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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

CPK

A

Process Capability Index A statistical measure that shows how well a process is performing in relation to specification limits, accounting for both the spread and centering of the process.)

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21
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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22
Q

RTY

A

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

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23
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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24
Q

Poka-Yoke

A

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

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25
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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26
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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27
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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28
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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29
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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30
Q

Throughput

A

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

31
Q

Control Chart

A

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

32
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.

33
Q

Histogram

A

A bar graph that represents the distribution of data, showing the frequency of different values or ranges of values.

34
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).

34
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.

35
Q

Root Cause Analysis

A

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

36
Q

PDCA

A

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

37
Q

Kanban

A

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

38
Q

Lean

A

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

38
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.)

38
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.

39
Q

Standard Work

A

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

40
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.)

41
Q

COPQ

A

Cost of Poor Quality (The costs associated with defects, inefficiencies, and rework due to poor quality.)

42
Q

TPM

A

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

43
Q

KPI

A

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

44
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.)

45
Q

PDSA

A

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

46
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.

47
Q

Kano Model

A

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

48
Q

WIP

A

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

49
Q

What customers are willing to pay for.

A

Value

50
Q

Meeting or exceeding customer expectations.

A

Quality

51
Q

Obvious costs

A

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

52
Q

Hidden costs

A

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

53
Q

PPM

A

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

54
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.)

55
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.)

56
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.)

57
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.)

57
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.)

58
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.

59
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

60
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

61
Q

Transportation in TIMWOODS(U)

A

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

62
Q

Inventory in TIMWOODS(U)

A

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

63
Q

Waiting in TIMWOODS(U)

A

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

64
Q

Motion in TIMWOODS(U)

A

Movements of people that does not add value

64
Q

Over-Production in TIMWOODS(U)

A

Generating more than is needed right now

65
Q

Over-Processing in TIMWOODS(U)

A

Effort that creates no value from the customer viewpoint

66
Q

Defects in TIMWOODS(U)

A

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

67
Q

Skills in TIMWOODS(U)

A

Any failure to use the time and talents of people

68
Q

Under Utilization in TIMWOODS(U)

A

Wasting ideas and resources of people talent and skills

Lean Six Sigma Green Belt (2 decks)

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