Term
|
Definition
Percentage of Defects (Errors) Per Unit |
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|
Term
What is Standard Deviation? |
|
Definition
The Average Distance that the Value is Different From the Arithmetic Average |
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|
Term
What Steps are in the Analyze Phase? |
|
Definition
Develop Root Cause Hypothesis, Use Data to Test Hypothesis, Confirm or Refute Hypothesis |
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Term
|
Definition
Data that can be Categorized into a Limited Classification |
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|
Term
What are Methods to Improve Data Consistency? |
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Definition
Test Data Collection in Advance, Train Data Collectors, Keep an Eye on Data for Problem Signs, Continue Measuring Worthwhile Data |
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Term
|
Definition
Breaks Down the Process in Layers; |
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Term
|
Definition
Customer Will Pay For; Done Right the First Time: |
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Term
|
Definition
Has Two Axis ( X-Axis it the Count / Y-Axis are the Categories; Most to Least; |
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Term
What are Some Values of a Pareto Chart? |
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Definition
Determines If Errors (Defects) should in Most to Least Order By Type of Error or Cost of Error; Sometimes the Smaller Error Category Could Cost More; Ability to Drilldown the Most Percentage to a Second Level Pareto Chart; |
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Term
|
Definition
Reviews Data Over a Period of Time, Able to Decipher Common and Special Causes |
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Term
What is a "Trend" in a Run Chart? |
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Definition
Seven (7) Points Increasing or Decreasing in a Row |
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|
Term
What is a "Shift" in a Run Chart? |
|
Definition
Eight (8) Points on One (1) Side of Medial |
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Term
What are "Alternate Points" in a Run Chart? |
|
Definition
Fourteen (14) Points Changing Direction At Every Interval |
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Term
A Flow Chart Documents the __________? |
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Definition
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|
Term
A Run Chart Documents the ________? |
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Definition
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|
Term
What are Drivers of Employee Performance? |
|
Definition
Clear Expectations, Good Feedback, Enough Resources, Incentives, Skills, Capacity and Motivation |
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Term
What Steps are in the Control Phase? |
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Definition
Monitoring and Response Plan to Ensure Performance is Maintained, Revision Plans to Reflect Ongoing Process Changes |
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Term
What are the Six (6) Parts of a Project Charter? |
|
Definition
Business Case, Problem Statement, Goal Statement, Scope, Team Members and Resource Allocation and Preliminary Plan |
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Term
What Steps are in the Define Phase? |
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Definition
Project Charter, VOC, Walk and Map the Current Process, Stakeholder Analysis |
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Term
What should you Watch Out for in a Problem Statement? |
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Definition
Stated Cause, Stated Solution, Blame or Responsibility |
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Term
What are the Function Symbols in a Flowchart? |
|
Definition
Square=Task/Activities Diamond=Decisions Circle/Oval=Start/End Arrow=Next Step |
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Term
What is First Pass Yield (FPY)? |
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Definition
The Amount of Units Moving Through the Process Being Handled Correctly the First and Only Time. |
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Term
Would First Pass Yield (FPY Always be the Same or Less than Final Yield? |
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Definition
Yes, FPY is Often Less than the Final Yield Due to Defects Being Removed From the Process |
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|
Term
What is the Most Important Criteria for Project Selection? |
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Definition
|
|
Term
What are the Four Components of Measurement Systems Analysis? |
|
Definition
Accuracy, Repeatability, Reproducibility & Stability |
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|
Term
What is the Pneumonic for Goal Statements? |
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Definition
Smart; Specific, Measureable, Attainable, Relevant and Time Bound |
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Term
What are Three Things a Good Problem Statement Has? |
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Definition
Names the Process or the Unit Moving Thru the Process, Quantifies the Problem (Or Starts with a Placeholder when Data is not Available), Impact, No Causes, No Blame and No Solutions |
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Term
What Makes for a Good DMAIC Project? |
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Definition
Problem with Cause Unknown, No Solutions Known, Relates to the Business Goals - Usually Cycle Time or Defect Reduction Types of Opportunities |
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Term
Would a DMAIC Project have a Goal Statement that Starts with "Redesign"? |
|
Definition
No, it Would Start with Reduce, Decrease or Increase |
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|
Term
What is the Calculation for Capability If All we have is the Upper Spec Limit? |
|
Definition
Cpu = USL - the mean (average)/ 3 Times the Std Dev |
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|
Term
Would First Pass Yield Always be the Same or Less than Final Yield? |
|
Definition
Yes, First Pass Yield is Often Less as Anything with a Defect Would be Considered "Removed" From the Process |
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|
Term
What is the Best Tool to Use for Root Cause Analysis? |
|
Definition
Fishbone; Cause & Effect; Ishikawa Diagram - Note, you Could Use Just the 5 Whys Approach |
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|
Term
Could a Team Use a Scatter Plot in Order to Test Hypotheses At the Beginning of a Project? |
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Definition
Yes; Knowledge or Experience May Give you Ideas of X Variable that Result in a Change in Y (Outcomes or Outputs) and If you have Data and can Prove that Going into a Project it May Help with Scoping and Focus |
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|
Term
Should a Team Ask an Executive Sponsor to be Part of the Core Team Make-Up? |
|
Definition
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|
Term
What Type of Sampling Strategy Would Best be Used with Process Sampling? |
|
Definition
Systematic; Every Nth One |
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|
Term
Are Control Limits and Spec Limits the Same? |
|
Definition
No, Control Limits Come From the Process, Spec Limits Come From the Customer |
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|
Term
What is the Operational Definition of a Standard Deviation? |
|
Definition
The Measure of Variation (Change) Away From the Average of the Process |
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|
Term
If a Process is in Control, Does that Always Mean it is Capable? |
|
Definition
No, Control is About the Voice of the Process; Capability is Based on Voc |
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|
Term
If a Process is in Control, Does than Mean it is Efficient? |
|
Definition
No, Many Process Remain Within Control Boundaries But are very Costly to Maintain |
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|
Term
Should a Team Change Control Limits Every Time they Want to Plot the Next Data Point? |
|
Definition
No, Only Change Control Limits After you have Made a Process Change and have 30 New Points of Data |
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|
Term
Name Three Ways to Gather VOC Data. |
|
Definition
Focus Groups, Surveys, Interviews, Behavior Measures, Complaints |
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|
Term
Should a Team Always Hire an Outside Firm to do Benchmarking Studies. |
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Definition
|
|
Term
Is the Role of a Process Owner is a Part Time Role? |
|
Definition
No, Champion is Part Time, Process Owner is Permanent |
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|
Term
At whatPoint in the Project should a Team Identify the Process Owner? |
|
Definition
|
|
Term
What are Some Examples of Items that Could be on Team Ground Rules? |
|
Definition
Only 2 People Speak At Once, be on Time; No Judgment of People's Ideas, 3 People are Enough to Hold the Meetings; be Respectful of Others, Las Vegas Rules (Note: you May have Others - as Long as they are Behaviors for Your Team to Agree to they are Probably Ok |
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|
Term
What is the Calculation for Capability when the Team Only has the Lower Spec Limit? |
|
Definition
The Average of the Process - the LSL Divided By 3 Times the Standard Deviation |
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|
Term
Does Correlation Always Mean Causation? |
|
Definition
|
|
Term
If a Team is Counting Proportions of Defects, is that Continuous or Discrete Data? |
|
Definition
|
|
Term
What is an Example of Continuous Data? |
|
Definition
Anything on a Scale or Continuum; Money, Time, Speed, Distance |
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|
Term
If a Team has Continuous Data, Name Two Different Types of Control Charts they May Use. |
|
Definition
X-Bar & R or I & MRCharts |
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|
Term
If I Needed to Determine the Best Control Chart to Use, whatTool Could I Reference? |
|
Definition
The Decision Tree in the Control Materials of the GB Training meetings |
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|
Term
If a Team Needs to Understand Which Type of Error Seems to be the Worst, whatCommon Charting Technique Could they Use? |
|
Definition
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|
Term
If a Team Sees 5 Out of 8 Data Points on One Side of the Median on a Run Chart, should they Immediately Go Make Changes to the Process? |
|
Definition
No, that is Referred to as Tampering |
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|
Term
A Team Needs to See the Distribution of Their Process So they Can Understand the Range of Variation; Which Graph Would Work Best? |
|
Definition
|
|
Term
How Many Points of Data should you have to Calculate Standard Deviation? |
|
Definition
|
|
Term
What Type of Data do you Need to Calculate Standard Deviations? |
|
Definition
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|
Term
Why should a Team Translate VOC Into Requirements? |
|
Definition
In Order to Measure the Process Against the Specs to Determine Capability |
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|
Term
What is the Most Important Thing to Consider when Collecting Data? |
|
Definition
To Get Truly Representative Data |
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|
Term
What is the Biggest Problem to Avoid in Sampling? |
|
Definition
|
|
Term
Random Sampling Usually Works Best when you have whatKind of Situation? |
|
Definition
|
|
Term
Is Y is Independent of X? |
|
Definition
Y is Always Dependent on X |
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|
Term
What is the X Axis on a Run Chart? |
|
Definition
Increments of Time or Time Sequence Order of Samples |
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|
Term
What are the Three Signals of Special Cause in a Run Chart? |
|
Definition
8 Consecutive Points on One Side or the Other of the Median; 7 or More Consecutive Points in an Upward or Downward Pattern; 14 or More Consecutive Points Up and Down Crossing the Median Line |
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|
Term
The Definition of "Special Causes" of Variation Means that it is Expected, Normal and Random. (True or False) |
|
Definition
False; that is the Definition of Common Cause |
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|
Term
The Champions Role is to Remove Roadblocks and to Communicate Issues Between the Leadership Team and the Project Team. (True or False) |
|
Definition
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|
Term
A Team should Wait Until they are Ready to Implement Their Solutions Before they Begin Project Planning. (True or False) |
|
Definition
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|
Term
Is This a Good Example of a Problem Statement: "The Group in NY Does Things Differently than the Group in California?" |
|
Definition
|
|
Term
Increase Sales By 20x; is This a Good Goal Statement? |
|
Definition
|
|
Term
The 80/20 Rule is Based on whatCharting Technique? |
|
Definition
Pareto Principal; Pareto Chart |
|
|
Term
How Many Points of Data should you have for a Run Chart? |
|
Definition
|
|
Term
What Type of Data should you Use for a Run Chart? |
|
Definition
|
|
Term
What is the X Axis of a Control Chart? |
|
Definition
Time or Time Sequence Order of a Sample |
|
|
Term
Who are we Referring to when we Discuss Capability? |
|
Definition
|
|
Term
What is the Name of the Component in a Charter Where a Team Explains the Need to Work on This Issue Now Vs. Later? |
|
Definition
|
|
Term
What Tool Works Best to Help a Team Identify How Much Work they should Take on with a DMAIC Project? |
|
Definition
In and Out of Frame; Scope |
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|
Term
If you Change the Boundaries of a SIPOC, Will it Potentially Change Who the Customer or Suppliers Are? |
|
Definition
|
|
Term
What is the Rule of Thumb for How Many Steps should be in a SIPOC? |
|
Definition
|
|
Term
An Input is Considered an X Variable. (True or False) |
|
Definition
|
|
Term
Total Cycle Time Would be a Good Example of Y Data. (True or False) |
|
Definition
|
|
Term
How do you Calculate Rolled Thru-Put Yield? |
|
Definition
% Yield X % Yield X % Yield (Across All Process Steps) |
|
|
Term
What is the Definition of a Defective Unit? |
|
Definition
Any Unit with 1 or More Defects |
|
|
Term
DPMO Uses Defective Units in the Calculation. (True or False) |
|
Definition
False - it Uses Specific Defects |
|
|
Term
Continuous Data is More Powerful Statistically Speaking, and Can be Used with Fewer Data Points. (True or False) |
|
Definition
|
|
Term
You Can Change Discrete Data Into Continuous Data. (True or False) |
|
Definition
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|
Term
Asking "Why?" Five Times Helps to Get to Root Causes, or to Narrow Down the Ideas on a Fishbone to Get to Root Causes. (True or False) |
|
Definition
|
|
Term
What is the Rule of Thumb for How Long a Team should Collect Data? |
|
Definition
At Least 4 Times the Business Cycle |
|
|
Term
Should a Team Just Follow the Advice of Someone in the Organization Who Tells Them to Just Go Get 20 Points of Data and Move On? |
|
Definition
|
|
Term
Would you Suggest to a Team that a Pilot is not Necessary? |
|
Definition
|
|
Term
Do you have to Use Every Tool Taught in GB Training in Order to be Effective with DMAIC? |
|
Definition
|
|
Term
What Would you Suggest a Team do Once they have a Pareto Done? |
|
Definition
If you Want to Drill Down to a Second Level you can do that, But a Pareto is a Great Lead in to a Fishbone |
|
|
Term
If a Team Uses a Scatter Plot Early on in a Project, should they do One Again to Prove Root Causes? |
|
Definition
Yes Possibly, to Prove Hypotheses of Causes |
|
|
Term
The Best Way to Know Statistical Significance with Discrete Data is to Use a Chi-Square Analysis. (True or False) |
|
Definition
|
|
Term
The Best Tool to Understand whatCould Go Wrong (Risk) is What? |
|
Definition
FMEA -- Failure Modes Effects Analysis |
|
|
Term
What is a Tool that a Team Could Use to Help Them Decide on the Best Solution? |
|
Definition
|
|
Term
What are the Rules of Brainstorming? |
|
Definition
No,Judgment; No Filtering, the Faster the Better, the More Creative the Better, Record Exactly whatis Said |
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|
Term
You should Always do Brainstorming Out-Loud. (True or False) |
|
Definition
False, you Need to Use the Best Approach to Suit the Audience |
|
|
Term
What are the Components of a Control Plan? |
|
Definition
FMEA and Process Mgmt (Maps, Monitoring Plan and Response Plan) |
|
|
Term
What are Some Things to Consider when Creating Documentation? |
|
Definition
Watch Out for Acronyms or Abbreviations, Jargon or Technoese; Write to an 8th Grade Level; Use Graphics as Much as Possible; How to Manage Revisions |
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|
Term
Could a Team Use a Chi-Square Analysis to Prove a Change Was Made Between the Before and After State of a Process? |
|
Definition
|
|
Term
A Stakeholder is Always a Customer. (True or False) |
|
Definition
False, a Customer is a Type of Stakeholder But not All Stakeholders are Customers |
|
|
Term
When Identifying Those People in the Organization that Care About the Changes we Might Make, whatTool Can a Team Use? |
|
Definition
Stakeholder's Analysis Worksheet |
|
|
Term
Most People Enjoy Change. (True or False) |
|
Definition
False, Even Good Changes can be Stressful to People |
|
|
Term
The Best Time of Day for Brainstorming and Being Creative is 8am. (True or False) |
|
Definition
|
|
Term
The Venue May have an Impact on How Create a Team Can Be. (True or False) |
|
Definition
|
|
Term
A List of Behaviors a Team Will Agree to Abide By are Referred to as____ (What?) |
|
Definition
|
|
Term
DPMO is a Calculation that the Customer Cares About. (True or False) |
|
Definition
|
|
Term
Yield is a Calculation that the Customer Cares About. (True or False) |
|
Definition
|
|
Term
What are Some Examples of Non-Value Added Work? |
|
Definition
Moves, Decisions, Inspections and Controls, Rework, Approvals |
|
|
Term
To be Considered a Value Added Step, it Must Meet what3 Criteria? |
|
Definition
1) the Customer Cares About the Step, 2) Transforms the Unit Moving Thru the Process, 3) Done Right the First Time |
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|
Term
In DMAIC Thinking, a Team should First Try to Prevent a Problem From Occurring. (True or False) |
|
Definition
|
|
Term
What is it Called when we Use Devises or Warning Signals that Prevent Us or the Customer From Having a Problem with the Process or Product? |
|
Definition
Poka Yoke (Mistake Proofing) |
|
|
Term
If a Team Does not Consider Ways to Prevent Someone From Going Back to the Old Way During a Crisis, the Process Change May not be Effective Over Time. (True or False) |
|
Definition
|
|
Term
Process Maps should be Used for what Purpose? |
|
Definition
Identify Bottlenecks, Gaps, Non-Value Added Steps, Perform Cy Analysis, Perform COPQ |
|
|
Term
Ctqs Refers to the Customers Address. (True or False) |
|
Definition
False; CTGS are Critical to Quality or the Needs of Customers |
|
|
Term
A Team should Still Consider Solutions If they do not Help to Achieve the Goal in the Charter. (True or False) |
|
Definition
|
|
Term
The Calculation of How Much a Solution Will Cost and the ROI is Called (What)? |
|
Definition
|
|
Term
The Calculation of whata Process Costs the Business to Run, in it's Current State is Referred to as ____ (What)? |
|
Definition
|
|
Term
A Team should Always Address the Costs of the Process in the Charter. (True or False) |
|
Definition
Impact is Often Referred to as $; the Financial Opportunity is very Often Addressed in the Business Case or in the Problem/Goal Statements |
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|
Term
Correlation = Causation (True or False) |
|
Definition
|
|
Term
Every Project Will Fit with DMAIC. (True or False) |
|
Definition
|
|
Term
Project Ideas Can Come From Employees, Customers and Managers. (True or False) |
|
Definition
|
|
Term
What are Some of the Things that Could Go Into COPQ? |
|
Definition
Labor Hours, Especially with Non-Value Added Steps, Service Recovery Costs, Scrap, Excess Inventory & Any Special Space or Equipment to Handle It; Additional Shipping Expenses |
|
|
Term
What Steps are in the Improve Phase? |
|
Definition
Brainstorm, Prioritize and Select Solutions, Develop Implementation Plan, Pilot Solutions, Implement the Solutions, Validate the Impact |
|
|
Term
What is the Premise of Lean? |
|
Definition
Eliminate Waste and Maximize Flow |
|
|
Term
What is the Premise of Six Sigma? |
|
Definition
Minimize Variation and Defects |
|
|
Term
What Does Lean and Six Sigma Offer to a Process? |
|
Definition
Identifies Root Causes, Increases Efficiency and Enhancing Effectiveness |
|
|
Term
|
Definition
A Philosophy for Operational Excellence, a Process Improvement Methodology and a System of Management to Achieve Lasting Leadership and Top Performance. |
|
|
Term
What are Some Benefits of Lean Six Sigma? |
|
Definition
Drives Profitability, Understand Customer Requirements, Improves Internal Efficiency and Effectiveness, Empowers Employees of All Levels, Gains a Competive Advantage and Decision Making is Based on Data. |
|
|
Term
What Tools are Used in the Lean Process? |
|
Definition
8 Wastes, 5s, Spaghetti Chart, Gemba Walk, Value Stream Map, Visual Workplace, Batch Size Reduction, Standard Work, Pull Production, Cell Layout, One-Piece Flow |
|
|
Term
What Tools are Used in the Six Sigma Process? |
|
Definition
Project Charter, Swim Lane Map, Mesa, Data Collection Plan, Histogram, Root Cause Analysis, Cause and Effect Diagram, Design of Experiments, Statistical Test, Spec, Control Chart |
|
|
Term
What are Common Goals for the Lean Six Sigma Process? |
|
Definition
Customer Focused, Eliminate Non-Value Add Steps, Reduce Variation, Increase Speed, Reduce Errors, Increase Profits |
|
|
Term
|
Definition
Downtime -- Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation (Stuff Moving), Inventory, Motion (People Moving) and Extra Processing |
|
|
Term
What Findings Would Lead you to Use the Full DMAIC Process? |
|
Definition
Cause Unknown/Uncertain; Data is Available; Time to Conduct Analysis |
|
|
Term
What is the Methodology of Six Sigma - DMAIC? |
|
Definition
Define/Identify the Problem, Develop a Base Line Measurement of Current State of Process, Analyze Data and Root Cause, Improve, Implement Test and Confirm Solution and Develop Control Plan to Sustain the Gain |
|
|
Term
What are Some Good Team/Meeting Ground Rules? |
|
Definition
Be on Time, No Judgment of People's Ideas, 3 People are Enough to Hold the Meetings, be Respectful of Others, Las Vegas Rules, One Person Speaks At a Time. |
|
|
Term
What are the Three Core Principles of Lean Six Sigma? |
|
Definition
Focus on the Customer, Using Facts and Data to Make Decisions, Involving the People that do the Work, Process Management |
|
|
Term
What is the Basic Philosophy of Lean? |
|
Definition
Delighting Customers, Remove Non-Value Added Steps, Develop Workforce to Focus on Removing Waste, Improve Each Process, Organization Supports the Workforce that Assist the Customer. |
|
|
Term
|
Definition
Inaccurate and/or Incomplete Information, Products or Services; Failure to Meet the Customer's Needs |
|
|
Term
What are Benefits of a Tollgate Review? |
|
Definition
To Sign Off and/or Touch Base with Sponsor |
|
|
Term
What is Sir Frances Galton Known For? |
|
Definition
Standard Deviation, Scatter Plot, Correlation and Introduced Ways of Collecting Data (Surveys/Questionnaires) |
|
|
Term
|
Definition
|
|
Term
What Steps are in the Measure Phase? |
|
Definition
Data Collection Plan, Baseline Current Performance, Graphically Display Baseline Data |
|
|
Term
What Does Discrete Data Measure? |
|
Definition
Data that is Based on Counts and Cannot be Subcategorized (M/F, Region/Site, Yes/No) |
|
|
Term
What Does Continuous Data Measure? |
|
Definition
Data that can have Almost Any Numeric Value (Size, Weight, Cycle Time, Temperature) and can Drill Down to Finer Increments. |
|
|
Term
When Collecting Data, Which is Better, Discrete or Continuous Data? |
|
Definition
Continuous Data Because the Data is Richer and Tells More of the Process. |
|
|
Term
What are the Different Type of Capabilities? |
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation (Stuff Moving), Inventory, Motion (People Moving) and Extra Processing |
|
|
Term
|
Definition
|
|
Term
What is the Standard for How we Interact With/And Treat Customers? |
|
Definition
|
|
Term
How Many Minutes should be Used when Planning a 60 Minute Meeting? |
|
Definition
|
|
Term
What Important Information Can be Added to Inputs and Outputs in a SIPOC Map? |
|
Definition
Customer Requirements and Process Requirements |
|
|
Term
What is the Least Reliable Source of VOC Data? |
|
Definition
The Opinions of the Project Team |
|
|
Term
What is a Good Way to Collect VOC? |
|
Definition
A Survey can Gather Data From Thousand of Customers and Customer Groups |
|
|
Term
Why is Effectiveness Important to the Customer? |
|
Definition
Determines the Customer's Specifications, Accuracy, Service Levels/Goals, On-Time and Defect Free Deliveries. |
|
|
Term
Effectiveness is Important to the _____? |
|
Definition
|
|
Term
Efficiency is Important to the _________? |
|
Definition
|
|
Term
Why is Efficiency Important to the Company? |
|
Definition
Determines Total Cost, Resources Used, Defect Cost, Rework and Cycle Time |
|
|
Term
|
Definition
An Unexpected Deviation From the Median; Large Variation; |
|
|
Term
When should a Box Plot be Used? |
|
Definition
When Comparing Two (2) or More Pieces of "Continuous" Data; Identify Outliers; |
|
|
Term
|
Definition
Data Points Move Together |
|
|
Term
|
Definition
Data Points Moves Away and Base Data Changes |
|
|
Term
|
Definition
A Scatter Plot can Determine If Data is Related to Correlation or Causation |
|
|
Term
|
Definition
A Bell Shape Chart; Example: Mornings are Less Busy But Volume Grows By Mid-Morning and Decreases By Lunch Time; |
|
|
Term
What are Seven (7) Basic Tools for Quality? |
|
Definition
Cause and Effect, Check Sheet, Control Chart, Histogram (Time), Pareto Chart (80/20), Scatter Plot, Stratification |
|
|
Term
Does Correlation Always Mean Causation? |
|
Definition
|
|
Term
What is the Calculation for Capability when the Team Only has the Lower Spec Limit? |
|
Definition
|
|
Term
What are Major Causes of Variation? |
|
Definition
People, Information/Metrics, Equipment/Materials, Processes/Procedures, Environment |
|
|
Term
What is Critical to Quality (CTQ)? |
|
Definition
Requirements that Impact Customer Satisfaction and/or the Ability to Use Products and Services |
|
|
Term
How do you Link Business Variables? |
|
Definition
Yield = Function of Variable (Process Steps) Y = F (X1, X2, X3) |
|
|
Term
|
Definition
An Expected Deviation From the Median; Slight Variation; Normal and Random |
|
|
Term
|
Definition
99.9997% Yield and 3.4 DPMO |
|
|
Term
What are Disqualifiers of Selection an Improvement (DMAIC) Project? |
|
Definition
No Time to Analyze, Root Cause is Obvious, Solution Predetermined, Low Potential Benefits |
|
|
Term
What Makes for a Good Improvement (DMAIC) Project? |
|
Definition
**Meets Company Goals**, Root Cause in Unknown, Benefits are Significant, Data is Available, can Observe the Problem or See Gap in Existing Process. |
|
|
Term
How Many Points of Data should you Use for a Run Chart? |
|
Definition
A Minimum of 30 Points of Data. |
|
|
Term
What Type of Data should you Use for a Run Chart? |
|
Definition
Continuous or Discrete Data |
|
|
Term
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Definition
Yes, Y is Always Dependent on X |
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Term
What is the X-Axis on a Run Chart? |
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Definition
Increments of Time or Time Sequence Order of Samples |
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Term
Who are we Referring to when we Discuss Capacity? |
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Definition
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