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31 Cards in this Set

  • Front
  • Back

Statistical process control

A methodology for using control charts to monitor change.
Baldridge Criteria for Performance Excellence
A standard of excellence; guidelines for establishing and evaluating a performance management function
TQM and ISO 9000
A management philosophy and a set of international standards designed to assist international trade and help companies from efficient quality systems.
Quality Circles
A method for involving employees and their supervisors in process and workflow improvement.
Plan do check act (PDCA)
An iterative, problem-solving loop for carrying our change.
Re-engineering
A methodology for throwing everything out and organizing anew, based on processes
Six Sigma
A way of reducing variation and defects through statistical monitoring, as well as improving quality and customer satisfaction.
Benchmarking
A method in which a company compares its performance against that of a best-in-class company.
Balanced scorecard
A method of aligning groups of business activities to the vision and strategy of the organization

Lean

A methodology for reducing waste, cost, and cycle time, and improving process flow.

Six Sigma and Lean are influenced by team-based methodologies, especially quality circles and gemba

The PDCA is the bases of most improvement methodolgies, including 6 Sigma and lean.

Six Sigma has adopted many SPC tools and approaches, including control charts

Which statements accurately describe the impact of other continuous improvement methodolgies on Six Sigma and Leam?
Value stream mapping
Plotting the flow of materials and information to identify steps that require improvement
Kanban
A card used by a downstream operation to request inventory from an upstream operation.
5S methodology
Multi-step process for achieving and maintaining a clean and efficient workplace.

Poka-yoke

Fail-safe mechanisms designed to prevent a process from producing defects.
Seven Wastes
A tool for removing multiple wastes from the value stream
Kaizen
A highly focused, short-term, rapid improvement event performed by cross-functional teams at the workgroup level that identifies and removes waste from a process
Just in time
A low inventory production system, using pull scheduling to replenish downstream operations with work in process inventory as demanded.

Lean is a continuous improvement methodology aimed at eliminating waste, which produces a highly motivated workforce, reduced inventories, and a quest for the highest quality products or services.

Which statement best describes how Lean benefits a company?

Process capability

A measure of how well a process is able to deliver defect free outputs according to specification.
Variance
A statistical term; deviation from the process mean
Defect
An aspect or output of a process that does not meet a defined specification.
Variation
Fluctuation exhibited in the output of a process.
Critical to quality
An aspect or output of a process that does not meet a defined specification.

Six Sigma is a process improvement initiative that aims for near perfection through continous improvement that aligns "the voice of the process" with the "voice of the customer", relies on statistical tools and processes, and allow no more than 3.4 defects per one million opportunities.

Which statement best describes how Six Sigma benefits a company?
Lean
The quest for perfection occurs through waste elimination along the value stream.
Both Six Sigma and Lean
Employees participate across the organization.

Behavioral and system changes may produce a culture change across the organization.
Six Sigma
Decisions are driven on the basis of statistical methods and data.

The methodology is guided by a project charter.
Lean
"The new manufacturing processes are taking too long. We have to reduce lead time, fast!"

"our financial picture requires us to begin to achieve many small improvements quickly."

Six Sigma

"After the drop in quality in last year's new models , our customer base is deserting us in droves. We've got to get our base back."

"We're accepting way too much variation to remain competitive for long. We have to figure out how to measure and reduce it."
Adopt Lean to streamline processes and obtain immediate results; then implement Six Sigma to improve customer satisfaction and statistically monitor processess.
The executive board establishes process improvement goals. The company needs to become faster and more responsive to customers, acheive near perfect quality, streamline production processes, and use statistics to monitor improvements. The manufacturer needs to realize immediate results but is willing to make a long-term financial commitment. Which approach is best?