# Lean Six Sigma Green Belt GLOSSARY

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1 Lean Six Sigma Green Belt GLOSSARY Glossary Term Description 5 S s See Five S s 5 Why s See Five Why s 6 M s See Six M s 7 Step Process See Seven Step Process Affinity Diagram Benchmarking Change Management Common Cause Variation Continuous Data CTQ Customer CTQ To gather and organise ideas from a brainstorming session. Ideas are grouped into themes by the team. It is most easily done with sticky notes. The comparison of an organisation s measures with similar measures in other organisations. Shows gaps for improvement. Is defined as being the processes and actions to take into account all human and social aspects of the change from the launch of the project to its end. Cause a natural variation in the process. Always present, predictable and expected. Also known as variable, quantitative or measurable data. Data that can take any value i.e. can be to any degree of accuracy. Can be measured on a scale and compared with, added to or subtracted from other continuous data of the same type e.g. weight, pressure, cost etc. Critical to Quality Quality is defined in all aspects of a product (i.e. competitive cost, defect-free, rapid delivery etc) needed by the customer. 1

2 Correlation Correlation coefficients CuSum charts Defect Defect Opportunity Discrete Data DMIAC Process DPMOW DRIVER Error-proofing methods Failure Mode and Effect Analysis FIFO Final Yield (FY) Five S s Five Why s An association between the change in one variable and the change in another. Statistically measured by the correlation coefficient. These are numbers that indicate the strength of the relationship between two factors (linear only) Statistical method (Cumulative Sum). These detect process changes more sensitively Anything not done right the first time Any event which can be measured that provides a chance of not meeting a Value Requirement. Any data that is not continuous. Can only have a finite set of values. Can be counted and has whole numbers (Integers) Define, Measure, Improve, Analyse, Control Defects Per Million Opportunities Define, Review, Investigar, Verbessern, Execute, Renforcer. An improvement methodology. 4 main methods according to Shingo: Elimination, Flagging, Facilitation, Mitigation. Uses Probability, Severity, Detectability and Criticality or Risk Priority Number (RPN). First In First Out Yield at the end of the process excluding scrap. Sorting Selecting or separating Simplifying - Straighten and store Sweeping - Scrub and shine Standardizing Self discipline - Systematize This is a root cause analysis method achieved by asking WHY in response to a problem statement until a root cause is found and a solution is suggested. 2

3 FMEA Failure Modes and Effects Analysis. A technique for driving performance. Force Field Analysis A graphical method for comparing the forces for and against change the positive and negative. Frame Gauge R & R Handoffs Hidden Factory Histogram ICOR Chart KOM Y Kano Model Key Output measure Y Lean Six Sigma Lean Systems A frame is a limited description of a problem that filters what is relevant A procedure for executing the tests. A procedure for executing the tests. All the activities that occur because processes are not right first time. Not added separately into the cost of goods and therefore not known by management. A bar chart which shows the frequency distribution of the data. Inputs, Constraints, Outputs, Resources. ICOR, derived from IDEFO, is a top down method and uses simple rules to ensure clarity of the definitions. Key Output measure Y A model/diagram used to analyse what is delivered to the customer in terms of 1) basics, 2) performance items, 3) delighters. It helps think about customer expectations. KOM Y The combination of the methods, tools and philosophies of Lean Thinking and Six Sigma. The two toolkits are largely complementary. Lean systems display the following characteristics: The elimination of non-value adding activity (TIME) Only producing what is required and when it s required Close links in the value chain including supply chain inputs (JIT) Doing things right first time Ensuring processes are robust 3

4 Measurement Systems Analysis Metric Mistake proofing Moving Range Chart (MR) Normalised Yield (NY) np Chart Operational Definition OTOQD Output Output Characteristic Pareto Chart or Diagram Pareto Principle or Pareto Rule (80/20). PDCA Poka Yoke The effect of measurement and testing error. Gauge R & R is a popular structured method of MSA. Any process measurement. A metric quantifies the performance of a specified element of a process. Error proofing. Poka Yoke. Used to obtain an estimate of the spread of data Is the average yield per process step or opportunity. Monitors the proportion of defectives in constant samples. n number of items in the sample, p proportion defective (as a decimal) Is a clear, concise description of a measurement and the process by which it is to be collected. On Time On Quality Demand The product or services produces by a process step. May be physical, information or human. What you must focus on to measure your performance. This enables improvement efforts to be focused on the few causes that have the greatest effect. A Pareto diagram is a bar chart that displays by frequency on the Y axis, in descending order across the categories on the X axis, the number of defects in each category. Based on a 19th Century economist philosophy that 80% of the country s wealth was owned by 20% of the population. Thereby, we say 80% of the problem is created by 20% of the causes. Plan, Do, Check, Act an improvement methodology. Mistake proofing. Applies to any process: manufacturing, transactional and services. Poka Yoke is the design of parts, processes and procedures to prevent or minimise the likelihood of defects (errors0 occurring. 4

5 Policy Prioritisation matrix Procedure Process Process Capability Process mapping Process Sigma Quality RACI RAG Colour Coding Relations Diagram Rolled Throughput Yield (RTY) Run Charts Scatter Diagram Seven Step Process A framework of direction & guidance for a process A team tool matrix method to analyse priorities for project selection and/or action. A description of how a process or parts of a process is managed and operated A structured set of activities that transform a set of inputs into specified outputs that provide value to customers and stakeholders It is a means of establishing the extent a process is likely to produce items acceptable to the design i.e. within specified tolerances Process Mapping is a diagrammatic representation of the operation of a process. Process Mapping is essential for process improvement, and is a picture of how things happen. A measurement scale that compares the output of a process (Key Output Measure Y) to the Value requirements (Performance Standards) Uniformity around a target value A simple method of managing who does what for routine activities. Table is filled in with names against - R: Responsible; A: Accountable; C: Consulted and I: Informed. Every name must have only one A. Red, Amber and Green visual performance trends. It helps to see relationships between issues. Product of throughput yields across the entire process. Run charts show the variation of a measure over time A graph with X and Y axes on which data points are plotted according to their X and Y values. An improvement methodology process. 5

6 SIPOC Six M s Six Sigma Six Sigma Quality SMART Special Cause Variation Stakeholder Analysis Stakeholder Mapping Stratification Statistical Process Control (SPC) Taguchi Method Throughput Yield (TPY) Tollgate The SIPOC is a High Level Process map identifying Suppliers, Input, Process, Output and Customers. Variation elements in processes: Man, Machine, Material, Method, Measurement, Mother nature. This is seen as many things: A business philosophy to enable Culture Change; A Systematic Process/ Methodology for Improvement; A standard Measure of Performance; A series of Questions and Prompts; A collection of Supporting Tools & Techniques; A catalyst for Change Efforts. Fewer than 3.4 DPMO. Specific, Measurable, Achievable, Relevant, Times Causes a process to go out of control, as typically seen on a control chart. Unpredictable and unexpected. Stakeholder analysis is a term that refers to the action of analysing the attitudes of stakeholders towards something (most frequently a project). It is frequently used during the preparation phase of a project to assess the attitudes of the stakeholders regarding the potential changes. A demonstrable analysis of Synergy (common goal) versus Antagonism (personal game). Can also be known as segmentation. The division of a data set by separating it into categories. SPC is an approach that uses statistical techniques to make continuous improvements in quality and productivity by reducing variation in processes A design of experiments which aims to find how to set up processes that produce quality product whilst being insensitive to variations in the input variables. TPY = Units Through the Process, Right The First Time/Units Submitted End of phase 6

7 TOPS-8D Tree Diagram Value Stream Mapping Variation Visual Management VOB VOC WHWWW Team-Orientated Problem Solving 8 Disciplines A graphical depiction of how a single topic or task can be broken down into a hierarchy of sub-topics or subtasks. A high level graphical description of the steps between the start and finish of a process. It includes physical (material) and information flows. Change in a process with time. The use of visible graphs, charts, inventory arrangements, and storage methods that aid in implementing and maintaining lean manufacturing within a plant. An excellent communication means. Voice of Business Voice of Customer What, How, When, Where, Who, Why Compiled by Game Change 7

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