DOCSLIB.ORG

Lean Six Sigma Glossary Brought to You By

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Lean Six Sigma Glossary Brought to You By Lean Six Sigma Glossary Brought To You By: View Online Lean Six Sigma Glossary Including Visuals & Infographics At: https://goleansixsigma.com/glossary/ The web is overflowing with Lean Six Sigma resources. Our glossary provides clear, straight-forward language, organized for quick access so you can easily find and understand terms that you’re searching for. For a better understanding of these terms and an overview of Lean Six Sigma, check out our Green Belt Training & Certification. P300 COPYRIGHT 2015 GOLEANSIXSIGMA.COM. ALL RIGHTS RESERVED. 1 5 Whys: 5 Whys is a simple but effective method of analyzing and solving problems by asking “why” five times, or as many times as needed in order to move past symptoms and determine root cause. This approach is used in tandem with Cause-and-Effect or Fishbone diagrams. 5S: 5S is a workplace organization technique composed for five primary phases: Sort, Set In Order, Shine, Standardize, and Sustain. 8 Wastes (aka Muda): The 8 Wastes; Defects, Overproduction, Waiting, Non-Utilized Talent, Transportation, Inventory, Motion, and Extra- Processing are a list of the most common reasons for excess cycle time in a process. The idea of process improvement is to identify and remove all forms of waste from a process in order to increase efficiency, reduce cost, and provide customer value. A3: On a literal level, A3 refers to a ledger size piece of paper, but in the Lean world it is a one page project report. This one-pager contains the problem, the analysis of the process, the identified root causes, potential solutions and action plan all on a large sheet of paper. The practice of using A3s forces project teams to focus their efforts while at the same time makes it easy for others to review their work. Affinity Chart (aka Affinity Diagram): An Affinity Chart (or Affinity Diagram) organizes a large amount of data according to their natural relationships. Useful for bringing order out of chaos, Affinity Charts make complex processes & procedures easier to grasp by breaking them down into their constituent parts and reorganizing them into groups based on similarity. In practice, this involves writing ideas onto notecards or sticky notes, and then grouping these ideas into similar columns. This is generally a silent activity completed by 1 or 2 members of a group. P300 COPYRIGHT 2015 GOLEANSIXSIGMA.COM. ALL RIGHTS RESERVED. 2 Alternative Path: Used in process mapping, the Alternative Path method shows multiple ways of achieving the same result. Ideal for the mapping of very large and detailed processes, alternative paths are a process analysis tool. This is often done by assigning percentages to each path (e.g, time/incidents) for comparison purposes. Alternative Hypothesis: The Alternative Hypothesis, known as HA, is a form of hypothesis that assumes there is a statistically significant difference between two or more data samples. In any hypothesis test, if there is a less than 5% probability that the difference is due to chance, then the Null Hypothesis is rejected and the Alternative Hypothesis can be pursued. Analyze Phase: The Analyze Phase is the third phase of the DMAIC process, and focuses on identifying the root cause (or causes) of a process problem. The Analyze Phase requires data and knowledge gleaned from the previous Define and Measure phases of DMAIC. This phase focuses on analysis of the data and the process. In terms of the data focus, statistical analysis is a cornerstone of Analyze, ensuring that potential root causes are not only validated but significant enough to merit attention. Methods and tools used include Process Maps, Charts and Graphs, Hypothesis Testing, and Value-Added Analysis. Andon: Andon is an alert system that can be visual or audible, facilitating quick response to any problems in the process or system. This system includes a way for employees to stop the process, physically or electronically, so that the issue can be addressed before production continues. ANOVA: ANOVA (Analysis of Variance) is a form of hypothesis testing that determines if there is a significant difference in the means or averages of two populations of data. Assumption Busting: Assumption Busting is a brainstorming and questioning technique that does two things: it identifies and challenges conventional assumptions and eliminates them if they are obstacles to optimal solutions. Attribute Data (aka Discrete Data): Attribute data refers to categories or counts that can only be described in whole numbers; i.e. you can’t have half a defect or half a customer. This type of data is the opposite of continuous or variable data (temperature, weight, distance, etc.). Typical Attribute Data refers to the number of defects, number passed vs. number failed as well as the counts of different categories; i.e. number blue, number red, number yellow, etc. Attribute data can be represented in percentages and ratios such as 2.1 guests per hotel room or a 75% occupancy rate, but the source unit, the guest, can still not be truly divided. Baseline Measures: Baseline measures are data collected to establish the initial capability of a process to meet customer expectations. By collecting this data prior to making any changes to the process it is possible to determine if solutions implemented later on have the desired impact. P300 COPYRIGHT 2015 GOLEANSIXSIGMA.COM. ALL RIGHTS RESERVED. 3 Batching: Batching is the practice of making large lots of a particular item to gain economic efficiencies. Although the assumption is that it increases efficiency, batching increases total cycle time and increases the waste of waiting both internally and for the customer. Batching is considered the opposite of the concept of "Single-Piece-Flow" where the goal is to use the smallest batch possible with the optimal size being one unit. Black Belt: A Black Belt is the second highest level of training for a Six Sigma practitioner; Master Black Belt is the highest. A Black Belt devotes 100% of their time to Six Sigma and focuses the execution of specific Six Sigma process improvement projects. In addition to project work, they are often assigned as a mentor to one or more Green Belts. Bottleneck: A Bottleneck is a step in the process where the process is limited in the volume it can handle. This is often the result of specialization, task imbalance or other constraints on capacity. Bottlenecks constrain the process and limit the ability of the process to flow at the rate of customer demand. Box Plot (aka Box and Whisker Plot): A Box Plot is a graphical view of a data set which involves a center box containing 50% of the data and “whiskers” which each represent 25% of the data. It divides the distribution of a data set into four portions: the lower “whisker” contains the first quartile or 25% of the data, the lower segment of the box contains the second quartile, above the median line to the top of the box is the third quartile and the upper “whisker” represents the 4th quartile of data. The midpoint of the box represents the median of the data set, and its position indicates if there is any skew to the data.. The endpoints of the top and bottom whiskers represent the largest and smallest data points, respectively. Outliers, or data that does not fit the predominant distribution, are represented by asterisks at the top and bottom of the box plot. This graph is most useful when comparing two or more strata or data sets. Brainstorming: Brainstorming is a free-thinking group method for generating ideas to handle a challenging situation. An underlying maxim for Brainstorming is “from quantity comes quality.” The primary objective of Brainstorming is to encourage innovation and out-of-the-box thinking. To achieve this goal, the Brainstorming session is performed with no editing: analysis, discussion, and criticism are allowed only after the session. Business Case: A Business Case is a broad statement that helps sell or justify a specific improvement opportunity to the senior leadership or stakeholders in an organization. This is generally part of a Lean Six Sigma Project Charter. A Business Case defines how the customer is negatively impacted, how long they’ve been impacted, and the benefits of making of an improvement–or, conversely, the risks of not doing so. This is done by tying the improvement opportunity to the organization’s business objectives, which include their overall business strategy, customers, and values. P300 COPYRIGHT 2015 GOLEANSIXSIGMA.COM. ALL RIGHTS RESERVED. 4 Cause and Effect Diagram: A Cause and Effect Diagram is structured brainstorming tool designed to assist an improvement team in listing potential causes of a specific effect. It is also known as an Ishikawa Diagram, for its creator, or a Fishbone Diagram, for its resemblance to the bones of a fish. Causes are often grouped into major categories, which are classically defined as the 6 Ms: Man/Mind Power (people), Methods (processes), Machines (technology), Materials (raw materials, information, consumables), Measurements (inspection), and Milieu/Mother Nature (environment). An additional 2 Ms are also sometimes used: Management/Money Power and Maintenance. Central Tendency: Central Tendency is the “center point” of a process distribution. It can be measured in one of three ways: Median (middle most data point in a sorted data set), Mode (data value repeated most often), and Mean (average). Changeover Reduction: Changeover Reduction is the practice of dramatically reducing or eliminating the time to change from one method or unit to another. This concept is also known as Set-up Reduction or Single Minute Exchange of Die (SMED) where the goal is to reduce the changeover time to single digits or under 10 minutes. This was originally developed by Shigeo Shingo in order to reduce the time spent in setting up equipment or materials since setup does not add value.
Load more

Recommended publications
  • Achieving Total Quality Management in Construction Project Using Six Sigma Concept
    International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056 Volume: 05 Issue: 06 | June 2018 www.irjet.net p-ISSN: 2395-0072 Achieving Total Quality Management in Construction Project Using Six Sigma Concept Dr.Divakar.K1 and Nishaant.Ha2 1Associate Professor in Civil Engineering, Coimbatore Institute of Technology, Coimbatore-641014 2Assistant Professor in Civil Engineering, Kumaraguru College of Technology, Coimbatore-641049 ---------------------------------------------------------------------***--------------------------------------------------------------------- Abstract - A Six Sigma approach is one of the most Low Sui Pheng and Mok Sze Hui (2004) examined the efficient quality improvement processes. In this study, six strategies and concepts of Six Sigma and implemented sigma concepts were applied in construction scheduling those concepts in construction industry. A. D. Lade et.al. process to avoid delay as well as to maintain the quality of (2015) analysed the quality performance of Ready Mix the construction activities. Detailed schedule of the building Concrete (RMC) plant at Mumbai, India, using the six was analysed & also the updated schedule was verified. At sigma philosophy had been evaluated using various this stage, DMAIC (Define, Measure, Analyse, Improve and quality tools and sigma value was calculated. According to Control) principle was implemented. The variation in the the sigma level, recommendations were given for the scheduling due to delay of the activities was noted down. improvement. Seung Heon Han et.al. in their study they Delay reasons and their impacts in the whole project were developed a general methodology to apply the six sigma calculated. All delayed activities were considered as principles on construction operations rather than “Defects”. DPMO (Defects Per Million Opportunities) was construction materials in terms of the barometers to calculated.
    [Show full text]
  • Revised ASQ 711 THEORY of CONSTRAINS JUNE 13 2017
    THEORY OF CONSTRAINTS Presented by CHHANUBHAI (C.G.) MISTRY JULY 19, 2017 ASQ 711 THEORY OF CONSTRAINTS AGENDA Introduction Basics of Theory of Constraints TOC The Thinking Process Throughput, Inventory and Operating Expenses Different types of Constraints TOC, Lean and Six Sigma ASQ 701 6/13/2017 2 THEORY OF CONSTRAINTS INTRODUCTION Book: The GOAL Author: Dr. ELiyahu M. Goldratt • What to change---find and use the leverage point • What to change to---create the simple, practical solutions • How to cause the change---build a secure and stable improvement environment. ASQ 701 6/13/2017 3 THEORY OF CONSTRAINTS INTRODUCTION Every process has a constraint (bottLeneck) and focusing improvement efforts on the constraint is the fastest way to improved profitability. TOC heLps to prioritize the improvement activities. TOC heLps to improve bottom Line profits. It heLps to focus on rapid improvements. TOC heLps to identify constrains in compLex systems. ASQ 701 6/13/2017 4 THEORY OF CONSTRAINTS BOTTLENECK ASQ 701 6/13/2017 5 THEORY OF CONSTRAINTS BASICS OF THEORY OF CONSTRAINS • TOC – It is a methodoLogy used to identify the factor most responsibLe for not aLLowing the achievement of throughput at maximum efficiency and output. • It is a scientific approach to continuous improvements • TOC uses Management tooL - Thinking Process. ASQ 701 6/13/2017 6 THEORY OF CONSTRAINTS THINKING PROCESS When reaL constrain is poLicy or practice, Thinking process is very heLpful: • What to change: What core problem bedeviLs the organization • What to change to: What action wiLL provide a breakthrough soLution • How to create the change: Actions needed to create the desired environment and how they can be executed.
    [Show full text]
  • Lean Six Sigma for Dummies‰
    Lean Six Sigma FOR DUMmIES‰ 2ND EDITION by John Morgan and Martin Brenig-Jones A John Wiley and Sons, Ltd, Publication Lean Six Sigma For Dummies®, 2nd Edition Published by John Wiley & Sons, Ltd The Atrium Southern Gate Chichester West Sussex PO19 8SQ England www.wiley.com Copyright © 2012 John Wiley & Sons, Ltd, Chichester, West Sussex, England Published by John Wiley & Sons, Ltd, Chichester, West Sussex All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmit- ted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency Ltd, Saffron House, 6-10 Kirby Street, London EC1N 8TS, UK, without the permission in writing of the Publisher. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, England, or emailed to [email protected], or faxed to (44) 1243 770620. Trademarks: Wiley, the Wiley logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, Making Everything Easier, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc., and/or its affiliates in the United States and other countries, and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc., is not associated with any product or vendor mentioned in this book.
    [Show full text]
  • Lean Process Improvement Assessment
    LEAN PROCESS IMPROVEMENT ASSESSMENT INSTRUCTIONS: Read each item, then check a box on the 1-to-5 scale to show how often this occurs in your workplace: If you checked "often" or "very often" then consider: 1 = never 2 = rarely 3 = sometimes 4 = often 5 = very often In my work area, we spend too much time looking for the items we need to do our 5S+ 1 2 3 4 5 1 jobs: files, materials, equipment, and so on. If the physical work area was better 5S+ stands for sort, straighten, shine, standardize, sustain, organized, we’d be more productive and less frustrated. and safety. When we get inputs from customers or from other sources (from paper forms or Poka-Yoke online web forms, for example), we often find that the incoming information is 1 2 3 4 5 From the Japanese term for mistake-proofing, poka-yoke is 2 incomplete or inaccurate. We have to circle back to people to get the information all about putting measures in place to prevent errors from we need. If we received complete information from them the first time around, we’d occurring as a process unfolds. be a lot more efficient. We find ourselves wondering what our customers are thinking. Are we meeting their Voice of the Customer needs and expectations? Are they happy with our work? Are there things we can do 1 2 3 4 5 When it comes to improvement, understanding the 3 to increase their satisfaction? If we had answers to these questions, we could serve customer’s spoken and unspoken requirements is essential.
    [Show full text]
  • A Concise Literature Review on Comparison Between Lean Manufacturing and Six Sigma with Their Separate and Combined Applications to a Few Specific Industrial Sectors
    Proceedings of the International Conference on Industrial & Mechanical Engineering and Operations Management Dhaka, Bangladesh, December 26-27, 2020 A Concise Literature Review on Comparison between Lean Manufacturing and Six Sigma with Their Separate and Combined Applications to a Few Specific Industrial Sectors Nafiz Afsan, Md. Abdul Aziz and A.R.M. Harunur Rashid Department of Mechanical and Production Engineering (MPE) Islamic University of Technology (IUT) Boardbazar, Gazipur, Dhaka, Bangladesh [email protected], [email protected], [email protected] Abstract Lean Manufacturing heavily focuses on reducing waste in order to maximize production. Six Sigma is largely identical to Lean Manufacturing fundamentals, but its main focus is to produce high quality output in consistent manner. Though both methodologies aim at improving manufacturing processes and creating efficiencies, they have their unique set of characteristics that might be best suited when implemented separately. But in the long run, companies have identified the combined implementation of Lean Manufacturing and Six Sigma as the way forward, as it helps to take the advantage of the strengths of both the strategies while providing a comprehensive, effective and suitable solution to various issues related to the improvement of processes and products. This paper focuses on a comparative exploration of lean manufacturing and six-sigma in terms of their different types of applications to various industries. From our study, it has been observed that, Lean Manufacturing and Six Sigma methodologies are actively being implemented in conjunction and thus have coined themselves together as the Lean Six Sigma strategy. Keywords Lean Manufacturing, Six Sigma, Lean Six Sigma, TQM.
    [Show full text]
  • Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes
    Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes Jim Ellis Certified Master Black Belt J&J Process Excellence Director – US Sales Strategic Accounts [email protected] Intent: Using the DMAIC Process to Direct the Sequencing of Lean/Six Sigma Tools for Successful Project Outcomes The purpose of this presentation is to share with the attendees my experience over the past 5 years using the DMAIC Process how to determine what Lean and/or 6 Sigma tools is the best to use when for assuring successful outcomes of your projects. Learning Objectives: 1.) Clear understanding of DAMIC Process 2.) Clear understanding of which common Lean and 6 Sigma Tools are best used in what stage of DMAIC 3.) Clear understanding of how to assess success for a project and know if you have achieved it. After Attending the attendees will: 1.) Know what the DMAIC process is and how it is applied in project planning 2.) Understand which Lean and 6 Sigma tools are used in what sequence to assure successful project outcomes © 2008 Ortho Clinical Diagnostics The Driving Forces of Change Today’s Healthcare Delivery Challenges… Declining Resources $29.9 Space Vacancy Capital Funds billion Skilled Labor Rates Medicare/Medicaid Reimbursement Laboratory Techs 5.9% Shortfall Imaging Techs 5.9% Pharmacists 8.1% RNs 8.1% Inpatient Admissions2 ED Visits2 Volume New Technology Market Pressures Increasing Pressures © 2008 Ortho Clinical Diagnostics Why are labs changing? “I need to transform my lab!” Why? • 2X Volume • ½ the
    [Show full text]
  • Download Complete Curriculum
    L E A N S I X S I G M A G R E E N B E LT C O U R S E T O P I C S Copyright ©2019 by Pyzdek Institute, LLC. LEAN SIX SIGMA GREEN BELT COURSE TOPICS LESSON TOPIC Overview A top-level overview of the topics covered in this course What is Six Sigma? A complete overview of Six Sigma Lean Overview 1 Waste and Value Lean Overview 2 Value Streams, Flow and Pull Lean Overview 3 Perfection Recognizing an Linking your Green Belt activities to the organization’s Opportunity vision and goals Choosing the Project- How to pick a winning project using Pareto Analysis Pareto Analysis Assessing Lean Six Sigma How to carefully assess Lean Six Sigma project candidates Project Candidates to assure success Develop the Project Plan 1 Team selection and dynamics; brainstorming; consensus decision making; nominal group technique Develop the Project Plan 2 Stakeholder analysis, communication and planning, cross functional collaboration, and Force Field Analysis Develop the Project Plan 3 Obtain a charter for your project Develop the Project Plan 4 Work breakdown structures, DMAIC tasks, network diagrams Develop the Project Plan 5 Project schedule management; project budget management Develop the Project Plan 6 Obstacle avoidance tactics and management support strategies High Level Maps 1 L-Maps, linking project charter Ys to L-Map processes High Level Maps 2 Mapping the process from supplier to customer (SIPOC) High Level Maps 3 Product family matrix 2 Voice of the Customer (VOC) 1 Kano Model, getting the voice of the customer using the critical incident technique VOC 2-CTQ Specification Link the voice of the customer to the CTQs that drive it Principles of Variation 1 How will I measure success? Are my measurements trustworthy? Scales of measurement, data types, measurement error principles.
    [Show full text]
  • Review Paper on “Poka Yoke: the Revolutionary Idea in Total Productive Management” 1,Mr
    Research Inventy: International Journal Of Engineering And Science Issn: 2278-4721, Vol. 2, Issue 4 (February 2013), Pp 19-24 Www.Researchinventy.Com Review Paper On “Poka Yoke: The Revolutionary Idea In Total Productive Management” 1,Mr. Parikshit S. Patil, 2,Mr. Sangappa P. Parit, 3,Mr. Y.N. Burali 1,Final Year U.G. Students, Mechanical Engg. Department,Rajarambapu Institute of Technology Islampur (Sangli),Shivaji University, Kolhapur (India) 2,P.G. Student, Electronics Engg. Department, Rajarambapu Institute of Technology Islampur (Sangli), Shivaji University, Kolhapur (India) Abstract: Poka-yoke is a concept in total quality management which is related to restricting errors at source itself. It deals with "fail-safing" or "mistake-proofing". A poka-yoke is any idea generation or mechanism development in a total productive management process that helps operator to avoid (yokeru) mistakes (poka). The concept was generated, and developed by Shigeo Shingo for the Toyota Production System. Keywords— Mistake-proofing, Total quality management, Total productive management. I INTRODUCTION In today’s competitive world any organisation has to manufacture high quality, defect free products at optimum cost. The new culture of total quality management, total productive management in the manufacturing as well as service sector gave birth to new ways to improve quality of products. By using various tools of TQM like KAIZEN, 6 sigma, JIT, JIDCO, POKA YOKE, FMS etc. organisation is intended to develop quality culture.[2,6] The paper is intended to focus basic concept of poka yoke, types of poka yoke system, ways to achieve simple poka yoke mechanism. It also covers practical study work done by various researchers .
    [Show full text]
  • Methods and Concepts for Lean-Powered Improvement
    Methods and Concepts for Lean-Powered Improvement DAILY LEAN “Just do it” Easy improvements found in daily work, walk-throughs, events, etc. Huddles Quick team sessions to check work status, make decisions, problem solve Kanban Boards Visual tool to communicate and optimize the flow of work Scorecards and Scoreboards Prominent visuals showing process performance and other key measures STRUCTURED METHODS Process Mapping A drawing of the workflow showing all steps in a process Standard Work Documented approach (templates, maps, job aids) to ensure consistency A3 Problem Solving Structured tool and process for problem-solving and communication 5S Method for organizing a work area to make it more efficient and orderly Process Walk (Gemba Walk) Walk-through to spot waste and find quick improvement opportunities Six Sigma Statistics-based approach for eliminating defects and variation IMPROVEMENT EVENTS Kaizen Event Structured approach to overhaul a process and plan rollout; 4-5 days Multi-Session PI Event Kaizen event approach but in 2-3 sessions, each lasting 1-3 days Small-Scope PI Event Focuses on a subset process, with rapid rollout; half day to 3 days Value Stream Mapping (VSM) High-level look at processes/systems to find improvement opportunities Lean Process Design Uses Lean concepts to create new processes KEY UNDERLYING CONCEPTS Voice of the Customer Be clear on what creates value from the customer’s perspective Making the Invisible Visible Identify and see all the steps that make up the process Flow Ensure that those value-creating
    [Show full text]
  • Using DMAIC in Improvement of Customer Satisfaction and Facilities Provided at Commuter Stations
    International Journal of Academic Research in Business and Social Sciences 2016, Vol. 6, No. 12 ISSN: 2222-6990 Using DMAIC in Improvement of Customer Satisfaction and Facilities provided at Commuter Stations Roslina Mustapha1, Nurul Fadly Habidin2 1Department of Business Management, Faculty of Management and Economics, Universiti Pendidikan Sultan Idris, 35900 Tanjung Malim, Perak, Malaysia 2Department of Management and Leadership, Faculty of Management and Economics, Universiti Pendidikan Sultan Idris, 35900 Tanjong Malim, Perak, Malaysia DOI: 10.6007/IJARBSS/6-i12/2564 URL: http://dx.doi.org/10.6007/IJARBSS/v6-i12/2564 Abstracts This paper discusses the use of six sigma approach to improvement of customer service and facilities at commuter stations. The management of commuter stations should be sensitive to the needs and desires of the passengers. In this study, DMAIC approach taking into accounts the views of the customer (VOC) to the dissatisfaction of commuter services and facilities available at commuter stations. Keywords: Six sigma, DMAIC, customer satisfaction, business management 1. Introduction The performance of a business, whether private or public sector is depends on customer satisfaction. For commuter service almost 20 years of presence in Malaysia, there are still some problems, especially to people with disabilities (PWDs) who want to use the commuter service. Using the six-sigma approach is one way to solve the problem of quality of service. Problem solving is an activity to change what is actually happening to what is supposed to happen (Evans & Lindsay, 2007). People with disabilities are not left behind in the services for commuters as it is one of the convenient public transports, safe and cheap.
    [Show full text]
  • Define Measure Analyze Contr Ol
    Lean Six Sigma BENEFITS STRATEGIC VALUE METHOD ORGANIZATION • Process improvement and • Superior cost structure • Professional and scientific • Improvement projects are led by Green redesign (manufacturing, • Competitive advantages based problem solving and Black Belts, who are familiar with the construction, financial services, on customer satisfaction • Working with precise and process and Lean Six Sigma healthcare, public sector, quantitative problem descriptions • Improvement projects follow the DMAIC high-tech industry) • Competence development in operations management, project • Starting with a data-based approach • Resulting in superior quality management and continuous diagnosis • Lean Six Sigma program management and efficiency levels improvement • Designing evidence-based coordinates projects by strategically • Structural financial impact improvement actions choosing projects and making sure that benefits are realized 0. DEFINE THE PROJECT Stakeholder analysis Lets initiative happen Legend: M oderately agains Strongly against 0: Current situation Makes initiative S I P O C X: Preferred situation Helps initiative happe Influence n Stakeholder Stake t Person 1 Person 2 Person 3 SIPOC Person 4 - Project charter - SIPOC and process flow chart - Benefit analysis - Organization (time and review board) DEFINE - Stakeholder analysis Project charter Stakeholder analysis 1. DEFINE THE CTQS 2. VALIDATE THE MEASUREMENT Operational PROCEDURES Revenue cost Pareto Chart of Problems Throughput time Processing time (min) 200 Customer 100 Personnel
    [Show full text]
  • Metrics That Trigger Actionable Discussions: Prioritize Process Improvements Using Gauge R&R and SPC Capability
    Metrics That Trigger Actionable Discussions: Prioritize Process Improvements Using Gauge R&R and SPC Capability by Govindarajan (Govind) Ramu If a typical process engineering review meeting at your organization involves engineers staring at scores of presentation slides and feeling overwhelmed, you may want to consider the metrics you’re using. High-level metrics like throughput yield and scrap may seem like logical choices for regular product reviews, and they are useful at a business level; however, they tend not to trigger actionable improvement discussion. In contrast, the same powerful tools that engineers use in their everyday product development and process management applications can have enhanced benefits when put to work for broader decision making about improvements. Integrating tools like failure mode and effects analysis (FMEA), gauge repeatability and reproducibility (GR&R), and statistical process control (SPC) provides a quality improvement framework that organizations can use to monitor process health, prioritize improvements, and assign resources to actions that warrant most attention. Figure 1 shows how FMEA, GR&R, and SPC can be analyzed in the context of relationships between critical to quality (CTQ) and critical to process (CTP) parameters, leading to creation of a “process health card.” In eight steps, you can build your own process health card and begin using it at your engineering review meetings. With your focus strongly on metrics of practical interest to product and process engineers—GR&R results, SPC stability status, and the potential risk to the organization of rejecting good parts or accepting bad parts (misclassification) which impacts the organization’s cost of poor quality—you should find it easier to engage in the actionable discussions that the meeting should foster.
    [Show full text]