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70 Cards in this Set
- Front
- Back
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RDMAICSI |
Recognize current state Define improvement plans Measure current systems Analyze performance gaps Improve system elements Control system Standardize best systems Integrate best into strategy |
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Juran and crosby |
Quality trilogy and the 4 absolutes |
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Deming(1) |
Created PDSA
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Feigenbaum(1) |
Created TQM |
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Ishikawa(2) |
Created fishbones and company wide quality control |
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Shewhart(4) |
Assignable vs. Chance cause Control charts PDCA Statistical methods |
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Taguchi(4) |
Loss function SNR Experimental designs Design robustness |
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Taylor(2) |
Fathered scientific management Divided work into elements |
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Ford(1) |
First big waste reduction advocate |
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Sakichi Toyoda(2) |
Invented jidoka Started toyota |
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Kiichiro toyoda(1) |
Developed poka yoke |
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Taiichi Ohno(1) |
Formalized the Toyota Production System |
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Shingo(2) |
Developed SMED TPS contributor |
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Meaning of strategic planning |
Setting directions and determining plans. |
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Meaning of market focus
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Hear the customer and accomodate them. |
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Meaning of human resource focus |
Creating development for associates and directing them.
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Process management |
Process design, control, and improvement. |
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Low-performing companies should |
Develop basics Manage costs Have problem-solving teams Develop customers |
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Mid-performing companies should |
Monitor goals Involve middle management Department improvement teams Simplify processes |
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High performing companies |
Benchmark Communicate strategic plan Empower employees Continuous improvement |
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3 quality dimensions |
Conformance Budget efficiency Adaptation |
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SIPOC implications |
O is a function of SIP variation in O can be used to signal attention to elements in SIP. |
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CTQ |
Listed requirements of the customer |
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CTD |
Stated needs regarding delivery |
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CTP |
Input variables to the process creating quality |
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CTS |
Safety needs and risks |
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Benchmarking (5) |
List current practices. Identify better outside performers. Analyze best. Model best. Repeat. |
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Prevention costs |
Costs from anything to prevent the process and results from costing more than necessary while still delivering perfect results. |
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Appraisal costs |
Costs from the measurement of a system or its results. |
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Internal Failure costs |
Internal costs from the inability of the system to do its function as planned the first time, including retaining employees and ordering on time. |
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External failure costs |
External costs from the inability of the system to ensure it meets customer demand correctly, the first time, as planned. |
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4 absolutes of quality |
Quality is conformance. Prevention causes quality, not appraisal. Zero defects is the standard. The price of non conformance is how quality is measured. |
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Quality trilogy |
Quality planning Quality control Quality improvement |
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Dissatisfiers (Hygiene factors) |
Don't help but kill morale if missing; supervision, good conditions, good working relationships, pay, security, and policies. |
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Satisfiers (Motivation factors) |
Make employees want to perform better; Achievement, recognition, results, responsibility, advancement. |
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Features of enriching jobs |
Variety
Completion Significance Autonomy Feedback |
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Improving the forming stage |
Acquaint members Define purposes and rules Structure meetings Encourage participation |
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Improve the storming stage |
Develop the problem-solving format Define roles Debrief meetings Deal with conflict and agendas Focus |
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Improve the norming stage |
Evaluate team Summarize progress Tie members outside of the team |
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Improve performing stage |
Promote openness Permit self-direction Establish new goals |
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Team life cycle |
Build > Develop > Optimize Build = uncertain group, leader shoulders tasks and relationships. Develop = members adopt task work, the leader still facilitating. Optimize = Members self-manage work and conflict, the leader is a delegator. |
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Modern management tools (7) |
Affinity diagram Tree diagram Process decision program chart Matrix diagram Interrelationship digraph Prioritization matrices Activity network diagram |
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Qfd |
Converting wants and needs into technical characteristics. Wants left, design features top, customer prios right, target values bottom. Hat to show inter-relationships |
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CTC |
Definite cost control factors that impact stakeholders |
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Nominal group technique |
Sum rankings of choices |
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Needs categories (4) |
Basic: unintentionally assumed Expected: what they think they are buying Desired: Unpurchased bonuses like good service Unanticipated: attributes above the customer purchase |
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Perceptual map |
Tells you what customers should want and respond to. X axis is satisfaction Y axis is importance |
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Charter elements |
Business case Purpose Objectives Scope Goal Team Milestones & Deliverables Resources needed |
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Process decision program chart |
Lists possible problems and their solutions. |
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Activity network diagram |
Beginning and ending at single start and finish nodes it flowcharts the activities and times to get to finish |
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Accuracy |
How close the measured value is to true value |
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Bias |
Deviation of measured value from real value in units. |
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Linearity |
How constant bias stays over the range of inputs |
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Stability |
Constancy of bias and linearity over time |
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Precision |
Closeness of measurements of same true value |
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Repeatability |
Rate at which same person and same equipment will get same results |
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Reproducibility |
Rate at which different people will measure the same good with the same equipment the same |
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Discrimination |
Minimum detectable size to show changes in measurement |
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Precision to tolerance ratio |
6 standard deviations over spec range |
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Ppk vs cpk |
Ppk is used for sample data in which it is not known whether a process is stable Cpk uses stable population data |
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Cpm |
Process Capability index of the mean Much like the cp calculation but adds difference of mean and target value squared to the sigma term |
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1.5 sigma shift |
Short term performance will tend to drop 1.5 sigma over time |
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Correlation coefficient r |
Percentage at which two variables predict each other. |
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Determination coefficient r^2 |
Percent of output variation explained by the input. |
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Linear regression model |
Y=C1X+C0+sigma^2 |
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P chart |
Plots proportion and samples. Think batch processes. |
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Logit analysis |
Plots log of proportion of Defects to not defects Log(p/(1-p)) |
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Quartiles |
25%, 50%, 75% 50% is usually labeled median 100% means highest in population. |
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Percentiles |
The % placement you have in the frequency of a population |
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Z score |
Shows deviation from the mean in standard deviations (X-mu)/stdev |
