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Six Sigma - Green Belt (6Sigma) > Six Sigma | Chapter 9 - DMAIC, Control > Flashcards

Six Sigma | Chapter 9 - DMAIC, Control Flashcards

1
Q

In DMAIC, for Control, what are the Inputs of the methodology?

A
  1. Cost/Benefit for Different Solutions
  2. Selection of Solutions for Implementation
  3. Implementation Plan
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2
Q

In DMAIC, for Control, what are the Tools of the methodology?

A
  1. Control Plan
  2. Statistical Process Control
  3. Lean Enterprise
  4. 5S
  5. Kaizen
  6. Kanban
  7. Total Productive Maintenance
  8. Measurement System Reanalysis
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3
Q

In DMAIC, for Control, what are the Outputs of the methodology?

A
  1. Implemented Solutions
  2. Revised Measurement System
  3. Control Plan for Sustaining Benefits
  4. Improved Process Capability
  5. Lessons Learned
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4
Q

In DMAIC, for Control, what tool do we use to ensure that DPMO and Sigma Levels from the control phase are sustained?

A

A Control Plan

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5
Q

In DMAIC, for Control, what are the objectives of the control phase?

A

In Control phase, our objectives are:

  1. Control project management parameters including risk, cost, scope, schedule, quality, changes etc
  2. Measure the gains made by the project through Statistical Process Control, Control charts etc.
  3. Ensure that the targets set by the project are achieved.
  4. Ensure that gains made by the project are sustained
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6
Q

In DMAIC, for Control, within Tools when is a Control Plan made and what information is collected?

A

Created during the Control phase of a six sigma project.

Contains information about product and process characteristics. It states the control methods to be used, data to be collected and steps to be taken if problems are detected.

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6
Q

In DMAIC, for Control, within Tools what is a Control Plan?

A

The control plan is a systematic methodology to develop a data collection strategy for the process

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7
Q

In DMAIC, for Control, within Tools what are the benefits of a Control Plan?

A

Benefits

  1. Systematically record data from the process to proactively determine that the process is under control
  2. Use preventative maintenance to reduce the errors by determining the errors as soon as they occur
  3. Get buy-in from all team-members who can see the results of the process and suggest continuous improvement in the process
  4. Provide inputs on the CTQ (Critical to Quality) parameters which have maximum impact on meeting customer requirements.
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8
Q

T/F | In DMAIC, for Control, within Tools a Control Plan must quantify the COPQ (Cost of poor quality) associated with failure to detect when the process is out of control.

A

TRUE

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9
Q

In DMAIC, for Control, within Tools what is the most important tool used in Statistical Process Control?

A

The Control Chart

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9
Q

In DMAIC, for Control, within Tools what are the steps to creating a Control Plan?

A

Creating a control plan

Each team may have its own control plan template which best depicts the process under study. However, all control plans must have 3 sections:

  1. Header or administrative section: states who created the control plan, contact person for questions, name of person who is taking the measurement etc.
  2. Process section: describes the process and its characteristics which would be measured through the control chart
  3. Control Methods section: describes the data that should be collected for the process (the data to be collected depends on CTQ variables, customer requirements etc. and is determined by the project team while creating a control plan). This includes information like measurement type, sample size, levels of verification and frequency. It also has information on desired behavior, and corrective action to be taken if the process goes out of control.

Control plan must quantify the COPQ (Cost of poor quality) associated with failure to detect when the process is out of control.

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10
Q

In DMAIC, for Control, within Tools once data is collected in a control plan what tool do we use next and why?

A

Once data is collected using the control plan, Statistical process control (SPC) is a powerful technique to detect and rectify errors in the process.

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11
Q

In DMAIC, for Control, within Tools how do you create a Control Chart?

A

Creation of control chart:

  1. Information required for a control chart is similar to the information required for run charts (run charts are discussed in Chapter 5: Six sigma methodology - Measure)
  2. Information required for a control chart is a count or measurement from a process whenever an event occurs or at regular time intervals. Data got is plotted in a chart as shown.
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12
Q

In DMAIC, for Control, within Tools what are the list of terms to know for a control chart?

A
  1. Mean
  2. Upper Specification Limit (USL)
  3. Lower Specification Limit (LSL)
  4. Upper Control Limit (UCL)
  5. Lower Control Limit (LCL)
  6. Out of Control
  7. Rule of Seven
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12
Q

In DMAIC, for Control, within Tools what does a control chart look like?

A

X-Axis: Discrete Data (ex: sample inspections)
Y-Axis: Continuous data (length of pencil)
Z-Axis: From Top to Bottom - USL, UCL, Center Line, LCL, LSL

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13
Q

In DMAIC, for Control, within Tools what is Mean in a Control Chart?

A

Mean: The mean of a collection of numbers is their arithmetic average, computed by adding them up and dividing by their number

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14
Q

In DMAIC, for Control, within Tools what is USL and LSL in a Control Chart?

A

Upper Specification Limit and Lower Specification Limit:

The upper and lower specification limits are determined by taking the voice of the customer. A process would satisfy customer requirements if it falls within the specification limits

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15
Q

In DMAIC, for Control, within Tools what is UCL and LCL in a Control Chart?

A

Upper Control Limit (UCL) and Lower Control Limit (LCL):

These are defined by the six sigma expert and usually lie within the upper and lower specification limits. These are calculated from the process data and if all the process data stays within the control limits then it is very likely that the variation is inherent in the process i.e. common cause of variation. So, control limits provide boundaries for a process which is under control. If the process data lies outside the control limits, then it is a special cause of variation and indicates that the process is out of control

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16
Q

In DMAIC, for Control, within Tools what do we take into consideration to determine the Upper and Lower Specification Limits in SPC?

A

The upper and lower specification limits are determined by taking the voice of the customer. A process would satisfy customer requirements if it falls within the specification limits.

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16
Q

In DMAIC, for Control, within Tools what is Out of Control in a Control Chart?

A

Out of control: A process is said to be out of control if:

  1. There is process data that lies above the Upper control limit or below the lower control limit (e.g. in the diagram, we see one data point above the Upper control limit which indicates that this is a special cause of variation - hence the process is out of control)
  2. Rule of seven: If there are seven consecutive data points either above the mean or below the mean, then this may be an indication of process shift i.e. the process mean may have shifted and hence the process is out of control.

Please note: Once it is detected that a process is out of control, the project team can proactively try to determine the reasons for the process getting out of control. Steps can then be taken to bring the process back under control.

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17
Q

In DMAIC, for Control, within Tools what happens if a process is considered Out of Control?

A

Once it is detected that a process is out of control, the project team can proactively try to determine the reasons for the process getting out of control.

Steps can then be taken to bring the process back under control.

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18
Q

In DMAIC, for Control, within Tools what do we use to calculate the Upper and Lower Control Limits in SPC?

A

These are calculated from the process data and if all the process data stays within the control limits then it is very likely that the variation is inherent in the process i.e. common cause of variation.

So, control limits provide boundaries for a process which is under control.

If the process data lies outside the control limits, then it is a special cause of variation and indicates that the process is out of control

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19
Q

T/F | In DMAIC, for Control, within Tools Lean Enterprise is a framework.

A

FALSE. Lean is a methodology

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20
Q

In DMAIC, for Control, within Tools Lean is focused on removing which of the following?
1. Non-Value Added Work
2. Waste
3. Noise
4. Cost

A
  1. Waste

Lean is a methodology used to accelerate the velocity and reduce the cost of any process by removing waste.

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21
Q

In DMAIC, for Control, within Tools Lean is focused on accelerating which of the following?
1. Value
2. Benefit
3. Velocity
4. ROI

A
  1. Velocity

Lean is a methodology used to accelerate the velocity and reduce the cost of any process by removing waste.

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22
Q

In DMAIC, for Control, within Tools what is the calculation for Lead Time of any process in Lean Enterprise?

A

Lead Time of Any Process =

Quantity of things in process ) / (Average completion rate per unit of time)

Lead time is the amount of time taken between the entry of work into the process to the time the work exits the process.

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22
Q

In DMAIC, for Control, within Tools where was 5S created?

A

Japan

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23
Q

In DMAIC, for Control, within Tools what are the types of tools that use this Lean Enterprise?

A
  1. 5S
  2. Kaizen
  3. Kanban
  4. Total Productive Maintenance

These are used to decrease the things in process; thereby decreasing cycle time and costs involved in the process.

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24
Q

In DMAIC, for Control, within Tools what does 5S stand for?

A

5 Pillars

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25
Q

In DMAIC, for Control, within Tools what is 5S and its intent?

A

5S or the 5 pillars of the visual workplace is a systematic process of workplace organization.

The intent of 5S is to have only what you need available in the workplace, a designated place for everything, a standard way of doing things, and the discipline to maintain it.

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26
Q

In DMAIC, for Control, within Tools what is Sort in 5S?

A

Sort (Seiri) : Put things in order

(remove what is not needed and keep what is needed)

27
Q

In DMAIC, for Control, within Tools what is the list of 5S’s?

A
  1. Sort (Seiri)
  2. Straighten (Seiton)
  3. Shine (Seiso)
  4. Standardize (Seiketsu)
  5. Sustain (Shitsuke)
28
Q

In DMAIC, for Control, within Tools what is Standardize in 5S?

A

Standardize (Seiketsu): Purity

(Maintain cleanliness after cleaning - perpetual cleaning)

28
Q

In DMAIC, for Control, within Tools what is Straighten in 5S?

A

Straighten (Seiton): Proper Arrangement

(Place things in such a way that they can be easily reached whenever they are needed)

29
Q

In DMAIC, for Control, within Tools what is Shine in 5S?

A

Shine (Seiso): Clean

(Keep things clean and polished; no trash or dirt in the workplace)

30
Q

In DMAIC, for Control, within Tools what is Sustain in 5S?

A

Sustain (Shitsuke) : Commitment

(typical teaching and attitude towards any undertaking to inspire pride and adherence to standards established for the four components)

31
Q

In DMAIC, for Control, within Tools what is Kaizen and its intent?

A

Japanese term that means continuous improvement, taken from words ‘Kai’ means continuous and ‘zen’ means improvement

Kaizen stresses on small and continuous improvements to the existing process

All the people involved in the process are involved in the kaizen effort - with the objective of improving productivity and reducing defects

32
Q

In DMAIC, for Control, within Tools what is Kanban and its intent?

A

The concept behind the Kanban system is to reduce costs in high volume production lines. One way to do this is to smooth and balance material flows by means of controlled inventories.

A Kanban system allows an organization to reduce production lead time which in turn reduces the amount of inventory required

33
Q

In DMAIC, for Control, within Tools what is Kanban card and what is it used for?

A

A Kanban is a card containing all the information required to be done on a product at each stage along its path to completion and which parts are needed at subsequent processes.

These cards are used to control work-in-progress (W.I.P.), production, and inventory flow.

34
Q

In DMAIC, for Control, within Tools who created Kanban and when?

A

The Kanban System was developed (more than 20 years ago), by Mr. Taiichi Ohno, a vice president of Toyota

35
Q

In DMAIC, for Control, within Tools what is Kanban system and what is it used for?

A

A Kanban System consists of a set of these cards, with one being allocated for each part being manufactured, that travel between preceding and subsequent processes. Objectives that include:

  1. Reducing costs by eliminating waste/scrap
  2. Try to create work sites that can respond to changes quickly
  3. Facilitate the methods of achieving and assuring quality control
  4. Design work sites according to human dignity, mutual trust and support, and allowing workers to reach their maximum potential.
36
Q

In DMAIC, for Control, within Tools what are the prerequisites to Kanban?

A

Kanban prerequisites: Kanban is a essentially a tool that can be used to manage a work place effectively. As a result of its importance in the work place, six rules (or preconditions) have been developed to govern the operation of a kanban system. They are as follows:

  1. no withdrawal of parts without a kanban
  2. the subsequent process comes to withdraw only what is needed
  3. do not send the defective part to the subsequent process
  4. the preceding process should produce only the exact quantity of parts withdrawn by the subsequent process (ensures minimum inventory)
  5. smoothing of production
  6. fine tuning of production using kanban
37
Q

In DMAIC, for Control, within Tools what is used to determine an optimum Kanban system design?

A

In order to determine optimum Kanban system designs, research often uses simulation to determine the number of Kanbans and to study various aspects of pull systems

37
Q

In DMAIC, for Control, within Tools what does TPM stand for?

A

Total productive maintenance (TPM)

38
Q

In DMAIC, for Control, within Tools what are the most common types of Kanbans used today?

A
  1. Withdrawal (Conveyance) Kanban : The main function of a withdrawal Kanban is to pass the authorization for the movement of parts from one stage to an other. Once it gets the parts from the preceding process and move them to the next process, remaining with the parts until the last part has been consumed by the next process. The withdrawal kanban then travels back to the preceding process to get parts thus creating the cycle.
  2. Production Kanban : The primary function of the production kanban is to release an order to the preceding stage to build the lot size indicated on the card
39
Q

In DMAIC, for Control, within Tools what is Total Productive Maintenance for and how is it used?

A

Total productive maintenance (TPM) is the systematic execution of maintenance by all employees through small group activities

TPM is a manufacturing led initiative that emphasises the importance of people, a ‘can do’ and ‘continuous improvement’ philosophy and the importance of production and maintenance staff working together. It is presented as a key part of an overall manufacturing philosophy. In essence, TPM seeks to reshape the organization to liberate its own potential.

40
Q

In DMAIC, for Control, within Tools what is the principal measure in Total Productive Maintenance?

A

Overall Equipment Effectiveness (OEE)

41
Q

In DMAIC, for Control, within Tools what is Total Productive Maintenance most focused on?

A

TPM is concerned with the fundamental rethink of business processes to achieve improvements in cost, quality, speed etc. It encourages radical changes, such as;

  1. Flatter organizational structures - fewer managers, empowered teams
  2. Multi-skilled workforce
  3. Rigorous reappraisal of the way things are done - often with the goal of simplification.
42
Q

In DMAIC, for Control, within Tools what calculation is done to show the OEE figure in Total Productive Maintenance?

A

When the losses from Time X Speed X Quality are multiplied together, the resulting OEE figure shows the performance of any equipment or product line.

42
Q

In DMAIC, for Control, within Tools what are the big losses in Total Productive Maintenance?

A
  1. Equipment Downtime
  2. Engineering Adjustment
  3. Minor Stoppages
  4. Unplanned Breaks
  5. Time spent making reject product
  6. Waste
42
Q

In DMAIC, for Control, within Tools what does the principal measure in Total Productive Maintenance tie together?

A

The principal measure is known as the Overall Equipment Effectiveness (OEE). This figure ties the ‘six big losses’ to three measurements i.e. Availability (Time), Performance (Speed) & Yield (Quality). Six big losses include:

43
Q

In DMAIC, for Control, within Tools what does Total Productive Maintenance encourage to enhance performance?

A

TPM sites are encouraged to both set goals for OEE and measure deviations from these.

Problem solving groups then seek to eliminate difficulties and enhance performance

44
Q

In DMAIC, for Control, within Tools which tools emphasize continuous improvement?

A
  1. Kaizen
  2. Total Productive Maintenance (TPM)
45
Q

In DMAIC, for Control, within Tools what are the benefits of Total Productive Maintenance?

A

TPM benefits: Many TPM sites have made excellent progress in a number of areas. These include:

  1. Better understanding of the performance of their equipment (what they are achieving in OEE terms and what the reasons are for non-achievement)
  2. Better understanding of equipment criticality and where it is worth deploying improvement effort and potential benefits
  3. Improved teamwork and a less adversarial approach between Production and Maintenance
  4. Improved procedures for changeovers and set-ups, carrying out frequent maintenance tasks, better training of operators and maintainers, which all lead to reduced costs and better service
  5. General increased enthusiasm from involvement of the workforce.
46
Q

In DMAIC, for Control, within Tools what do we normally do after a statistical process control?

A

After doing Statistical Process Control, we may need to do a periodical reanalysis of the measurement system to ensure that it is functioning as was earlier planned. The measurement system re-analysis is a tool within control for this.

47
Q

In DMAIC, for Control, within Outputs what should we expect at the end of the improved phase for solutions?

A
  1. At the end of the Improve phase, six sigma solutions are completely implemented
  2. Then, there is an analysis performed to ensure that the gains from the six sigma project were realized as had been forecast earlier.
48
Q

In DMAIC, for Control, within Outputs when would we complete a Revised Measurement System?

A

The measurement system is analyzed and recalibrated if required to ensure that it continues to be accurate and can provide appropriate information required for SPC and other control activities

49
Q

In DMAIC, for Control, within Outputs when is a control plan created?

A

A control plan for sustaining benefits is created as an output for the final step in DMAIC.

50
Q

In DMAIC, for Control, within Outputs what do we do with Lessons Learned?

A

Lessons learned from the six sigma project (including successes and failures) should be well documented and shared across the organization. This will help other six sigma projects in the organization leverage the knowledge to improve their process.

50
Q

In DMAIC, for Control, within Outputs when a six sigma project is implemented what improves?

A

The Process Capability

51
Q

In DMAIC, for Control, within Outputs what are the benefits of Lessons Learned?

A

Benefits from lessons learned:

  1. Reduced overall costs
  2. Increased efficiency
  3. Improved customer service
  4. Better morale
  5. Increased ROI from six sigma
52
Q

Which of the following is an input to six sigma Control?
1. Cost/Benefit of different solutions
2. Control Plan
3. Revised measurement system
4. Lessons learned

A
  1. Cost/Benefit of different solutions

Cost/Benefit of different solutions is an input to six sigma Control.

53
Q

All the following are tools for six sigma control phase EXCEPT:
1. Control plan
2. Statistical process control
3. Lessons Learned
4. Kanban

A
  1. Lessons Learned

Lessons learned is an output from six sigma control phase

54
Q

Which of the following is an output from six sigma control phase?
1. Business case
2. Statistical process control
3. Implemented solutions
4. Implementation plan

A
  1. Implemented solutions

Implemented solutions is an output from six sigma control phase

55
Q

A systematic methodology to develop a data collection strategy for the process is also called:
1. Control plan
2. Statistical process control
3. Control chart
4. Implementation plan

A
  1. Control plan

Created during the Control phase of a six sigma project, the control plan is a systematic methodology to develop a data collection strategy for the process.

56
Q

A control plan contains (select the best answer):
1. control methods to be used
2. data to be collected
3. steps to be taken if problems are detected.
4. All of the above

A
  1. All of the above

A control plan contains information about product and process characteristics. It states the control methods to be used, data to be collected and steps to be taken if problems are detected.

57
Q

In a control plan, the header section:
1. states who created the control plan, contact person for questions, name of person who is taking the measurement etc.
2. describes the process and its characteristics which would be measured through the control chart
3. describes the data that should be collected for the process
4. is not important and can be removed from the control plan

A
  1. states who created the control plan, contact person for questions, name of person who is taking the measurement etc.

Header or administrative section: states who created the control plan, contact person for questions, name of person who is taking the measurement etc.

58
Q

In a control plan, the control methods section:
1. states who created the control plan, contact person for questions, name of person who is taking the measurement etc.
2. describes the process and its characteristics which would be measured through the control chart
3. describes the data that should be collected for the process
4. is not important and can be removed from the control plan

A
  1. describes the data that should be collected for the process

Control Methods section: describes the data that should be collected for the process (the data to be collected depends on CTQ variables, customer requirements etc. and is determined by the project team while creating a control plan). This includes information like measurement type, sample size, levels of verification and frequency. It also has information on desired behavior, and corrective action to be taken if the process goes out of control.

59
Q

In a control plan, the Process section:
1. states who created the control plan, contact person for questions, name of person who is taking the measurement etc.
2. describes the process and its characteristics which would be measured through the control chart
3. describes the data that should be collected for the process
4. is not important and can be removed from the control plan

A
  1. describes the process and its characteristics which would be measured through the control chart

Process section : describes the process and its characteristics which would be measured through the control chart

60
Q

In SPC, Arithmetic average is also called:
1. Mean
2. Median
3. Control Limit
4. Specification Limit

A
  1. Mean

The mean of a collection of numbers is their arithmetic average, computed by adding them up and dividing by their number

61
Q

In SPC, the voice of the customer helps to determine:
1. Specification Limits
2. Control Limits
3. Out of control processes
4. None of the above

A
  1. Specification Limits

Upper Specification Limit and Lower Specification Limit: The upper and lower specification limits are determined by taking the voice of the customer. A process would satisfy customer requirements if it falls within the specification limits

62
Q

In SPC, the process data helps determine:
1. Specification Limits
2. Control Limits
3. Out of control processes
4. None of the above

A
  1. Control Limits

Upper Control Limit (UCL) and Lower Control Limit (LCL): These are defined by the six sigma expert and usually lie within the upper and lower specification limits. These are calculated from the process data and if all the process data stays within the control limits then it is very likely that the variation is inherent in the process i.e. common cause of variation. So, control limits provide boundaries for a process which is under control. If the process data lies outside the control limits, then it is a special cause of variation and indicates that the process is out of control

63
Q

In SPC, the process is out of control if:
1. There is process data that lies above the Upper control limit
2. There is process data that lies below the Upper control limit
3. There is process data that lies above the Lower control limit
4. None of the above

A
  1. There is process data that lies above the Upper control limit

A process is said to be out of control if there is process data that lies above the Upper control limit OR below the lower control limit

64
Q

If there are seven consecutive data points either above the mean or below the mean, then the process is:
1. Out of control
2. Under control
3. Either Out of control or Under control depending on situation
4. None of the above

A
  1. Out of control

Rule of seven: If there are seven consecutive data points either above the mean or below the mean, then this may be an indication of process shift i.e. the process mean may have shifted and hence the process is out of control.

65
Q

A methodology used to accelerate the velocity and reduce the cost of any process by removing waste is also called:
1. Out of control
2. Lean
3. Control chart
4. Control plan

A
  1. Lean

Lean is a methodology used to accelerate the velocity and reduce the cost of any process by removing waste

66
Q

Amount of time taken between the entry of work into the process to the time the work exits the process is also called:
1. Lag time
2. Lean time
3. Lead time
4. Control time

A
  1. Lead time

Lead time is the amount of time taken between the entry of work into the process to the time the work exits the process.

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