Six Sigma Green Belt Handbook Chapter 1

Quality Circles 1979-1981

Quality improvement or self-improvement study groups composed of a small group of people and their supervisor. (Quality control circles)

Statistical Process Control (SPC) Mid-1980s

The application of statistical techniques to control a process. Also called "statistical quality control."

ISO 9000 1987-present

A set of international standards on quality management and quality assurance developed to help companies effectively document the quality system elements to be implemented to maintain an efficient quality system.

Reengineering 1996-1997

A breakthrough approach involving the restructuring of an entire organization and its processes.

Benchmarking 1988-1996

An improvement process in which a company measures its performance against that of best-in-class companies, determines how those companies achieved their performance levels, and use the information to improve its own performance. The subjects that can be benchmarked include strategies, operations, processes, and procedures.

Balanced Scorecard 1990s-present

A management concept that helps managers at all levels monitor their results in their key areas.

Six Sigma 1995-present

Is a structured and disciplined process designed to deliver perfect products and services on a consistent basis. It aims at improving the bottom line by finding and eliminating the causes of mistakes and defects in business processes.

Usually, Six Sigma is associated with process capabilities of ___. (Considered world-class performance)

Cpk > 1.5

Six Sigma Philosophy #1

Use of teams that are assigned well-defined projects that have direct impact on the organization's bottom line.

Six sigma Philosophy #2

Training in "statistical thinking" at all levels and providing key people with extensive training in advanced statistics and project management. These key people are designated "Black Belts."

Six Sigma Philosophy #3

Emphasis on the DMAIC approach to problem solving: define, measure, analyze, improve, and control.

Six Sigma Philosophy #4

A management environment that supports the initiatives as a business strategy.

Walter Shewhart

Developed the use of control charts. Father of statistical quality control.

Edwards Deming

Emphasized the need for changes in management structure and attitudes. He developed a list of "Fourteen Points."

Joseph M. Juran

Developed the Juran trilogy. Quality planning, quality control, and quality improvement.

Philip Crosby

Originated the zero defects concept. Four absolutes of Quality Management.

Armand Feigenbaum

Originated the concept of Total Quality Control. Three steps. 1. Quality Leadership 2. Modern Quality Technology 3. Organizational Commitment

Kaoru Ishikawa

Developed the cause-and effect diagrams. 1. Quality first-not short term profit first. 2. Consumer orientation-not producer orientation. 3. Next process is your customer 4. Using facts and data to make presentations 5. Respect for humanity as a management philosophy 6. functional team managment

Genichi Taguchi

Taught that any departure from the nominal or target value for a characteristic represents a loss to society. Also used fractional factorial designed experiments.

Toyota Motor Company

Provided leadership in lean manufacturing systems.

Ishikawa Road-map

1. Determine the assurance unit

2. Determine the measuring method

3. Determine the relative importance of quality characteristics

4. Arrive at a consensus on defects and flaws

5. Expose latent defects

6. Observe quality statistically

7. Distinguish between "quality of design" and "quality of conformance."

Define (DMAIC)

Identify the issue causing decreased customer satisfaction

Measure (DMAIC)

Collect data from the process

Analysis (DMAIC)

Study the process and data for clues to what is going on

Improve (DMAIC)

Act on the data to change the process for improvement

Control (DMAIC)

Monitor the system to sustain the gains

Cost-Benefit Analysis

A financial analysis tool used to determine the benefits provided by a project against its costs.

Key Drivers

Measurements or indicators selected by a company that benchmark and reflect the areas where they desire to see improvement.

Voice of the Customer (VOC)

Process for capturing customer-related information. Captures stated, unstated, and anticipated customer requirements, needs, and desires.

Balanced Scorecard

measurement of organizational performance in four equally important areas: financial, customer, internal processes, and employee learning and growth.

Hoshin Planning

Breakthrough planning where a company develops up to 4 vision statements that indicate where company should be in next 5 years; goals and work plans are developed based on the vision statements; periodic audits are conducted to monitor progress

Shewhart Cycle

Plan, Do, Check, Act