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15 Cards in this Set
- Front
- Back
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Six-SigmaApproach: |
Ansystematic approach to problem solving and process improvements that relies on statistical analysis to eliminatedefects andto add value to the organization and its customers “Six sigma” represents a quality level ofat most 3.4 defects per million opportunities (demo) UsesDMAICto structure improvement efforts Pioneeredby Motorola in 1982 and popularized bythe success of General Electric |
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3-sigma: |
For process mean, 99.73% ofobservations will fall within 3 standarddeviations above and below the mean(or 2700 defects per million) |
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6-sigma: |
For process mean, 99.9999998% ofobservations will fall within 6 standarddeviations above and below the mean(or 0.002 defects per million) |
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Champion: |
Senior-level managers work with black belts and potential blackbelts to identify possible projects Provides continuing support for theproject and validates the results at the end of the project |
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MasterBlack Belts: |
Full time in-house six sigmaexperts/consultants/coaches Experienced black belts who serve asmentors and trainers for new black belts and green belts Non-parametric analysis, advancedregression methods, optimization experiments, advanced SPC |
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BlackBelts: |
committedfull-time to six sigma project initiation as project leaders Eachproject last from 2 months to a year -Individuals usually spend about two yearsas a black belt Projectreview measurement, multiple regression, sample size calculation, fullfactorial experiments/simulations |
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Green Belts: |
Work on projects on a part-time basis In less critical projects, activities arethe same as black belts (group leader) Trained in basic quality tools andwork in teams to improve quality Knowledgeable within the problemsolving model of DMAIC Process mapping, SPC, projectselection, hypothesis testing, one-way ANOVA, test for mean with t-test |
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Yellow Belts: |
The entry level part of the Six Sigmaorganization Work to produce empirical result:effective information collectors Beginners who have some generalknowledge about Six Sigma Basic principles, process mapping,fundamental statistics, developing graphs using fundamental quality tools |
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DMAICMethodology/ Steps (5): |
1. Define 2. Measure 3. Analyze 4. Improve 5. Control |
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Define: |
Initiatethe project Describethe problem in operational terms Drilldown to a specific problem statement (projectscoping) Identifycustomer requirements and critical-to-quality (CTQ) features Identifyperformance metrics |
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Measure: |
Understandthe process Measurecurrent performance Keydata collection questions What questions are we trying toanswer? What type of data will we need toanswer the question? Where can we find the data? Who can provide the data? How can we collect the data withminimum effort and with minimum chance of error? |
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Analyze: |
Involvesanalyzing data to determine the rootcauses of the defects Focus on why defects, errors, or excessivevariation occur Experimentationand verification What is the impact of a possible rootcause (X) on the error (Y) nPareto charts, regressions, experimentaldesigns.. |
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Improve: |
Involvesimproving the process by eliminating defects Idea generation/Brainstorming forcreative, innovative solutions Evaluationand selection of the generated ideas test solutions nImplementationplanning |
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Control: |
Finalizethe control system Maintainimprovements Standard operating procedures Checklist or reviewsnStatistical process control (SPC) chartsnTraining |
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Key differences between six sigma and TQM: |
Sixsigma: sees improvement in numbers $ TQM:measures by what Demmingsuggested; cant be represented by numbers |
