Broad Spectrum Basics - S*** You should have in your hip pocket. Flashcards

Question

Answer 1

5S is a workplace organization method that uses a list of five Japanese words: seiri (整理), seiton (整頓), seisō (清掃), seiketsu (清潔), and shitsuke (躾). These have been translated as "Sort", "Set In order", "Shine", "Standardize" and "Sustain".[1] The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work. In some quarters, 5S has become 6S, the sixth element being safety(Safe).[2]

Answer 2

Six Sigma projects follow two project methodologies inspired by Deming's Plan–Do–Study–Act Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC and DMADV.[7] DMAIC ("duh-may-ick", /də.ˈmeɪ.ɪk/) is used for projects aimed at improving an existing business process.[7] DMADV ("duh-mad-vee", /də.ˈmæd.vi/) is used for projects aimed at creating new product or process designs.[7]

Answer 3

The DMAIC project methodology has five phases: Define the system, the voice of the customer and their requirements, and the project goals, specifically. Measure key aspects of the current process and collect relevant data; calculate the 'as-is' Process Capability. Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation. Improve or optimize the current process based upon data analysis using techniques such as design of experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish process capability. Control the future state process to ensure that any deviations from the target are corrected before they result in defects. Implement control systems such as statistical process control, production boards, visual workplaces, and continuously monitor the process. This process is repeated until the desired quality level is obtained. Some organizations add a Recognize step at the beginning, which is to recognize the right problem to work on, thus yielding an RDMAIC methodology.[10]

Answer 4

DMADV or DFSS[edit] The five steps of DMADV Main article: DFSS The DMADV project methodology, known as DFSS ("Design For Six Sigma"),[7] features five phases: Define design goals that are consistent with customer demands and the enterprise strategy. Measure and identify CTQs (characteristics that are Critical To Quality), measure product capabilities, production process capability, and measure risks. Analyze to develop and design alternatives Design an improved alternative, best suited per analysis in the previous step Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

Answer 5

Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?". Each answer forms the basis of the next question. The "five" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem.

Answer 6

Analysis of variance (ANOVA) is a collection of statistical models and their associated estimation procedures (such as the "variation" among and between groups) used to analyze the differences among group means in a sample. ANOVA was developed by the statistician Ronald Fisher. The ANOVA is based on the law of total variance, where the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form, ANOVA provides a statistical test of whether two or more population means are equal, and therefore generalizes the t-test beyond two means.

Answer 7

Statistical and fitting tools Analysis of variance General linear model ANOVA Gauge R&R Regression analysis Correlation Scatter diagram Chi-squared test Axiomatic design Business Process Mapping/Check sheet Cause & effects diagram (also known as fishbone or Ishikawa diagram) Control chart/Control plan (also known as a swimlane map)/Run charts Cost–benefit analysis CTQ tree Design of experiments/Stratification Histograms/Pareto analysis/Pareto chart Pick chart/Process capability/Rolled throughput yield Quality Function Deployment (QFD) Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems Root cause analysis SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers) COPIS analysis (Customer centric version/perspective of SIPOC) Taguchi methods/Taguchi Loss Function Value stream mapping

Answer 8

Six Sigma identifies several key roles for its successful implementation.[11] Executive Leadership includes the CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements by transcending departmental barriers and overcoming inherent resistance to change.[12] Champions take responsibility for Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from upper management. Champions also act as mentors to Black Belts. Master Black Belts, identified by Champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma. They assist Champions and guide Black Belts and Green Belts. Apart from statistical tasks, they spend their time on ensuring consistent application of Six Sigma across various functions and departments. Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They also devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution and special leadership with special tasks, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma. Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities, operating under the guidance of Black Belts.

Answer 9

Overburden (Muri) and Uneveneness (Mura)

Answer 10

waiting lead

Answer 11

Muda (waste) Muri (overburden) Mura (unevenness)