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EM Lean Six Sigma > Lean Definitions 2 > Flashcards

Lean Definitions 2 Flashcards

1
Q

Lean Sensei

A

The Lean sensei is critical to the organization. It is a full-time position managing the Lean projects and kaizen events; this is the Lean sensei’s primary role.

A Lean sensei:
• Works with management and leadership to set strategic improvement priorities based on Lean principles for the business
• Executes specific Lean kaizen events and Lean projects
• Coaches the organization and individuals towards continual improvement through thought-provoking questions and expert knowledge of Lean approaches and tools

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2
Q

Roles

A

Strong Frontline Facilitators
Champions and Sponsors
Process Owner
Individual
Lean Sensei

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3
Q

Individual role

A

Lean is ultimately about the individual. The concept of kaizen means change for the better and one of the fundamental precepts of this is that many small changes add up to create great improvement. So individuals should be respected and empowered to improve their own work.

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4
Q

Project Charter Definition

A
  • Contract terms and conditions
  • States expectations
  • Defines support needed
  • Living, changing document.
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5
Q

Project Charter Benefits & Consequences

A

Benefits:
- keeps everyone on same page
- point of reference
- keep from drifting
Consequences of not using one:
- no one will be working with same expectations.

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6
Q

Project Charter, Reasons people don’t use one

A
  • They believe it is more work.
  • Do not see the benefits of it.
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7
Q

Business Case reasons

A
  • Justifies why the project is needed.
  • Aligns strategic objectives with reason for doing it.
  • Identifies specific business goal impacted.
  • Identifies consequences of NOT doing project
  • Creates sense of urgency; expressed in terms of money.
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8
Q

Problem Statement

A
  • Translate the business case to local level.
  • “what is the primary issue my team will focus on?”
  • Secondary project “Y”s are tied to primary “issue”.
  • Define in terms of costs, gaps, or something that is going to bring pain (if not solved).
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9
Q

Goal Statement

A

Links to problem statement
- what fixes the problem
- is the target condition or desired state
- Define how much the problem will get fixed but don’t sell more than 50%.

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10
Q

SMART goals

A

Acronym:
S pecific
M easurable
A ttainable
R ealistic
T ime-based

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11
Q

Scope

A
  • Brief
  • Identify the problem process
  • Set boundaries
    • problem begin and end
    • What will NOT be included
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12
Q

Constraints

A

Where you need help
- Champion
- Supporters
– IT
– Finance
- not having resources
-

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13
Q

Champions and Sponsors Roles

A

Authority to make decisions
- Champions: generally top of organization
- Sponsors: little more local to the process

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14
Q

Team member roles

A

Clearly define the roles and responsibilties of members.
- Internal staff
- direct customer who receives the process
- Suppliers
Start with 5-7 people

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15
Q

Milestones

A
  • high-level action plan
  • done with tollgate deliverables
  • is aligned with each DMAIC
  • includes timelines
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16
Q

Six blocker (name the item headings)

A

Business case
Problem Statement
Project Scope
Goal Statement
Milestones
Players

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17
Q

TEAM (acronym)

A

Together
Everyone
Reaches
More

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18
Q

Benefits of teams

A
  • Involve people with diverse backgrounds
  • No individual winners or losers
  • Trust built by getting to know one another, rapport in understanding one another as people.
    It is to understand the true intent of our colleagues.
  • Involve people from many areas
  • Better buy-in when multiple areas are present
  • Must be supported by data.
  • Total buy-in happens when making decisions through observations, data collection, brainstorming, and trial
  • More will volunteer for teams
  • Every team needs an expert facilitator.
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19
Q

Stages of Team Building (4 steps)

A

Forming
Storming
Norming
Performing
Author 1965 - Bruce Tuckman

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20
Q

Stage: Forming

A

the intial coming together

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21
Q

Stage: Storming (what causes storming?)

A

It is the most complex of 4 stages;
- differing perspectives,
- differing ways of communicating,
- role confusion & disagreement
- different personality types

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22
Q

Stage: Storming (what to do in this stage)?

A
  • Listen to the team, determine sources of conflict.
  • Challenge team to address those conflicts.
  • Direct and maintain focus on resolving problem.
  • Remind team that conflict is natural AND necessary.
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23
Q

Stage: Norming (what is it)?

A
  • Team aligns around the problem statement and team roles.
  • This is caused by resolving conflict of “storming” stage.
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24
Q

Stage: Norming (what to do)?

A

Focus on analyzing the problem AND developing an improvement plan.

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25
Q

Stage: Performing

A

The team is working together to implement changes and improvements.
Lean process should:
- keep team on-task.
- recognize improvements
- share results with team and stakeholders

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26
Q

Five principles of effective meetings:

A
  • create agenda
  • set rules
  • follow-up
  • encourage active listening
  • Balance participation
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27
Q

Five meeting agenda items:

A
  • defined purpose (problem, opportunity, deliverables)
  • list topics
  • ensure time for questions and discussions
  • summarize decisions made
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28
Q

Best admin for a meeting

A
  • before, communicate agenda
  • schedule and verify availability
  • prepare for the meeting
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29
Q

Meeting follow-up (meetings not over when they are adjourned)

A
  • reach consensus on what occurred
  • members understand newly assigned tasks
  • leader clarifies expectations
    -owners, sponsors critical stakeholder are informed about progress.
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30
Q

Active listening

A
  • paraphrase concepts in your words
  • ask questions to clarify
  • gesture to confirm understanding
  • convey messages in plain language
  • read body language - are they engaged?
  • ask questions to stimulate discussion
  • use open ended questions to avoid single word answers.
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31
Q

Balancing participation

A
  • avoid group think
  • all members should have an opportunity to participate
  • imbalances can occur between introverts run over by extroverts
  • no one person dominates
  • no one person is ignored
32
Q

Techniques to facilitate balanced participation

A
  • address individuals by name
  • install time limits
  • establish an order for speaking
  • participants write down ideas on sticky notes.
  • install less aggressive leaders of sub-teams
33
Q

Advanced techniques

A
  • “what if?” scenarios
  • one on one conversations with team members
  • personality inventories
34
Q

Nominal group technique (define)

A

A silent version of brainstorming. Gets participation from quiter members of the team.

35
Q

Nominal group voting rules

A
  • Achievable goal
  • limits for group
  • set guiding rules
  • atmosphere conducive for synergy
  • identify questions to be addressed in advance
  • address only one topic
36
Q

Nominal group technique steps

A
  • silently generate ideas, in writing
  • record ideas without discussion
  • conduct group discussion for clarification, no arguing
  • vote to establish priority or rank of each item
  • discuss the vote, then cast the final vote.
37
Q

Multivoting

A

A series of votes used to arrive at a group decision.
Can be used to assign priorities to a list of items or to reduce long lists to three to five items.

38
Q

Multivoting 5 steps

A

1) Take a first vote
2) Circle the item that received the most votes
3) Take a second vote, only one vote per item is permitted
4) repeat until the list is reduced to 3-5 items
5) perform analysis if necessary

39
Q

Difficult people (don’ts)

A
  • do not stay silent
  • do not agree
  • do not get caught up in the negativity
40
Q

Difficult people (do)

A
  • stay focused on the agenda and process
  • stay focused on the tools and data
  • silence (redirect) the individual
41
Q

Difficult people redirect phrases

A
  • “out of respect for the team we need to get back to (task)
  • “let’s focus on this value stream step, let’s look at chart, map,…”
42
Q

Freeform Brainstorming method

A

1) pose problem
2) team provide ideas (verbal or written)
3) write ideas on board and organize
4) go until no more ideas
5) post brainstorm; discuss ideas and combinations for best one to address root cause and offers best improvement

43
Q

Freeform Brainstorming (pro/con)

A

PRO
- simplest technique
- quick
CON
- less vocal will not be heard

44
Q

Round Robin Brainstorming (sequence)

A

1) pose problem
2) one person provides first idea
3) next person provides second, building on first
4) continue (about three times)
5) group chooses best idea

45
Q

Round Robin Brainstorming (pro/con)

A

PRO
- every member has equal opportunity
- prevents one dominant (group think)
CON
- less energetic
- less spontaneous
- people may forget their idea waiting for their turn (provide sticky notes)

46
Q

Brain writing 6-3-5 method

A

Team of 6
- each person has form
- form has 4 columns
- column one, names of team members
- column 2-4 are blank “idea” columns
- each person starts with their own blank form and provides three ideas in 5 minutes.
- pass the form to the next person
- next person adds their 3 ideas to this next form
- pass the forms around until everyone has offered 3 ideas 6 times.

47
Q

Brainwriting 6-3-5 (pro/con)

A

PRO
- a lot of ideas
- prevents group-think (dominant)
CON
- requires more preparation
- hard to organize 108 ideas (use sticky’s)

48
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram

A

(note: NOT a “cause and effect Matrix {7M}”)
State the problem to solve
- organizes brainstorming when a problem has multiple causes and multiple solutions.
- Drawn as a “fish bone skeleton”
- define as a one-time or recurring problem?
- also, tree like

49
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram Rib 6 M’s

A
  • Man
  • Machine
  • Method
  • Materials
  • Measurement
  • Mother nature
50
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram Rib DOWNTIME

A
  • Defects
  • Overproduction
  • Waiting
  • Non-utilized talent
  • Transport
  • Inventory
  • Motion
  • Extra processing
51
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram Rib “IT”

A
  • Hardware
  • Software
  • Network
  • Application
  • End user
52
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram Rib “Medical”

A
  • Patient registration
  • Triage
  • Medical assessment
  • Treatment
  • Discharge
  • Billing and records
  • Payment / payors
53
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram Rib “Financial”

A
  • Regulatory
  • Product line
  • People
  • Technology
54
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram (pro/con)

A

PRO
- favorable for finding root cause
- can be adapted for the process steps of any industry
CON
- teams can get sidetracked from brainstorming by evaluating ideas prematurely

55
Q

Brainstorming pointers

A

a-deploy techniques that avoid group think - writing down ideas, idea quotas, pass the speaker
b-display data before a brainstorming session or collect ideas before a meeting
c-use brainstorming to drive data collection to confirm root causes

56
Q

Cause and effect Diagram, Fishbone or “Dr. Kaoru Ishikawa” diagram ALSO “tree diagram”

A
  • more detail is better, original fishbone might have been called a “tree diagram” if there were more detail.
  • ask 5 WHY’s
  • lists causes and directs data collection
57
Q

Jiro Kawakita KJ (also 7M)

A

Created affinity diagram also known as KJ method
- allows large list of ideas to be sorted based on relationships
- ex., management, training systems
- much easier to visualize commonality and plan

58
Q

Steps to create an “affinity diagram” (7M)

A

1) clearly define the question or focus
2) record responses on note cards/post it notes
3) lay out all the note cards
4) identify general themes
5) move ALL cards into categories or themes
6) reevaluate and make adjustments

59
Q

Force field analysis (2 parts make line go up or down)

A

Restraining forces:
- prevent movement from current situation

Driving forces:
- help in the implementation

60
Q

Force field analysis; (5 Steps)

A

1) identify the change or potential solution.
2) brainstorm restraining forces
3) brainstorm driving forces
4) formulate a plan to deal with the restraining forces
5) assign team responsibilities

61
Q

Force field analysis; examples of restraining

A
  • job structure
  • lack of knowledge
  • lack of management support
62
Q

Force field analysis; examples of driving forces

A
  • time management
  • personal contacts
  • enhance credibility
63
Q

Force field analysis (FFA); three W’s for action

A
  • What = action item
  • Who = responsible party (one person)
  • When = Milestone data
64
Q

7 M Tools (list)

A
  • Affinity diagrams
  • Tree diagrams
  • Interrelationships diagraphs
  • PDPC networks (Process Decision Programming Chart)
  • Matrix diagrams 2x (cause and effect and prioritization)
  • Prioritization matrixes
  • Activity network diagrams
65
Q

Tree Diagrams (7M)

A

CTQ - critical-to-quality
1) identify ONE critical need product must meet
2) identify ALL quality drivers to fullfill that need
3) identify performance requirement to satisfy quality driver

66
Q

Interrelationship diagraphs (also, network diagram) define and steps (7M)

A

Identifies relationships and influences between several concepts. Identifies “root cause” and “key outcomes”
Steps:
1) Agree on problem
2) add a symbol (circle) for every element
3) compare each element to the other (connect related)
4) draw an arrow to the influenced (arrow for stronger)
5) count the items with the most outgoing arrows (these are root causes)
6) count the items with most incoming arrows (these are outcomes or results)

67
Q

PDPC (7M) also, specific tree diagram definition

A

PDPC is Process Decision Programming Chart
It generally is used to assess project risks. It is NOT like a tree diagram that breaks a topic into smaller and smaller units.
Used to identify risks and potential issues and specify actions that can be used to eliminate or reduce the impact of those risks.
Similar to FMEA (failure modes and effects analysis)

68
Q

PDPC network (7M) also, specific tree diagram (steps)

A

PDPC is Process Decision Programming Chart
1) Identify desired action or outcome at top
2) Draw layer identifying risks that may negatively impact that outcome
3) Create an additional layer of deeper issues for particular items (where necessary)
4) at the bottom, identify actions to address the risks before they become a problem.

69
Q

Cause-and-effect Matrix (7M) - definition

A

(note: NOT a “cause and effect diagram”)
Helps subjectively quantify the relationships of several X’s to several Y’s.
-

70
Q

Tree Diagrams more broadly (7M)

A

A tree diagram is a chart that begins with one central item and then branches into more and keeps branching until the line of inquiry begun with the central item is exhausted.

The tree diagram, with its branching steps, motivates you to move from the general to the specific in a systematic way.

71
Q

Interrelationship (7M) definition

A

(also known as Network diagram)
An Interrelationship Diagram shows graphically the cause-and-effect, influences between various factors, areas, processes or relationships that exist among a group of items, issues, problems, or opportunities.

It is particularly useful in helping to identify the potential causal relationships that might lie behind a problem that continues to recur despite attempts to resolve it.

Identifies “root cause” and “key outcomes.”

72
Q

Cause-and-effect Matrix (7M) - 7 steps

A

Using Cause-and-effect diagram;
1) across the top are output or effects (Y’s)
2) give each Y a weight 1-10
3) left column down, enter variables (X’s)
4) use low, medium high (then convert to 1,3,9)
5) calculate, multiply Y’s importance times X’s
6) add up row totals
7) build a strategy for validating and or eliminating the X’s as significant variables to the y=f(x).

73
Q

Prioritization Matrix (7M) definition

A

A prioritization matrix is typically an L-shaped matrix which makes pairwise comparisons of established criteria and options. The prioritization matrix is a rigorous method and requires skill to use effectively.

It is also applicable to many situations and has several different configurations.

To be used effectively, the criteria and the options must be clearly developed and a scheme for weighing them must be applied.
(see real use, mpd lean sheet)

74
Q

Prioritization Matrix (7M) steps

A

1) agree on goals and objectives
2) list the criteria needed to meet 1
3) Compare importance of each criteria as:
- 1.0 is equal
- 5 is significantly more important
- 10 is extremely more important
- 0.2 is significantly less important
- 0.1 is extremely less important
4) Evaluate the item choices against the weighted criteria
5) Evaluate each criteria against the other, and each choice (item you’re evaluating) against each other. Complete evaluation numerically assigning values to each item you’re evaluating.
6) merge the ability of a possible choice to deliver the desired criterion.

75
Q

Activity Network Diagram (PERT) definition

A

An activity network diagram is one evaluation method that can be applied to time or cost. This is also known as PERT, program evaluation and review technique.

PERT provides a weighted assessment of time or cost.

76
Q

Activity Network Diagram (PERT) terms

A

There are three main parameters when it comes to PERT:
O is the optimistic or best case scenario
P is the pessimistic or worst case scenario
ML is the most likely scenario

There is an equation for PERT: (O + 4ML + P) / 6
It weights ML 4 times and as 1 for the other two scenarios.

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