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Lean Six Sigma Green Belt > Terms & Abbreviations > Flashcards

Terms & Abbreviations Flashcards

1
Q

Genchi Genbutsu

A

Go and see for yourself.

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2
Q

Gemba

A

The actual place where work happens.

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3
Q

Kaizen

A

Continuous improvement.

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4
Q

Muda

A

Waste.

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5
Q

Kanban

A

Visual management system.

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6
Q

Poka-Yoke

A

Mistake-proofing.

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7
Q

Heijunka

A

Production leveling.

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8
Q

Andon

A

Visual signal for process status.

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9
Q

Takt Time

A

Production pace based on customer demand.

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10
Q

Hoshin Kanri

A

Policy deployment (strategic planning).

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11
Q

Jidoka

A

Automation with a human touch.

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12
Q

Muri

A

Overburdening.

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13
Q

Mura

A

Inconsistency or unevenness.

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14
Q

DMAIC

A

Define, Measure, Analyze, Improve, Control (A five-phase methodology used to improve processes and eliminate defects. A problem-solving methodology used in Six Sigma for improving processes.)

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15
Q

SIPOC

A

Suppliers, Inputs, Process, Outputs, Customers (A tool used to map out and define a process at a high level, showing how suppliers and inputs contribute to outputs for customers. A high-level process map that helps define the scope of the process improvement.)

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16
Q

CTQ

A

Critical to Quality (The key attributes that are most important to the customer, driving satisfaction and quality. Features that are crucial for the quality of a product or service.)

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17
Q

VOC

A

Voice of the Customer (The process of capturing customers’ expectations, preferences, and feedback to improve processes or products.)

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18
Q

FMEA

A

Failure Modes and Effects Analysis (A risk management tool used to identify potential failure modes in a process, assess their impact, and prioritize corrective actions.)

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19
Q

DPMO

A

Defects per Million Opportunities (A metric that quantifies the number of defects in a process per million opportunities. )

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20
Q

Cp

A

Process Capability (A measure of the potential capability of a process by comparing the spread of the process (variation) to the specification limits.)

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21
Q

RTY

A

Rolled Throughput Yield (The probability of passing through an entire process without any defects or rework.)

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22
Q

FTY

A

First Time Yield (The percentage of products or processes that are completed correctly the first time without rework.)

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23
Q

Poka-Yoke

A

Mistake-Proofing (Techniques used to prevent errors from occurring in a process.)

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24
Q

Kaizen

A

Continuous Improvement (A philosophy focused on incremental, continuous improvement by involving employees at all levels of the organization.)

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25
Q

5S

A

Sort, Set in Order, Shine, Standardize, Sustain (A workplace organization method designed to increase efficiency by eliminating waste and organizing the workplace.)

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26
Q

Muda

A

Waste (Activities or processes that do not add value to the product or service from the customer’s perspective.)

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27
Q

Takt Time

A

The rate at which products must be produced to meet customer demand, calculated as available production time divided by customer demand.

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28
Q

Cycle Time

A

The total time from the beginning to the end of a process, including both value-added and non-value-added activities.

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29
Q

Throughput

A

The amount of product or service delivered in a given period of time, measuring the speed and volume of production.

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30
Q

Control Chart

A

A graph used to monitor process behavior over time, showing the process variation within control limits.

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31
Q

Six Sigma

A

A methodology that aims to reduce variation in processes and improve quality by limiting defects to 3.4 per million opportunities.

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32
Q

Pareto Chart

A

A bar graph used to identify the most important factors contributing to a problem, based on the 80/20 principle (80% of problems are caused by 20% of factors).

32
Q

Fishbone Diagram (Ishikawa)

A

A tool used to identify and organize potential causes of a problem, categorized by areas like People, Methods, Machines, etc. A tool used to identify root causes of problems by mapping out the potential sources.

33
Q

Root Cause Analysis

A

A problem-solving technique used to identify the underlying reasons for defects or issues.

34
Q

PDCA

A

Plan, Do, Check, Act (A four-step continuous improvement cycle used to implement and test changes.)

35
Q

Kanban

A

A visual workflow management method used to track work in progress and improve process flow.

36
Q

Lean

A

A methodology focused on reducing waste and improving process flow, enhancing value to the customer.

36
Q

SMED

A

Single-Minute Exchange of Die (A lean tool focused on reducing setup times in manufacturing processes to enable faster transitions between production runs.)

36
Q

Value Stream Mapping (VSM)

A

A tool used to map the flow of materials and information through a process, identifying value-added and non-value-added activities.

37
Q

Standard Work

A

Documented best practices and steps for performing tasks consistently, used to ensure that processes are repeatable and efficient.

38
Q

PCE

A

Process Cycle Efficiency (A metric that compares the value-added time to the total cycle time, measuring the efficiency of the process.)

39
Q

COPQ

A

Cost of Poor Quality (The costs associated with defects, inefficiencies, and rework due to poor quality. These are costs that would disappear if every aspect of the process was perfect.)

40
Q

TPM

A

Total Productive Maintenance (A maintenance strategy aimed at improving the effectiveness of equipment and reducing downtime.)

41
Q

KPI

A

Key Performance Indicator (A measurable value used to evaluate the success or performance of an activity or process.)

42
Q

RCA

A

Root Cause Analysis (A method for identifying the root cause of a problem, often used in conjunction with tools like Fishbone diagrams or the 5 Whys.)

43
Q

PDSA

A

Plan, Do, Study, Act (A continuous improvement cycle used to implement and evaluate process changes.)

44
Q

Spaghetti Diagram

A

A visual representation of the physical flow of materials or people in a process, used to identify inefficiencies and unnecessary movement.

45
Q

Kano Model

A

A framework for understanding customer needs and categorizing features into basic needs, performance needs, and excitement needs.

46
Q

WIP

A

Work in process (not raw material, not finished goods) – form of inventory waste.

47
Q

What customers are willing to pay for.

A

Value

48
Q

Meeting or exceeding customer expectations.

A

Quality

49
Q

Obvious costs

A

Overtime wages, scraped products, energy, warranty claims, raw materials, etc.

50
Q

Hidden costs

A

Reputation, word of mouth, brand value, loss of repeat customer, employee morale, etc

51
Q

PPM

A

Parts Per Million (A metric used to measure the number of defective parts per million produced.)

52
Q

Define of DMAIC

A

Identify the problem and goals (This phase identifies the problem, the scope, and the goals for the project. It focuses on understanding customer requirements (Voice of the Customer) and outlining the key deliverables.)

53
Q

Measure of DMAIC

A

Identify the current performance with data (In this phase, data is collected to measure how the process currently performs, which helps identify key metrics and determine the size or extent of the problem.)

54
Q

Analyze of DMAIC

A

Identify the root cause(s) of the problem (The goal of the Analyze phase is to sift through the data to identify patterns, root causes, and underlying factors contributing to poor performance. Tools like Fishbone diagrams or hypothesis testing are used here.)

55
Q

Improve of DMAIC

A

Confirm and test the statistical solution (This phase focuses on testing and confirming solutions, often using experiments, simulations, or pilot runs to ensure that the improvements will be effective in real-world conditions.)

55
Q

Control of DMAIC

A

Identify how to maintain the solution long-term (The goal of the Control phase is to implement controls, monitoring, and standardization to ensure the improvements last over time. You create procedures or control charts to track process performance.)

56
Q

Push systems

A

Produces more products than needed, based on forecasts of future customer demand. i.e. Dinner buffets, plane schedules, etc. Benefits - Can be cost-effective for large manufacturers with high volume orders.

57
Q

Pull systems

A

Only produces products when there is an actual customer demand. i.e. Ordering a computer with customer-specific components, walk-in clinics. Benefits - More efficient, less error in timing

58
Q

TIMWOODS(U)

A

A common Lean concept identifying different types of waste in a process. - (T)ransportation, (I)nventory, (M)otion, (W)aiting, (O)verproduction, (O)verprocessing, (D)efects, (S)kills, (U)nder Utilization

59
Q

Transportation in TIMWOODS(U)

A

Movement of material, information, people or equipment that does not add value

60
Q

Inventory in TIMWOODS(U)

A

More information, projects, material on hand than is needed right now

61
Q

Waiting in TIMWOODS(U)

A

Idle time created when material, information, people, or equipment is not ready

62
Q

Motion in TIMWOODS(U)

A

Movements of people that does not add value

62
Q

Over-Production in TIMWOODS(U)

A

Generating more than is needed right now

63
Q

Over-Processing in TIMWOODS(U)

A

Effort that creates no value from the customer viewpoint

64
Q

Defects in TIMWOODS(U)

A

Work that contains errors, re-work, mistakes or lacks something necessary

65
Q

Skills in TIMWOODS(U)

A

Any failure to use the time and talents of people

66
Q

Under Utilization in TIMWOODS(U)

A

Wasting ideas and resources of people talent and skills

67
Q

When variation is produced by the system itself

A

Common Cause

68
Q

Costs incurred when defects or failures are found before the product or service reaches the customer.

A

Internal Failure Costs:

Rework: Fixing defective products before shipping.

Scrap: Materials or products that must be discarded due to defects.

Downtime: Equipment or process stoppages caused by defects or inefficiencies.

69
Q

Costs associated with preventing defects from occurring in the first place

A

Prevention Costs:

Training: Educating employees on quality improvement and process control techniques.

Quality Planning: Developing and implementing quality management systems.

Process Control: Monitoring and controlling processes to prevent defects.

Supplier Evaluation: Ensuring that suppliers meet quality standards before goods or services are delivered.

70
Q

External Failure Costs

A

Costs incurred after the product or service has been delivered to the customer and issues are found.

Warranty Claims: Costs of repairing or replacing defective products after they reach the customer.

Returns: Costs associated with returning and replacing products.

Customer Complaints: Costs incurred due to handling customer complaints, including refunds or discounts.

Lost Sales: Revenue lost due to a damaged reputation from poor quality.

71
Q

Costs incurred to identify defects before the product reaches the customer.

A

Appraisal Costs:

Inspection and Testing: Verifying that products meet quality specifications through testing or inspections.

Audits: Regular internal or external audits to ensure processes adhere to quality standards.

Calibration: Ensuring that tools and equipment used in production are properly calibrated for accurate results.

72
Q

COPQ (Cost of Poor Quality) includes:

A

Internal Failure Costs: Costs due to defects found before reaching the customer (e.g., rework, scrap).

External Failure Costs: Costs due to defects found after reaching the customer (e.g., returns, warranty claims).

73
Q

Cost of Good Quality includes:

A

Prevention Costs: Costs to prevent defects (e.g., training, quality planning).

Appraisal Costs: Costs to detect defects (e.g., inspection, testing).

Lean Six Sigma Green Belt (2 decks)

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