Session 1: Introduction To Lean Six Sigma Flashcards
(12 cards)
How did Lean Six Sigma originate, and what is evidence of its success?
Lean Six Sigma originated by combining Lean (Toyota Production System, 1950s) and Six Sigma (Motorola, 1980s). Lean focuses on waste reduction; Six Sigma focuses on reducing process variation. Evidence of success includes Motorola’s cost savings ($16 billion) and widespread adoption across industries like healthcare, finance, and manufacturing.
What are the steps (‘phases’) of the Lean Six Sigma Improvement Process?
The phases are DMAIC:
Define: Identify the problem and customer requirements.
Measure: Collect data to understand current performance.
Analyze: Determine root causes of problems.
Improve: Develop and implement solutions.
Control: Sustain improvements over time.
What are the roles and responsibilities of Champions, Sponsors, Black Belts, and Green Belts?
Champions: Senior leaders who remove barriers and provide resources.
Sponsors: Managers who support specific projects and align them to business goals.
Black Belts: Experts who lead complex projects and mentor Green Belts.
Green Belts: Part-time project leaders who apply Lean Six Sigma to their daily work.
What are the Program Success Factors for process improvement?
Key success factors include leadership commitment, clear goals, data-driven decision-making, employee involvement, proper training, timely communication, and effective project selection.
How do you apply critical thinking to identify how output (Y) is a function of inputs (Xs)?
Recognize that in any process, the output (Y) depends on multiple inputs (Xs). By systematically analyzing which Xs impact Y and how, you can improve the process predictably (Y = f(X)).
Why is meeting customer requirements with high reliability important?
Satisfying customer requirements consistently builds trust, drives loyalty, enhances reputation, and improves profitability. High reliability reduces defects, rework, and customer dissatisfaction.
What are the 8 wastes, and how can they be reduced or eliminated?
The 8 wastes (DOWNTIME) are:
Defects: Prevent through error-proofing.
Overproduction: Produce only what’s needed.
Waiting: Balance workloads.
Non-utilized talent: Empower employees.
Transportation: Minimize unnecessary movement.
Inventory: Reduce excess stock.
Motion: Streamline workspaces.
Extra-processing: Simplify steps.
What are the five foundational Lean principles, and how are Lean tools categorized by them?
Value: Define value from the customer’s view (e.g., Voice of Customer tools).
Value Stream: Map all steps (e.g., Value Stream Mapping).
Flow: Ensure smooth operations (e.g., 5S, SMED).
Pull: Produce only on demand (e.g., Kanban).
Perfection: Pursue continuous improvement (e.g., Kaizen).
What is the origin and purpose of Lean Six Sigma?
Lean Six Sigma merges Lean (Toyota) and Six Sigma (Motorola) methodologies. Its purpose is to systematically eliminate waste, reduce variation, and improve quality and efficiency in processes.
What are Muda, Mura, and Muri, and how are they interconnected?
Muda: Waste (non-value-adding activities).
Mura: Unevenness (variability in production or service).
Muri: Overburden (placing stress on people or equipment).
Reducing Mura and Muri helps minimize Muda. They are interconnected because variability and overburden typically cause waste.
How do you become familiar with EngineRoom’s interface and core features?
Explore key functions like data input, graphical analysis (histograms, control charts), hypothesis testing, and project sharing. Practice by entering sample datasets, running basic analyses, and creating visual outputs for course exercises and projects.
What is the difference between Six Sigma and Lean principles.
Six Sigma = Do things right (consistently, with minimal defects).
Lean = Do the right things (efficiently, without waste).
Aspects
Six Sigma vs. Lean
Primary Focus
Reducing variation and defects vs. Eliminating waste and increasing flow
Goal
Achieve high quality and consistency vs. Maximize value with fewer resources
Key Metric
Defects per million opportunities (DPMO) vs. Lead time, cycle time, efficiency
Approach
Data-driven, statistical analysis (DMAIC) vs. Visual tools and process flow optimization
Typical Tools
Control charts, hypothesis testing, DOE vs. Value Stream Mapping, 5S, Kanban, Kaizen
Philosophy
Quality through control and stability vs. Speed and efficiency through simplification
Origin
Motorola, 1980s vs. Toyota Production System, 1950s
Problem Type
Complex quality issues and variability vs. Obvious inefficiencies and flow disruptions
