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Six Sigma > To Study > Flashcards

To Study Flashcards

1
Q

Chart for organizing a Large Amount of data by category. Start with sticky notes everywhere, then organize them into related sections.

A

Affinity Chart/Diagram

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2
Q

An alert system that can be visual or audible, facilitating quick response to any problems in the process or system.

A

Andon

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3
Q

A form of hypothesis testing that determines if there is a significant difference in the means of several (more than 2) different groups.

A

AnOVa (Analysis of Variance)

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4
Q

Data that can only be described in whole numbers. ie, how many of x is there, or how many times has it happened?

A

Discrete Data

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5
Q

A hypothesis test that determines whether a statistically significant difference (aka variance) exists between two independent groups of discrete data, ruling out chance.

A

Chi-Squared Test

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6
Q

A high level, at-a-glance display of key performance indicators that are regularly monitored.

A

Cockpit Chart (aka Dashboard)

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7
Q

Pre-planned steps scheduled to go into effect when defects or failures occur. They are designed to minimize damage and cost due to failures.

A

Contingent Actions

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8
Q

Data that is measured on an infinitely divisible scale, ie, can have decimals.

A

Continuous Data / Variable Data

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9
Q

The measurement of the time elapsed from the beginning of a process or a step to its end.

A

Cycle Time

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10
Q

Any aspect of a product or service that is critical to the customer. Useful in calculating DPO and DPMO.

A

Defect Opportunity

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11
Q

Involves using external techniques to remove the variation when there are big swings in the volume of customer demand.

A

Demand Leveling

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12
Q

A statistical concept that describes the variation between values in a data set.

A

Dispersion

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13
Q

A measurement that refers to how well a process output meets customer requirements.

A

Effectiveness / Capability

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14
Q

Tool used to balance the types of measurement applied to a process. This matrix facilitates the listing of all proposed measurement in order to uncover any imbalances in the Data Collection Plan.

A

Efficiency and Effectiveness Matrix

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15
Q

An intermediary who helps parties involved in a process improvement project collaborate. Can either be a third party or a team member/leader.

A

Facilitator

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16
Q

An informational tour of the area “where” the work is taking place as the Japanese word translates to “Real Place”. A series of structured, on-site interviews with representative process participants with the goal of gaining a comprehensive understanding of the process.

A

Gemba Walk (aka Process Walk)

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17
Q

A visual display of the spread of variation in a process which shows the frequency of each value in the data set.

A

Histogram

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18
Q

In practice, generally spans from 1 to 5 days and involves key process participants focusing on solving a narrowly scoped process improvement opportunity.

A

Kaizen Event (aka Rapid Improvement Event)

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19
Q

A method developed by Dr. Deming that favors trial and error over extensive planning and trying for perfection up front with the assumption the each test allows for essential fine tuning.

A

PDCA, or the Deming Cycle

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20
Q

A measurement of how well a Process’ Outputs meet Customer Requirements.

A

Process Capability

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21
Q

Displays that enable leaders to visually track People, Quality, Delivery, Cost and Process Improvement.

A

Process Performance Boards

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22
Q

Is the fraction of units that contain defects and a percentage value.

A

Proportion Defective

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23
Q

Matrix that outlines different levels of accountability and responsibility as related to an action item list.

A

RACI Matrix (Responsible, Accountable, Consulted, Informed)

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24
Q

A type of yield that measures how many units “roll through” a process, first pass, without defects.

A

Rolled Throughout Yield

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25
Q

Japanese for Standardize (4th S)

A

Seiketsu

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26
Q

Japanese for Sort (1st S)

A

Seiri

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27
Q

Japanese for Shine (3rd S)

A

Seiso

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28
Q

Japanese for Set in Order (2nd S)

A

Seiton

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29
Q

Japanese for Sustain (5th S)

A

Shitsuke

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30
Q

The practice of dramatically reducing or eliminating the time to change over from one method or unit to another where the goal is to reduce the changeover time or exchanging of a die in a process to single digits or under 10 minutes.

A

SMED

31
Q

Graphical tool used to track the movement of people and distances travelled in a work process. This tool tracks movement in office spaces as well as manufacturing shop floors.

A

Spaghetti Chart

32
Q

Refers to the goal of eliminating the variation in how a process or process step is completed.

A

Standard Work

33
Q

A ready-to-go project overview. They communicate a success story of process improvement projects and highlight the project as an example of real world application of Lean Six Sigma tools.

A

Storyboard

34
Q

Data analysis technique where values are grouped into different pyramid layers (i.e., “strata”) in order to better understand data.

A

Stratification

35
Q

Refers to a visual stocking system used in tandem with Kanban or reorder signals in a Pull system similar to shopping in a store.

A

Supermarket

36
Q

Refers to the concept of the moves or “touches” to a unit or product as it flows through a process. One of the 8 Wastes.

A

Transportation/Touches

37
Q

A simple 2 x 2 grid that captures the downsides of not implementing a proposed solution and, conversely, the potential upsides if the solution is accepted.

A

Threats and Opportunities Matrix

38
Q

Display the potential future state of a process after it has been analyzed for waste reduction.

A

To-be Maps

39
Q

Activities that do not directly add value to a customer, but must be performed to allow Value Adding Activities later on.

A

Value Enabling Activities

40
Q

A method of mapping that includes data as well as process steps with the goal of identifying waste in the system.

A

Value Stream Map

41
Q

Tool that helps teams take customer comments, determine the underlying issues represented by those comments and use this information to develop measurable customer requirements.

A

VOC Translation Matrix

42
Q

Method of organizing physical operations in the most efficient combination to maximize value added steps and to minimize waste.

A

Work Cell Design

43
Q

A statistical test that determines whether or not a data set is normally distributed. A normal distribution is often referred to as a “Bell Curve.” Whether a distribution is normal or not determines which tests or functions can be used with a particular data set.

A

Anderson Darling Test

44
Q

An experiment designed to assess various elements or systems of data collection, or measuring, including the procedures of data collection, the measuring device or “gage” being used, the understanding of the operators and any factors that might cause variation. The goal is to reduce defects and variation within the data collection process itself. aka Gage R&R

A

MSA

45
Q

Formulas involved in Sampling that take into account a number of considerations including, the standard deviation of continuous data, the proportion defective of discrete data, the desired precision of the sample and the confidence level appropriate for the data being sampled. The goal of the calculation is to determine the least amount of units that need to be sampled while still reflecting the entire population.

A

Sampling Calculations (aka Sample Size Calculation)

46
Q

Measurements that refer to baseline data. With Control Charts these are often used in order to display the original center line along with the Upper and Lower Control Limits. The idea is to maintain these parameters until the process has been changed. Once an improvement has been made, the process can be tracked until it’s possible to calculate new parameters from the data.

A

Historical Parameters, Maintaining

47
Q

method of collecting process issues and potential countermeasures that have been uncovered by the people working within the process. Once issues are surfaced they can be assigned to a person, a team or they may become the basis of a Rapid Improvement Event (aka Kaizen). Also known and “Problem Boards,” “Waste Boards” or “Idea Boards.” The structure can differ but the underlying purpose is to surface and address process problems.

A

Gemba Board (aka Process Walk Board)

48
Q

A step-by-step diagram that shows the activities needed to complete a process. Creating this is one of the first steps in a Lean Six Sigma process improvement project.

A

Flow Chart (aka Process Map)

49
Q

They are a 3-pronged quality approach developed by the Japanese statistician Genichi Taguchi. By focusing on 1) better design ideas 2) rigorous testing of the design, and 3) reducing the impact of anything that would cause variation. His goal was to create a more robust product prior to full scale production. They are aimed to deliver exactly what the customer wanted by reducing variation and lowering costs in the process.

A

Taguchi Methods

50
Q

This is an equation that measures the “loss” experienced by customers as a function of how much a product varied from what the customer found useful. His idea rocked the quality world because the common wisdom held that when products met internal measures they were “good” and if they fell outside the limits they were “defects.” Taguchi looked at variation from the eyes of the customer and decided to grade on a curve.

A

Taguchi Loss Function

51
Q

This describes a brand of automation where a machine stops itself if there is an abnormal situation. This technique was invented by Sakichi Toyoda back in the 1896 so that his power loom invention would stop and and allow workers to intervene and fix the issues. The 4 steps in Jidoka are:

  1. Detect the abnormality
  2. Stop the machine
  3. Fix what is wrong
  4. Find and solve the root cause

It is considered one of the pillars of the Toyota Production System.

A

Jidoka

52
Q

A term coined by Quality guru Armand Feigenbaum to point out the often un-tracked waste of rework. He discovered that up to 40% of the capacity at a typical manufacturing plant was spent on fixing what was not done right the first time.

A

Hidden Plant

53
Q

This is an active method of manipulating a process as opposed to passively observing a process and enables operators to evaluate the changes occurring in the output (Y Response,) of a process while changing one or more inputs (X Factors).

A

Design of Experiments (aka DOE)

54
Q

This is a one-page graphical display of key metrics using charts, graphs and informational color coding. The Scorecard is a type of organizational Dashboard where traditional financial metrics are balanced with measures of employee engagement, operational capability as well as customer satisfaction. The words “Dashboard” and “Scorecard” are often used interchangeably but Dashboards are more commonly associated with graphical displays of measures for a specific process or one quadrant of this.

A

Balanced Scorecard

55
Q

Chart with line connecting data points taken from a process running over a period of time

A

Run Chart

56
Q

Work Breakdown Structure - Activities identified from start to finish. High level activities and their subsequent activities.

A

WBS

57
Q

Project schedule chart/timeline, invented by Henry Gantt

A

Gantt Chart

58
Q

Failure Mode and Effects Analysis -

A

FMEA

59
Q

Playing devils advocate. Putting up a force field for every decision being made and offer the counterpoint/argument against that decision in order to flesh out everything to the maximum possibility. Identify the forces for and the forces against problems that are being tackled.

A

Force Field Analysis

60
Q

Rejecting the null hypothesis when it is actually true

A

Type 1 Error

61
Q

Accepting the null hypothesis when it is actually false

A

Type 2 Error

62
Q

a flow chart or network of activities in the order they happen.

A

AND

63
Q

The probability of 2 variables not being related to each other. The higher the probability, the less statistical significance exists and less likely that they are related or affected by each other. Less than 5% probability means that you fail to reject your null hypothesis and the data shows or provides support for it.

A

p-value

64
Q

The % likelihood that an experiment will identify a significant difference if one exists, with the remaining % being incorrectly identifying a difference when one didn’t exist. Simply put, the probability of not making a Type II error (failing to accept a true alternative hypothesis)

A

Power

65
Q

The hypothesis that states there is no relationship between the two variables being studied

A

Null Hypothesis

66
Q

The act of controlling a process through the means of statistics

A

SPC

67
Q

A visual map of the process that encompasses every necessary component do deliver a product or service.

A

VSM

68
Q

The Japanese word translates to “Real Thing”

A

Gembutsu

69
Q

VOC graph showing how customer can or will react when certain things about a product or service are changed, offered/or not offered.

A

Kano Model

70
Q

Named after the inventor, this is a test for normality

A

Anderson Darling Test

71
Q

the technique used in a group to, without speaking, or nominally, go around and add ideas that will eventually be fully fleshed out and voted on.

A

NGT

72
Q

the function of how CTQ categories are deployed through the the House of Quality into process and product requirements, using matrices and rating criteria

A

QFD

73
Q

Management directed goals. Making sure the vision and direction are clearly communicated all the way down the line of command.

A

Hoshin Kanri

Six Sigma (4 decks)

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