Lean Six Sigma - Tsa I

Front 1

TIMWOOD

Back 1

Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects/Rework, also People (unused, or under-utilized talents)

Front 2

What is the mathematical foundation of Lean?

Back 2

Little's Law

Front 3

What is the mathematical foundation of Six Sigma?

Back 3

y = f(x)

Front 4

The tools of lean remove _____ from a process?

Back 4

Waste

Front 5

The tools of Six Sigma remove _____ from a process?

Back 5

Variation

Front 6

The eight forms of waste are...

Back 6

TIMWOOD...Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects/Rework, also People (unused, or under-utilized talents)

Front 7

Little's Law

Back 7

Process Lead Time = number of units in process/average completion rate

Front 8

True or False; A Charter describes what will be done to fix a process.

Back 8

False. A project charter does not offer possible causes or solve the problem.

Front 9

The problem statement in a Charter is stated in terms of _____

Back 9

Metrics

Front 10

SIPOC

Back 10

Supplier, Input, Process, Output, Customer

Front 11

Goals should be SMART

Back 11

Specific, Measurable, Attainable, Relevant, Time Bound

Front 12

Who is accountable for writing a project charter?

Back 12

The Sponsor

Front 13

Who is responsible for writing a project charter

Back 13

The Green Belt

Front 14

What tool can be used to assess the support level of key people connected to an LSS project?

Back 14

Stakeholder Analysis

Front 15

Effective communication requires what three actions?

Back 15

Target, Frequency Media

Front 16

Five stages of team development

Back 16

Forming, Storming, Norming, Performing, Adjourning

Front 17

VoC

Back 17

Voice of the Customer

Front 18

VoB

Back 18

Voice of the Business

Front 19

VoE

Back 19

Voice of the Employee

Front 20

CCR

Back 20

Critical Customer Requirements (also called Critical to Quality requirements (CTQ)

Front 21

CTQ

Back 21

Critical to Quality requirements. Also called CCR (Critical Customer Requirements)

Front 22

True or False; A 'standardized form' is an example of a well defined CTQ

Back 22

False.

Front 23

Describe three areas that are considered during a value add analysis.

Back 23

Customer Value Add (CVA), Business Non-Value Add (BNVA), Non-Value Add (NVA)

Front 24

A type of process map that might be used to show the flow of a unit between departments

Back 24

Swim Lane

Front 25

A type of process map that shows what the unit is doing along with information flow

Back 25

Value Stream Map

Front 26

What are 3 levels of benefits that a project can have?

Back 26

Direct cost savings, cost avoidance, intangible benefits

Front 27

A high-level process map that can help define the project scope

Back 27

SIPOC

Front 28

What are the primary areas of performance that any project can impact?

Back 28

Risk, Effectiveness, and Efficiency

Front 29

Risk

Back 29

Impact on mission risk

Front 30

Effectiveness

Back 30

Impact on the quality of process

Front 31

Efficiency

Back 31

impact on speed of delivery

Front 32

A tool that gathers several customers together and explores an aspect of process performance.

Back 32

Focus Group

Front 33

Process Cycle Efficiency (PCE)

Back 33

Customer Value Add Time (CVA time) / Process Lead Time

Front 34

PCE is the performance indicator of....

Back 34

...how efficiently the process is converting work-in-progress to exits

Front 35

Two types of data commonly collected

Back 35

Continuous and Discrete (Attribute) Data

Front 36

Continuous Data

Back 36

Any variable measured on a continium or scale that can be infinitely divided into recognizable parts. (time, currency, size, weight, temperature, etc.) Continuous data is always preferred over discrete data.

Front 37

Discrete (Attribute) Data

Back 37

A count, proportion, or percentage of a characteristic or category (late delivery, gender, region/location, room type, etc).

Front 38

Population Sampling

Back 38

Drawing from a fixed group with definable bounderies, with no time element (that is, time order is lost).

Front 39

Process Sampling

Back 39

Sampling from a flow of units moving through a process in time order.

Front 40

What is a Quick Win

Back 40

A Quick Win is a solution idea that is already developed and essentially in the Improve Phase already.

Front 41

What is a Rapid Improvement Event (RIE)

Back 41

It is essentially an accelerated DMAIC.

Front 42

What is the criteria for a Quck Win?

Back 42

Minimal or no capital expenditure, low risk, improvements can be implemented quickly (within 1-2 weeks), and the project team has the authority to implement the desired changes.

Front 43

Quick Wins should be low risk in what way?

Back 43

They should have a narrow scope, have buy-in to solutions by all Stakeholders, and have certainty that the change will have a positive impact.

Front 44

What are the five stages of 5S?

Back 44

Sort, Store, Shine, Standardize, Sustain

Front 45

Sort (5S)

Back 45

Clearly distinguish needed items from unneeded items and eliminate the latter.

Front 46

Store (5S)

Back 46

(Also known as Set in Order or Simplify) Keep needed items in the correct place to allow for easy and immediate retrieval.

Front 47

Shine (5S)

Back 47

Keep the work space orderly and clean.

Front 48

Standardize (5S)

Back 48

Standardized cleanup. This is the condition we support when we maintain the first three pillars

Front 49

Sustain (5S)

Back 49

(Also known as Self-Discipline) Make a habit of maintaining established procedures.

Front 50

Data Stratification

Back 50

The capture and use of characteristics to sort data into different categories (also known as 'slicing the data').