Acceptable Quality Level
The quality expectation of the customer, internal or external. Will frequently be expresesd in terms of percentage defects.
A simple tool which enables teams and team leaders to manage project management tasks, responsibilities and timescales.
A diagrammatic method of capturing, analysing and organising ideas, elements, activities, etc, that together represent or influence an overall category, such as a process or issue. Brainstorming is central to the affinity diagram.
Analysis of data is critical to the Six Sigma model. Involves various analytical methods to identify and quantify the causes of quality variation and failure in specific processes.
Analysis of Variance - a specialized variation calculation method concerned with comparing means and testing hypotheses.
Analysis of Covariance.
Multiple Analysis of Variance.
Multiple Analysis of Covariance.
A sophisticated strategic analysis and improvement methodology developed by Kaplan and Norton. The Scorecard identifies, correlates, balances, measures, and drives improvement across a wide variety of factors that are deemed responsible for overall organizational effectiveness, and for meeting customer expectations.
A term to decribe a team leader and one who has achieved accredited Black Belt qualification via an appropriate training course.
Black Noise / White Noise
Technical terms relating to respectively non-random and random causes of variation.
Business Process Management
Identifying the key processes within the organization that determine effectively meeting customer expectations; then measuring the effectiveness and efficiency of the processes and then initiating improvements in the weakest processes.
A tool for mapping and analysing causal factors towards an end ouput.
Critical to Quality - An element within a process that has a major influence on the process quality, and typically the quality of a critical process.
any failure in meeting customer expectation, any failure within the delivery process.
Design for Six Sigma - the method of using tools, training, measurments, and verification so that products and processes are designed at the outset to meet Six Sigma requirements.
A method comprising of linked steps Define, Measure, Analyze, Improve, Control, Transfer.
Frequency Distribution Analysis
The sampling and collection of data over many operations and extended time perios, and the use of this data to indicate the frequency that a variation occurs rather than the size of isolated failures.
A team member who has received Green Belt training.
Just in Time - operational or production methods based on minimising stock levels, the aim of which is to reduce capital employed in stock, which also has knock-on benefits to reducing storage space, decreasing dependence on logistics, easier supply chain management, and better overall quality.
Master Black Belt
A highly qualified Six Sigma practitioner, typically concerned with overseeing Six Sigma activites from an organizational perspective.
Materials Requirements Planning - production quality management methodology focusing on planning stock levels and availability according to production schedules.
Diagrammtical representation of how processes work, as could be used and developed in team meetings on a flip-chart, or other media, to enable teams to understand processes, participants, and where and how improvements might be made.
The over-arching methodology used in managing the supply process from receipt (or forecast) of customer requirements through to delivery notes and invoicing.
Skills required for managing people, relationships, acceptance and effective communications.
All the people who are affected by the solutions indentified within a Six Sigma project, and all the people with some involvement in implementing the solutions.
Breaks for review between Six Sigma processes within any of the DMAICT stages.
Pictoral representation of how a broad aim is broken down into detailed actions, and which belong to named individuals or departments. Promotes creative thinking towards detailed causes and effects and accountabilities.