Lean Six Sigma (Green Belt)

Front 1

______, ________, _______, are defined as steps that are necessary / required to deliver a product / service to the customer/member. Module 2/38

Back 1

Value added steps. Note: project should focus to eliminate/reduce non-value added activities to 1. improve performance, function, etc, 2. decrease cost (lower price), 3. deliver the product or service faster (lower cycle time).

Front 2

What is cause & effect diagram? Module 2/39

Back 2

Fishbone or Ishikawa diagram. Causes (sources of variation/variables. Effect (response or output variable). Partition the variables: C=Constant, N=Noise, Y=Experimental.

Front 3

What is CNX? Module 2/40

Back 3

1. C=Constant - control via mistake proofing & standard operating procedures (SOP). 2. N=Noise - SOP. 3. X=Experimental.

Front 4

What is the Lean Six Sigma Philosophy? Module 2/46

Back 4

- Best in class quality.
- Business profitability.
- Customer/Member value.
Providing a BETTER product/service FASTER, and at a LOWER COST then our competition.

Front 5

_______, ________is the enemies of member satisfaction. Module 2/46

Back 5

Variation & Waste.

Front 6

Where does the COST OF POOR QUALITY (waste or muda (rubbish japanese) come from? Module 2/48

Back 6

- Internal failure costs rework.
- external failure costs (customer received product with problems).
- Appraisal costs (6 sigma said to remove).
- Prevention Costs.
- Cost opportunity costs.
Module 2.48

Front 7

What is FPY vs. RTY. Module 2/52.

Back 7

- FPY=First Pass Yield.
- RTY=Rolled throughput yield.
Note: # of defect free applications. Module 2/52

Front 8

Why are Lean Six Sigma projects important? Module 1/16

Back 8

- Help learn and accelerate use of tools.
- Focused on knowledge.
- Linked to business goals, bottom line improvements.
- Customer satisfaction.

Front 9

Is "X" input or output? Module 2/19

Back 9

Input.
Note: Y - f(X) pronounced "Y is a function of X".

Front 10

Is "Y" input or output? Module 2/19

Back 10

Output.
Note: Y - f(X) pronounced "Y is a function of X".

Front 11

What is UCL?

Back 11

Upper Control Limit. If data includes 13, 15,16, & 20 then upper control is 20. Upper control limit is determined by the data.

Front 12

What is LCL?

Back 12

Lower Control Limit. If data includes 13, 15,16, & 20 then lower control is 13. Lower control limit is determined by the data.

Front 13

What are some benefits of Lean Six Sigma to the organization? Module 1/3

Back 13

- Expand knowledge.
- Decrease in defects & cycle time.
- Improved customer satisfaction.
- Business growth.
- Improved profitability.
- Improved communication & teamwork.
- Common set of tools & techniques.

Front 14

______, _______ is a measure of process capability. Module 2/26

Back 14

Sigma Capability

Front 15

What is COW?

Back 15

Cost of Waste.
Note: Measuring & understanding the cost of poor quality.

Front 16

What is CTQ? Module 2/8

Back 16

Critical to Quality.
Note: Outcomes that are measureable.

Front 17

What is the rule of questions for gaining knowledge? Modules 1/24 - 1/28.

Back 17

-Questions turn information into knowledge.
- Pull system (use only the tools needed to answer the questions

Front 18

What is difference between variable & attribute data? Module 2/20

Back 18

- Variable data is continuous (measurement data) such as; time, temperture, call volume, speed, etc).
- Attribute data records just the presence or absence of something such as; good/bad, pass/fail, yes/no, female/male.

Front 19

What is IPO diagram? Module 2/7

Back 19

IPO = Input, Process, Output. O's are measureable.
- Graphical representation of a process, showing the inputs & outputs....good communication tool.
Note: for test "DO PROCESS FIRST".

Front 20

What are some things to do PRIOR to collecting data? Module 2/31

Back 20

- Understand the customer requirements.
- Define the process.
- Minimize extraneous variation through PF/CE/CNX/SOP which is process flow / cause & effect/ constant, noise, experimental / standard operating procedures.

It the first line of defense against variation.

Front 21

What are some metrics to describe quality for VARIABLE data? Module 2/28

Back 21

- CP = Capability Index (Potential).
- CPK = Capability Index (Actual).
- Sigma Level.
Note: Cpk-A six sigma process will have a Cpk value of 1.5 or larger.
- CP-A six sigma process will have a Cp value of 2 or larger.

Front 22

How many ERRORS allowed to be called a Six Sigma? Module 2/26

Back 22

3.4 defects per million of opportunities.
Note: squeeze out all the varibility.

Front 23

Specify ________in the eyes of the customer? Modules 2/3 - 2/4

Back 23

Value. (Internal & External)
Note: Value is defined by the customer/member.
-Goal is to provide the customer/member defect-free products & services that are:
- what they want.
- when they want it.
- at the desired price.

Lean Six Sigma principles.

Front 24

What are some of the key elements of Lean Six Sigma as a Business Strategy? Modules 1/11 - 1/12.

Back 24

- Executive Ownership.
Leadership alignment.
- Infrastructure (leadership team roles & responsiblities).
- Champions.
- Masters.
- Black Belts.
- Green Belts.

Front 25

What is a value stream? Module 2/5.

Back 25

Is the entire set of activities performed to transform the products and services in what is reqired by the customer/member.
- Includes value added & non-value steps.
- Looks at both product flow and information flow.

Front 26

For attribute (discrete) data which graph could you run? Module 5/23

Back 26

Graph =
- Pareto.
- Runchart.
- Control Chart.
Metric / Measure =
- First Pass Yield (FPY).
- % "good" or "bad".
- Defects per million opportunities (DPMO).
- Sigma Capability.

Front 27

For variable (numeric) data which graphs could you run? Module 5/23

Back 27

Graphs =
- Histogram.
- Run Chart.
- Control Chart.
- Scatter Plot.
- Box Plot.
Metric, Measure =
- Mean, Standard Deviation.
- Defects per million (DPM).
- Sigma Level.
- Sigma Capabiltiy.
- Capaility Index (Potential) (Cp) and/or Capability Index (Actual) (Cpk).

Front 28

Why are we here? Module 1/2

Back 28

- Best in Class QUALITY.
- Business PROFITABILTY.
- Customer/Member VALUE.

Front 29

Monitor Performance, Measure Success, & Plan for Holding the Gains is WHAT stage of DMAIC? Module 1/18

Back 29

Control.

Front 30

Make value flow at the _______ of the customer. Module 1/8

Back 30

Pull.
Lean Six Sigma principles.

Front 31

Identify the VALUE STREAM & eliminate _________ & _______. Module 1/8

Back 31

Variable & Waste.

Lean Six Sigma principles.

Front 32

What is Lean Six Sigma IMPACT ZONES or three legged stool? Module 1/9

Back 32

- Member Value (Better, Faster, Lower Cost).
- Company Culture (Values, Leadership, The Way We Work).
- Process Capability (Tools & Methodology).

Front 33

Describe the Lean Six Sigma Philosophy and Methodology? Modules 1/3 - 1/6

Back 33

- Business profitability & customer/member value.
- Better, Faster, Lower Cost Products, and Services.
- Customer Satisfaction.
- Knowledge-Based using DMAIC & 14 Questions.
- 5 Key Principles.

Front 34

What is LSL & USL? Module 2/24

Back 34

Lower Spec Limit.
Upper Spec Limit.
May only have one of these.
Note: Determined by the customer.

Front 35

What are the 5 elements of the Lean Six Sigma Roadmap? Module 1/17

Back 35

DMAIC.
- Define.
- Measure.
- Anayze.
- Improve.
- Control.

Front 36

What is the instructional approach we'll be using? Module 1/29.

Back 36

KISS - Keep-It-Simple-Statistically. &
PPAR - Present, Pratice, Apply, Review).

Front 37

What is knowledge based management (KBM)? Module 1/28

Back 37

- Questions managers need to ANSWER.
- Questions managers need to ASK.
- Tool & Techniques to answer questions & improve the scorecard.

Front 38

Involve, Align & _________. Module 1/8

Back 38

Empower Employees.

Lean Six Sigma Principles.

Front 39

_________ & _________ the enemies of Member Satisfaction. Module 2/3

Back 39

Variation & Waste.

Lean Six Sigma Principles.

Front 40

What is CODN? Module 1/16

Back 40

Cost of Doing Nothing?

Front 41

What is COPQ & give some examples? Module 1/16

Back 41

Cost of Poor Quality. WASTE/MUDA.
Examples:
- Rework.
- Test Inspections.
- Lost Opportunity Cost, etc.

Front 42

Continuously _______ & _______. Module 1/8

Back 42

Improve & Gain Knowledge.

Lean Six Sigma Principles.

Front 43

Define Team, Stakeholder, Voice of Customer (VOC) is what stage of DMAIC? Module 1/18

Back 43

Define.

Front 44

A ________ ________ used to ensure we satisfy customer requirements. Note: not value added to customer/member. Module 1/4

Back 44

Test Inspection.

Front 45

Define Project is what stage of DMAIC? Module 1/18

Back 45

Define.

Front 46

Improve the process Work Flow and Test & Confirm Solutions is what stage of DMAIC? Module 1/18

Back 46

Improve.

Front 47

Name some benefits of Lean Six Sigma in the organization. Module 1/3

Back 47

- Remove wasteful/non-value added activities.
- Better, Faster, Lower Cost Products & Services.
- Customer Satisfaction.
- (ROI) Business Results.

Front 48

What are some metrics to describe quality for ATTRIBUTE data? Module 2/20

Back 48

- DPU = Defect Per Unit.
- DPMO = Defect Per Million Opportunties.
- Sigma Capability.
- First Pass Yield (FPY).
- Average FPY
- Rolled Throughput Yield (RTY).
Note:
- DPU = A measure of quality for discreate or attribute data.
- DPMO = A measure of quality for discreate or attribute data which is used for benchmarking purposes.

Six sigma process will have no more than 3.4 defects per million opportunities.

Front 49

Understand current process (baseline) is what stage of DMAIC? Module 1/18

Back 49

Measure.

Front 50

What is QFD or HOQ? Module 4/1 & 4/8.

Back 50

- QFD = Quality Function Deployment. OR
- HOQ = House of Quality.
Note: Tools to understand the customer.
- Questionnaires.
- Focus Groups.
- Interviews.
- Historical data.
- Expert Studies.

Front 51

What things to keep in mind when reviewing your IPO/SIPOC diagram. Module 4/15

Back 51

- Are all of the critical to customer outputs included.
- Have you ensured that the outputs are measureable.
- Have your considered measures related to better, faster, & lower cost.
- Have you indicated your primary project measure(s) of the IPO/SIPOC diagram.

Front 52

What are some ways we hear the Voice of the Customer (VOC)? Module 4/8

Back 52

- Market Studies.
- Customer/Member Research.
- Sales Calls.
- Unplanned contats with customer.
- Customer/Member phone conversations.
- Customer/Member Complaints.

Front 53

What doe the AVERAGE & STANDARD DEVIATION measure?

Back 53

- Average is the balance point of a distribution and is a measure of center.
- Standard deviation measures the spread of a distribution.

Front 54

Whate is PF/CE/CNX/SOP? Module 2/1 & 2/40.

Back 54

PF/CE/CNX/SOP
- PF = Process Flow.
- CE = Cause & Effect (diagram).
- CNX = Constant, Noise, Experimental.
SOP = Standard Operating Procedures.
Note: #1 tool for reducting variation...a must on all projects...you will fail to get good data without doing this.

Front 55

What is Measure of Quality? Module 2/51

Back 55

The yield of a paticular process or step is often used as a metric for accessing quality.

Front 56

Remember to make goal statements ______, _______, ______, ________, ________. Module 3/13

Back 56

SMART.
S = Specific.
M = Measurable.
A = Achievable.
R = Relevant.
T = Time Bound.

Front 57

Key elements of project charter. Module 3/9

Back 57

- Identification of impacted process area.
- Problem Statement.
- Goal Statement.
- Project Scope (in & out of scope.
- Project metrics.
- Benefits overview.
- Key customers Stakeholder/Team Members.
- Deliverbles.

Front 58

Problem Statements should answer which questions? Module 3/1

Back 58

- Who.
- What.
- When.
- Where.
- State magniture and/or impact.
- Address the What? (CODN)cost of doing nothing.

Front 59

Why do you want to GO NORTH and then EAST for sigma. Module 2/59

Back 59

Fewer steps cost less money and higher sigma level.

Front 60

Summarizing the power of Lean Six Sigma. Module 2/66

Back 60

- Provide COMMON MEASUREMENT and COMMON GOALS.
- Encourge a COMMON VISION shared by all.
- Promotes TEAMWORK.
- Combine ARESSIVE GOALS with a METHOD and a set of TOOLS.
- Requires the APPLICATION of TOOLS throughout ENTIRE LIFECYCLE of a product/service.
- Correlates IMPROVED CYCLE TIME, REDUCED, DEFECTS, and LOWER COSTS.

Note: Better Products & Services created FASTER at LOWER COST = ROI RETURN ON INVESTMENT.

Front 61

In summary....Lean Six Sigma means _______ _______ _______ _______. Module 2/65

Back 61

Keeping the Right Score.

Front 62

A six sigma company will spend < ____ % of revenue on internal and external repair. Module 2/60

Back 62

<1%

Front 63

A 4 sigma company will spend >____% of revenue on internal and external repair. Module 2/60

Back 63

>10%

Front 64

What is median? Module 2/22

Back 64

Middle.
x =
- middle value if n is odd.
- the average of the two middle values if n is even.
Note: data must be sorted from highest to lowest or lowest to highest value.

Front 65

Specify value ___ ___ ___ ___. Module 2/3

Back 65

in eyes of customer/member.

Goal is to provide the member defect free products & services that are:
- What they want.
- When they want it.
- At the desired price

Lean Six Sigma Principles.

Front 66

What is mean or average? Module 2/22

Back 66

Add up all variables and devide by the total number.

Front 67

________ __________ is number of data points in a sample. Module 2/22

Back 67

Sample Size.

Front 68

________: Value which occurs most frequently. Module 2/22

Back 68

Mode.

Front 69

What is USL? Module 2/24

Back 69

Upper Spec Limit.

Determined by the customer.

Front 70

Make value ______ at the _____ of the customer. Module 2/3

Back 70

Flow, Pull.

Pull - process has to change at flow of the customer.

Lean Six Sigma Principles.

Front 71

Involve, align, & _________ employees. Module 2/3

Back 71

Emprower.

Lean Six Sigma Principles.

Front 72

What is CTC? Module 2/8

Back 72

Critical to Customer.

Outcomes that are measureable.

Front 73

Identify the _____ _____ and eliminate ______/______. Module 2/3

Back 73

Value Steam & Waste/Variation.

Value Steam or Process Flow diagram.

Lean Six Sigma Principles.

Front 74

Analyze cause of poor performance & narrow the focus is what stage of DMAIC? Module 1/18

Back 74

Analyze.

Front 75

The standard drawing tool for process modeling. Module 2/33

Back 75

VISIO.
- Use current symbols.
- Use the standard modeling symbols.
- Connect symbols.
- Swim lane for roles.
- Task Names.
- Legend.

Front 76

Quality Function Deployment (chap 11) answers which 14 questions. Modules 1/26 & 2/64.

Back 76

#5

Front 77

Gage Capability Study (sec 9,13) answers which questions? Module 1/26 & 2/64

Back 77

#4

Front 78

Design of experments (Chapter 8) answers which 14 questions. Module 1/26 & 2/64

Back 78

# 9, 10, 11, 12

Front 79

Regression Modeling (Chapter 7) answers which 14 questions. Module 1/26 & 2/64

Back 79

#10, 11, 12

Front 80

Scatter Diagram (sec 2.2.9) answers which 14 questions. Module 1/26 & 2/64

Back 80

#10

Front 81

Control Chart (sec 2,2,8) Chapter 9 answers which 14 questions. Module 1/26 & 2/64

Back 81

#5, 12, 13, 14

Front 82

Run Chart (sec 2,2,7) answers which 14 questions. Module 1/26 & 2/64

Back 82

#5, 12, 13, 14

Front 83

Pareto Diagram (sec 2,2,4) answers which 14 questions. Module 1/26 & 2/64

Back 83

#2

Front 84

Failure Mode & Effect Analysis (FMEA) (sec 2,3) answers which 14 questions. Module 1/26 & 2/64

Back 84

#2

Front 85

Histogram (sec 2.2.5) answers which 14 questions. Module 1/26 & 2/64

Back 85

#5

Front 86

Cause & Effect (CE) diagram (sec 2,2,2,) with Constant, Noice, Experimental (CNX) answers which 14 questions. Module 1/26 & 2/64

Back 86

#7, 8

Front 87

Process Flow Diagram (sec 2,2,1) answers which 14 questions. Module 1/26 & 2/64

Back 87

#3, 4

Front 88

What are some characteristics of GOOD Projects? Module 3/4

Back 88

- No know solution in advance.
- Good data available (or able to be gathered).
- Aimed at making a process better, faster, and/or lower cost.
- Drives business profitability and/or enhances member value.
- Clear, precise definition of the problem/goal statements and scope of the project.
- Resources and support available for working on the project.

Front 89

A _______ _______ can help when there are many project ideas or it is difficult to decide. Module 3/5

Back 89

Prioritization Matrix.
Steps:
- List project opportunities.
- Determine project selection criteria and importance rating (on a scale from 1(low) to 10 (high)).
- Rate the relationship between each project and each criteria ()=none, 1=low, 3=med, 9=high).
- Calculate eighted sum by cross multiplication.

Front 90

Good Problem statements should answer _____, _____, _____, ______. Module 3/10

Back 90

- Define WHO is experiencing the problem.
- Define WHAT the problem is.
- Define WHEN is the problem occurring.
- Define WHERE is the problem occuring.
- State the magnitude and/or impact of the problem (the current pain).
- Address the "so what?" (what is the cost of doing nothing or the business impact).
- Not specify a solution.
EXAMPLE 1: Reduce the average cycle time for processing claims by 50% by August 30th, in order to improve customer satisfaction and reduce overtime expenses.
EXAMPLE 2: Members are complaining because health care claims are taking an average of 48 days to process. We're incurring $10,000 in overtime expenses each month to keep up with the claims and our members satisfaction rating has slipped by 30% over the past year.

Front 91

_________ _________ are the main focus of the project and should be limited to one or at most two.
_________ __________ are addtional things you will measure and track as you work on your project, although not your primary focus. Module 3/14

Back 91

- Primary measures.
- Secondary measures.
Note: They are directly related to project goals. Used to measure success.

Front 92

__________ _________ critical activity for project success. Must be discussed with your sponsor when defining the project and goals. Module 3/18

Back 92

Project Scoping.

- What's the problem with a scope that is too broad? Scope creep. Gets to big.
- What's the problem with a scope that is too narrow? Doesn't achieve the benefit.

Front 93

Examples of project benefits? Module 3/17

Back 93

Examples:
Cost Takeout/Cost Avoidance -
- Reduction in scrap.
- Reduction in raw materials.
- Reduction in labor or planned headcount.
- Freight Savings.
- Interest expense reduction.

Cash Flow -
- Reduction in inventory levels.
- Inventory carrying cost reduction.
- reduction of past due receivables.

Growth -
- Increase in capacity / throughput.
- Increase in market share / sales revenue.

Reduction of Non-Value Added Activity -
- Reduced rework, waiting admiistration, etc.

Front 94

Examples of good project teams. Module 3/21

Back 94

- Requires team effort.
- Core team should be made up of no more than 4-8 members.
- Effective Lean Six Sigma project teams:
--are cross-functonal and adjust membership needed.
- recognize the value of listening, being open-minded, and basing decisions on facts and data.
- involve everyone and have clearly defined roles and expectations.
- conduct effective meetins.

Front 95

Name some team roles. Module 3/22

Back 95

- Executive/Project Sponsor - provides dirction and oversight, ensures team has the resources and support, and direcly responsible and accountable for team results.
- Business Architect - facilitates team meetings, kekeps sponsor informed on team progress and resource needs.
- Core Team Members - active participation in (weekly) meetings, provides technical input and assist with data collection and analysis, comlete action items.
- Extended Team Members - active participation in sub-team meetings, review core team decisions and provide recommendation and aproval on final output of team.

Front 96

What items are necessary for the 'Kickoff Team Meeting'? Module 3/23

Back 96

- Purpose.
- Typical Activities - Validate problem statement, Goal Statement, Scope, Metrics, Team members, Deliverables.
- Establish team ground rules and code of conduct such as; all infomation will be communicated to all team members, all issues will be discussed and conflicts resolved by consensus, one person talks at a time, no side conversations, check your job title at the door, decisions are based on what's right, not who's right. contribute with flexibility, decisions are based on data and analysis not options, no disagreement through silence (voice/air viewpoints)

Front 97

What are some common team problems? Module 3/25

Back 97

- Disagreement (emotiion run high; there are many legitimate differences of opinions). You could fix this by talking as a team, parking lot, make discussion based on data
- Power and Authority (managers or others discourage discussion; team members don't feel free to say what they think). You can fix this by having all write down on sticky.
- Overbearing "experts" (experts discourage discussion about their areas of expertise, technical jargon and complex principles referred to without explanation).
- Lack of focus (several topics discussed at the same time, lots of distractions, little progress is maade). You can fix this by an agenda, bell, ringer.
- Uneven participation (some team member talk too much, while others talk too little).
- Lack of follow-through (tasks don't get done on time, people don't do their assignments between meetings). You could fix this by having agenda with their name.

Front 98

What is PACER? Module 3/26

Back 98

- Purpose.
- Agendna.
- Code of Conduct (ground rules).
- Expectations.
- Roles and Responsibilities.

Front 99

What can you use to capture ideas not directly related to the topic under discussion or those issues which you want to temporary set aside. Modules 3/26

Back 99

Parking Lot.

Front 100

What are some Best Practices for Teams. Module 3/26

Back 100

- Start each meeting with PACER. (purpose, agenda, code of conduct (gound rules), expectations, roles & responsibilities.
- Utilizing a parking lot for capturing ideas not directly related to the topic or for those issues which you want to temporary set aside.
- Do an evaluation at end of meeting (plus/delta, short survey).
- Capture action items and summarize/review them at the conclusion of the meeting.
- Use data to support beliefs and options.
- Encourage questions and always check for understanding.
- Involve everyone; emphasize participation.

Front 101

Why perform a Stakeholder Analysis? Module 3/27

Back 101

- Identify the key stakeholders.
- Understand who is "for" and "againist" the project.
- Identify sources of resistance and anticipate issues and concerns (technical (cost, skills), political (authority, power), cultural.
- Develop strategies for gaining needed support.

Front 102

What are some things to consider for each Stakeholder? Module 3/28

Back 102

- What do you need from this Stakeholder Analysis?
- What are their interests?
- How can this stakeholder benefit from the project?
- How might this stakeholder be affected or inconvenienced by the project?
- What possible resistance might I see from this stakeholder? (techinical, political, cultural).
- What are the best strategies for communicating with and influencing this sateholder?

Front 103

Project Management is key to successful Lean Six Sigma project. What can you do to ensure it is successful? Module 3/30

Back 103

Make sure you and your team have a clear understanding of:
- project goals.
- start and end dates.
- primary and secondary measures.
- key players (team members) stakeholders, support resources, finance rep).
- resources (monetary, manpower, equipment).

Have a project plan and schedule.
- Organize work to ensure that necessary tasks are completed on time.
- Utilize project milestones, gantt charts, etc.
- Know your key deliverables. Use the DMAIC roadmap as a guie.

Front 104

What tool can you use to identify tasks to be accomplished by your team members? Module 3/31

Back 104

WBS - Work Breakdown Structure.
Note: Keep it up to date, for each task, estimate the time duration and assign resources.

Front 105

What is a Gantt Chart? Module 3/32

Back 105

- A chart using bars, lines, and other symbols to depict multiple time-based activities ona horizontal time scale.
- The most common chart used in a project management.
- Named after Henri Gantt, the inventor.
- Tools you can use: Microsoft Project, or Powerpoint or Excel.

Front 106

CHANGE: Lean Six Sigma involves changes. It challenges us to: Modules 3/34

Back 106

- Think differently.
- Work differently.
- Ask questions and challenge the status quo.
- Make decision with facts and data.
- Use new tools and methodologies.

Front 107

What are some normal reaction to change? Module 3/38

Back 107

- Denial.
- Anger.
- Bargaining.
- Depression.
- Exploration.
- Acceptance.
Note: Why is change difficult? What makes some resist change? It could change their job, different responsibilities, or eliminate their job.

Front 108

Key ingredients for successful change:
DD + VF + FS > R. What is this? Module 3/41

Back 108

- DD = Degree of Dis-satisfaction.
- VF = Vision of the Future.
- FS = First Step. (happy but don't know how to get there).
- R = Resistance.

Front 109

Major Points a change agent must remember. Module 3/42

Back 109

- WIIFM?
- Organization's Status? (a. company in crisis, b. market leader, c. middle-of-the pack.
- Organization's tradition / experience with change.
- Incremental vs breakthrough change.
- Show me the data! (COPQ, Trend data, benchmarking, benefits of change).
- Trumpet our successes (as a result of change).

Front 110

What is VOC? Module 4/1

Back 110

Voice of Customer.

What's important to the customer and How are we going to measure our abililty to satisfy what the cusomer wants?

Front 111

What is KANO's Model. Module 4/7

Back 111

- Determing Wants and Needs.

What is degree of achievement? (Very Safisfied, Very Unsafisfied, Fully Achieved, Did not Achieve.

You start off as a
- 'Delighters' exciting quality, (Unknown to the customer, most difficult to define and develop, if present, customer very satisfied, if absent, customer neigher satisfied. or dissatisfied.
- 'Wants' one-dimensional quality, (specifically requested items, specifications, items from a typical survey), if present, customer satisfied, if absent, customer dissatisfied. then
- 'Needs' expected quality, Not specifically requested, BUT assumed to be present, if present, customer neither satisfied nor dissatisfied, if absent, customer very dissatisfied.

Front 112

What is QFD? Module 4/10

Back 112

Quality Function Deployment.
- A formal approach to capturing the voice of the customer and integrating it into every aspect of the design and delivery of products & services.
- Uses a series of carefully constructed matrices, called Houses of Quality (HOQ).

Front 113

What is HOQ? Module 4/10

Back 113

Houses of Quality #1.
- Masurement would be the HIGHEST NUMBER that is correct on test.

KISS Style -
- What does customer want.
- Important Rating 1=less, 6=more.
- How - What can we measure or control to ensure customer requirements are met? (These re the CTCs, or critical to customer performance measures).
- Relationships - How do our measures relate to our customer requirements? 9=strong relationship, 3=medium relationship, 1 = weak relationship, 0=no relationship.
- Priority / Impact - What do we need to focus on? This is a weighted sum.

Front 114

What other things does House of Quality HOQ #1 do? Module 4/12

Back 114

- Facilitates group discussion and decision making.
- Helps us focus on the customer and their requirements.
- Useful thought proces for:
--determining what to measure (CTCs) in our project.
- identify highest priority requirements.
- identifying process outputs in the IPO diagram.
- identifying potential secondary measures of our project.

Front 115

What does a SIPOC include? Module 4/14

Back 115

SIPOC -
- First name the process first.
- Identify the outputs and cusomters.
- identify the inputs and suppliers.

S = Suppliers (who provides the inputs to the process).
I = Inputs (material, methods, people, etc required for the process.
P = Process (any acitvity that takes inputs and creates outputs).
O = Outputs (Measureable outcomes of the process.
C = Customers (who receives the output).

Front 116

What are things to consider when reviewing your IPO/SIPOC? Module 4/15

Back 116

- Are all of the critical to customer outputs included?
- Have you ensured that the outputs are measureable?
- Have you considered measures related to better, faster, and lower costs?
- Have you indicated your primary project measure(s) on the IPO/SIPOC diagram.

Front 117

What are the differnt types of maps? Module 5/4

Back 117

- Process flow diagram.
- Detailed process map / value stream map (VSM).
- Physical flow map.
- Time value map.

Front 118

What is VSM? Module 5/4

Back 118

Value Steam Map.

Front 119

What is PF? Module 5/7

Back 119

Process flow diagram.

Note: Start at a high level, with 5 - 10 steps, and then break it down further as needed.
- Ensure that all steps, even if not part of the formal process, are included.
- Walk the process!
- When developing the flow chart, write each of the steps onto sticky notes and post them onto a large sheet of paper.
- Create a "parking lot" for ideas as you are creating the process flow.

Front 120

What is Value Added Steps? Module 5/11

Back 120

Performance, cost, time.
-Value added steps are defined as steps that are necessary/required to deliver a product/service to the member.
- Project should focus to eliminate/reduce non-value added activities in order to:
--improve performance, function, etc.
-- decrease cost (lower price).
-- deliver the product or service faser (lower cycle time).

Front 121

What are some things to look for? considerations when building a process flow? Module 5/12

Back 121

- careful woakthur.
- Look for non-value added steps.
- Make sure its at right level.
- Review after implemnting.

Front 122

Enhancements to the process flow include turning it into a "detailed process map" or simplified "value stream map" by adding information such as: Module 5/13

Back 122

- Results or desired outcomes at each step (what is needed?).
- Inputs needed to achieve desired outcome.
- Measurements taken at each step.
- Data collection results, such as:
-- cycle time.
-- number of people.
-- WIP, inventory levels.
-- defects, rework.
-- yield.
-- changeover times.
-- distance traveled

Front 123

What are some other type of process maps? Module 5/15

Back 123

- Physical Process Flow Map (spaghetti or wire diagrams).
- Time Value Map.

Front 124

Why collect data? Module 5/18

Back 124

- To gather the facts for good decision making.
- Because perception and intuition are not always reality.
- To identify/verify problem areas and bottlenecks.
- to characterize or processes.
- to baseline the process.
- As an indicator of process performance.

Front 125

Role of Questions in determining what DATA is needed. Module 5/19

Back 125

Quesitions help guide you through your project and gives you a starting point (think about what data you will need in order to answer these questions?)
- The 14 questions (1-26 and 1-27).
- DMAIC Phase tollgate questions (12-8 to 12-12).

Other sources for identifying needed data.
- The DMAIC roadmap / activities.
- Process mapping activities.
- Questions from project sponsor, team, stakeholders, etc.
- Others?.

Front 126

Name key items on a data collection plan? Module 5/20

Back 126

- Metric (Data). deliver time.
- Definition.
- Formula.
- Who Responsible?
- How? (collection method).
- sampling plan (time period, sample size, source, etc.).
- Accuracy of data.

Front 127

Data gathered should be _______ of the process being studied. Module 5/21

Back 127

Representive.

Front 128

Poor approach to samplying? Module 5/21

Back 128

Convenience samplying.

Front 129

Good approach to samplying? Module 5/21

Back 129

- Random sampling. (put all in system and then run sampling.
- systematic sampling.

Front 130

Before gathering the data, think about the _______ ______ being used to generage the data. Module 5/21

Back 130

Measurement system.

Is it accurate? Precise? Repeatable?

Front 131

What kind of diagram do you use for attribute (discreate) data? Module 5/23

Back 131

Pareto diagrams.

Front 132

What kind of diagrams & metric or measures can you use for attribute (discrete) data? Module 5/23

Back 132

GRAPHS -
- Pareto diagrams.
- Run Charts.
- Control Charts.

METRICS, MEASURES -
- First Pass Yield (FPY).
- % "good" (or "bad"),
- Defects per unit (DPU).
- Defects per Million Opportunities (dpmo).
- Sigma Capability.

Front 133

What kind of diagrams & metric or measures can you use for variable (numeric) data? Module 5/23

Back 133

GRAPHS -
- Histogram.
- Run chart.
- Control chart.
- Scatter plot.
- Box plot.

METRIC, MEASURE -
- Mean, Standard Deviaiton.
- Defects per million (dpm)
- Sigma level.
- Sigma Capability.
- Cp and / or Cpk.

Front 134

Creating Pareto Charts with SPC XL. What do you select? Module 5/25

Back 134

SPF XL > Analysis Diagrams > Pareto Chart

Front 135

Creating Histograms Charts with SPC XL. What do you select? Module 5/32

Back 135

SPC XL > Analysis Diagrams > Histogram

Provides a visual representation of the distribution of data.

Front 136

Creating Box Plots Charts with SPC XL. What do you select? Module 5/37

Back 136

SPC XL > fill this in.

- Another method for graphicall depicting data.
- Especially useful when comparing 2 or more set of data (side by side) or when the data sets ar small).
- Break up data into quarties (forths)

Front 137

Creating Run Charts with SPC XL. What do you select? Module 5/37

Back 137

SPC XL > Quality Tools > Run Chart

Used for software examples.

- Data can be stored in separate columns. Highlighting 2 or more columes will overlay the run charts.
- Data can be stored in one column. This may be a nice visual way to show "before project" and "after project" results.

Front 138

Creating Control Charts with SPC XL. What do you select? Module 5/37

Back 138

SPC XL > Control Charts

Control limits are not the same as Spec Limits.

Front 139

What is the difference between control limits and spec limits? Module 5/44

Back 139

- UCL and LCL are set by the data.
- USL and LSL are set by the customer.

Front 140

Creating Scatter Diagrams with SPC XL. What do you select? Module 5/37

Back 140

- SPC XL > Analysis Diagram > Scatter Plot, or
- SPC XL > Analysis Tools > Correlation Matrix.

Used for vehicle weight vs. mileage.

Front 141

Correlation vs. causality. Module 5/49, 5/50

Back 141

A plot of the population

Front 142

Measure of Location. Module 5/55

Back 142

Assume that x1, x2,...xm is a list of the sample data sorted in ascending order. Then x=middle value, if n is odd and the average of the two middle values, if n is even.
Note:
- Symmetric (bell-shaped) distribution - in the middle or mean/median.
- Skewed distribution - median and mean in different location.

Front 143

Summary statistics usig SPC XL. What do you select? Module 5/60

Back 143

SPC XL > Analysis Diagrams > Summary Stats

Front 144

Capability Analysis (Cpk) using SPC XL. What do you select? Module 5/63

Back 144

SPC XL > Analysis Diagrams > Cpk

Front 145

Measures and Indexes of Quality. Module 5/62

Back 145

For continuous data when y and sigma can be estimated.
- sigma level = number of standard deviations between the center of the process and the nearest spec (this is a z value).
- = minimum

Front 146

What are the measures & Indexes of Quality (For Continuous Data when y and sigma can be estimated. Module 5/62

Back 146

- Sigma Level
= number of deviations between the center of the process and the nearest spec (this is a Z value).
= minimum USL - y devided by sigma and y - LSL devided by sigma.
- Cpk
= a process capability index,
= proportion of natural tolerance (3 sigma) between the center of a process and the nearest spec.
- Cp
= a process potential index,
= specification width devided by process width.
= USL - LSL devided 6 sigma.

Note: Use SPC XL > Analysis Diagrams > Cpk

Front 147

What SPC XL tool do you use for Capability Analysis. Module 5/63

Back 147

SPC XL > Analysis Diagrams > Cpk

Note: Suppose the time to process a claim follows a normal distribution with a mean of 7 days and a sstandard deviation of 2 days. The upper spec limit is 16 days, with a lower spec limit (imposed by management) of 4 days.

Front 148

What SPC XL tool do you use for Measures and Index Quality. (For Discrete or Attribute Data) Module 5/70

Back 148

SPC XL > Quality Tools > Product Capability.

Note: the following can be calculated: dpu (defects per unit), dpmmo (defects per million opportunities), total number of defective documents, total number of defect-free documents, FPY (First Pass Yield), sigma capability.

Front 149

What are the measures & Indexes of Quality (For Discrete or Attribute Data) Module 5/70

Back 149

- Opportunities = number of value-added entities or features of a part, product, or service that must be met or done right (it is highly dependent on context and must be defined precisely).
- dpmo = defects per million opportunities.

Example: =(1,000,000) X total # of defects devided by total # of opportunities. OR

=(1,000,000) X (dpu devided by opportunities per unit)

SPC XL > Quality Tools > Product Capability.

Front 150

What are some desirable properties of a good measurement system? Modules 5/21 & 6/3

Back 150

- Precise, accurate, stable.
- Good repeatability and reproductibility.

Front 151

What is the purpose of an MSA and what is the impact of measurement system variation? Modules 6/3, 6/4, 6/5

Back 151

- Purpose is to determine how much of the total variation is contributed by the measurement system.
- Impact is that we make wrong decisions, call good things bad and bad things good, waste time and money, etc.

Front 152

What are some important guidelines for conducting a MSA? Module 6/18, 6/19

Back 152

- Include parts that are representative of the process (at least 80% of the total process variation).
- Use equipment, operators, parts, etc. that are elements of the measurement process.
- Label parts in such a way as to remove possible operator bias.
- Ensure adequate sample size (ROT Rule of Thumb: (number of operators) * (number of parts) > 20).

Front 153

What is repeatability and reproductibility? Module 6/16, 6/17, 6/18

Back 153

- Repeatability is variation obtained by the same person using the same instrument on the same product or service for repeated measurements.
- Reproducibility is variation obtained due to differences in people who are taking the measurements.

Front 154

What are the 2 analysis options for an MSA with continuous data and which approach is recommended? Module 6/20

Back 154

- X-bar R method and ANOVA.
- ANOVA is recommened for several reasons (less sensitive to outliers, more precise estimates of variance, etc.), however you must have at least 2 operators, 2 replicates, and 2 parts.

Note: Do not use X - R Analysis.

Front 155

What measures are used to assess the "goodness" of a measurement process? Module 6/21, 6/22

Back 155

- For variables (continuous) data; P/tol is the precision to tolerance ratio. It represents the percentabe of the specs that are consumed by the measurement process. Value above .30 are unacceptable, and values below .10 are desired. P/total is the precision to total ratio. It represents the percentage of the total standard deviation that the measurement process standard deviation consumes. Values above .30 ar unacceptable, and value below .10 are desired. Resolution for discrimination) represents the number of truly distinct measurements that can be made by the measurements process. Values of at least 5 are desired for adequate resolution.
- For attribute (discrete) data; Effectiveness is main metric. It represents the ability to distinguish between good and bad parts (% of time the correct determination is made). Other metrics are Prob (false accept) and Prob (false reject).

Front 156

What are some recommended actions when there is poor measurement capability? Module 6/22

Back 156

- If repeatability is poor, may need to replace, repair, or adjust the equipment.
- If reproducibility is poor, it may be a training or skill issue.
- Check the spec lmits to ensure they are reasonable.
- Look at how the parts were selected for the study and ensure they represent at least 80% of the total process variability.

Front 157

Begin identifying the potential causes of variation and waste by: Module 7/1

Back 157

- Brainstorming.
- Cause & Effect (CE).
- Process Obervation.

Front 158

8 clasic types of waste (Spells Down Time). Module 7/13

Back 158

Internal Failure Costs.
- Defects.
- Over Production.
- Waiting.
- Non Utilized Talent.
- Transportation.
- Inventory.
- Motion.
- Extra Processing.

Front 159

What are some external failure costs? Modure 7/28

Back 159

External Failure Costs.
- Customer complaint investigation.
- Returned goods.
- Retrofit costs.
- Recall costs.
- Warranty claims.
- Liaability costs.
- Penalties.
- Customer/User Goodwill.
- Premium Freight (overnight).
- Pricing Errors.

Front 160

What is TAKT?

Back 160

The average time to produce a unit in order to meet the current rate of customer demand.

Front 161

Understanding Cycle Time.

TAKT time is NOT cycle time. Three types are: Module 7/42

Back 161

- Operator Cycle Time.
- Machine Cycle Time.
- Processing Cycle Time.

Level loading minimizes the variation between operator cycle times, BUT may HIDE WASTE.

Front 162

What is the difference between a population and a sample? Module 8/7

Back 162

- the population is the entire set of products, people, parts, and so on.
- A sample is a subset, hopefully chosen randomly, which is representative of the entire population.

Front 163

Why do we need data / measurements? Module 8/6

Back 163

- Perception not always reality, for baselining a process, for facilitating improvement, to see how we're doing, etc.

Front 164

What is the practical importance of the Central Limit Theorem (CLT)? Module 8/12

Back 164

- When we are working with averages, we can use the normal distribution (for confidence intervals, hypothesis testing, etc...)....because averages behave like they come from a normal distribution, even if the individual data does not follow a normal distribution.

Front 165

What is a confidence interval and what is it used for? Module 8/14

Back 165

- A confidence interval is used to put uncertainty (error bounds) around an estimate (such as an average or a proportion).

Front 166

What are some methods to help narrow the focus? Module 8/22

Back 166

- Voting.
- Norminal Group technique.
- Effort/Impact Analysis,
- IPO Matrix.
- 5 WHY's.

Front 167

What is hypotheses testing? Module 9/4

Back 167

- A statictial procedure for testing a claim and helping us make good decisions in light of variation.
- Typical questions include:
--Has the average shifted?
--Are two proportions really different?

Front 168

What tests (and rules of thumb) are used to determine if there is a significant shift in average? Module 9/9

Back 168

- A quick test is the Turkey End Count Test. Here, total and counts of at least 7 indicate a significant shift in the average with at least 95% confidence.
- A formal (exact) statistical test is the T-Test. As a rule of thumb (ROT), p-values less than .05 (or our desired level of significance) indicate a significant shift in the averge.

Front 169

Wht tests (and rules of thumb ROT) are used to determine if there is a significant shift in standard deviation? Module 9/9, 9/10, 9/11

Back 169

- A quick test is the Test (sometimes called the 'e' test). Here, if the ratio is greater than 2.72, we can assume with at least 95% confidence that there has been a significant shift in standard deviation.
- A format (exact) statistical test is the F-test. As a rule of thumb ROT, p-value less than .05 (or our desired level of significance) indicate a significant shift in the standard deviaiton.

Front 170

What is a Chi-square test of independence used for? Module 9/21

Back 170

- The Chi-square test for independence is used for categorical (classified) data. It tests whether two variables are independent, or whether there is some relationship between the two.

Front 171

What is type I and type II errors? Module 9/6

Back 171

- Type 1 error is the probability of rejecting H0 (concluding H1) when H0 is true. It is the risk of "overreacting", like a false alarm rate (thinking there is an important difference when in fact it is just random variation).
- Type II error is the probability of failing to reject H0 (concluding H0) when H1 is true. It is the risk of "under-reaching", like missing an important change.

Front 172

What is the difference between process control and process cability? Module 11/9

Back 172

- Process capability refers to the ability of a process to meet the customer requirements.
--Measures such as Cp and Cpk tell us about the capability of a process.
- Process control refers to a process which is stable and repeatable and predictable over time.
--Control charts help us determine whether a process is operating in a state of statistical control.

Front 173

What are the 2 basis types of variation? Module 11/5

Back 173

- Common cause (natural, inherent variation in the process).
- Special cause (abnormal or assignable causes).

Front 174

Describe the basic features and uses of a control chart. Module 11

Back 174

- A control chart is simply a run chart of the data over time, with calculated control limits bsed on the data. Plotted points may be individual dta vlues or subgroups of data.
- A control chart is used to monitor a process to see whether it is exhibiting oly random variation, or whether special causes (outliers, shifts, trends) are present.

Front 175

How do you determine whether a process is "in control" or "out of control"? Module 11/18

Back 175

There are 7 symptoms (rules) we use in conjunction with a control chart which provide evidence of "out of control" behavior.
- One or more points are outside the control limits.
- 7 consecutive points are on the same side of the centerline.
- 7 consecutive intervals are either entirely increasing or entirely decreasing.
- 2 out of 3 consecutive points are in the same Zone A or beyond.
- 4 out of 5 consecutive points are in the same Zone B or beyond.
- 14 consecutive oints alternate up and down repeatedly.
- 14 consecutive points are in either Zone C (i.e., in center third).

Front 176

What is the difference between a spec limit and a control limit? Module 11

Back 176

- Spec limits are set by the customer.
- Control limits are calculated based on the data and usually set at +/-3 standard deviations from the centerline on a control chart.

Front 177

When might an IMR chart be used and what should we remember to do when using an IMR chart? Module 11/28

Back 177

- An IMR chart might be used when measurements are expensive, destructive, or for continuous flow process.
- We should look at a histogram of the data to check for normality, before applying the zone rules.

Front 178

What should we remember about subgrouping? Module 11/25

Back 178

- How we choose to subgroup our data is important and we should use rational subgrouping.

Front 179

When should we consider recalculating control limits? Module 11/38

Back 179

- When we have made a deliberate change to the process or verified a sustained process improvement.

Front 180

What is the purpose of a control plan? Module 11/38

Back 180

- To specify the critical control variables, the reaction plan, etc...so that we continually meet customer requirements and we can hold the gains made during our project.

Front 181

What are some of the key elements of a control plan? Module 11

Back 181

- Documenting the process, the steps, the method of manufacturer, the measurement process, the key input and output variables, etc...

Front 182

Squeeze and Shift. What does this mean?

Back 182

- Squeeze = reduce variance.
- Shift = move the mean.

Front 183

What is the 68/95/99 rule?

Back 183

Population Samples
variation sigma2 sigma2
standard de sigma sigma

Front 184

What are some potential gaps between current performance and goal? Module 7/4, 7/5

Back 184

Where's the gap? What's the problem?
- cycle times too long.
- changeover times too long.
- excessive variation.
- high defect rates.
- excessive waiting.

Front 185

What are ways you as a team could identify the potential causes of the problem? Module 7/5

Back 185

Sources of information.
- brainstorming.
- observation.
- process map(s).
- discussion with operators, team, etc.
- data.

Front 186

What diagram could you use to BRAINSTORM the potential causes of the problem when there are gaps between current performance and goal? Module 7/6

Back 186

CE - Cause and Effect Diagram or refered as Fishbone diagram.

Identify the CNX - Constant (to hold a variable constand requires SOP-Standard Operating Procedures), Noise (to reduce noice), X=Experimental (to explore process).

Front 187

What are two different methods for creating a CE - Cause and Effect diagram (or fishbone)? Module 7/9

Back 187

Method 1
1. Describe the problem or CTC-Critical to Customer (output) at the head of the CE.
2. Determine appropriate cause categories (the major bones) example the 6Ms - Measurement, Manpower (people), Material, Miscellaneous, Methods, Machines.
3. Brainstorm potential causes (or sources of variation) within each ctegory, which are believed to affect the problem or CTC-Critical to Customer, and place on the diagram.

Method 2
1. Describe the problem or CTC (output) being discussed and place it at the "head" of the CE diagram.
2. Brainstorm potential causes (or sources of variation)and place on STICKY NOTES.
3. Cluster the causes into related groups and name the groups. Use the group names as the major bones on the CE diagram and place the causes with each group.
Method 3
1. Be flexible - to make it easier; use PROCESS STEPS for the bones.

REMEMBER GOAL IS TO GET AS MANY VARIABLES AS POSSIBLE IDENTIFIED. MORE VARIABLES = MORE LIKELY TO DISCOVER THE REAL ROOT CAUSES.

Front 188

For CE - Cause & Effect Diagram (or fishbone) what are some typical cause categories (bones) for Production Process and Non-Production Processes. Module 7/9

Back 188

- Production Processes.
--6 Ms - manpower, machine, materials, methods, measurement, Mother Nature (environment).
- Non-Production Processes.
--procedures, policies, people, materials, equipment, environment, other.

Front 189

What are two different Brainstorming? Module 7/10

Back 189

- Structured.
-- go around the room and have each team member turn, give an idea.
--Accept each idea without analysis or judgement.
--pass when person is out of ideas.
--continue until everyone is out of ideas.
--as group review ideas to discard duplicate ideas. It could stimulate generation of new ideas.
- Unstructured.
--Identical to the previous except that ideas can be given at any time by anyone with the need to follow a structured rotation of team members. This could be more of a time constraint.

Structured brainstorming tends to maximize participation and generates more ideas, while unstructured brainstorming is quicker to use.

Front 190

Type of Waste 'Defects' (rework). What is it? Module 7/16

Back 190

Processes which must be accomplished/re-accomplished because of errors. Items that are defective and thrown away, or re-worked at no cost to the customer.
REWORK ties up CAPACITY.

Front 191

Type of Waste 'Overproduction'. What is it? Module 7/17

Back 191

Producing more than demand requires. Or, using more area, space, equipment, etc. than is required to perform a process. (sometimes referred to as "excess resources" waste)

Front 192

Type of Waste 'Waiting'. What is it? Module 7/19

Back 192

Idle people or machine waiting on the preceding or following operation, material, or information.

Front 193

Type of Waste 'Transportation'. What is it? Module 7/19

Back 193

Excess movement of material or information that does not add value for the customer. Extra steps in the process / distance traveled.

Front 194

Type of Waste 'Inventory'. What is it? Module 7/20

Back 194

An excess of raw materials. Inability to maintain throughput and manage flow. Excessive inventory hides production and service problems and does not add value for the customer.

Front 195

Type of Waste 'Motion'. What is it? Module 7/23

Back 195

Excess movement, walking, or handling required to perform a task.

Front 196

Type of Waste 'Extra Processing'. What is it? Module 7/24

Back 196

Requiring additional but unnecessry process steps (sign-offs, etc). Making parts better than our customer demands, or adding unnecessry features or steps that mask defects.

Front 197

What do the 5's stand for?

Back 197

- Sort.
- Shine.
\- Sustain.
- Setup.
- Standardize.

Front 198

Purpose of Stakeholder Analysis?

Back 198

Identify key people who will affect project who are showstoppers, blockers.

Front 199

What is SMART?

Back 199

- Specific.
- Measurable.
- Achieveable.
- Relevant.
- Time Bound.

Front 200

Takt Time is determined by?

Back 200

the average time to produce a unit in order to meet the current rate of customer demand.

Front 201

How is first pass yield (FPY)calculated?

Back 201

The percentage of units completing a process the first time with no rework or repair.

Front 202

What graphs do you use for variable data?

Back 202

- Run chart.
- Control chart.
- Histogram.
- Box Plot.
- Scatter Diagram.

Front 203

What is RPN?

Back 203

Risk Priority Number.

In an FMEA, this is the column which indicates high risk process steps or elements of a design. It is equal to Severity X Ocurrence X Detection. Higher numbers are worse.

Front 204

Explain correlation?

Back 204

A measure of the linear relationship between two variables.

Front 205

How much data falls within
-1 & + 1 sigma
-2 & + 2 sigma
-3 & + 2 sigma
on a normal distribution?

Back 205

-1 & + 1 sigma = 68%
-2 & + 2 sigma = 95%
-3 & + 2 sigma = 99%

3 parameter for variation -
- Range= Max - Min
- Variance = 0
- Standard Deviation = 34% of the data if data is approximately normally distributed.
- ccurs on inflection point

Front 206

What is Median?

Back 206

Median*: X =
- middle value if n is odd.
- the average of the two middle values if n is even.

*data must be sorted from highest to lowest or lowest to highest value.

Front 207

What is Mode?

Back 207

Value which occurs most frequently?

Front 208

How is machine cycle time measured?

Back 208

Measured from start of cycle to when the part is available and the machie can accept another part.

Front 209

What is the formal definition of a six sigma capable process?

Back 209

CP = 2
Cpk = 1.5
DPM = 3.4

Front 210

Precision to total ratio tell you what?

Back 210

It represents the % of the specfications that is consumed by the measurement system.

Front 211

In what DMAIC phase would you pilot a solution.

Back 211

Improve.

Front 212

What is the difference between Repeatability and Reproducibility?

Back 212

- In a MSA,Repeatability is the variation obtained by the same person using the same instrument on the same product or service for repeated measurements. It measures the variability due to the gage or equipment.
- In a MSA, Reproducibility is the variation obtained due to differences in people (or test equipment) that are taking the measurements.

Front 213

What tool do you run for sample size?

Back 213

- Tukey or Quick Test or tTest for detecting a significant shift in average. Reports a "p-value".
- F-Test or e-Test to test for differences in standard deviation.

ROT Rule of Thumb:
- If p-value < .05, highly significant difference
-- if p-value is low (shows as RED), HO must GO.

- If .05 < p-value < .10, moderately significant difference
-- if p-value is large (shows black) Ho's in CHARGE.

Front 214

What is p-value?

Back 214

P-value comes from the data and indicates the probability of making a type 1 error.

Use Tukey Quick Test or t-Test.

Front 215

What is Quick Test?

Back 215

Quick test for detecting a significant shift in standard deviation.

A gray zone occurs when 1.5 < max/min , 2.72. If this is the case, then ROT #2 should be applied.

Front 216

What are the two types of data?

Back 216

- Variable.
- Attribute.

Front 217

What are the objectives for Lean Six Sigma?

Back 217

- Best in Class Quality.
- Business profitability.
- Member Value.

Providing a BETTER product or service, FASTER, and at a LOWER COST than our competition.

Variation and Waste... the enemies of member satisfaction.

Front 218

What graphical tool do you use to break the data into quarties?

Back 218

box plot.

It summarizes both the locaton and dispersion of the values in a data set breaking the data into quarties.

Front 219

A type 1 alpha error results in what?

Back 219

- False Acceptance - passing bad parts to customers.

- Rating a part or transaction as a GOOD when it is really BAD.

Front 220

How do you know when the data is normal distribution.

Back 220

KS Test value > .05

Approximately normal distribution.

SPC XL > Analysis > Summary Stat

Front 221

What is sigma level 1?

Back 221

# of standard deviations from X to nearest spec limit.

Front 222

A Six sigma level is?

Back 222

CP = 2
Cpk = 1.5
DPM = 3.4

Front 223

What is CP and Cpk?

Back 223

- CP Process Capability (potential) - SQUEEZE Problem
- Cpk Process Capability (Actual) - SHIFT Problem

Tool for Cpk - SPC XL > Analysis > Quality Data Diagram

Front 224

What is Chi Square?

Back 224

- Ho are independent.
- h1 are not independent.

Independent Test Matrix.

Front 225

What is T-Test f-Test and Proportions?

Back 225

- MEAN T-Test SHIFT
Ho - M1 = M2
H1 - M1 not = M2

- Std Dev f-Test SQUEEZE
Ho - oa = o2
H1 - o, not = o2

- Proportions Test of Proportion

Ho - II, = II2
H1 - II, not = II2

Front 226

What is Hypothesis Testing?

Back 226

Searching for causes / variables that may have a significant effect on the process (CTC).

- for Ho - Ho conclusion is correct.
- for Ho - Hi conclusion restarts in a Type 1 error.
- for H1 conclusion results ina Type 1 error.
- for Hi conclusion is correct.

Front 227

What is Traditional Lean...

Back 227

Looks to reduce/eliminate waste and improve efficiencies.

Front 228

What is Traditional Six Sigma...

Back 228

Looks to increase/improve QUALITY metrics.

Front 229

What is value stream?

Back 229

It is the entire set of activities performed to transform the products and services into what is required by the customer.

Front 230

What is VARIABLES data (GOOD DATA?

Back 230

- also called continuous or measurement data.
- actual measured values are recorded.
- Data can assume a range of values on a continuous scale.
Examples:
- dimension in thousandths of an inch.
- time, temperture, call volume, length of time, speed.
- distance in feet.
- Operating temperatur in degrees fahrenheit or celsius.

Front 231

What is ATTRIBUTE data (BAD DATA)?

Back 231

- Also called discrete, binary, or categorical data.
- No direct measurement is made.
- The presence or absence of something is recorded.
- We classify or count a feature or characteristic of the product or process.
- Examples:
- number of onconforming articles.
- Invoices errors per week.
- Test results (pass/fail, good/bad).
- Average Handle Time
- Presence or Absence of a data code stamp.

Front 232

What are specification limits?

Back 232

Limits that are imposed by the customer (internal and external).

Front 233

If sigma goes down, what happens?

Back 233

- if sigma goes down, then CP and Cpk goes up.
- if sigma capability goes up.
- sigma capability defects go down.
- sigma = STD DEV goes down.
- sigma goes down and yield goes up.

Front 234

What is six sigma capable process?

Back 234

Sigma Capable is measure of the process.

Front 235

If Standard Deviation goes down, what happens to sigma?

Back 235

Goes up.

Front 236

What is Value Addes Steps?

Back 236

Value = f(performance, cost,time)

Value added steps are defined as steps that are necessary/required to deliver a product/service to the member.

Front 237

Partitioning the variables.
- What is C = Constant?
- What is N = Noise?
- Waht is X = Experimental?

Back 237

- C = to hold a variable as constant as possible requires controlling the variable via mistake proofig and Standard Operating Procedures (SOPs).
- N = Noise variables are those that are not being controlled or held as constant as possible.
- X = These are key variables that can be controlled and held constant at different levels or settings for the purpose of determining the effect of this variable o the CTC. How can you evaluate experiment. USE DOE.

Front 238

Whatare the five causes of cost of waste (COW) or Cost of Poor Quality (COPQ). Where do they come from?

Back 238

- Internal Failure Costs.
- External Failure Costs.
- Appraisal Costs.
- Prevention Costs.
- Lost Opportunity Costs.

Front 239

Is first Pass Yield (FPY) vs Rolled throughput yield (RTY) a attribute or variable data?

Back 239

Attribute data.

The percentage of units completing a process the first time with no rework or repair.

Front 240

For Cp, Cpk, Yield, Complexity, PPM and sigma capability. Why move NORTH and then EAST?

Back 240

Move North for less process steps (less is better) and East for higher sigma.

Front 241

What is a Project Selection Matrix or IPO Matrix not IPO Diagram?

Back 241

A prioritization matrix can help when there are many project ideas or it is difficult to decide.

Used for ranking improvements.

Front 242

What should GOAL Statements have?

Back 242

Goal statements should:
- Be derived from the problem statement.
- Define the desired improvement.
- Make use of a verb, noun, number, and date.
- Not specify a solution.

Front 243

Who is an important person when quantifying project benefits?

Back 243

CBA SME.

Front 244

When do you use Gantt Charts?

Back 244

When managing projects.

Front 245

What is the "Frontier" model?

Back 245

You have your:
- "Cave" Dwellers 5-10%.
- "Settlers" 80-90 %.
- "Pioneers" 5-10%

Front 246

What is DD, VF, FS, R?

Back 246

- DD = Degree of dis-satisfaction.
- VF = Vision of the Future.
- FS = First Step.
- R = Resitance.

Front 247

Major points a change agent must remember?

Back 247

- WIIFM? What's in it for THEM.
- Organization's Status.
- Organization's Tradition /Experience with Change.
- Show Me the Data!
- Trumpet Our Successes (as a result of change).

Front 248

Managing the Experience (outcome vs process). Member retention grid. What do you look for?

Back 248

If the Process is 'Dazzled' then the Outcome is Value Added and Member retention will be an Advocate.

Front 249

What is House of Quality (HOQ) or QFD - (Kiss - Style). How do you do it.

Back 249

- HOW - What ca we measure or control to ensure customer requirements are met? (These are the CTCs or critical to customer performance measures.
- WHAT - What does the customer want?
- CTC with highest #'s as what you want to concentrate on.

Front 250

Types of Process Maps (Time Value Map).

Back 250

Adding value 3% of time, non value add is waitig time and rework.

Front 251

What are some Histogram examples?

Back 251

- Classic "bell-shaped" curve or normal distribution. Graph is high at the mean and stair steps down.
- Skewed distribution - when you have control limits - answer phone as sson as possible. Graph starts on small, then bigger and the rest stair step down.
- Rectangular (uniform) distribution. automated - rolling singe dice. Graph looks even all the way across.
- Parabolic distribution - polls (looking at candidates. Graph is short in middle and then climb up on each side. U shape.
- Exponential distribtuion - light bulbs - brand new bulbs blow out. Graph starts off high on the far left and stair steps down to right.
- Bi-modal distribution - two different sample sets. Males or females. Graph shows to separate graphs.

Front 252

What is Box Plots or Box Wiskers?

Back 252

Another methold for graphically depicting data. Especially useful when comparing 2 or more sets of data (side by side) or when the data sets are small.
- Less variation when box is smaller.
- Each quartile is 25%. From the bottome wisker to the box is 25%, then bottom of box to median is 25%, then median to top of box is 25%, and top of box to top of wisker is 25%.

Front 253

What are Scatter Diagrams?

Back 253

- Two variable metrics are correlated. Weight of automobiel and mileage - two variables.
- If absolute value is a .7 - strong correlation but its NEGATIVE.
- .5 to .69 is Moderate.
- > .7 yes STRONG Coorelation.

Front 254

What is correlation vs causality?

Back 254

If 2 variable sets of data, and they have a 49 does one cause the other. NO Cause.

Front 255

What do you get when you run Summary Stats.

Back 255

Mean, Mode, Std Dev.

Front 256

Measures and Indexes of Qualtiy.

Back 256

- Sigma Level - number of standard deviations between the center of the process and the nearest spec (this is a Z value). = minimum USL - y devided by sigma and y - LSL devided by sigma.
- Cpk == a process capability index. Measuring actual capability of process taking into account the centering of the process.
- Cp = a process potential index. Measuring the potential capability of the process without considering centering. = USL - LSL devided by 6 sigma.
- CP & Cpk < 1 - its in adequate.
- If CP is between 1 and 1.33 - its marginal.
- CP above 1.33 - adequate.
- Only Cpk can be NEGATIVE.

Front 257

How do you calculate DPMO?

Back 257

= defects per million opportunities.

= (1,000,000) x total # of defects devided by total # of opportunities OR = (1,000,000 x dpu devided by opportunities per unit.

Front 258

MSA - Measure System Analysis does what?

Back 258

Identifies and quantifies the different sources of variation that affect a measurement system.
- Variation can be attributed to product, transaction, or service.

Front 259

Inspection Capability (Attribute or Binary Data), what is it?

Back 259

- Effectiveness (E).
- Probability of False Rejects (FR) is the likelihood of rating a good part or transaction as bad.
- Probability False Acceptance (FA) is the likeihood of accepting a bad part or transaction as good.
- Bias (B) is a measure of an individual's tendency to falsely classify a part or transaction as good or bad.

Front 260

What tool for Analysis results for Attribute data.

Back 260

Once the dtais entered on the template, select SPC XL > MSA > Attribute Analysis.

Front 261

What are the desired properties of any measuring system (continuous data).

Back 261

- Accuracy - calibration.
- precision - gage R&R.
- Stability - control plan.

Front 262

Create MSA Template.

Back 262

- select SPC > XL > MSA > Create MSA Template.
- Specifiy # of operators.
- Specify # of Relicates (how many relicates for each operator).
- Specify # of parts.
- Enter specification limits, if any.

Front 263

What is recommended approach for continuous data analysis options?

Back 263

ANOVA, if possible (need at least 2 parts, 2 operators, and 2 replicates.

Front 264

Commonly used measures to evaluate measurement systems.

Back 264

- Precision-to-tolerance Ratio (P/TOL).
- P/TOL = 6 sigma meas devided by USL - LSL
- ROT: if P/TOL < .10: Very good measurement system.
- ROT: if P/TOL > .30: Unacceptable Measurement System.
- Precision-to-Total Ratio (P/TOT).
- P/TOT = sigma meas devided by sigma total.
- ROT: If P/TOT > .30: Unacceptable Measurement System.
- Discrimintaiton or Resolution - (# of truly distinct measurement system).
- = sigma product devided by sigma meas x 1.41
- ROT Resolution > 5 represents an adequate measurement.

Front 265

Interpeting ANOVA tabulated results.

Back 265

- Reproducibility and Repeatability should be TINY.
- Part to Part - bad part
will be HIGH.
- X-Bar if comparing more than 2 operators is reproducibility.
- One Operator is Repeatability - look st SOP. want flat lines.

Front 266

Attribute and Variable data should have how many data points?

Back 266

- Attribute = 60 with a confidence level of 95% onfidence level.
- Variable = 20 data points with a 95% confidence level.

Front 267

Of the eight classic types of wastes vs. actual value added. What is the member concerned about?

Back 267

The actual value added time that a member is concerned about is usually only 2 to 5% of the total time to provide a product/service.

Front 268

What is TAKT Time?

Back 268

Is the rymthm. Is the time allocated to produce one part, based on time allocated to the production of that part and the demand rate.
- TAKT time is:
-- determined by the customer.
-- important for understandig work balance and flow.
-- is NOT cycle time. It's the process!!!
- Total time worked and Non-Working time.

Front 269

What is cycle time and what are they? Spells MOP.

Back 269

It is NOT TAKT time.
- Three types:
- ACTUAL Time
-- Operator Cycle Time.
- +
-- Machine Cycle Time.
- =
-- Processing Cycle Time.

Front 270

What tools and techniques are needed for narrowing the focus?

Back 270

- Team Voting.
- Nominal Group Technique
- 5 whys until you get to ROOT CAUSE.

Front 271

What is confidence interval?

Back 271

Confidence interval = sample point estimate + - Margin of Error. CAN NOT prove population by samples.

Front 272

For Nominal Group Technique.

Back 272

Looking for small #. What is high and what is low label?

Front 273

Hypotheses Testing (educated guess) is used for?

Back 273

- Compare two (or more) sets of data.
- Identify the critical causes/variables (Analyze phase)
- Validate a significant improvement (Improve phase).
- NOT PROVEN - Ho (same) M1 = M2 P > 05
- PROVEN - H1 (different) M1 = M2 P < 05.

Note:
- Ho is LOW, Ho MUST GO
- if p is black, Ho is in CHARGE.

Front 274

For single piece flow...

Back 274

U - Shape is normally more efficient. Use for manufacturing.

Front 275

What is FMEA?

Back 275

- Quality planning tool.
- There are two ways to accomplish an FMEA.
-- Simplified.
-- More Formal FMEA.
- Two approaches for doing FMEA.
-- KISS ("Texas-Style")
-- Formal (spreadsheet)

Front 276

What some mistake proofing (POKA YOKE) ideas.

Back 276

NOTE Make it error proofing.
- Checklist.
- Templates/Pictures.
- Detailed action and work sequence.
- SOP's
- Use colors, color coding.

Front 277

What are some Control Chart Applications?

Back 277

- In the Measure phase.
- In the Analyze phase.
- In the Improve phase.
- In the Control phase.

Front 278

Control vs. Capability...

Back 278

- Process Control OUT OF CONTROL - is it stable, predicatable, prefit.
- Process Capability IN CONTROL BUT NOT CAPABLE.
- BEST is in Control and Capable.

Front 279

What are some out-of-control symptoms?

Back 279

UCL
Zone A 2%
Zone B 14% 95%
Zone C(center) 34% 68%
Zone C(center) 34%
Zone B 14%
Zone A 2%
LCL

Process out of control -
- 1 or more points are outside the control limits.
- 7 consecutive points are on the same side of the centerline.
- 7 consecutive inervals are either entirely increasing or entirely decreasing.
- 2 out of 3 consecutive points ar in the same Zone A or beyond.
- 4 out of 5 consecutive points are in the same Zone B or beyond.
- 14 consecutive points alternate up and down repeatedly.
- 14 consecutive points are in either Zone C (i.e. in cener third) something changed to input.

Front 280

Should control limits be re-calculated everytime a new data point is plotted?

Back 280

NO.

Reasons for recalculating limits:
- initial limit based on small amount.
- a deliberate process change is made.
- process improvement activities have resulted in demonstrated and sustained changes in the averages, standard deviation, or both.
- Someone up steam hs changed something - change control limit.

Front 281

Process stability, capability, and flexibility. What are they?

Back 281

- Stable - process that has oly common cause vriation.
- Capable - Process that is stable and meets current customer requiremetns, spec limits.
- Flexible - A process which is capable of meeting future customer requirements.

Front 282

What are the 5S System?

Back 282

- Sort - Identify what is needed.
- Set in Order - Determine a place for needed items...identify the storage place with clear markings.
- Shine - clean the office and maintain the equipment.
- Standardize - Office procedures, systems, and policies.
- Sustain - Review regularly the SOPs and insure compliance.
It promotes SAFETY.

Front 283

Documenting the project.

Back 283

- Project notebook.
- Formal project reports
- Communication of results.
- Creating a project Storyboard.

Front 284

Additional tools for reducing cycle time and improving workflow.

Back 284

- SMED (Single Minute Exchange of Dics) - quick changeovers.
- Single piece flow vs. batch.
- Cell Designs / Layouts.

Front 285

Benefits of reducing changeover time.

Back 285

- Higher productivity.
- Flexibility.
- Employee Benefits - simpler/safer.
- Standardization - right equips and tools at right place at right time.

Front 286

Changeover...

Back 286

- Inernal Steps - done when equipment is turned off.
- External Steps - done while equipment is still operating.
- Changeover time - time from when last good part comes off machine until the first good part comes off after the changeover.

Front 287

Tools for validaing improvements.

Back 287

- Hypothesis tesing.
- Run charts.
- Box plots.
- Summary Stats.

Front 288

FMEAs

Back 288

- 3 types - Process, Product, and Defect.
- Risk Priority Number (RPN) = Severity x Occurrence x Escaped Detection.
- High RNs should get highest priority.

Front 289

Poka Yoke means?

Back 289

To "mistake Proof".