HCI3 Exam 1 - Lean Six Sigma (LSS)

quality of services

focus of six sigma through minimizing defects in production by continuous improvement

improve efficiency

focus of lean through improving customer loyalty and product quality by reducing waste

LSS standard of excellence

sigma

measures the variability of a process concerning specification limits set by the customer

kaizen

continuous improvement that involves all participants

sigma level

metric that represents process performance, amount of variation, and likelihood of a defect occurring

value, value stream, flow and pull, empowerment, and perfection

five principles of lean

value

amount customers will pay for a good/service

create value stream

visualizing and mapping out high-level actions of an entire process to identify value-added activities, time delays, activities that can be eliminated, and non-value-added activities

flow and pull

increase the flow of products/services through the value stream based on customer demand (just-in-time)

empowerment

enabling employees to provide greatest customer value to eliminate waste

perfection

working towards 0 defects and 0 waste

six sigma

process maps, FMEA, measurement systems, analysis, and control plans are examples of _______ (six sigma/lean manufacturing)

lean manufacturing

value stream mapping, just in time, kanban, and poka-yoke are examples of _______ (six sigma/lean manufacturing)

black belt

lead, execute, and complete the LSS project

green belt

support LSS projects through executing a subset of tools and phases

white belt

everyone who interacts with the process of LSS

master black belt

teach, coach, and mentor all belts below them to ensure tools are being applied properly

slide 12

plan-do-check-act (PDCA) cycle

Shewhart performance improvement model

fishbone diagram

Ishikawa model to improve customer service by organizing possible causes (X's) for a problem (Y)

executive management

senior organization executive that creates the vision; defines the strategic goals, metrics, and business targets to create and promote LSS

executive sponsor

business unit leader responsible for project P&L; leadership role in project identification, prioritization, and definition of project scope that removes roadblocks, aligns, and allocates resources where required

champions

departmental upper-level managers who work with sponsor to align project goals and objectives to their department

[(opportunities - defects) / opportunities] x 100

calculating sigma level formula in yield (%)

define, measure, analyze, improve, and control

define DMAIC model

quality commitment, empowered employees, reward structure, strategic planning, and quality monitoring

five requirements of total quality management (TQM)

employee engagement/morale, reduction in product costs, decreased cycle times, and customer satisfaction

benefits of TQM

business process reengineering (BPR)

focused on technical processes that occur throughout an organization; costly and only used when there is expected exponential gain

rummler-brache 9-box model

matches performance needs (management, design, and goals) to performance levels (performer, process, and organization)

scrum

used when new teams want to create new technical products or integrate new developments one existing products within a short time frame

pregame

scrum phase where development teams analyze data and come up with a concept for the new product or upgrade

game

scrum phase where teams begin to develop the product via programming sprints

postgame

scrum phase with quality assurance, testing, and change management

customer experience management method (CEM)

outside-in approach to process improvement with the primary goal of aligning processes throughout an organization with customer satisfaction goals; in-ward facing departments like HR, legal, and accounting typically have difficult times with cultural changes

jumpstart

fast-paced method for identifying problems and solutions in a single session for small-scale solutions quickly; wait-and-see mentality and should not be used for sweeping changes

overproduction, defects, inventory, motion, transportation, waiting, over-processing, and skills

the eight muda that are non-value added tasks within a process

type 1 muda

non-value-added tasks that might be essential or required by circumstances like HR and quality checks

type 2 muda

non-value-added tasks that are not essential and can be immediately removed from a process

sort, straighten, shine, standardize, and sustain

5 steps of Japanese lean approach to organizing a workspace

increased safety, regulatory compliance, foundation for easy improvement implementation, identification of waste, and quality improvement

overall benefits of the 5S

customer-focused improvement

use voice of the customer to learn the value associated with a product/service

waste removal

removing items, actions, and people that are unnecessary to the outcome

equipping people

giving employees the tools and processes required

needs

the VOC helps to define the customer's ______

financial representative

should be included in any financial discussions in LSS

20% of causes lead to 80% of effects

pareto principle

[(savings $) x (probability of success)] / (cost x completion time)

pareto priority index

problem statement, goal statement, business case, key milestones, and roles & responsibilities

project charter requirements

project charter, stakeholder analysis, project management plan, and communication plan

the basics of project management include

problem statement

reads like a 30-second elevator pitch that states the problem

scope creep

occurs when teams look to make infinite perfections on a process

forcefield analysis

helps identify pressures for and against a decision or a change

suppliers, input, process, output, and customers

define SIPOC that transforms inputs into outputs