modes or causes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

What is the purpose of the DMAIC Improve phase?

A

To learn from pilots of the selected solutions and execute full-scale implementation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

What is the advantage of a pilot?

A
  • Improves the solution
  • Improves the implementation plan
  • Creates awareness and acceptance of the solution
  • Faster overall implementation
  • Less riscs
  • Identifier better the cost bennefits of the solution
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

KAIZEN- What is the secod step?

A

“Analyse the problem thoroughly without solving it and coming , Root Cause analyses.
with improvement proposals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

What is the Supplier loop in a VSM?

A

This the way in which the the raw materials are delivered to the company including the communication, orders to the supplier. The raw material suppermarket is part of the supplier loop.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

What are some external failure costs?

A

External Failure Costs. - Customer complaint investigation. - Returned goods. - Retrofit costs. - Recall costs. - Warranty claims. - Liaability costs. - Penalties. - Customer/User Goodwill. - Premium Freight (overnight). - Pricing Errors.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

A 4 sigma company will spend > XXX% of revenue on internal and external repair.

A

10%

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

What are the Enemies of Member Satisfaction?

A

variation & Waste

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

What is the purpose of the DMAIC Measure phase?

A

To thoroughly understand the current state of the process and collect reliable data on process speed, quality, and costs that you will use to expose the underlying causes of the problems.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

True or False: In a normal distribution, the interval created by the mean plus or minus 6 standard deviations contains 99.9999998% of the data

A

TRUE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

What is TPM

A

Total Product Maintenance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

Who is accountable for writing a project charter?

A

Sponsor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

IMPLEMENTATION PLAN (OF IMPROVEMENT) - How to create an communication plan?

A
  1. Make inventory of stakeholders
  2. Define the communication goals
  3. Define the communication strategy
  4. Organise the communication
  5. Execute the communication
  6. Manage the commuincation
  7. Make costs transparant and arange budget
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

What is knowledge based management (KBM)?

A
  • Questions managers need to ANSWER. - Questions managers need to ASK. - Tool & Techniques to answer questions & improve the scorecard.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

What are SOP?

A

standard operating procedures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

What are some benefits of Lean Six Sigma to the organization?

A
  • Expand knowledge. - Decrease in defects & cycle time. - Improved Customer satisfaction. - Business growth. - Improved profitability. - Improved communication & teamwork. - Common set of tools & techniques.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

Benefits of reducing changeover time.

A
  • Higher productivity. - Flexibility. - Employee Benefits - simpler/safer. - Standardization - right equips and tools at right place at right time.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

What are the items of an alignment chart?

A
  • “Strategic objective
  • Value Stream Costs
  • Value Stream Measures
  • Critical Succes Factors
  • Goals
  • Measures”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

What are the 8 clasic types of waste?

A

Internal Failure Costs. - Defects. - Over Production. - Waiting. - Non Utilized Talent. - Transportation. - Inventory. - Motion. - Extra Processing.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

What are the top 10 reasons project teams fail?

A
  1. A silent sponsor. 2. Under- or over-facilitiation. 3. The charter is unclear or absent. 4. Lack of planning through the project phases. 5. Inadequate communication with key stakeholders. 6. Team is the wrong size or has the wrong members. 7. Lack of a process or excessive focus on process (including DMAIC). 8. Weak or non-existent alignment with what is critical to the customer or the business. 9. Lack of data suitable for baselines or root cause analysis. 10. Lack of time commitment from team members, their supervisors, sponsors, or other stakeholders.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

What is Overall Equipment Effectiviness?

A

That is OOE used in the method Total Product Maintenance.. This is calculated as the Average Availability x Performance x Quality. The availability rate / uptime available production time - unplanned non uptime including SMED/ divided by tot availability Performance = taktime / cycle time Quality = Products delivered with correct quality / products delivered with incorrect quality.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

TIMWOODT - How to remove overproduction?

A
  • Good Sales and Operations planning (S&OP)
  • Produce according to taktime
  • Heijunka planning (Use a heijunkabox to steer the different production processes)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

What are the critical drivers for succesfull change management?

A
  1. Leadership (voorbeeld gedrag)
  2. Create accceptance all over de organisation (s ee also kotter how to do it)
  3. Create will to change / eagerness
  4. Focus, goal vision (Be clear)
  5. Momentum
  6. Communication (to create draagvlag and show timing / duration)
  7. Team orientation
  8. Adaptation capabilities
  9. Responsability
  10. Knowledge and skills
  11. Acknowledgement of people (who are willing to change ), respect.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

What is SMART standing for?

A

SMART: S = Specific. M = Measurable. A = Achievable. R = Relevant. T = Time Bound.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

What is CNX?

A
  1. C=Constant - control via mistake proofing & standard operating procedures (SOP). 2. N=Noise - SOP. 3. X=Experimental.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

What are the steps of the DMAIC Analyze phase?

A
  1. Identify value-added, non-value-added, and value-enabling activities. 2. Calculate business/process efficiency 3. Analyze the process flow 4. Analyze the data collected in the Measure phase 5. Generate theories to explain potential causes 6. Narrow the search 7. Collect additional data to verify root causes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

What is the purpose of the DMAIC control phase?

A

To complete project work and hand off improved processes with procedures for maintaining the gains

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

What two types of Poka Joke do we have?

A

De eerste variant bestaat uit controlerende en waarschuwende Pokayokes. Deze varianten vallen binnen de categorie ‘regulerende’ Pokayokes.
Een lijnstop is een goed voorbeeld van een controlerende Pokayoke.
Een Andon die gaat branden bij een abnormaliteit is een voorbeeld van een waarschuwende Pokayoke.
Daarnaast zijn er nog de Pokayokes die rekening houden met de plaatsing van een product en het vaste aantal handelingen per product,
Bij een computer heeft elke kabel zijn eigen kleur en vorm. Hierdoor kun je een stekker niet meer verkeerd plaatsen.
Daarnaast kan een Pokayoke ook rekening houden met het vaste aantal handelingen die verricht moeten worden.
Een voorbeeld hiervan is een product dat op 4 vaste punten gelast moet worden. Het product wordt eerst vastgeklemd. Deze klemmen laten pas los wanneer er 4 maal gelast is.
Ideale pokayokes zijn goedkoop, eenvoudig en gemakkelijk te implementeren. Ze zijn afgestemd op de specifieke behoefte en ontwikkeld door de medewerkers zelf.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
Q

What is a line balancing chart

A

A chatr that shows the different cycle times per process

relative to the tact time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

For variable (numeric) data which graphs could you run?

A

Graphs = - Histogram. - Run Chart. - Control Chart. - Scatter Plot. - Box Plot. Metric, Measure = - Mean, Standard Deviation. - Defects per million (DPM). - Sigma Level. - Sigma Capabiltiy. - Capaility Index (Potential) (Cp) and/or Capability Index (Actual) (Cpk).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

What is “critical to quality”?

A

These are the lean metrics and limits defined that represent the voice of the customer and the voice of the business. Ameasure is related to a customer requirement business requirement

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

What are 3 strategies for understanding the common cause variation?

A
  1. Stratification 2. Disaggregation 3. Experimentation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

7 tools the Quality - Histogram

A
  1. Histogram – It looks very much like a bar chart. it is used to identify the frequency of occurrence of a variable in a set of data.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

What are the Costs of Poor Quality?

A

COPQ. Examples: - Rework. - Test Inspections. - Lost Opportunity Cost, etc.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

What is the “Voice of the Customer” (VOC)?

A

Voice of the Customer (VOC) is used to describe customer’s needs and their perceptions of your product or service.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

A fishbone diagram is best used when: a) soliciting background information from the client b) brainstorming potential input variables c) identifying interaction between different x variables d) determining the effect of x variables on y

A

b) brainstorming potential input variables

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

IMPLEMENTATION PLAN (OF IMPROVEMENT) -What are the five components of an implementation plan?

A
  • Analyses of issues in the implementation
  • Trainings plan
  • Communication plan
  • Benefit tracking
  • Detailed workplan
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
86
Q

What do the 5’s stand for?

A
  • Sort - Identify what is needed. - Set in Order - Determine a place for needed items…identify the storage place with clear markings. - Shine - clean the office and maintain the equipment. - Standardize - Office procedures, systems, and policies. - Sustain - Review regularly the SOPs and insure compliance. It promotes SAFETY. - Shine. - Sustain. - Setup. - Standardize.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
87
Q

What are examples of continuous (measurement) data?

A

Length, height, weight, volume, time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
88
Q

What are the three types of verspilling in Japanese?

A

Muda (Verspilling), Mura (oneffenheid) and Muri (Overbelasting)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
88
Q

7 tools the Quality - Stratification charts

A
  1. Flow Chart (Stratification Charts) - This tool is used to identify the patterns within the data collected from multiple sources and clubbed together. It is used to identify the meaning of the vast data by identifying patterns.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
89
Q

What are the benefits of process mapping?

A

Gives a picture of the process Identifies rework loops and redundancies Gives insight to bottlenecks, cycle times, and inventory Helps identify when and where to collect data Serves as a sound training and orientation tool

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
91
Q

Why is VOC important?

A

It: - Helps determine what products & services to offer. - Identifies critical features - Helps determine where to focus improvements. - Serves as a baseline of customer satisfaction to measure against.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
92
Q

Who owns a six sigma project?

A

The champion

92
Q

Team Facilitation - Coaching

A

-set immediate performance results -challenge Team with new data, alternative methods, diff. POV -acknowledge Team efforts -candid constructive feedback

93
Q

Kana

A

Today’s delighters become tomorrows expectations

94
Q

Problem Statements should answer which questions?

A
  • Define WHO is experiencing the problem. - Define WHAT the problem is. - Define WHEN is the problem occurring. - Define WHERE is the problem occuring. - State the magnitude and/or impact of the problem (the current pain). - Address the “so what?” (what is the cost of doing nothing or the business impact). - Not specify a solution. EXAMPLE 1: Reduce the average cycle time for processing claims by 50% by August 30th, in order to improve customer satisfaction and reduce overtime expenses. EXAMPLE 2: Members are complaining because health care claims are taking an average of 48 days to process. We’re incurring $10,000 in overtime expenses each month to keep up with the claims and our members satisfaction rating has slipped by 30% over the past year. - What. - When. - Where. - State magniture and/or impact. - Address the What? (CODN)cost of doing nothing.
95
Q

Wat is leverings betrouwbaar heid?

A

Quality

97
Q

What are the roles and responsibilities of Six Sigma green belts?

A
  1. Demonstrate proficiency at achieving results through the application of the Six Sigma approach 2. Work closely with continuous improvement leaders to apply formal data analysis approaches to projects 3. Recommends Six Sigma projects 4, Leads Six Sigma teams in local improvement projects 5. Continues to perform normal duties while participating on Six Sigma project teams
99
Q

What are some of the key elements of Lean Six Sigma as a Business Strategy?

A
  • Executive Ownership. Leadership alignment. - Infrastructure (leadership team roles & responsiblities). - Champions. - Masters. - Black Belts. - Green Belts.
100
Q

What is the 80/20 rule

A

Pareto’s 80/20 rule states that 20% of what you do will produce over 80% of the results. This is where you should spend your time. You don’t have to improve everything in your business, just a few key things that really matter.

100
Q

What is a pull production?

A

Bij ‘Pull Productie’ worden alle activiteiten binnen een organisatie gestuurd door de behoeften en wensen van de klant. De klant bepaalt wanneer er hoeveel producten (of diensten) geleverd moeten worden, en volgens welke specificaties.

102
Q

What is an Ishikawa diagram?

A

An cause & effect, Fishbone or Ishikawa diagram. Causes (sources of variation/variables. Effect (response or output variable). Partition the variables: C=Constant, N=Noise, Y=Experimental.

103
Q

What is Six Sigma’s role in the organization?

A

Six Sigma’s role is to help management produce the maximum value, while using minimum resources. It applies scientific principles to processes and products.

104
Q

What are the value stream map symbols?

A

-truck = transportation -process box = activity for the process step -customer supplier box = relationship between process and the supplier/customer -data box = specific info for each process step -process time = line shows value-added and NVA time for process steps -timeline total = line sums data from process time lines -electronic= information flow

106
Q

What is DFFS?

A

Design for Six Sigma

108
Q

What is a charter?

A

A charter is an agreement between management and the project team about what is expected. It typically contains: - Problem Statement - Scope - Schedule - Deliverables - Measures - Resources

109
Q

FLOW - What types of Visual Management from weak to strong?

A
  1. Informing (status)
  2. Directing (goals)
  3. Signaling (action is needed)
  4. Forcing (stop process)
111
Q

A six sigma company will spend < XXX% of revenue on internal and external repair.

A

1%

113
Q

How is machine cycle time measured?

A

Measured from start of cycle to when the part is available and the machie can accept another part.

115
Q

What do you do in DMAIC define Phase?

A

To have the team and its sponsor reach agreement on the scope, goals, and financial and performance targets for the project.

117
Q

What are the differnt types of maps?

A
  • Process flow diagram. - Detailed process map / value stream map (VSM). - Physical flow map. - Time value map.
118
Q

What is FPY vs. RTY?

A
  • FPY=First Pass Yield. - RTY=Rolled throughput Yield.
119
Q

IMPLEMENTATION PLAN (OF IMPROVEMENT) - What components has a communication plan?

A
  • Stakeholders analyses
  • Communication Strategy
  • Planning
120
Q

Tuckmans stroming stage attributes

A

-individuals resist tasks and methods that are different from their own -attitude fluctuate about success of the team -arguing among members -defensiveness, competition, “choosing sides” -creation of perceived “pecking order”

122
Q

What kind of diagrams & metric or measures can you use for attribute (discrete) data?

A

GRAPHS - - Pareto diagrams. - Run Charts. - Control Charts. METRICS, MEASURES - - First Pass Yield (FPY). - % “good” (or “bad”), - Defects per unit (DPU). - Defects per Million Opportunities (dpmo). - Sigma Capability.

123
Q

What is COPQ

A

The Costs of Poor Quality. Examples:Examples: - Rework. - Test Inspections. - Lost Opportunity Cost, etc.

123
Q

Make the value XXXX at the XXXX of the customer?

A

FLOW and PULL

124
Q

What are the measurable advantages of Standard Work?

A
  • Improve productivity
  • Reduce costs
  • Lower WIP
  • Improve quality
  • Decrease Leadtime
125
Q

Wat is situationeel leidinggeven?

A

A

126
Q

Describe the basic features and uses of a control chart.

A
  • A control chart is simply a run chart of the data over time, with calculated control limits bsed on the data. Plotted points may be individual dta vlues or subgroups of data. - A control chart is used to monitor a process to see whether it is exhibiting oly random variation, or whether special causes (outliers, shifts, trends) are present.
128
Q

Why perform a Stakeholder Analysis?

A
  • Identify the key stakeholders. - Understand who is “for” and “againist” the project. - Identify sources of resistance and anticipate issues and concerns (technical (cost, skills), political (authority, power), cultural. - Develop strategies for gaining needed support.
130
Q

What is a sigma measure?

A

Sigma is a measure of how well a product, service, or process performs in relation to customer requirements. The higher the sigma level, the more robust product, service, or process performance.

131
Q

7 tools the Quality - Control chart

A
  1. Control Charts – This is a graphical technique,which can be used to study the changes to a process over time
133
Q

True or False: THE VOP is completely DEPENDENT on VOC

A

FALSE

134
Q

What is the Six Sigma project selection criteria / succes factors?

A

Sigma projects will likely have greater success if: - the problem is related to a key business issue. - the problem is linked to a clearly defined process. - you can identify the customers of the output. - you can clearly identify the defect. - you can demonstrate how improvements could enhance financial performance. - the project has senior management support.

136
Q

Value Stream Mapping: Preparation

A

Agreeing on what process to study, how to map it, who will participate, and logistics

137
Q
A
138
Q

What is VOC?

A

Voice of Customer. What’s important to the customer and How are we going to measure our abililty to satisfy what the cusomer wants?

139
Q

What does KISS mean?

A

KISS - Keep-It-Simple-Statistically.

140
Q

What are some potential gaps between current performance and goal?

A

Where’s the gap? What’s the problem? - cycle times too long. - changeover times too long. - excessive variation. - high defect rates. - excessive waiting.

141
Q

FLOW - What four elements create flow?

A
  • “Visual Management
  • Operational Management
  • Kaizen
  • Plan Do Check Act”
142
Q

What is kano model

A

A model with satisfied and unsatisfied clients. Delighters, must bave”s and primary satisfiers (linear)

144
Q

Specify value in the eyes of the customer?

A

Value. (Internal & External) Note: Value is defined by the customer/member. -Goal is to provide the customer/member defect-free products & services that are: - what they want. - when they want it. - at the desired price.

145
Q

What is difference between variable & attribute data?

A
  • Variable data is continuous (measurement data) such as; time, temperture, call volume, speed, etc). - Attribute data records just the presence or absence of something such as; good/bad, pass/fail, yes/no, female/male.
146
Q

KAIZEN - What are the three forms of Kaizen?

A
  • Kaizen Blitz - Small improvement in one session with small team, preferably on the work floor.
  • Kaizen - Larger project 2-5 days to improve a process
  • Kaikaku - full redesign of the existing flow.
148
Q

Sigma is used as a benchmark to measure: a) variation b) quality c) process capability d) all of the above

A

a,b,c and d!

149
Q

FLOW - What is the goal of Visual Management?

A

To make performance and planning visual for everyone (Departments / individuals)

150
Q

7 tools of quality - 7 tools of Quality - Check Sheets

A

Check Sheets – A generic Tool which can be used for collection and analysis of data. A structured and prepared form that can be adapted for wide variety of issues

151
Q

TPM - What is Gepland onderhoude

A

Regular scheduled maintenance where all materials are checked, things are replaced. A risk report is being made

152
Q

Examples of project benefits?

A

Examples: Cost Takeout/Cost Avoidance - - Reduction in scrap. - Reduction in raw materials. - Reduction in labor or planned headcount. - Freight Savings. - Interest expense reduction. Cash Flow - - Reduction in inventory levels. - Inventory carrying cost reduction. - reduction of past due receivables. Growth - - Increase in capacity / throughput. - Increase in market share / sales revenue. Reduction of Non-Value Added Activity - - Reduced rework, waiting admiistration, etc.

153
Q

What is the least operator concept state?

A

In this concept a cell shout be front loaded in order that waiting time is being visible at the last operator.

154
Q

7 tools the Quality - Scatter Chart

A
  1. Scatter Chart – This is used to identify the relation between variables, by plotting pairs of numerical data, with one variable on each axis. The points will be falling on a line or a curve, if the variables are related.
155
Q

CHANGE - What is the circel of rouwverwerking? (Kubler ross)

A
  1. EINDE
  2. Ontkenning (High)
  3. Boosheid en wantrouwen (Middle)
  4. Middel Phase
  5. Verdriet (low)
  6. orientatie (low)
  7. BEGIN
  8. Besluit (middle)
  9. Orientatie (High) but not yet like beginning
156
Q

TIMWOODT - How to remove over processing?

A
  1. Describe the value chaing (Via a VSM)
  2. Search for inefficient steps and double steps
  3. Ask yourselves why a processing step is needed?
  4. note: don’t look at mass productoin economic advantages
157
Q

How do you calculate the current capacity of a cell?

A

It is the Processing time of a cell divided by the cycle time. Example: If the processing time is 1 minute and the cycle time of a cell is 5 seconds. Then the capacity is 20. If the tact time is 1 second then the capacity needes is 1 minute divided by 1 second is 60.

158
Q

What technics belong to Muda (Verspilling)

A

5S, SMED and Kaizen, and TIMWOODT

160
Q

What are the defects per million opportunities (DPMO)?

A

DPMO Sigma

2 308,537

3 66,807

4 6,210

5 233

6 3.4

161
Q

What is the Concept Plan for Every Part?

A

Voor elk onderdeel (partnummer) dat gebruikt wordt binnen de organisatie wordt alle relevante informatie vastgelegd en opgeslagen in één totaal-database.

Hieronder valt onder andere de volgende informatie:

  • Onderdeelnummer;
  • Grootte;
  • Het aantal dat dagelijkse gebruikt wordt;
  • De locatie waar het gebruikt wordt;
  • De locatie waar het opgeslagen wordt;
  • Frequentie waarin het onderdeel besteld wordt;
  • De leverancier;
  • Levertijd;
  • Etc.”
163
Q

What is the instructional approach we’ll be using?

A

KISS - Keep-It-Simple-Statistically & PPAR - Present, Pratice, Apply, Review

164
Q

Make value flow at the XXXXX of the customer.

A

Pull

164
Q

What are the 5 elements of the Lean Six Sigma Roadmap?

A

DMAIC. - Define. - Measure. - Analyse. - Improve. - Control.

165
Q

Who is repsonsible to writing a poroject charter?

A

The Green belt

166
Q

Describe the Lean Six Sigma Philosophy and Methodology?

A
  • Business profitability & customer/member value. - Better, Faster, Lower Cost Products, and Services. - Customer Satisfaction. - Knowledge-Based using DMAIC & 14 Questions. - 5 Key Principles.
168
Q

What are things to consider when reviewing your IPO/SIPOC?

A
  • Are all of the critical to customer outputs included? - Have you ensured that the outputs are measureable? - Have you considered measures related to better, faster, and lower costs? - Have you indicated your primary project measure(s) on the IPO/SIPOC diagram.
169
Q

Difference between DMAIC and DMADV

A

DMAIC - focus on defects/effectiveness DMADV - focus on waste/efficiency

170
Q

KAIZEN- What is the first step?

A

Definieer het probleem, plan de kaizen, update actual process map or VSM, select team, train team.

171
Q

VSM - Future state - 2. How to Focus on improvement flow

A
  • “Introduce and optimize line balancing
  • Implement Work cells
  • Control upstream production.”
173
Q

What is sigma?

A

Sigma is a statistical concept that represents how much variation there is in a process relative to customer specification.

174
Q

What is FMEA?

A

“Failure mode and effects analysis (FMEA) (Nl: faalwijzen- en gevolgenanalyse), soms ook FMECA - Failure mode, effect and criticality analysis, is een inductieve faal analyse techniek welke potentiele faalmodes, de onderliggende mechanismen en oorzaken en effecten van de faalmode op verschillende systeem levels analyseert. De faalmode is de staat of de manier waarop de fout zich voordoet van het betreffende onderdeel als gevolg van een of meerdere specifieke faal mechanisme.
Een FMEA onderzoekt het gevolg van mogelijk falen op een product of op een proces om op voorhand constructieve- of procesmaatregelen te treffen die dit mogelijk falen voorkomen, de kans verlaagt of de impact verminderen.
Het FMEA-proces wordt toegepast in ontwikkeling van complexe systemen, zoals vliegtuigen, treinen, schepen, militaire wapen systemen. In de laatste jaren wordt het ook toegepast in andere industrie takken en kwaliteitssystemen “

176
Q

What tool can you use to identify tasks to be accomplished by your team members?

A

Work Break Down Structure

177
Q

Value Stream Mapping: Planning

A

Agreeing on how to implement the future state plan

179
Q

What is value stream mapping

A

A communication tool, a business planning tool, and a tool to manage change in the process. it is a simple visualization of identifying value-added and non-value-added activities.

179
Q

What are the three levels of process maps in DMAIC projects?

A

What it is thought to be What it actually is What it should be

180
Q

What are the non measurable advantages of standard work?

A
  • Helps continue improvements
  • Improves reliability of performance
  • Better communcation
  • More responsability with the workforce
182
Q

What does a SIPOC include?

A

SIPOC - - First name the process first. - Identify the outputs and cusomters. - identify the inputs and suppliers. S = Suppliers (who provides the inputs to the process). I = Inputs (material, methods, people, etc required for the process. P = Process (any acitvity that takes inputs and creates outputs). O = Outputs (Measureable outcomes of the process. C = Customers (who receives the output).

183
Q

Work in Progress (WIP)

A

Leadtime x delivery rate

185
Q

What is productivity?

A

This the Number of products produced with the correct quality / capacity. Please note that productivity may decrease when people do overwork

186
Q

What are the Key elements of project charter?

A
  • Identification of impacted process area. - Problem Statement. - Goal Statement. - Project Scope (in & out of scope. - Project metrics. - Benefits overview. - Key customers Stakeholder/Team Members. - Deliverbles.
188
Q

Whate is PF/CE/CNX/SOP?

A

PF/CE/CNX/SOP - PF = Process Flow. - CE = Cause & Effect (diagram). - CNX = Constant, Noise, Experimental. SOP = Standard Operating Procedures.

189
Q

What are the elements of a good problem statement?

A

A specific statement of the current problem, descriptive statements outlining locations and/or occurrences of problematic events, and the initial scope of the problem.

191
Q

What is an VSM?

A

A Value Stream Map

192
Q

Identify the VALUE STREAM & eliminate XXXXX & XXXXX.

A

variable & Waste

192
Q

What is a KANBAN production system?

A

Een Kanban systeem zorgt ervoor, dat voorraden worden aangevuld op basis van verbruik. Dit gebeurt met zogenaamde ‘Kanban kaarten’. Kanban is de Japanse term voor signaal.

193
Q

I

A
194
Q

What is a Gage R&R study?

A

A Gage R&R study is a set of trials conducted to assess the Repeatability and Reproducibility of a continuous measurement system. Repeatability is how accurate a person was when they took the same measurement. Reproducibility is how close the different people came on their measures of the same item. It takes one person to repeat, it takes 2 people to reproduce.

195
Q

What is an other word for Waste

A

Muda. - Internal failure costs rework. - external failure costs (customer received product with problems). - Appraisal costs (6 sigma said to remove). - Prevention Costs. - Cost opportunity costs.

196
Q

What is a Failure Modes and Effects Analysis (FMEA)?

A

A systematic, proactive method for evaluating a process to identify where and how it might fail and to assess the relative impact of different failures.

197
Q

FLOW - What three types of information is shown in Visual management?

A
  • What is being done by who?
  • What is wasted
  • What are the standards
198
Q

VSM - Future state - 3. How to nivelleer the productie

A

“Optimize tempo for producing goods
Optimize ideal route for material goods.”

199
Q

What are the components of a project charter?

A

Businesscase Doelstelling Finances Scope Team Risks Deliverables Stakeholders Planning

200
Q

What agreements are vital to an operational definition?

A

The requirement to be measured: what the team wants to improve. The method of measurement: the method used to measure the requirement (typically quantitatively). What the definition will not include: exclude anything that prevents the operational definition from being used consistently.

202
Q

What is COW?

A

Cost of Waste. Measuring & understanding the cost of poor quality.

202
Q

What is CTQ?

A

Critical to quality

203
Q

What is the doorlooptijd?

A

Lead time

204
Q

7 tools the Quality - Pareto chart

A
  1. Pareto Chart – This is another graphical technique, which can be used to identify the significance of individual factors
206
Q

Situations with much Quickwins?

A

In the begin phase of the project In process with many workarounds In situations with big rework loop In process with many controls In situation with unnecessary hand over procedures

207
Q

What are some ways we hear the Voice of the Customer (VOC)?

A
  • Market Studies. - Customer/Member Research. - Sales Calls. - Unplanned contats with customer. - Customer/Member phone conversations. - Customer/Member Complaints.
208
Q

What is the goal of 5S?

A
  • * verspilling beter zichtbaar
  • * herhaling van fouten voorkomen
  • * de standaard voor iedereen duidelijk
  • * de werkplek efficiency verbeterd
  • * de kans op ongevallen geminimaliseerd
209
Q

TIMWOODT - What is overproduction?

A

Overproduction is producting more then requested by the client

210
Q

TIMWOODT - How to solve the Wast of transport?

A
  • Create a VSM
  • Implement one piece flow
  • Bring working cells toegther
  • remove handovers
  • Optimize work sequences
  • Bring materials to the place where it is used.
212
Q

Little’s law

A

Process Lead Time = number of units in process/average completion rate

213
Q

What is a Special Cause variation?

A

A Special Cause is something different happening at a certain time or place. Common cause is always present to some degree in the process.

214
Q

What is KBM?

A

Knowledge based management: - Questions managers need to ANSWER. - Questions managers need to ASK. - Tool & Techniques to answer questions & improve the scorecard.

216
Q

Where does PPAR stand for?

A

PPAR - Present, Pratice, Apply, Review

217
Q

What are the five stages of team development?

A

Tuckman’s Growth Stages: Forming, Storming, Norming, Performing, Adjourning

219
Q

What is the Lean Six Sigma Philosophy?

A
  • Best in class quality. - Business profitability. - Customer/Member value. Providing a BETTER product/service FASTER, and at a LOWER COST then our competition.
220
Q

What is the importance of reducing variation?

A

Less variation provides: - Greater predictability - Less waste and rework - Products & services that perform better and last longer - Happier customers

222
Q

What graph shows specificatiën versus iemt satisfaction?

A

Kano model

223
Q

What is little’s law

A

This is a different formula for lead time. The leadtime is the Work In Progress x Output per time unit. Example: If we have an inventory of 100 and 10 items in the processing units itselves. and the delivery rate is 11 per hour then we have a waiting time of 110/11 = 10 hours.

224
Q

Value Stream Mapping: Future State

A

Agreeing on a shared vision of a desired future state

225
Q

What kind of diagrams & metric or measures can you use for variable (numeric) data?

A

GRAPHS - - Histogram. - Run chart. - Control chart. - Scatter plot. - Box plot. METRIC, MEASURE - - Mean, Standard Deviaiton. - Defects per million (dpm) - Sigma level. - Sigma Capability. - Cp and / or Cpk.

226
Q

What are some things to do PRIOR to collecting data?

A
  • Understand the Customer requirements. - Define the process. - Minimize extraneous variation through PF/CE/CNX/SOP which is process flow / cause & effect/ constant, noise, experimental / standard operating procedures. It the First line of defense against variation.
227
Q

What technics belong to Mura (oneffenheden)?

A

Look at takt time and manage orders Heijunka, line balancing use Kanban methods Use Six Sigma (In prroject)

228
Q

What are the keys to transforming or building a Six Sigma organization?

A

Management involvement and commitment Cultural change Communication Change the organization’s systems or processes p.18

229
Q

Wat zijn kenmerken van een quickwin?

A

Het is zichtbaar in de resultaten Het is ondubbelzinnig Het is relevant Het is eenvoudig Het is snel in te voeren Het is goedkoop Het is te managen bij het team

231
Q

What are Technics that belong to Muri (overbelasting)?

A

Takt time , Line balancing, Standard work

232
Q

TPM - What is Autonomous maintenance

A

Maintenance in process itselves (regular maintenance as routine during work)

233
Q

What is a sycnhronous process (with a good flow)

A

Synchronous process = thytm of the client even inflow even processing in time also taktime + heijunka + line balancing

234
Q

Tuckmans forming stage attributes

A

-excitement, anticipation, pride, optimism -intial tentative attachment to Team/avoids conflict -suspicion/fear about job ahead -attempt to Define tasks, Establish role -Have discussions of lofty abstract concepts -discuss symptoms or problems Not relevant to Task

235
Q

What is TPM?

A

Total Productive Maintenance. Everything must work otherwise it doesn’t work.

236
Q

What is Delivery Quality / releability in lean?

A

Delivered conform specs divided by delivered to the customer.

237
Q

TPM - What is predictive maintenance?

A

Maintenance based on information that comes out of the process (defects in products, measurements in the process)

239
Q

What are some things to consider for each Stakeholder?

A
  • What do you need from this Stakeholder Analysis? - What are their interests? - How can this stakeholder benefit from the project? - How might this stakeholder be affected or inconvenienced by the project? - What possible resistance might I see from this stakeholder? (techinical, political, cultural). - What are the best strategies for communicating with and influencing this sateholder?
240
Q

What are the steps of the DMAIC Improve phase?

A
  1. Develop potential solutions 2. Evaluate, select, and optimize best solutions 3. Develop future state VSM 4. Develop and implement pilot solution 5. Compare results to baseline 6. Develop and execute full-scale implementation plan
241
Q

VSM - Future state - 1. Hoe focus ik op verbeteren klant vraag?

A
  1. Optimize takttijd en cycle time
  2. Analyse and improve production method
  3. Use Buffer and Safety inventories
  4. Introduce Finished Goods Supermarkets
242
Q

What is a fishbone diagram?

A

An cause & effect, Fishbone or Ishikawa diagram. Causes (sources of variation/variables. Effect (response or output variable). Partition the variables: C=Constant, N=Noise, Y=Experimental.

244
Q

What are the key steps in the DMAIC Define Phase?

A
  1. Review project charter 2. Validate problem statement and goals 3. Validate financial benefits 4. Create/validate process map and scope 5. Create communication plan 6. Develop project plans
246
Q

A type of process map that might be used to show the flow of a unit between departments

A

Swimlane

247
Q

What is the purpose of the DMAIC Analyze phase?

A

To pinpoint and verify causes affecting the key input and output variables tied to project goals (finding the critical X’s).

248
Q

What is the goal of the 5S process?

A
  • Show forms of Waste
  • Prevent repetitive problems
  • Develop standards
  • Improve workplace efficiency
250
Q

Requirements must be XXXXX?

A

SMART: S = Specific. M = Measurable. A = Achievable. R = Relevant. T = Time Bound.

251
Q

What is an interval calculation?

A

This is the calculation to determine the minimum batch size for producing goods in order to be able to create the required volume targets. Available setup time per year = Available production time per year - run time per year Number of Setups per year = Available set up time divided by setup time of a product type. Interval = number of production weeks / number of setups.

252
Q

What is SMED?

A

Single Minute Exchange of Dics

253
Q

What is process time (Formula)?

A

End of processing - start of processing. Bewerkingstijd ofwel P/P Example: Eindtijd voor bakken cake is 14:00u, starttijd is 13:00u dan is de process time 1 hour.

254
Q

What are the benefits of an Cause And efect Diagram?

A
  • “Helps determine root causes
  • • Encourages group participation
  • • Uses an orderly, easy-to-read format
  • • Indicates possible causes of variation
  • • Increases process knowledge
  • • Identifies areas for collecting data”
255
Q

VSM - Three Steps to come to the future state VSM?

A
  1. Focus op verbeteringen gerelateerd aan de klant vraag.
  2. Focus op verbeteringen aan de flow.
  3. Focus op nivellering van de flow.
256
Q

Value added

A

Things the customer will pay for.

257
Q

What are the 2 basis types of variation?

A
  • Common cause (natural, inherent variation in the process). - Special cause (abnormal or assignable causes).
258
Q

What is an operational definition?

A

A specific description of the defect, process, product, and/or service to be measured.

259
Q

What is the OOE?

A

That is overall Production Equipment Effectiviness

260
Q

What is KANO’s Model

A
  • Determing Wants and Needs. What is degree of achievement? (Very Safisfied, Very Unsafisfied, Fully Achieved, Did not Achieve. You start off as a - ‘Delighters’ exciting quality, (Unknown to the customer, most difficult to define and develop, if present, customer very satisfied, if absent, customer neigher satisfied. or dissatisfied. - ‘Wants’ one-dimensional quality, (specifically requested items, specifications, items from a typical survey), if present, customer satisfied, if absent, customer dissatisfied. then - ‘Needs’ expected quality, Not specifically requested, BUT assumed to be present, if present, customer neither satisfied nor dissatisfied, if absent, customer very dissatisfied.
261
Q

What are the steps of the DMAIC Control phase?

A
  1. Develop supporting methods and documentation 2. Launch implementation 3. Lock in performance gains 4. Monitor implementation 5. Develop process control plans 6. Audit the results 7. Finalize the project 8. Validate performance and financial results
262
Q

What is PDCA?

A

Plan Do Check Act?

263
Q

Give an example of critical satisfaction factor that might be used in a six sigma project

A

Costs

264
Q

What is a Feeder loop in a VSM?

A

These are additional loop addtional input that is needed for the pacemaker loop. of supplier / processes with a different flow then the pacemaker loop and the supplier loop.

265
Q

What does the wordt “Muda” Mean

A

Japanese word for waste. - Internal failure costs rework. - external failure costs (customer received product with problems). - Appraisal costs (6 sigma said to remove). - Prevention Costs. - Cost opportunity costs.

267
Q

What is DMADV and when iis it used?

A

DMADV. Dit acroniem verwijst naar de projectfasen Define (wat is de businesscase), Measure (wat zijn de klantwensen en bijbehorende Critical-to-Quality parameters), Analyse (wat is het beste product en productieproces), Design en Verify (dit omvat o.a. de testfase).

268
Q

What are some characteristics of GOOD Projects?

A
  • No know solution in advance. - Good data available (or able to be gathered). - Aimed at making a process better, faster, and/or lower cost. - Drives business profitability and/or enhances member value. - Clear, precise definition of the problem/goal statements and scope of the project. - Resources and support available for working on the project.
269
Q

What is the on time delivery rate?

A

The on time delivery rate is the Number of delivered goods - the number of not in time produced goods - the number of incorrect goods divided by the unit. Example: If you produce 400 cars in a year and 5 of them were not delivered on time to the customer and 30 of them were returned because they didn;t drive you have 400-5-30 = 365 cars per year. This is a on time delivery rate of 1 car a day.

270
Q

TIMWOODT - What is waste of motion?

A
  • Implement Standard Work
  • Develop as if it is automated (so you the computer is kind of robot)
  • Redesign of workplace by expert
  • Use 5S
271
Q

Value Stream Mapping: Current State

A

Agreeing on a well-understood map of the current situation

272
Q

How is first pass yield (FPY)calculated?

A

The percentage of units completing a process the first time with no rework or repair.

273
Q

What is total product Maintenance?

A

TPM

274
Q

What is the cycle time

A

The time need to produce a new item on the production cell. This can be different from the process time. The cycle time is the available production time divided by the number of units produces. Example: So if a unit produces 300 cookies and the available production time is 5 hours then it produces 60 cookies an hour so cycle time = 1 minute.

275
Q

What is TAKT time (in words)?

A

The average time to produce a unit in order to meet the current rate of customer demand.

276
Q

What is the leveling loop in a VSM?

A

This is the loop in which the Customer orders are distributed and communicated to the organisatoin and how the finished goods are delivered to the client. Finished goods are in the leveling loop.

277
Q

What is cause & effect diagram?

A

An cause & effect, Fishbone or Ishikawa diagram. Causes (sources of variation/variables. Effect (response or output variable). Partition the variables: C=Constant, N=Noise, Y=Experimental.

278
Q

What are control limits?

A

A control limit defines the bounds of common cause variation in the process.

279
Q

What are the 3 key methodologies for Six Sigma?

A
  1. Process Management 2. Improvement Management 3. Design Management
280
Q

What is PF?

A

Process flow diagram. Note: Start at a high level, with 5 - 10 steps, and then break it down further as needed. - Ensure that all steps, even if not part of the formal process, are included. - Walk the process! - When developing the flow chart, write each of the steps onto sticky notes and post them onto a large sheet of paper. - Create a “parking lot” for ideas as you are creating the process flow.

281
Q

What is the Kano model?

A
  • “This is a model to look at customer requirements:
    • Basic requirements (““Wash the dishes””)
    • Performance Requirements (““Very clean)
    • Delighter requirements. (““Automatic indicator you have to clean the ground floor””)

All three types have an arrow on the KANO diagram which has on the Y-axis dissatisfaction to Delight and on the x-axis-Absent to Fulfilled”

282
Q

What are the coaching steps that go with the Thomas-Hillman Growth Stages

A

Forming –> Directing Storming/Norming –>Coaching Performing –> Supporting

283
Q

What is a time and motion study?

A

A basic analytical procedure to establish the preferred method of accomplishing a task. It helps to estimate a clear expectation of how long it takes to perform a particular activity under normal working conditions. Usually done by direct and continuous observation of a task, using a timekeeping device.

284
Q

What is TIMWOOD?

A

Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects/Rework, also People (unused, or under-utilized talents)

285
Q

Voice of the customer has two appearences.

A

The extern voc and the voice of the business. Examples are werkdruk, ziekte satisfaction research. Etc…

286
Q

Monitor Performance, Measure Success, & Plan for Holding the Gains is WHAT stage of DMAIC?

A

Control

287
Q

What is an IPO diagram?

A

IPO = Input, Process, Output. O’s are measureable. - Graphical representation of a process, showing the inputs & outputs….good communication tool. Note: for test “DO PROCESS FIRST”.

288
Q

What is the difference between Made to stock and Made to order?

A

Made to order is a pool machanism. Made to stock is a push mechanism.

289
Q

Specify value XXX XXX XXX XXX?

A

In the eyes of the customer: Goal is to provide the member defect free products & services that are: - What they want. - When they want it. - At the desired price

290
Q

What is Lean Six Sigma IMPACT ZONES or three legged stool?

A
  • Member Value (Better, Faster, Lower Cost). - Company Culture (Values, Leadership, The Way We Work). - Process Capability (Tools & Methodology).
291
Q

What is a value stream?

A

Is the entire set of activities performed to transform the products and services in what is reqired by the customer/member. - Includes value added & non-value steps. - Looks at both product flow and information flow.

292
Q

What is DMAIC?

A

A structured problem-solving methodology that leads logically from defining a problem through implementing solutions. DMAIC. - Define. - Measure. - Analyse. - Improve. - Control.

293
Q

What are the variables needed to determine Sigma performance?

A
  1. Sigma - an expression of process yield 2. Unit - the item produced or processed 3. Critical-to-Quality (CTQ) - customer’s specifications 4. Defect - any event that doesn’t meet a customer specification. 5. Defect Opportunity - a measurable chance for a defect to occur. 6. Defective - a unit with one or more defects.
294
Q

What is proces time (Dutch)?

A

Proces time is bewerkingstijd (P/P)

295
Q

What is a defect?

A

A defect is anything that does not meet a customer’s requirements.

296
Q

LEAN ACCOUNTING - What is the difference between Stand Costs versus Value Stream costing?

A

Standard costs tries to focus on lowest production costs per unit (Economics of scale)

and Value Stream costing is focussing on small numbers one piece flow ideally

profit increases when the value stream becomes more efficient when the flow increases or the productivity increases with the same costs. Overhead is minimized as it has no value added value.

297
Q

LEAN ACCOUNTING - What is Lean decision making?

A

Within lean the overhead is not allocated to individual sales only when the overhead costs are directly linked to the process acitivities. As a result different orders will be accepted.

298
Q

LEAN ACCOUNTING What is Performance measurement?

A

Use an alignment chart where Startegic Lean objectives are linked to Value stream measures, to goals and to Improvement activities / measures that are used to reach the goal.

299
Q

LEAN ACCOUNTING - Lean improvements can have negative influence on old cost methods, how?

A

For example inventory is part of the balance. As such it may be needed to make a reservation in terms of money outside the inventory to replace that.

300
Q

LEAN ACCOUNTING - What is transaction elimination?

A

These systems are not necessary because the value and the risks of inventory are much more limitied. As a result you don’t need difficult and expensive management systemens to mitigate the risks.

301
Q

PROJECT - What is the Initiatio Phase?

A
  • Define needs in measurable goals as concreet as possible
  • Analyse current activities
  • Define costs and bennefits of
  • Stakeholder analyses
  • Project Charter
302
Q

PROJECT - What is the Planing or Development phase?

A
  • Define tasks and deliverables (Product breakdown structure)
  • Define the steps to do to achieve these deliverables
  • Define the milestones and phase in which this will be acchieved
  • Define projectr management in control procedures includingbudget
  • Risk analyses and planning
  • Formal agrement from stakeholders to start
303
Q

PROJECT - Production or execution

A

Execute what has been defined as deliverable

304
Q

PROJECT - Monitoring

A

This is parallel to the execution to validate whether the project goals are being met and whether we need to go back to the planning phase

305
Q

PROJECT - Closing

A

Afronden van alle activiteiten van het project waarmee het project formeel is afgesloten

Het aflsuiten van alle contracten en eventueel nog openstaande issues.

306
Q

PROJECT - What is special to the proiject discussion in the workbook?

A

Executing and Monitoring are done in parallel . This is a nice representatrion of the situation.

307
Q

PROJECT - What are the differences between PDCA and DMAIC?

A
  • Plan Do Check Act Does the DMA :in the planning phase.
  • Do phase matches with the Implement face
  • The fundamental difference between the two is that PDCA is more of a cycle than DMAIC. PDCA is more effective at chipping away at continuous improvement initiatives (so you keep going around the cycle in order to ultimately achieve perfection in your process); whereas DMAIC is quite statistic-heavy and more useful for resolving variability, in particular variability with ‘special cause’ (so you use it to identify the root cause of a deviation, implement corrective actions and ‘control’ your corrective actions) therefore it is more of a path with a start and an end than a cycle.

Lean Six Sigma (1 decks)

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