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Six Sigma Green Belt > Six Sigma Org and Goals > Flashcards

Six Sigma Org and Goals Flashcards

(107 cards)

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1
Q

Rolled Throughput Yield

A
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2
Q

Standard Deviation

A
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3
Q

2 types of FMEA

A

Design and Process

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4
Q

Risk Priority Number (RPN)

A

Severity score x occurrence score x detection score

higher RPN = highest risk area

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5
Q

5S

A

Sort, straighten, sweep, standardize, sustain

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6
Q

Kaizen

A
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7
Q

Just in Time

A
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8
Q

3 Levels of Mistake Proofing

A

Prevention, Facilitation, Detection

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9
Q

What is included in a control plan?

A
  1. Control subjects
  2. Desired target / specification
  3. how the performance is measured or made known
  4. action triggers
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10
Q

In which type of process map can you see the rework loops, delays, bottlenecks, and work-arounds?

A

Detailed Process Map

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11
Q

8 Types of Waste (TIM WOODS)

A

Transport
Inventory
Motion
Waiting
Overprocessing
Overproduction
Defects
Skills underutilized

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12
Q

Quality at the source includes

A

Quality by design
Quality by self-check and verification
Quality by process monitoring and control

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13
Q

Crosby’s four absolutes

A
  1. The definition of quality is ocnformance to requirements
  2. The system of quality is prevenion
  3. the performance standard is zero defects
  4. the measurement of quality is the price of nonconformance (do it right the first time)
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14
Q

Edwards D Deming

A

founder of Six sigma methodology

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15
Q

Juran’s Trilogy

A

Quality Planning
Quality Control
Quality Improvement

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16
Q

kaoru ishikawa

A

Fishbone Diagram
5 Whys

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17
Q

Walter Shewart

A

Assignable and chance causes
statistical process control
PDCA (Plan, do, check, act)

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18
Q

Geichi Taguchi

A

Father of quality engineering
loss function
Robust Design

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19
Q

Feigenbaum’s Total Quality Control

A
  1. total control of quality AND control of total quality
  2. Apply quality to all stages from design and deslivery
  3. share quality responsibilities among functions
  4. quality is not only the manufacture of a product
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20
Q

Shanin

A

Statistical Engineering
Red X

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21
Q

What is a process

A

Exist to accomplish work and tasks
All processes transform inputs into outputs
Both connected and interdependent

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22
Q

Dominant Cause

A

a small variation causes an unusually large variation in the output

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23
Q

Stamatis

A

FMEA

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24
Q

Define Phase

A

Project goals are set and boundaries established. These align with the org’s business goals, customer needs, and process that requires improvement

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25
Measure Phase
Pinpoint the location or source of problems by building a factual understanding of the existing conditions Establish baseline capability level
26
Analyze Phase
Produce baseline performance Pinpoint source of the problem develop theories of root cause, confirm w/ data
27
Improve
Develop and implement targeted solutions Demonstrate positive change
28
Control
ensures the problem stays fixed
29
Cost Benefit Analysis and Cost of Poor Quality
Internal Failures (Scrap, rework) External Failures (warranty, returns) Appraisal and prevention (costs to achieve quality, audits, inspections)
30
Any cost thought to be excessive is
A cost of quality
31
Largest COPQ occurs
after the product has shipped
32
What 3 elements make up Standard Work
Takt time Working sequence Standard in-process stock Standard work is the lean tool for determining the most efficient combinations of operations
32
Scatter diagram
To show whether multiple devices are contributing to special cause variation
32
Visual workplace
A work environment that is self-ordering, self-explaining, self-regulating, and self-improving
33
14 Principles
Long term philosophy continuous flow pull leveling culture of quality standardization visual controls proven technology grow leaders develop people respect suppliers go and see consensus learning organization
34
Heijunka is known as
work leveling
35
Hoshin Kanri is known as
Policy department
36
Jidoka is known as
Autonimation
37
2 Ideas of Theory of Constraints
Constraint Management Production Pacing
38
Steps in Constraint Management
Identify Exploit subordinate elevate repeat
39
SMED
40
Total Productive Maintenante (TPM)
Eliminate unplanned downtime in the scheduling of preventative maintenance
41
A3
Tells a story on a single sheet. Based on PDCA, good for small non-complex problems
42
Overall Equipment Effectiveness (OEE)
Availability, Performance, Quality Availability is hours of operations minus planned downtime Performance is actual operating time Quality represents the percentage of good units produced
43
OEE calculation
Availability x Performance x quality A: Actual operating time / planned available time P: Actual performance time / actual operating time Q = total units - rejects / total units
44
Standard Work includes
Standard Time, inventory, and sequence
45
Takt Time
Matches production to demand Available minutes / Customer demand = X min per unit
46
Hoshin Planning
Company develops up to 4 vision statements to where the company should be in 5 years
47
8 Ps of Lean Thinking
Purpose process people pull prevention partnering planet perfection
48
Value added is defined as
the customer recognizes value it transforms the product it is done right the first time
49
andon
vsual feedback system (traffic lights)
50
A3
give management a quick overview of key topics and issues on one paper
51
Gemba
management walkaround
52
heijunka
production scheduling purposely producesin much smaller batches by sequencing product within the same process. leads to reduced lead times
53
hoshin kanri
policy deployment: Company (strategy) middle management (tactics) operations floor (action)
54
Jidoka
autonimation
55
Kanban
kanban cards are a visual indicator the quantity needs to be replenished once the min level is reached
56
OEE
overall equipment effctiveness AxPxQ
57
Poka Yoke
Mistake proofing through prevention
58
Single Minute Exchange of Dies (SMED)
Rapid changeover that should take less than 10 minutes
59
Standard Work
interaction between man and machine in producing a part. 3 components: standard time standard inventory standard sequence
60
KPI
Key process indicator - quantifiable measurement, which is agreed to beforehand, that reflects the critical success factors of a department
61
Takt Time
purpose is to match production with customer demand.
62
theory of constraints
focuses on the weakest link. 5 steps: identify exploit subordinate elevate repeat
63
Drum-buffer-rope
to avoid long lead times and WWIP, all system processes shld be slowed down to the speed of the slowest process
64
TPM
total productive maintenance. equipment must be reliable, preventative maintenance
65
Waste (Muda)
overproduction motion waiting inventory transportation defects overprocessing skills unused ------- perfection employee demotivation
66
Spaghetti diagrams
graphic tool used to show the flow or path that people, products or paperwork take during a normal operation
67
value stream map
series of activities an org performs, such as order,d esign, produce, and deliver products and services
68
3 components of value stream
1. flow of materials from receipt of supplier to delivery of finished goods/services to customers 2. transformation of raw materials into finished goods or inputs into oututs. 3. flow of information required to support the flow of material and transformation of goods and services
69
value stream map is also known as
value chain diagram
70
Design for Six Sigma
customer driven to deliver faster, higher quality consumables
71
only about ____ of new products launched in all industries are successful
60%
72
DFSS vs Six Sigma
DFSS is more proactive than reactive, applies to new consumables, focuses on marketing, R&D, and design. Starts earlier to develop the process predicts design quality up front
73
DFSS methodology: IDOV
Identify - VOC, QFD, FEMA, Benchmarking Design - CTQ, identify functional rqmts, develop alternatives, evaluate and select Optimize - process cape info, stat tolerance, robust design, and verious SS tools Validate - test and confirm
74
two common DFSS methodologies
IDOV and DMADV
75
DMADV
Define proj goals Measure and determine customer needs and specs Analyze the process options to mee customer needs Design the process details Verfy and validate the design performance
76
DMADV design imperatives
Manufacturing maintainability environment robust usability scalability safety
77
MTTF (mean time to failure)
78
MTBF (Mean time between failures)
79
Failure Modes and Effects Analysis (FMEA) enables us to assess the ____ associated with defects
risk
80
Design Failure modes and effects analysis (DFMEA)
examines all the ways failure can occur by effect and seriousness
81
FMEA formula for RPN
"SOD" Severity x occurence x detection = RPN
82
The applications for DFSS include
Manufactoring supporting processes design
83
DFSS reduces the number of design changes, which helps to reduce _____
number of prototypes during the design stage
84
Project selection teams include
MBB BB Champions executive supporters
85
The project selection team will....
select projects based on a set of metrics that have been translated into financial terms.
86
Types of projects
Waste reduction - Lean Data Analysis - Six Sigma New Products - DFSS
87
Project selection
Aimed at advancing the company goals Performance and health SWOT analysis Benchmarking A3 Planning sheet
88
Processes are both...
connected and interdependent
89
Implications of process thinking
1. you are affected by the 2. work of others your work affects others 3. small improvements make a difference 4. process improvement demands communication and teamwork
90
Deming suggested a more elaborate definition of a process begining with ___ through ___
consumer, design
91
Benchmarking
Used to identify and compare best practices. Looks at industries outside your competitive scope
92
4 Benchmarking types
Process Performance project strategic
93
What is the key difference of a SIPOC vs process maps
SIPOC shows the interrelationship between customer and supplier in each interaction
94
Benefits of a SIPOC
Sets boundaries establishes inputs/outputs pinpoints customers and suppleirs of a process
95
Delighters, Dissatisfiers, satisfiers
96
Critical to satisfaction metrics
The prime objective of a six sigma project. use affinity diagrams and tree diagrams are helpful. CTQs = the Y Process characteristics = X
97
Quality Function Deployment (QFD)
a means to convert customer requirements into mulitple levels of internal requirements. house of quality
98
in a QFD, a competative analysis is used to
locate and define gaps
99
The 4 categories for correlations on technical requirements are
strong positive positive negative strong negative
100
Problem statement
An unwelcomed situation that needs to be dealt with and overcome
101
Purpose
identify the goal or end result
102
Benefits
Goal or direction to resolve the problem
103
Scope
limitation/boundary
104
Results
what, who, when, where, how many, how much. Achieving results is a signal that the project is completed
105

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