1
Q
A set of activities done in order to convert the inputs into outputs
A
Process
2
Q
All process problems can be solved by analyzing problems in what?
A
The inputs and the process conditions
3
Q
The fundamental principle on which Six Sigma Methodology is built
A
Process Approach
4
Q
In all processes variation in the inputs and the process conditions lead to
A
variation in the output or desired results
5
Q
What produces defects
A
too much variation
6
Q
What are the types of variations in process
A
Special Cause Variation/Assignable Cause Variation and Common Cause Variation
7
Q
Advanced statistical tools help identify root causes of what type of variation?
A
Special Cause Variation
8
Q
What type of variation does Six Sigma not help solve?
A
Common Cause Variation
9
Q
Six Sigma 6.0 level of quality
A
Number of defects is 3.4 per million opportunities (DPMO)
10
Q
Define DMAIC acronym
A
Define, Measure, Analyse, Improve, Control
11
Q
What improvement system for existing processes failing below specification and looking for incremental improvement?
A
DMAIC
12
Q
Define DMADV acronym
A
Define, Measure, Analyse, Design, Verify
13
Q
What improvement system used to develop new processes or products at Six Sigma quality levels?
A
DMADV
14
Q
What phase is defines the problem statement, create a project charter and map the as-is process?
A
Define
15
Q
What phase is perform measurement analysis, collect the data from the process, and baseline current quality level?
A
Measure
16
Q
What phase is study the business process and the data generated to understand the root causes of the problem?
A
Analyze
17
Q
What phase is identify possible improvement actions, prioritize them, test the improvements, finalize the improvement action plan?
A
Improve
18
Q
What phase is full scale implementation of improvement action plan. Set up controls to monitor the system so that gains are sustained?
A
Control
19
Q
What areas a reviewed for readiness assessment? (4)
A
- outlook and future path of the business
- evaluate the current org performance
- review the capacity for system’s change and improvement
- a decision on six sigma might be negative if certain conditions exist
20
Q
Give the variables for Y=f(X)
A
Y = Effect X=Causes
Effect example: Headache
Cause example: Stress, Lack of Sleep, etc.
21
Q
In Problem Solving Strategy Y=f(X) you want to focus on?
A
Causes NOT the Effect
22
Q
T or F | Processes have Inputs (x) and deliver Output (y)
A
True
23
Q
T or F | Controlling Inputs will control Output
A
True
24
Q
Customers define _____ and set ______
A
quality / expectations
25
Customers expect 6 things
performance, reliability, competitive prices, on-time delivery, service and clear and accurate transaction processing
26
Voice of External Customers - Instruments to Gather data
Surveys - Focus Groups - Face to Face Interviews
27
Key role in effective black belt program, sets direction and priorities for the organization, team is comprised of leaders that communicate, lead and direct company's overall objectives
Executive Sponsors
28
Upper level managers, control and allocate resources to promote process improvements, trained in core six sigma concepts and deployment strategies, ensure resources are available for training and project completion
Champions
29
This role coordinates process improvement activities, monitors progress on a regular basis, work with black belts to improve the processes, they may be six sigma champions
Process Owners
30
This role continues to demonstrate skill through significant positive financial impact and customer benefits on projects, teachers who mentor black belts and review their projects
Master Black Belts
31
This role is fulle time process improvement positions, they studied and demonstrated skill in implementation of the principles, practices, and techniques of six sigma - focus on max cost reduction and profit improvement
Black Belts
32
Part time process improvement role
Green Belts
33
3 Critical elements of Six Sigma
Dedicated Resources, focused infrastructure, and Systematic Approach
34
What is CTX?
Critical to X factors (Customer requirements -specific and measurable -translated into Critical Process Requirements)
35
What is Voice of the Customer (VoC)
Customer requirements data collected that gives information about what they need from the process
36
A fully developed CTX has four elements.
1. Output Characteristic (CTX Name)
2. Y metric (CTX Measure)
3. Target (Goals)
4. Specification/Tolerance limits
37
T or F - X = Input, Y = Output (responses)
True
38
COPQ
Cost of Poor Quality
39
Costs incurred to prevent errors/failures (i.e training, improvement programs)
Preventive Costs
40
Costs incurred to determine the degree of conformance to quality requirements (i.e. testing, reviews, inspections)
Appraisal Costs
41
costs associated with defects found before the customer receives the product or service. (i.e. rework, scrap)
Internal failure Costs
42
Costs associated with defects found after the customer receives the product or service (i.e. warranty, complaints, returned product, loss reputation)
External failure Costs
43
COPQ can be calculated by the sum of 4 things
Preventive, appraisal, internal and external failure costs
44
What diagram focus attention on prioritized problems, compare data changes during different time periods (before and after) and provides a basis for the construction of a cumulative defect graph.
Pareto diagrams (80% of the issues are caused by 20% of the problems)
45
What is needed to ensure that the requirements for a project are measurable and therefore controlled during the project?
Primary metrics
46
In what phase are metrics defined but not finalized?
DEFINE
47
What sources provide primary metrics?
Suppliers, Internal Processes, Customers
48
Quality, Cycle Time, Cost, Value, Labor, etc are examples of what?
Primary Metrics
49
What metrics for a project are derived from the primary metrics?
Secondary Metrics
50
Defects per Unit (DPU), Defect per Million Opportunities (DPMO), Average Duration of Receivables, Lines of Error Free Software Code, Scrap % are examples of what metric?
Secondary Metrics
51
Event/Transaction produced or processed
Unit
52
Any inputs to event/transaction that can be measured to assess the probability of it not meeting a Customer Requirement. In other words, it is the expression of the probability of the occurrence of an error
Opportunity
53
1000000 X NO. of Defects NO. of Units X NO. of Opportunities per Unit
DPMO
54
Units Passed / Units Tested
Classic or Final Yield
55
Units Passed/Units input for First time
First Pass Yield (No scrap)
56
Continued Yield for each step of the process
Rolled Throughput Yield
57
1/Throughput Rate
Cycle Time (how long it takes us to get through a process)
58
A critical element in the establishment of an improvement team is the development and acceptance of what?
Charter
59
A written document that defines the team's mission, scope of operation, objectives, time frames and consequences.
Charter
60
A commitment of support from the top management for the improvement project.
Charter
61
What are the key points of a team project charter? (7)
1. Business Case (financial impact)
2. Problem Statement
3. Project Scope
4. Goal Statement
5. Role of Team Members
6. Milestones/deliverables
7. Resources Required
62
A short summer of the strategic reasons for the project?
Business Case
63
The general rationale for a ______ would normally involve quality, cost, for delivery of a product with a financial justification.
Business Case
64
What are the four basic activities for a business case?
1. Design of a new product
2. Redesign of an existing product
3. Design of a new process
4. Redesign of an existing process
65
This statement details the issue that the project charter team wants to improve
Problem
66
The _____statement should be crafted to be as descriptive as possible. That is, how long has the problem existed, what measurable item is affected, what is the business impact, and what is the performance gap?
Problem
67
The problem statement should be ____ to avoid jumping to conclusions
Neutral
68
T or F - baseline measure are needed for problem statements
True - if not available at Define stage, gather them at measure phase and then update problem statement
69
Boundaries of the Project. An attempt to outline the range of the teams's activities.
Project Scope
70
A typical rule of thumb for six sigma ______ is a requirement of a 50% reduction in some initial metric (or improvement of 50%)
Goal Statement
71
Set of ______ are used to keep the project on track and to help to bring to completion
Milestones
72
Initial team projects should be at _____ day length
120
73
People, machine time, computer equipment, lab, office space, utilities are all examples of
Resources (must be detailed in project charter/business case)
74
When is the project budget determined?
after a detailed list of project activities have been created, resource requirements and activity durations
75
This must be reasonable, attainable, and based on estimates of the tasks to be accomplished
Project budget
76
What are the two critical factors to budget
Revenue and Cost Factors
77
A comparison to determine if a project will be worthwhile, normally performed prior to implementation of project plans, and based on time -weighted estimates of costs and predicted value of benefits
Cost-Benefit Analysis
78
ROA
Return on Assets = Net Income over Total Assets (expected earnings and value of assets)
79
ROI
Return on Investment = Net Income over Investments (expected earnings and investment is the value)
80
Tech Changes, Competitor Actions, Material Shortages, Health and Safety Issues, and Environmental issues are what types of risk
Business
81
Property Damage, Indirect consequential loss, legal liabilities, and personnel injury are what types of risk
Insurable
82
What is the sum of the products of the probability of occurrence and the consequence of risk?
Project Risk Factor
83
A principle driven, tool based philosophy that focuses on eliminating waste so that all activities/steps add value from the customer's perspective
Lean
84
Lean considers customer inputs and conducts a "______"
War on Waste
85
Lean is "_________"
Elimination of Waste
86
Value Stream Mapping, Workplace Organization, Total productive maintenance, Kanban/Pull systems, Kaizen, Setup Reduction, Teamwork, error-proofing, problem solving, cellular manufacturing, one-piece flow are all what?
Lean strategy tools
87
Lean enterprise looks at what?
complete end to end production system
88
A true lean system is dependent upon?
Demand (from customers) and Supply (reliability of suppliets)
89
What are the 5 benefits of Lean
1. Lower Production costs
2. Quicker Product delivery
3. Higher Quality
4. Higher Profitability
5. Greater System Flexibility
90
What are the 5 areas that drive lean producer
1. Cost
2. Qaulity
3. Delivery
4. Safety
5. Morale
91
What should be utilized to Eliminate Waste, Simplify Processes, Increase Speeds, Improve Flows, Minimize Inventories, and Mistake Proof Processes?
Lean Tools
92
Value Stream Mapping, Charter/Problem Statement, Voice of the Customer, Communications Plans, CTQ Issues, Business Results and Benchmarking are applications of which phase of Lean and Six Sigma
Define
93
What are the 5 Principles of Lean?
1. Identify Customers and Specify Value
2. Identify and Map the Value Stream
3. Create Flow by Eliminating Waste
4. Respond to Customer Pull
5. Pursue Perfection
94
When value stream mapping you will find only _% of activities add value, this can rise to _% in a service environment.
5% and 45%
95
What is MUDA
Non-value added activities or waste in process
96
Useful activities the customer will pay for are called___?
Value Added
97
What are the 7 categories of Waste?
1. Over Production
2. Correction
3. Inventory
4. Motion
5. Over Processing
6. Conveyance
7. Waiting
98
What characterizes Over Production
1. Producing more than needed
2. Producing Earlier than needed
3. Producing Faster than needed
99
Reworking the defects in a transaction, calling customers to correct the information, defective parts, or scrapping the whole part are examples of?
Correction
100
Excess of this is considered MUDA
Inventory
101
Unneeded body movement?
Motion
102
Additional steps or activities?
Processing
103
What is waste category Conveyance?
use of forklifts, conveyors, pallet movers, and trucks
104
Idle time is what waste category
Waiting
105
What program is indicative of the commitment of Sr. Management to work place organization, lean manufacturing, and the elimination of Muda. This program also mandates that resources be provided in the required location and be available as needed to support work activities
5S
106
What are the 5S's(+2)
1. Sort (organize)
2. Straighten (neatness)
3. Shine (Clean and Inspect)
4. Standardize
5. Sustain (audits, work schedules)
Safety and Security
107
Japanese term for continuous improvement or small, incremental improvements
Kaizen
108
AKA as Mistake proofing, visual signals that make mistakes clearly stand out
Poka-Yoke
109
Utilizes visual display cards to signal movement of material between steps of a product process. A scheduling system for LEAN and JIT
Kanban
110
A philosophy which leads to "producing the necessary units, in the necessary quantities at the necessary time with the required quality"
JIT (just in time)
111
"automation with a human touch" - implements a supervisory function in the production line and stops the process as soon as a defect is detected. the production does not start until the root cause is eliminated
JIDOKA
112
The frequency at which a product or service must be completed in order to meet customer needs?
TAKT-TIME
113
what is the formula for TAKT-Time
Takt-time = Available Time/Required Output
114
Pace of the manufacturing system as determined by the customer demand
TAKT-Time
115
Production leveling and Smoothing. a technique to reduce the waste, which occurs to fluctuating customer demand
Heijunka
116
a technique used to document, analyze and improve the flow of information or materials required to produce a product or service for a customer
Value Stream Mapping
117
sign boards, cards, display screens from Visual factory. Visual controls improve working areas by answering questions, identifying equipment, materials, and locations, safety warning, etc are proper functioning of what?
Visual Factory
118
To show the benefits of a project in terms of monetary value, what is the standard period time considered?
24 Months
Lean Six Sigma Yellow
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