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32 Cards in this Set
- Front
- Back
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IA1 Where did SPC / SQC originate from? |
Walter A. Shewhart - Western Electric is considered the father of SQC |
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Where did Continuous Process Improvement originate from? |
Joseph M. Juran - Quality Improvement and Quality Control |
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Where did Zero Defects Concept originate from? |
Philip B. Crosby - originated Zero Defects Concept. |
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Where did Total Quality Control originate from? And what are the three steps? |
Armand V. Feignbaum originated TQC and lists 3 steps: 1. Quality Leadership 2. Modern Quality Technology 3. Organisational Commitment |
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Who created the Cause and Effect Diagram? |
Kaoru Ishikawa developed the Cause and Effect Diagram |
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10 Approaches to Quality over the years |
Quality Circles SPC ISO9000 Reengineering Benchmarking Balanced Scorecard Balridge Award Criteria Six Sigma Lean Manufacturing Lean-Six Sigma |
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Quality Circles 1979-1981 |
Quality Improvement or Self-Improvement Study groups composed of a small number of employees ≤10 and a supervisor. Originates from Japan where they're call Quality Control Circles. |
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SPC - Statistical Process Control |
The application of Statistical techniques to control a process. AKA SQC |
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ISO 9000 |
Set of International Standards on Quality Management and QC. |
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Reengineering |
Breakthrough approach involving restructuring of an entire organisation and it's processes. |
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Benchmarking |
Improvement Process involving measuring performance against the best in class companies. Determine how those companies achieve their performance levels and uses that information to improve its own performance. The subjects that can be benchmarked including strategies, operations, processes and procedures. |
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Balanced Scorecards 1990s to Present |
Management concept that helps managers at all levels monitor their results in their key areas. |
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Baldrige Award Criteria 1987-Present |
Established by US Congress to raise awareness of quality management. Two awards annually in each 6 categories: Manufacturing, service, small business, education, healthcare and non-profit. |
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IA2: What is the Six Sigma Philosophy? |
Teams assigned well-defined projects that have direct impact on the organisation's bottom line. Training in Statistical thinking at all levels and providing key people with extensive training in advanced statistics and project management. Key people are black belts. |
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What else is Six Sigma Philosophy? |
DMAIC approach to problem solving. A management environment that supports these initiatives as a business strategy. |
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How many projects can Black Belts manage per year? |
Around 4 people with between $500k and $5,000k in contribution to the company's bottom line. |
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What are the four definitions of Six Sigma? |
Philosophy Set of Tools Methodology Metrics |
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Definition: Philosophy |
Views all work as processes that can be DMAIC'd. Processes require inputs and produce outputs. If you control the inputs then you will control the outputs. Generally, y=f(x) concept. |
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Definition: Set of Tools |
Set of Tools includes quantitative and qualitative techniques used to drive process improvement. Tools include SPC, Control Charts, FMEA and Process Mapping. No total agreement on which tools complete the set. |
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Definition: Methodology |
Methodological view recognises the underlying and rigorous approach to DMAIC. DMAIC defines the steps a Six Sigma practitioner is expected to follow, starting with identifying the problem and ending with the implementing long-lasting solutions. |
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Definitions: Metrics |
Six Sigma quality performance means 3.4 defects per million opportunities (accounting for a 1.5-sigma shift in the mean). |
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IA3: What is the definition of Lean? |
A systematic approach to identifying and eliminating waste (non-added value activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. |
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What's the ASQ definition of "non-value added"? |
A term that describes a process step or function that is not required for the direct achievement of process output. This step or function is identified and examined for potential elimination. |
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5 Lean ways to reduce waste... |
Teamwork Clean Flow Systems Pull Systems Reduced Lead Times |
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IA4: Describe the Relationship between Six Sigma and Lean |
Lean and Six Sigma have the same general purpose of providing the customer with the best possible quality, cost, delivery, and nimbleness. |
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Different angles of Lean and Six Sigma |
Lean focuses on waste reduction and achieves its goals by using less technical tools such as kaizen, workplace organisation , and visual controls. Six Sigma emphasises variation reduction and achieves its goals through statistical data analysis, DoE and hypothesis tests. |
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Successful Implementation of Lean Six Sigma is... |
beginning with the Lean approach, making teh workplace efficient and effective by reducing the 8 wastes. When process problems remain, the more technical Six Sigma statistical tools may be applied. |
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What do Lean and Six Sigma both require? |
A strong management support in order to make them standard. |
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Definition of Lean Six-Sigma. |
Lean Six-Sigma is a fact-based, data-driven philosophy of improvement that values defect prevention over defect detection. It drives customer satisfaction and bottom-line results by reducing variation, waste, and cycle time, while promoting the use of work standardisation and flow, thereby creating a competitive advantage. It applies anywhere variation and waste exist, and every employee should be involved. |
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IA5: What is a process? |
A series of steps designed to produce products and/or services. |
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What is a Business System? |
Systems Processes Sub-processes Steps |
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IA6: Six Sigma and Lean Applications |
Remember 4 Different Case Studies |
