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six sigma midterm > Six Sigma Overview > Flashcards

Six Sigma Overview Flashcards

1
Q

80’s Quality Breakthrough

A

the realization by management that the processes, not the people, are the key to error free performance

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2
Q

ISO 9000

A
  • International Organization for Standardization
  • focus on documentation of standards and procedures
  • requires “you do what you say you will do”
  • can be costly to implement
  • prestigious to be considered certified
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3
Q

Malcolm Baldrige

A
  • National quality award
  • focus on overall business excellence
  • criteria for evaluation: leadership, strategic planning, market focus, information/analysis, human resources, process management, results
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4
Q

TQM

A
  • management philosophy
  • emphasized commitment to excellence
  • teaching of Deming (adopted early by Japanese)
  • 14 points of management
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5
Q

Lean Thinking

A
  • TPS
  • focuses on waste reduction (7 types)
  • emphasizes visual change
  • kaizen quick hits
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6
Q

5 basic principles of lean thinking

A
  • specify value
  • map the value stream
  • improve flow
  • allow customer pull
  • pursue perfection
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7
Q

TPS - main people, established what, did what for america

A
  • Taiichi Ohno and Shigeo Shingo
  • synchronized supplier process to establish JIT
  • benchmarked supermarket processes in America
  • spread to non-manufacturing processes
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8
Q

International Motor Vehicle Program (MIT)

A
  • Lean
  • Jim Womack / Daniel Jones
  • “the machine that changed the world”
  • TPS vs. Mass production
  • termed toyota as the “birthplace of lean”
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9
Q

what is lean?

A
  • John Shook - “A manufacturing philosophy that shortens the time line between the customer order and the shipment by eliminating waste.”
    a systematic approach to identifying and eliminating non-value-adding activities in the healthcare delivery process, enabling care to flow more effectively
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10
Q

the principles of lean production include…

A
  • efficient use of resources and elimination of waste
  • teamwork
  • communication
  • continuous improvement
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11
Q

Steps/tools in Lean

A
  • waste identification
  • takt time calculation
  • kanban sizing
  • 5S
  • visual factory
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12
Q

Lean results

A
  • reduced cycle times
  • improved promises kept
  • reduced WIP inventories
  • flexible workforce
  • the space
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13
Q

Six Sigma characteristics

A
  • driven by voice of the customer
  • rigorous 5-phase approach
  • data driven approach
  • focuses on defect reduction
  • reduces process variation
  • requires leadership commitment
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14
Q

What is the goal of six sigma?

A
  • quantitatively, this means the average process generates less than 3.4 defects per million
  • culturally, this means we need to learn how to be nearly flawless in executing our key processes
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15
Q

What is six sigma?

A
  • process to reduce defects per million opportunities (DPMO)
  • a statistic that measures how close we are to our goal
  • a methodology focused on continuous improvement
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16
Q

Stephen Covey’s 7 habits of highly successful people - which quadrant does six sigma fit in?

A

the second quadrant (important and not urgent

17
Q

What are 2 important measurables that affect the customer?

A

CTQ and VOC

18
Q

CTQ

A

critical to quality - the big Y

19
Q

Process entitlement

A

what your process can deliver to the customer

20
Q

the “fruits of six sigma”

A
  • sweet fruit: design for six sigma
  • process entitlement at the top
  • bulk of fruit: process characterization and optimization
  • low hanging fruit: seven basic tools
  • ground fruit: logic and intuition
21
Q

Champions

A

champion-trained business leaders who lead the deployment of six sigma in a significant area of the business

22
Q

master black belts

A

fully-trained quality leaders responsible for Six Sigma strategy, training, mentoring, deployment, and results - A CERTIFIED BLACK BELT, THATS ALL THEY DO

23
Q

black belts

A

fully-trained six sigma experts who lead improvement teams, work projects across the business and mentor green belts - FULL TIME IE PROBLEM SOLVERS

24
Q

green belts

A

fully-trained individuals who apply six sigma skills to projects in thier job areas (process manager) - LEARN TOOLS, BUT NOT THIER FULL TIME JOB

25
Q

process owners

A

provides direction and leadership for the process. ensure process improvement efforts have needed resources. leader of solution implementation

26
Q

finance rep

A

responsible for independently validating financial results - provides definition to savings categories

27
Q

Define Phase keys

A
  • problem statement
  • objective statement
  • project charter
28
Q

measure phase keys

A
  • detailed process flow diagram
  • measurement system analysis
  • beginning project capability
29
Q

Understanding varation: traditional philosophy vs taguchi philosophy

A
  • traditional: anything outside the spec limits represents the quality losses
  • taguchi: any deviation from the target causes customer loss
30
Q

the higher the number (Z) in front of the sigma symbol….

A

the lower the chance of producing a defect

31
Q

Six sigma is…

A

+/- 6 sigma, NOT +/- 3 sigma

32
Q

Analyze Phase Keys

A
  • what are the most likely causes (the vital few vs the trivial many) and how do you know
  • identifying the trivial many X’s
  • narrowing down to the vital few
  • graphical/statistical analysis
33
Q

improve phase keys

A
  • understand root cause
  • discover f(x) relationship
  • run pilots
  • estimate expected impact
34
Q

Control Phase Keys

A
  • control the X’s
  • monitor the Y’s
  • establish plan for sustainability
  • update benefit estimate
  • transition to process owner
35
Q

how can we sustain the solution so that the problem stays fixed permanently?

A
  • mistake proofing
  • robust design
  • control charts
36
Q

Lean vs six sigma (focuses)

A
  • lean: waste reduction (reduce cycle times, reduce inventories, value stream, flow focused visual change)
  • six sigma: defect reduction (VOC, process capability, graphical/statistical tools, control plans)

six sigma midterm (6 decks)

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