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24 Cards in this Set
- Front
- Back
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DEFINE Tools |
Project CharterVoice of the CustomerAffinity DiagramsCTQ DiagramsValue Stream Mapping
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SIPOC Map |
Identifies Suppliers, Inputs, Outputs, and Customers
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Flow Chart
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Shows decision points and If/Then logic
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Deployment Flow Chart(Swimlane Chart)
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Identifies functional responsibilities
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Value-Added Flow Chart
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Separates Value-Added from Non-Value-Added operations.
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Spaghetti Diagram
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Shows physical flow of material and/or information.
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Value Stream Map
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Identifies physical flow of materials and information. Quantifies inventory levels, process characteristics and control mechanisms.
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System Diagram
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Focused on systemic cause and effect - shows reinforcing and balancing forces along with unintended consequences.
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ProjectCharter Steps
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1) Identify the opportunity for improvement. 2) Create a draft charter, filling in as much information as is available. A _____________________often helpful to define the scope of the project.3) Identify and invite people to participate as team members. 4) Meet as a team to review the charter, identify areas where further information is required, and develop a plan to obtain the required information. 5) Review the charter with the Champion for buy-in and commitment of resources.
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Problem Statements
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Be no more than ____________________Refer specifically to the identified “Y” measure under study and give actual valuesFocus on ____________________related to the “Y”, not suspicions or assumptions
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Kano Model
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basics- Presence of these features or functions does not produce satisfaction, but their absence creates strong dissatisfaction.
performance- Increasing these features or functions leads to higher satisfaction. excitement- Presence of these unexpected features or functions leads to "delight" or customers being "pleasantly surprised". |
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Active info |
Information that is generated through customer queries and direct observation
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passive info |
in that customer feedback is not solicited (e.g. complaints, warranty).
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AnAffinity Diagram |
tool that gathers large amounts of language data (ideas, opinions, and issues) and organizes them into groupings based on their natural relationships (affinity).
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CTQC Tree
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The Tree Diagram is a useful tool for identifying the specific tasks that must be completed in order to reach a goal. Starting with a general goal, the Tree Diagram moves from general WHATs to specific HOWs.
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Value Stream |
All the steps required to complete a product or service from beginning to end.
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Takt Time |
Synchronizes pace of production with pace of sales/demand
avg working time per day in minutes/cust demand rate |
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FTE = Full-time equivalent employee
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# of employees * % of time dedicated to process |
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Cycle Time
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Average time between each completed part being completed by all the resources in a process
pt/FTE or pt/resources |
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Process Utilization
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Cycle Time/Takt Time
Usually expressed as a % Over utilized – Utilization > 100 Underutilized – Utilization < 100 |
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Can we meet customer demand?
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If cycle time > takt time… NO!If cycle time < takt time… YES!
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Processing Time = |
time to complete 1 unit |
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inventory time |
# of units/ daily demand |
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lead time |
sum of pt +lt/wt |
