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LSS Templates - M Cox - v4 Aug 08
LSS Templates - M Cox - v4 Aug 08
LSS Templates - M Cox - v4 Aug 08
Matthew D. Cox
Hampton, VA
mcox@loglink.com
Contents
Welcome.
Introduction
Event Data This is a collection of templates for use
in various projects and team events.
Glossary
Glossary - Open Source Click on a "Content" item to go to the
Glossary - Six Sigma worksheet template.
Reading List
Click on the "Home" button to return to
Websites the Contents page.
Tools Planner
Event Implementation
Event Planning
Common Lean Metrics
DMAIC
DMAIC Tools Matrix
Sign-In Sheet
Team Members
Event Charter
Ground Rules
Mission
Vision
Stakeholder Analysis
Meetings
Tasks
Action Items
Project Plan - Basic
Schedule - Calendar
Gantt Chart
Meeting Agenda Minutes
Notes
Parking Lot
Parking Lot - Simple
Brainstorming
Brainstorm Affinity
SCAMPER Brainstorming
Meeting Evaluation
Project or Event Evaluation
Process Map Basic Steps
SIPOC
SIPOC Basic
SIPOC Flow
Customers and Suppliers
Measuring a Process
Cost of Poor Quality (CPQ) Worksheet
Cost of Poor Quality (CPQ) Worksheet - Detail
Quality Cost Report
CTQ Matrix
NGT Multivoting Matrix
NGT Multivoting Matrix - Large
Improvement Matrix
Improvement Matrix - Scales
CT Matrix
6M Cause and Effect Diagram
Cause and Effect Matrix
Perceptual Map
House of Quality (Quality Function Deployment, QFD)
Linked House of Quality
Linked House of Quality 2
Defining Terms For Six Sigma
DOE Worksheet
Evaluating Project Worth
Basic Cost Benefit Worksheet
Property Report
FMEA Rating Factors
FMEA Worksheet
FMEA - Current vs Improved
Problem Solving Guide
Process Boundaries
Six Sigma Process Charter
Santayana Project Review
Evaluating Strategic Objectives
Strategic Initiatives Matrix
SWOT
Assignable Cause Log
Control Plan
Control Plan (Basic)
Organizational Chart
Circle Diagram
Radial Diagram
Pyramid Diagram
Venn Diagram
Target Diagram
Bar Chart - Basic
Histogram - Basic
7 Wastes of Production
Improving Poor Time Utilization
Force Field Analysis - Basic
Force Field Analysis - Change Proposal
Check Sheet - Instructions
Check Sheet - Weekly
Check Sheet - Histogram
Check Sheet - Bar Chart
Check Sheet - Pareto Chart
Event Preparation Checklist
Pre-Event Meeting Agenda
Pre-Event Data Collection Guide
Supplies List
Frequently Asked Questions About Lean
Team Leader Daily Agenda
Event Evaluation
30-Day Follow-up
60-Day Follow-up
Lean Coordinator Description
Lean Six Sigma Training Program
Functions in a Six Sigma Organization
Common Team Problem Areas
Event Data
Enter your project/event data on this sheet.
This will update the contents of the linked templates in this workbook.
5S - Building Blocks for shop floor discipline and control; Sort, Sweep, Standardize, Self Discipline, Sustain.
Action Workout - A 3-5 day event with the teams focused on taking action and making changes quickly…Solving problems empirically, through
physical simulation, observation and iteration.
Andon - A visual device, usually a specialized light that operators use to call attention to an abnormality. The use of this is to request immediate
attention and action to the problem.
Autonomation - The process of separating the work of man and machine characterized by: work not movement; quality built into the process;
and visual management. (see Jidoka)
Chaku-Chaku - A method of conducting single-piece flow in which the operator proceeds from machine to machine (in a counter-clockwise
fashion), taking a part from the previous operation and loading it in the next machine. Then taking the part just removed from that machine,
checking it and loading it into the following machine…etc,…
Cycle Time - The total time required for a task to be complete. Cycle time is process specific, and many cycle times will exist within an overall
lead time of making a product.
Flow - Work done simultaneous to or in conjunction with transportation or conveyance. e.g. an assembly is moving down a line while a person is
performing work, a person acts as a conveyor carrying a part to the next machine in a Chaku-chaku fashion. The main purpose of flow is to
quickly and continuously identify and eliminate waste.
Heijunka - The process of level loading and sequencing the timing of customer demand for products or services.4/21/07
Jidoka - Jidoka (Autonomation): One of the 3 main principles of the TPS, it has 2 main elements: 1) Stopping the process when an abnormality
has been detected 2) Building “human intelligence” into machines or software, giving automation the ability to make a decision to shut down
automatically in the case of an abnormality in order to stop defective products from flowing into the next process. Jidoka measures are
incorporated in the assembly process by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected.
JIT - (Just in time): One of the 3 main principles of the TPS, it’s the philosophy of production characterized by 3 elements – each must be
present to ensure JIT functions properly. (1) single piece flow, (2) producing according to TAKT time, (3) pulling of material from upstream
process
Kanban - A method/device of pulling from previous processes in order to control material flow, cap inventory levels, and to take “pulse” of the
customer.
Kitting - Grouping component parts used in a process or build for ease of assembly. (see material presentation)
Lead Time - The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total
time from when an order is placed until the finished product is shipped.
Material Presentation - Introducing material to the line or cell in a manner that is easy and effective for the operator.
MUDA - Any type of waste elements that add no value to the product: i.e. Waiting, Transporting, Over production, Excess Motion, Inventory
Defects, Human Touches.
Poka-Yoke - Mistake proof: usually refers to the use of fail-safe devices in the process in order to prevent defects from occurring and insure
quality. When this ingredient is added to automation will yield autonomation. ( see Jidoka )
Process Router Analysis - A study of the process and machine sequence for a group of similar parts. It can be used to standardize product flow
for ease of cell implementations.
Process Quantity Analysis - A study of the quantities demanded of different products produced at a work location. This picture of the volume and
variety of products can be used to identify high impact areas to concentrate efforts or identify the need to use process razing to make products
more similar.
Pull System - System of manufacturing in which each process withdraws the parts it needs from the preceding process when they need them, in
the exact standardized amount needed.
Queue Time - The time a part sits waiting to be worked on.
Set-up, External - Machine changeover steps that are performed while the machine is processing parts or off-line from production time.
Set-up, Internal - Machine changeover steps that are performed while the machine is stopped during production time.
Shingijutsu - A company founded by C. Nakao and K. Iwata, former employees of Taiichi Ohno, the creator of the Toyota Production System.
The word Shingijutsu translates as “new technology” or “better way”.
Single Piece Flow - Production system in which only one part at a time is processed or assembled and the work is verified before being sent
along the production line to follow processes. The 2 elements of SPF are 1) a “Do” and 2) a “Check” or verification that the “Do” was done
correctly. This introduces a feedback loop into the system.
SMED - Single Minute Exchange Die (i.e., under 10 min) has become a title for the category of improvement devices used in manufacturing to
allow for quick change over of machine/fixture set-ups.
Standard Operations - The combination of people and machines required to accomplish production in such a way as to minimize waste and
variation by establishing only 1 way to perform the process.
Standard WIP - Minimum and standardized amount of work in process required to perform operations
Standard Work Sheet - Shows the outline of work for each worker in a cell. Recorded on it are: Takt time, work sequence, standard WIP, quality
checks, safety precautions, etc.
Standard Work Combination Sheet - A table that clarifies how much time is spent doing manual work and traveling at each production process.
Supermarket - A visual system that has a predetermined amount of inventory and all facets of 5s in order to detect abnormalities.
Takt Time - The pace that is set for the system to meet demand. Customers establish Takt Time… Available production time / required
production (fcst & act demand)…must be like units; e.g., 1 shift = 1980 min/wk 1980 = 10 mim = Takt Time
fcst = 198 units/wk
TPM - Total Productive Maintenance is the total involvement of all employees in a cell to improve the process.
Value Stream - The specific activities required to design, order, and provide a product from concept to launch – order to delivery – raw materials
to finished goods.
Value Stream Mapping - The process of detailing the process of converting raw material to finished goods. This is typically mapped with the 7
flows (info, people, equipment, raw material, sub-assembly, assembly,engineering) one at a time, or in a combination.
Visual Management - Refers to the means by which anyone can tell at a glance if production activities are proceeding normally or not. A
communication, discipline and pacing tool.
Waiting Time - The time that a worker is idle when no work is available.
WIP - Work In Process; inventory of materials that has been already started processing.
Work, Non-value added - Rework, set-ups, inspection, repair processing, transportation, unnecessary work to complete the manufacture of a
product. Anything that isn’t directly changing the form fit or function of the part.
Work, Value Added - Only necessary direct work to manufacture a product. Anything that the customer is willing to pay for or an operation that
changes the form, fit, or function of the part.
Lean Six Sigma Glossary
http://www.opensourcesixsigma.com/FreeStuff/LeanSixSigmaGlossary/tabid/111/Default.aspx
Affinity Diagram - A technique for organizing individual pieces of information into groups or broader categories.
ANOVA - Analysis of Variance – A statistical test for identifying significant differences between process or system treatments or conditions. It
is done by comparing the variances around the means of the conditions being compared.
Attribute Data - Data which on one of a set of discrete values such as pass or fail, yes or no.
Average - Also called the mean, it is the arithmetic average of all of the sample values. It is calculated by adding all of the sample values
together and dividing by the number of elements (n) in the sample.
Bar Chart - A graphical method which depicts how data fall into different categories.
Black Belt - An individual who receives approximately four weeks training in DMAIC, analytical problem solving, and change management
methods. A Black Belt is a full time six sigma team leader solving problems under the direction of a Champion.
Breakthrough Improvement - A rate of improvement at or near 70% over baseline performance of the as-is process characteristic.
Capability - A comparison of the required operation width of a process or system to its actual performance width. Expressed as a percentage
(yield), a defect rate (dpm, dpmo,), an index (Cp, Cpk, Pp, Ppk), or as a sigma score (Z).
Cause and Effect Diagram - Fishbone Diagram - A pictorial diagram in the shape of a fishbone showing all possible variables that could
affect a given process output measure.
Central Tendency - A measure of the point about which a group of values is clustered; two measures of central tendency are the mean, and
the median.
Champion -A Champion recognizes, defines, assigns and supports the successful completion of six sigma projects; they are accountable for
the results of the project and the business roadmap to achieve six sigma within their span of control.
Common Causes of Variation - Those sources of variability in a process which are truly random, i.e., inherent in the process itself.
Complexity -The level of difficulty to build, solve or understand something based on the number of inputs, interactions and uncertainty
involved.
Control Chart - The most powerful tool of statistical process control. It consists of a run chart, together with statistically determined upper and
lower control limits and a centerline.
Control Limits - Upper and lower bounds in a control chart that are determined by the process itself. They can be used to detect special or
common causes of variation. They are usually set at ±3 standard deviations from the central tendency.
Cost of Poor Quality (COPQ) - The costs associated with any activity that is not doing the right thing right the first time. It is the financial
qualification any waste that is not integral to the product or service.
CP - A capability measure defined as the ratio of the specification width to short-term process performance width.
CPk -. An adjusted short-term capability index that reduces the capability score in proportion to the offset of the process center from the
specification target.
Critical to Quality (CTQ) - Any characteristic that is critical to the perceived quality of the product, process or system. See Significant Y.
Critical X - An input to a process or system that exerts a significant influence on any one or all of the key outputs of a process.
Customer - Anyone who uses or consumes a product or service, whether internal or external to the providing organization or provider.
Cycle Time - The total amount of elapsed time expended from the time a task, product or service is started until it is completed.
Defect - An output of a process that does not meet a defined specification, requirement or desire such as time, length, color, finish, quantity,
temperature etc.
Deployment (Six Sigma) - The planning, launch, training and implementation management of a six sigma initiative within a company.
Design of Experiments (DOE) - Generally, it is the discipline of using an efficient, structured, and proven approach to interrogating a process
or system for the purpose of maximizing the gain in process or system knowledge.
Design for Six Sigma (DFSS) - The use of six sigma thinking, tools and methods applied to the design of products and services to improve
the initial release performance, ongoing reliability, and life-cycle cost.
DMAIC - The acronym for core phases of the six sigma methodology used to solve process and business problems through data and
analytical methods. See define, measure, analyze, improve and control.
DPMO - Defects per million opportunities – The total number of defects observed divided by the total number of opportunities, expressed in
parts per million. Sometimes called Defects per Million (DPM).
DPU - Defects per unit - The total number of defects detected in some number of units divided by the total number of those units.
Entitlement - The best demonstrated performance for an existing configuration of a process or system. It is an empirical demonstration of
what level of improvement can potentially be reached.
Failure Mode and Effects Analysis (FMEA) - A procedure used to identify, assess, and mitigate risks associated with potential product,
system, or process failure modes.
Finance Representative - An individual who provides an independent evaluation of a six sigma project in terms of hard and/or soft savings.
They are a project support resource to both Champions and Project Leaders.
Flowchart - A graphic model of the flow of activities, material, and/or information that occurs during a process.
Gage R&R - Quantitative assessment of how much variation (repeatability and reproducibility) is in a measurement system compared to the
total variation of the process or system.
Green Belt - An individual who receives approximately two weeks of training in DMAIC, analytical problem solving, and change management
methods. A Green Belt is a part time six sigma position that applies six sigma to their local area, doing smaller-scoped projects and
providing support to Black Belt projects.
Hidden Factory or Operation - Corrective and non-value-added work required to produce a unit of output that is generally not recognized as
an unnecessary generator of waste in form of resources, materials and cost.
Histogram - A bar chart that depicts the frequencies (by the height of the plotted bars) of numerical or measurement categories.
Implementation Team - A cross-functional executive team representing various areas of the company . Its charter is to drive the
implementation of six sigma by defining and documenting practices, methods and operating policies.
Input - A resource consumed, utilized, or added to a process or system. Synonymous with X, characteristic, and input variable.
Input-Process-Output (IPO) Diagram - A visual representation of a process or system where inputs are represented by input arrows to a box
(representing the process or system) and outputs are shown using arrows emanating out of the box.
lshikawa Diagram - See cause and effect diagram and fishbone diagram.
Least Squares - A method of curve-fitting that defines the best fit as the one that minimizes the sum of the squared deviations of the data
points from the fitted curve.
Long-term Variation - The observed variation of an input or output characteristic which has had the opportunity to experience the majority of
the variation effects that influence it.
Lower Control Limit (LCL) - for control charts: the limit above which the subgroup statistics must remain for the process to be in control.
Typically, 3 standard deviations below the central tendency.
Lower Specification Limit (LSL) - The lowest value of a characteristic which is acceptable.
Master Black Belt - An individual who has received training beyond a Black Belt. The technical, go-to expert regarding technical and project
issues in six sigma. Master Black Belts teach and mentor other six sigma Belts, their projects and support Champions.
Measurement - The act of obtaining knowledge about an event or characteristic through measured quantification or assignment to
categories.
Measurement Accuracy - For a repeated measurement, it is a comparison of the average of the measurements compare to some known
standard.
Measurement Precision - For a repeated measurement, it is the amount of variation that exists in the measured values.
Measurement Systems Analysis (MSA) - An assessment of the accuracy and precision of a method of obtaining measurements. See also
Gage R&R.
Median - The middle value of a data set when the values are arranged in either ascending or descending order.
Metric - A measure that is considered to be a key indicator of performance. It should be linked to goals or objectives and carefully
monitored.
Nominal Group Technique - A structured method that a team can use to generate and rank a list of ideas or items.
Non-Value Added (NVA) - Any activity performed in producing a product or delivering a service that does not add value, where value is
defined as changing the form, fit or function of the product or service and is something for which the customer is willing to pay.
Normal Distribution - The distribution characterized by the smooth, bell- shaped curve. Synonymous with Gaussian Distribution.
Objective Statement - A succinct statement of the goals, timing and expectations of a six sigma improvement project.
Opportunities - The number of characteristics, parameters or features of a product or service that can be classified as acceptable or
unacceptable.
Out of Control - A process is said to be out of control if it exhibits variations larger than its control limits or shows a pattern of variation.
Output - A resource or item or characteristic that is the product of a process or system. See also Y, CTQ.
Pareto Chart - A bar chart for attribute (or categorical) data categories are presented in descending order of frequency.
Pareto Principle - The general principle originally proposed by Vilfredo Pareto (1848-1923) that the majority of influence on an outcome is
exerted by a minority of input factors.
Problem Statement - A succinct statement of a business situation which is used to bound and describe the problem the six sigma project is
attempting to solve.
Process - A set of activities and material and/or information flow which transforms a set of inputs into outputs for the purpose of producing a
product, providing a service or performing a task.
Process Characterization - The act of thoroughly understanding a process, including the specific relationship(s) between its outputs and the
inputs, and its performance and capability.
Process Certification - Establishing documented evidence that a process will consistently produce required outcome or meet required
specifications.
Process Member - A individual who performs activities within a process to deliver a process output, a product or a service to a customer.
Process Owner - Process Owners have responsibility for process performance and resources. They provide support, resources and
functional expertise to six sigma projects. They are accountable for implementing developed six sigma solutions into their process.
Quality Function Deployment (QFD) - A systematic process used to integrate customer requirements into every aspect of the design and
delivery of products and services.
Range - A measure of the variability in a data set. It is the difference between the largest and smallest values in a data set.
Regression Analysis - A statistical technique for determining the mathematical relation between a measured quantity and the variables it
depends on. Includes Simple and Multiple Linear Regression.
Repeatability (of a Measurement) - The extent to which repeated measurements of a particular object with a particular instrument produce
the same value. See also Gage R&R.
Reproducibility (of a Measurement) - The extent to which repeated measurements of a particular object with a particular individual produce
the same value. See also Gage R&R.
Risk Priority Number (RPN) - In Failure Mode Effects Analysis -- the aggregate score of a failure mode including its severity, frequency of
occurrence, and ability to be detected.
Rolled Throughput Yield (RTY) - The probability of a unit going through all process steps or system characteristics with zero defects.
R.U.M.B.A. - An acronym used to describe a method to determine the validity of customer requirements. It stands for Reasonable,
Understandable, Measurable, Believable, and Achievable.
Run Chart - A basic graphical tool that charts a characteristic’s performance over time.
Scatter Plot - A chart in which one variable is plotted against another to determine the relationship, if any, between the two.
Screening Experiment - A type of experiment to identify the subset of significant factors from among a large group of potential factors.
Short Term Variation - The amount of variation observed in a characteristic which has not had the opportunity to experience all the sources
of variation from the inputs acting on it.
Sigma Score (Z) - A commonly used measure of process capability that represents the number of short-term standard deviations between
the center of a process and the closest specification limit. Sometimes referred to as sigma level, or simply Sigma.
Significant Y - An output of a process that exerts a significant influence on the success of the process or the customer.
Six Sigma Leader - An individual that leads the implementation of Six Sigma, coordinating all of the necessary activities, assures optimal
results are obtained and keeps everyone informed of progress made.
Six Sigma Project - A well defined effort that states a business problem in quantifiable terms and with known improvement expectations.
Six Sigma (System) - A proven set of analytical tools, project management techniques, reporting methods and management techniques
combined to form a powerful problem solving and business improvement methodology.
Special Cause Variation - Those non-random causes of variation that can be detected by the use of control charts and good process
documentation.
Specification Limits - The bounds of acceptable performance for a characteristic.
Stability (of a Process) - A process is said to be stable if it shows no recognizable pattern of change and no special causes of variation are
present.
Standard Deviation - One of the most common measures of variability in a data set or in a population. It is the square root of the variance.
Statistical Problem - A problem that is addressed with facts and data analysis methods.
Statistical Process Control (SPC) - The use of basic graphical and statistical methods for measuring, analyzing, and controlling the variation
of a process for the purpose of continuously improving the process. A process is said to be in a state of statistical control when it exhibits
only random variation.
Statistical Solution - A data driven solution with known confidence/risk levels, as opposed to a qualitative, “I think” solution.
Supplier - An individual or entity responsible for providing an input to a process in the form of resources or information.
TSSW - Thinking the six sigma way – A mental model for improvement which perceives outcomes through a cause and effect relationship
combined with six sigma concepts to solve everyday and business problems.
Two-Level Design - An experiment where all factors are set at one of two levels, denoted as low and high (-1 and + 1).
Upper Control Limit (UCL) for Control Charts - The upper limit below which a process statistic must remain to be in control. Typically this
value is 3 standard deviations above the central tendency.
Upper Specification Limit (USL) - The highest value of a characteristic which is acceptable.
Variability - A generic term that refers to the property of a characteristic, process or system to take on different values when it is repeated.
Variable Data - Data which is continuous, which can be meaningfully subdivided, i.e. can have decimal subdivisions.
Variance - A specifically defined mathematical measure of variability in a data set or population. It is the square of the standard deviation.
VOB - Voice of the business – Represents the needs of the business and the key stakeholders of the business. It is usually items such as
profitability, revenue, growth, market share, etc.
VOC - Voice of the customer – Represents the expressed and non-expressed needs, wants and desires of the recipient of a process output,
a product or a service. Its is usually expressed as specifications, requirements or expectations.
VOP - Voice of the process – Represents the performance and capability of a process to achieve both business and customer needs. It is
usually expressed in some form of an efficiency and/or effectiveness metric.
Waste - Waste represents material, effort and time that does not add value in the eyes of key stakeholders (Customers, Employees,
Investors).
X - An input characteristic to a process or system. In six sigma it is usually used in the expression of Y=f(X), where the output (Y) is a
function of the inputs (X).
Y - An output characteristic of a process. In six sigma it is usually used in the expression of Y=f(X), where the output (Y) is a function of the
inputs (X).
Yellow Belt - An individual who receives approximately one week of training in problem solving and process optimization methods. Yellow
Belts participate in Process Management activates, participate on Green and Black Belt projects and apply concepts to their work area and
their job.
Framework for root cause brainstorming. Categorizes root causes by: Man, Methods,
4M / 5M / 6M Machines, Material, (5M) Mother Nature and (6M) Measurement System Impact
Team oriented problem solving method for product and process improvement. Structured
into 8 steps: Define the problem and prepare for process improvement, establish a team,
describe the problem, develop interim containment, define & verify root cause, choose
permanent corrective action, implement corrective action, prevent recurrence, recognize
8D Process and reward the contributors.
80/20 Rule Rule that suggests that 20% of causes (categories) will account for 80% of the trouble
Maximum proportion of defective units that can be considered satisfactory as the process
Acceptable Quality Level (AQL) average.
The highest number of nonconforming units or defects found in the sample that permits
Acceptance Number the acceptance of the lot.
Accuracy Statement about how close the data are to the target
A tool used to organize and summarize large amounts of data (ideas, issues, solutions,
Affinity Diagram problems) into logical categories based on user perceived relationships.
In hypothesis testing: rejecting the null hypothesis (no difference) erroneously; assuming a
relationship where none exists. Also referred to as Type I Error. E.g. convicting an
Alpha innocent person.
Numerical information at the nominal level. Its subdivision is not conceptually meaningful.
Attribute Data It represents the frequency of occurrence within some discrete category.
The expected quality of outgoing product following the use of an acceptance sampling
Average Outgoing Quality plan for a given value of incoming product quality.
Bar Chart Horizontal or vertical bars that graphically illustrate the magnitude of multiple situations.
"Business As Usual" The old way of doing business, considering repetitive tasks with no
BAU critical sense of improvement.
A curve used to describe the life cycle of a system/device as a function of usage. Initially,
when the curve has a downwards slope, the failure rate is decreasing with usage. Then, a
constant failure rate is achieved, and finally the curve slopes upward when the failure rate
Bathtub Curve increases with usage.
The concept of discovering what is the best performance being achieved, whether in your
Benchmarking company, by a competitor, or by an entirely different industry.
In hypothesis testing: the failure to reject a false null hypothesis; assume no relationship
Beta exists when it does. E.g. failing to convict a guilty person.
Data that can only have two values and indicates the presence or absence of some
Binary Attribute Data characteristic from the process. E.g. pass/fail
Full time team leaders responsible for recommending and implementing process
improvement projects (dmaic or dmadv) within the business -- to drive customer
Black Belt satisfaction levels and business productivity up.
Statistical Process Control Chart used to determine whether the number of defects/unit is
C chart constant over time.
Tool used for brainstorming and categorizing potential causes to a problem. The most
commonly used cause branches are Man, Method, Machine and Material. Also known as
Cause and Effect Diagram the Ishikawa and the Fishbone diagram.
The means of samples from a population will tend to be normally distributed around the
Central Limit Theorem population mean
An indication of the location or centrality of the data. The most common measures of
Central Tendency central tendency are: mean, median and the mode.
Business leaders and senior managers who ensure that resources are available for
Champion training and projects, and who set an maintain broad goals for improvement projects.
A data collection form consisting of multiple categories. Each category has an operational
definition and can be checked off as it occurs. Properly designed, the Check Sheet helps
Check Sheets to summarize the data, which is often displayed in a Pareto Chart.
A statistical goodness-of-fit-test used to test the assumption that the distribution of a set of
Chi Square Test data is similar to the expected distribution.
Small, random forces that act continuously on a process (Also called: by Juran - Chronic
Common Causes Problems, by Deming - System Faults, by Shewhart - Chance Causes)
A region containing the limits of a parameter, with an associated level of confidence that
Confidence Interval the bounds are large enough to contain the true parameter value
A variable whose possible values consist of an entire interval on the number line,i.e. it can
Continuous Variable take any value
A procedure used for tracking a process through time, with the purpose of distinguishing
variation that is inherent in the process (common cause) from variation that yield a change
Control Chart to the process(special cause).
Cost of quality issues are often given the broad categories of internal failure costs,
Cost of Poor Quality (COPQ) external failure costs, appraisal costs, and prevention costs
Denoted by R. Measure of linear relationship between two variables. It can take on any
value between 1 and -1. If correlation is 1, the two variables have a perfect positive linear
relationship. If correlation is -1, the variables have a perfect negative linear relationship. If |
Correlation correlation| > .7, the relationship between the variables is considered strong.
Process Capability index, which takes into account off-centredness. Cpk = min[ (USL-
Mean)/(3 x sigma), (Mean-LSL)/(3 x sigma)] (i.e. depending on whether the shift is up or
Cpk down). A t ypical objective is to have a Cpk > 1.67.
Cumulative distribution function (CDF) the calculated integral of the PDF from minus infinity to x.
Alternative technique to Shewhart charting. CUSUM charts ccan detect smsall process
Cumulative sum (CUSUM) control chart shifts faster than Shewhart charts.
Number of defective parts out of one million. DPM = Fraction Nonconforming * 1 M, where
Defects Per Million (DPM) fraction non-conforming = 1 - Quality Yield
Number of defective parts per million opportunities. It is used when an inspection unit has
1 or more categories of defects. DPMO = Fraction Nonconforming * 1 M, where fraction
non-conforming = Total # of defects/Total # of Opportunities (TOP), and TOP = # units * #
Defects Per Million Opportunities (DPMO) opportunities per unit.
Discrete Variables Variables whose only possible values are whole units.
Methodology used for Design for Six Sigma Projects or new product/service introduction. It
DMADV stands for Define, Measure, Analyze, Design and Verify.
Methodology used for Six Sigma Problem Solving. Its steps are Define, Measure, Analyze,
Improve and Control. It is used only when a product or process is in existence at your
DMAIC company but is not meeting customer specification or is not performing adequately.
For nominal or ordinal data, a dot plot is similar to a bar chart, with the bars replaced by a
series of dots. Each dot represents a fixed number of individuals. For continuous data, the
dot plot is similar to a histogram, with the rectangles replaced by dots. A dot plot can also
Dot Plot help detect any unusual observations (outliers), or any gaps in the data set.
Expected value of the variable x (or the population mean). E(x) = (x_i)/n, where n is the
E(x) sample size
Ambiguities during data analysis caused from sources as measurement bias, random
Error measurement error, and mistake.
F-Test Statistical test that utilizes tabular values from the F-distribution to assess significance.
Experiment strategy that assesses several factors/variables simultaneously in one test. All
possible combinations factors at different levels are examined so that interactions as well
Factorial Experiment as the main effects can be estimated.
Analytical approach directed toward problem prevention through which every possible
failure mode are identified to determine their effect on the required function of the product
Failure Modes and Effects Analysis (FMEA) or process.
A schematic picture using logic symbols of possible failure modes and associated
Fault Tree Analysis probabilities.
Gage R&R Gage Repeatability and Reproducibility. See Repeatability and Reproducibility
The limitation of opportunities for deviation from the proven steps in the manufacturing
Gating process. The primary objective is to minimize human error.
Six sigma player, responsible for deploying six sigma techniques, managing small projects
Green Belt and implementing improvement.
A bar graph of a frequency distribution in which the widths of the bars are proportional to
the classes into which the variable has been divided and the heights of the bars are
Histogram proportional to the class frequencies
Homogeneous Poisson Process (HPP) A model that considers that failure rate does not change with time.
Distribution that has similar use to the binomial distrbution; however, the smaple size is
Hypergeometric Distribution "large" relative to the population size.
Consists of a null hypothesis (H_o) and an alternative hypothesis (H_a), where, for
example, H_o indicates equality between two process outputs, and H_a indicates
nonequality. Through a hypothesis test, a decision is made to either reject or fail to reject
Hypothesis Testing the null hypothesis.
The structuring in a Taguchi-style fractional factorial experiment of the factors that can be
Inner Array controlled in a process
Interquartile Range Difference between the 75th percentile and the 25th percentile of a sample or population
A planning system for manufacturing processes that optimizes the needed material
inventories at the manufacturing site to only what is needed. JIT is a pull system; the
product is pulled along to its finish, rather than conventional mass production, which is a
JIT (Just In Time) Manufacturing push system.
Japanese term that means continuous improvement."Kai" means change and "zen"
Kaizen means good
Japanese term. It is one of the primary tools of JIT system. It maintains an orderly and
efficient flow of materials throughout the entire manufacturing process. It is usually a
Kanban printed card that contains specific information such as part name, description, quantity, etc
Kurtosis is a measure of whether the data are peaked or flat relative to a normal
distribution. For unimodal distributions K=3 is a mesokurtic distribution(normal or bell-
shaped); K < 3 is a platykurtic distribution (flatter than normal, with shorter tails); and K > 3
Kurtosis is a leptokurtic distribution (more peaked than normal, with longer tails).
LCL Lower Control Limit. Usually represents a downwards 3-sigma deviation from the mean.
Philosophy developed by Toyota that aims to eliminate waste (non-value added steps,
Lean Manufacturing material, etc.) in the system.
Method used in regression to estimate the equation coefficients and constant so that the
sum of squares of the differences between the individual responses and the fitted model is
Least Squares a minimum.
Aims to find a linear relationship between a response variable and a possible predictor
Linear Regression variable using the "least squares" method.
Loss function A continuous "Taguchi" function that measures the cost implications of product variability.
Lot Tolerance Percent Defective. The value of incoming quality where it is desirable to
LTPD reject most lots.
Main effect An estimate of the effect of a factor measured independently of other factors.
The annual self-evaluation covers the following seven categories of criteria: leadership,
strategic planning, customer and market focus, information and analysis, human resource
focus, process management, and business results. The National Institute of Standards
and Technology (NIST), a federal agency within the Department of Commerce, is
responsible for managing the Malcolm Baldrige National Quality Award. The American
Society for Quality (ASQ) administers the Malcolm Baldrige National Quality Award under
Malcolm Baldrige National Quality Award a contract with NIST.
Master Black Belts are Six Sigma or quality experts and are responsible for strategic
implementations within the business. The Master Black Belt is qualified to teach other Six
Sigma facilitators the methodologies, tools, and applications in all functions and levels of
Master Black Belt the company, and are a resource for utilizing statistical process control within processes.
Mean Measure of central tendency. It is the average of a set of numbers. See E(x)
A term that can be used to describe the frequency of failures in a repairable system with a
constant failure rate. MTBF is the average time that is expected between failures. MTBF =
Mean Time Between Failure (MTBF) 1/failure rate.
Measure of central tendency. It is calculated by ordering the data from smallest to largest.
For an odd sample size, the median is the middle observation. For an even sample size,
Median the median is the average of the middle two values of sample.
Mode The value or item occurring most frequently in a series of observations or statistical data.
When there exists near linear dependencies between regressors, the problem of
multicollinearity is said to exist. It can make the linear regression unstable and/or
Multicollinearity impossible to accomplish.
Multimodal distribution A combination of more than one distribution that has more than one distinct peak.
The square of the correlation (R). It measures the % of the variation in the response
Multiple Correlation Coefficient variable explained by the variation in the predictor variable.
A chart that is constructed to display the variance within units, between units, between
Multi-vari chart samples, and between lots.
A mathematical model that can often be used to describe the failure rate of a repairable
Nonhomogenous Poisson process (NHPP) system that has a decreasing, constant, or increasing rate.
Nonstationary Process A process with a variance that can grow without limit.
An activity performed in a process that does not add value to the output product or service,
Non-value added which may or may not have a valid business reason for being performed.
Statistical Process Control chart where the number of defective items are plotted (like the
C chart), but the control limits are calculated using the binomial distribution. This chart can
NP chart be used if producing defects is not rare.
This value represents the maximum expenditure for material, labor, outsourcing,
overhead, and all other costs associated with that project. This figure can then be divided
between the various operations comprising the manufacturing process, in order to control
Operation Cost Target (OCT) costs at each step.
a company that uses product components from one or more other companies to build a
O.E.M. product that it sells under its own company name and brand
The result of a process. Sometimes called the response of the process. The products or
Output services that result from a process.
A statistical consideration where, for example, an alternative hypothesis is that the mean
One-sided test of a population is less than a criterion value.
The property of a fractional factorial experiment that ensures that effects can be
determined separately without entanglement. The elements in an orthogonal set are not
Orthogonal correlated.
A data point that does not fit a model because of an erroneous reading or some other
Outlier abnormal situation. Value greater than 3-sigma from the mean are considered outliers.
Graphical technique used to quantify problems so that effort can be expended in fixing the
"vital few" causes, as opposed to the "trivial many". It is a bar chart that displays in
Pareto Chart descending frequency the number of observed defects in a category.
Performance Ratio (PR) Represents the percent of tolerance width used by the variation. PR = 1/Pp
Japanese term which means mistake proofing. A poka yoke device is one that prevents
incorrect parts from being made or assembled, or easily identifies a flaw or error. To avoid
Poka Yoke (yokeru) inadvertent errors (poka)
Point Estimate An estimate calculated from sample data without a confidence interval.
A distribution that is useful, for exmaple, to design reliability tests where the failure rate is
Poisson Distribution considered to be constant as a function of usage.
Represents the capability of the process. It measures the relationship between the
tolerance width and the range of variation. Pp = Specification Width / (6-S), where sigma is
Pp estimated using the sample standard deviation S.
Represents the capability of the process, taking into account any difference between the
design target and the actual process mean. Ppk = min(Ppk_upper, Ppk_lower), where
Ppk Ppk_upper = (USL - X-bar)/3-sigma and Ppk_lower = (X-bar - LSL)/3-sigma
Probability Density Function (PDF) - f(x) A mathematical function that can model the probability density reflected in a histogram.
A visual representation of the work-flow either within a process - or an image of the whole
operation. A good Process Map should allow people unfamiliar with the process to
understand the interaction of causes during the work-flow. A good Process Map should
contain additional information relating to the Six Sigma project i.e. information per critical
Process Map step about input and output variables, time, cost, DPU value.
Data that is non-numerical and allows partitioning of a population. The types of qualitative
Qualitative Data data are: nominal, ordinal and binary.
Quality Function Deployment (QFD) is a systematic process for motivating a business to
focus on its customers. It is used by cross-functional teams to identify and resolve issues
involved in providing products, processes, services and strategies which will more than
satisfy their customers. A prerequisite to QFD is Market Research. This is the process of
understanding what the customer wants, how important these benefits are, and how well
different providers of products that address these benefits are perceived to perform. This
is a prerequisite to QFD because it is impossible to consistently provide products which
Quality Function Deployment (QFD) will attract customers unless you have a very good understanding of what they want.
Percentage of products that were not defective. Quality Yield = (1 - fraction defective)
Quality Yield *100%. Also called First Time Yield.
Quantitative Data Numerical data. May allow to uniquely identify each member of a population.
R see Correlation
A factorial experiment where the variance of factors is investigated (as opposed to a fixed
Random Effects effects model).
A random variable is a function that associates a unique numerical value with every
outcome of an experiment. The value of the random variable will vary from trial to trial as
the experiment is repeated. There are two types of random variables: discrete and
Random Variable continuous.
Range For a set of numbers, the absolute difference between the largest and smallest value.
Data collected from an experiment are used to empirically quanitfy through a mathematical
Regression model the relationship that exists between the response variable and influencing factors.
The proportion surviving at some point in time during the life of a device. A generic
Reliability description of tests evaluating failure rates.
The variation in measurements obtained with one measurement instrument when used
several times by one appraiser while measuring the identical characteristic on the same
Repeatability part.
The variation in the average of the measurements made by different appraisers using the
Reproducibility same measuring instrument when measuring the identical characteric on the same part
A description of a procedure that is not sensitive to deviations from some of its underlying
Robust assumptions.
The probability of being able to pass one unit of product or service through the entire
Rolled Throughput Yield process defect free.
The first step of a multiple factorial experiment strategy, where the experiment primarily
assesses the significance of main effects. Two-factor interactions are normally considered
in the experiments that follow a screening experiment. Screening experiments should
typically consume only 25% of the monies that are allotted for the total experiment effort to
Screening experiment solve a problem.
Dr. Shewhart is credited with developing the standard control chart test based on 3-sigma
Shewhart Control Chart limits to separate the steady component of variation from assignable causes.
Sigma The Greek letter that is often used to describe the standard deviation of a population.
One-way analysis of varaicne with two levels (or treatments) that is to determine if there is
Single-factor analysis of variance a significant difference between level effects.
A SIPOC diagram is a tool used by a team to identify all relevant elements of a process
improvement project before work begins, in order to map the process. It is typically
employed at the Measure phase of the Six Sigma DMAIC methodology. The categories to
SIPOC diagram include in the process are: Supplier, Inputs, Process, Output and Customer.
A term coined by Motorola that emphasizes the improvement of processes for the purpose
Six Sigma of reducing variability and making general improvements.
Skewness is defined as asymmetry in the distribution of the sample data values. Values
on one side of the distribution tend to be further from the 'middle' than values on the other
side. Distributions of data that are positively skewed have a tail to the right; negatively
Skew skewed data have a tail to the left.
The total variation in the measurements obtained with a measurement system on the
same master or parts when measuring a single characterisitc over an extended time
Stability period.
Stable Process A process that does not contain any special cause variation, ie. It is in statistical control
A mathematical quantity that describes the variability of a response. It equals the square
Standard Deviation root of the variance.
Standard Error The square root of the variance of the sampling distribution of a statistic.
Stationary process A process with an ultimate constant variance.
The application of statistical techniques in the control of quality. SQC includes the use of
regressions analysis, tests of significance, acceptance sampling, control charts,
Statistical quality control (SQC) distributions, and so on.
Decomposing a variable into groups in order to identify or narrow the search for root
Stratification Analysis causes.
The summation of the squared deviations relative to zero, to level means, or the grand
Sum of Squares mean of an experiment.
Devices that collectively perform a function. Within this text, systems are considered
repairable, where a failure is caused by failure of a device(s). System failure rates can
System either be constant or change as a function of usage (time).
A statistical test that utilizes tabular values from the t distribution to assess, for example,
t-Test whether two population means are different.
TQM is management and control activities based on the leadership of top management
and based on the involvement of all employees and all departments from planning and
development to sales and service. These management and control activities focus on
quality assurance by which those qualities which satisfy the customer are built into
Total Quality Management products and services during the above processes and then offered to consumers
Trend chart A chart to view the resultant effect of a known variable on the response of a process.
Measure of central tendency. It is the average of a sample with a % of the smallest and
largest observations discarded. For example, a 10% trimmed mean discards the smallest
Trimmed mean 10% and the largest 10% observations.
UCL Upper Control Limit. Usually represents a 3-sigma deviation from the mean value.
A statistic is an unbiased estimate of a given parameter when the mean of the sampling
Unbiased Statistic distribution of that statistic can be shown to be equal to the parameter being estimated.
Unimodal A distribution that only has one peak (ex: Normal distribution).
USL Upper Specification Limit. A value below which performance of a product is acceptable.
Any action within a process that adds value to the product from the customer's point of
Value-Added view.
A visual picture of how material and information flows from suppliers, through
manufacturing, to the customer. It includes calculations of total cycle time and value-added
time. Typically written for the current state of the value chain and the future, to indicate
Value Stream Mapping where the business is going.
Measure of dispersion; deviation from the process mean. It is the square of standard
Variance deviation. Var(x) = [ (xi – x-bar)^2 ] / (n –1)
Widely used distribution because it has a density function that has many possible shapes.
Weibull Distribution The two-parameter distribution is described by the shape and location parameters.
A pair of control charts used with processes that have subgroups of 2 or more. The
standard charts help determine whether a process is stable and predictable. The X-bar
chart shows how the average changes over time, and the R chart shows how the range of
X-Bar Chart and R chart the subgroup changes over time.
A measure of the distance in standard deviations of a sample from the mean, assuming a
Z Score standard normal process.
Lean and Six Sigma Reading List
Camp, R. C. (1989). Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance, Milwaukee, WI: ASQ Quality
Press and White Planes, NY: Quality Resources.
Campanella, J., Editor (1999). Principles of Quality Costs, 3rd Edition, Milwaukee, WI: ASQ Quality Press.
Deming, W. E. (1986). Out of the Crisis, Cambridge, MA: MIT Center for Advanced Engineering Study.
Deming, W. E. (1993). The New Economics for Industry, Government, Education, Cambridge, MA: MIT Center for Advanced Engineering Study.
Ishikawa, K. (1985). What Is Total Quality Control the Japanese Way?, Englewood Cliffs, NJ: Prentice-Hall.
Juran, J. M. & Gryna, F. M. (1988). Juran’s Quality Control Handbook, 4th Edition. New York: McGraw-Hill.
Juran, J. M. & Gryna, F. M. (1993). Quality Planning and Analysis, 3rd Edition. New York: McGraw-Hill.
Ohno, Taiichi. (1988). Toyota Production System: Beyond Large-Scale Production, Portland, OR: Productivity Press.
Pande, Peter S., Newman, Robert P., & Cavanagh, Roland R. (2002). The Six Sigma Way Team Fieldbook: An Implementation Guide for
Process Improvement Teams. McGraw-Hill. ISBN:0-07-137314-4.
Pyzcek, Thomas. (2003). The Six Sigma Handbook Revised and Expanded: A Complete Guide for Green Belts, Black Belts, and Managers at
All Levels, McGraw-Hill. ISBN: 0-070141015-5.
Scholtes, P. R. (1988). The Team Handbook: How to Use Teams to Improve Quality, Madison, WI: Joiner Associates, Inc.
Six Sigma Academy. (2002). The Black Belt Memory Jogger. Salem, NH: GOAL/QPC.
Taguchi, G. (1986). Introduction to Quality Engineering: Designing Quality into Products and Processes, White Plains, NY: Quality Resources.
Statistics
ASQ Statistics Division. (1983). Glossary and Tables for Statistical Quality Control, Milwaukee, WI: ASQ Quality Press.
Duncan, J. A. (1974). Quality Control and Industrial Statistics, 4th Edition, Homewood, IL: Irwin.
Gonick, Larry & Smith, Woolcott. (1993) The Cartoon Guide to Statistics. New York: HarperCollins.
Simon, J. L. (1992). Resampling: The New Statistics, Arlington, VA: Resampling Stats, Inc.
Teamwork
Aubrey, C. A. & Felkins, P. K. (1988). Teamwork: Involving People in Quality and Productivity Improvement, Milwaukee, WI: ASQ Quality Press.
Akao,Y., Editor (1990). Quality Function Deployment: Integrating Customer Requirements into Product Design, Cambridge, MA: Productivity
Press.
Berry, Michael J. A. & Linoff, Gordon. (1997). Data Mining Techniques for Marketing, Sales and Customer Support, New York: John Wiley &
Sons.
Goldratt, Eli & Cox, Jeff. (1992). The Goal: A Process of Ongoing Improvement. (2nd. Ed.) North River Press. ISBN: 0884270610.
Goldratt, Eliyahu M. & Fox, Robert E. (1989) The Race. North River Press. ISBN: 0884270629.
Liker, Jeffrey (ed.). (1998). Becoming Lean: Inside Stories Of U.S. Manufacturers. Portland, OR: Productivity Press. ISBN: 1563271737
Schonberger, Richard. (1986). World Class Manufacturing: The Lessons of Simplicity Applied. NY: Free Press.
Schonberger, Richard. (1996). World Class Manufacturing: The Next Decade. NY: Simon & Schuster.
Suzaki. Kiyoshi. The New Manufacturing Challenge: Techniques For Continuous Improvement.
Womak, J. P. & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation (revised ed.). New York: Simon &
Shuster. ISBN: 0743249275.
Womack, James, Jones, Daniel & Roos, Daniel. (1991). The Machine That Changed the World: The Story of Lean Production. Prennial.
ISBN:0060974176.
Poka Yoke
Mikulak, Raymond J., Beauregard, Michael R. & McDermott, Robin E. The Basics of Mistake-Proofing, Quality Resources.
Monden, Yashiro. Toyota Production System - An Integrated Approach to Just-In-Time, Engineering & Management Press.
Poka-Yoke - Improving Product Quality by Preventing Defects, Edited by NKS/Factory Magazine, Overview by Hiroyuki Hirano, Productivity
Press
Robinson, Alan. Modern Approaches to Manufacturing Improvement - The Shingo System. Productivity Press
Shigeo Shingo, A Study of the Toyota Production System from an Industrial Engineering Point of View. Productivity Press.
Shingo, Shigeo. Zero Quality Control: Source Inspection and the Poka-Yoke System. Productivity Press.
The Productivity Press Development Team. Mistake-Proofing for Operators: The ZQC System. Productivity Press.
General
Association for Manufacturing Excellence. Lean Administration: Case Studies in Leadership and Improvement. New York: Productivity Press,
2007.
George, Michael L. Lean Six Sigma for Service: How to Use Lean Speed & Six Sigma Quality to Improve Services and Transactions. New York:
McGraw-Hill, 2003.
Keyte, Beau and Drew Locher. The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes. New York:
Productivity Press, 2004.
Martin, Karen. Kaizen Event Planner: Achieving Rapid Improvement in Office, Service, and Technical Environments. New York: Productivity
Press, 2007.
Miller, Ken. We Don’t Make Widgets: Overcoming the Barriers that Keep Government from Radically Improving. Washington DC: Governing,
2006.
Productivity Press Development Team. Kaizen for the Shopfloor. Portland: Productivity Press, 2002.
Productivity Press Development Team. Standard Work for the Shopfloor. New York: Productivity Press, 2002.
Tapping, Donand Tom Shuker. Value Stream Management for the Lean Office: Eight Steps to Planning, Mapping, and Sustaining Lean
Improvements in Administrative Areas. New York: Productivity Press, 2003.
Venegas, Carlos. Flow in the Office: Implementing and Sustaining Lean Improvements. New York: Productivity Press, 2007.
Womack, James P. and Daniel T. Jones. Lean Solutions: How Companies and Customers Can Create Value and Wealth Together. New York:
Free Press, 2005.
Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon & Schuster, 1996.
Lean Six Sigma Websites
1 SixSigma.us
Provider of Six Sigma and Lean Flow statistically based process improvement services for all organizations.
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7 i Six Sigma - Six Sigma Quality Resources for Achieving Six Sigma ...
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SigmaFlow software delivers standards and productivity for project & process management, project execution, compliance.
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26 - 908
Lean Six Sigma and Innovation for Performance Excellence by Breakthrough Management Group.
http://www.bmgi.com/
21 Lean Sigma
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25 Lean Six Sigma Training, Lean Six Sigma Online Training - ...
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26 Lean, Lean Six Sigma and Lean Manufacturing - Lean and Six Sigma ...
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27 Strategos, Inc.
Consultants offer articles, downloads and referrals to other resources on lean manufacturing, manufacturing strategy, six-sigma quality
control, and facilities planning.
http://www.strategosinc.com
28 STSC CrossTalk - Lean Six Sigma: How Does It Affect the Government? ...
Lean Six Sigma (LSS) is a combination of historical methods for process improvement that focuses on the bottom line and critical-to-
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30 2008 Lean Six Sigma Conference - ASQ
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35 Lean Six Sigma Training, Consulting and Coaching - Lean Six Sigma ...
Smarter Solutions is premier provider of Lean Six Sigma training, coaching, and consulting services: Lean Six Sigma Master Black Belt
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39 Lean Six Sigma - Transformation Partners - Your Partners for Lean Six ...
Lean Six Sigma. Transformation Partners Company is a group of experts with advanced degrees and certifications as Six Sigma Black
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41 Monition Ltd.
UK condition monitoring services provider with expertise in implementing predictive and reliability-based maintenance management and
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49 NOVACES Awarded Lean Six Sigma Services Contract by the U.S. Army ...
January 17, 2008 - NOVACES, a premier provider of Lean Six Sigma solutions, announced today that it has been competitively selected
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51 Venturehaus Limited
Specialists for Six Sigma and Lean in Financial Services. Training, strategic advisory and consulting services.
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A lengthy and inefficient process for discharging in-patients is a common concern of hospitals, as well as patients and their families.
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57 Customized Lean Six Sigma, Six Sigma and Lean Consulting & Training.
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Xerox has made a major commitment to using Lean Six Sigma tools and ... Xerox Lean Six Sigma is a rigorous, data-driven, results-
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60 Lean Six Sigma and Innovation for Performance Excellence - Anova ...
Management consulting company offers services for Six Sigma, Lean Six Sigma, Innovation, Operations Strategy and Lean
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61 Lean Six Sigma Training & Design for Six Sigma (DFSS) Training, ...
SigmaPro is a leading provider of Lean Six Sigma, Design for Six Sigma (DFSS), leadership, & quality tools training, coaching &
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66 Ask the Expert - The Topic: Integrating Lean And Six Sigma
Michael George, Chairman and CEO of George Group, explains Lean and how it can integrate with Six Sigma to improve speed and
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72 Lean Six Sigma (Lean Sigma) Training, Certification & Consulting by ...
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SigmaPro is a premier provider of Lean Six Sigma (Lean Sigma) training, certification & consulting services for industrial & service
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In its Lean Six Sigma programs, Rath & Strong incorporates a deep and long history of Lean and Six Sigma implementations
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Lean, Six Sigma and Process Improvement in Healthcare Summit ... An Introduction to Design for Lean Six Sigma (DFLSS) ...
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78 Blazer
Six sigma és Lean folyamatfejlesztés, biztonság és ergonómiai tréningek, kockázatelemzés és kockázatértékelés.
http://www.blazer.hu
80 e-Zsigma, Inc.
Home of "My e-Zsigma.com" with Six Sigma/Lean management portal, integrated knowledge store, resources manager and project
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http://www.e-zsigma.com
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Lean Six Sigma Training. Champion Training - The success of a Six Sigma ... Several sessions of Six Sigma have now completed and
CVTC is pleased to announce ...
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87 Post Show Report: Highlights & Updates From the Lean, Six Sigma & ...
Lean and Six Sigma professionals gathered at IQPC's European Lean, Six Sigma & Process Improvement Summit to discuss how the
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88 Six Sigma IQ a Division of IQPC: Conferences & workshops for Six Sigma ...
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92 RoundPeg Associates
Focus: Continuous Improvement, Six Sigma and Lean positions. Includes a discussion forum
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The Lean Six Sigma Master Black Belt is responsible for deploying and driving Lean Six Sigma across assigned divisions/functions. ...
http://jobs.isixsigma.com/preferred.asp?ID=6119
99 Papilio Limited
Specializing in the provision of Six Sigma and Lean Enterprise training and support to major manufacturing companies throughout the UK
and Europe.
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http://www.pointeprecision.com
102 Six Sigma Software - Lean Sigma Software - Design for Six Sigma ...
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110 SDSU Lean Six Sigma: Lean Six Sigma Black Belt Certification
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111 TQM-Soft
Oferta szkolen z zakresu zarzadzania jakoscia, TQM, Six Sigma. Oferte wdrozen ISO 9001, QS 9000, Lean. Opisy programów
wspomagajacych analizy SPC, r&r, FMEA.
http://tqmsoft.fsi.pl
113 Benefits of Lean and Six Sigma in IT; Testing Data for Normality
It is possible to integrate Lean and Six Sigma and reap the full benefits that these methodologies bring to the table. Although Lean may
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http://main.isixsigma.com/newsletter/archive/newsletter.asp?id=730
33 - 908
115 Six Sigma Blogs: Lean Six Sigma Forum-Malaysia
Lean Six Sigma Forum-Malaysia. For those of you practising Lean Six Sigma in the Austral Oceania region of the world, IQPC will be
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http://blogs.isixsigma.com/archive/lean_six_sigma_forum_malaysia.html
117 www.leansixsigmaacademy.com
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Tools Planner
Use this form to select the forms and tools you wish to use for a particular project. Mark the tool with
an "x" and annotate the stage or intended use of the tool in the "Stage or Purpose" column.
Pre-event Meeting
Refine the event scope and objectives
Phase 2 Set clear boundaries for the event
Identify performance metrics and pre-work needed
Select participants and determine roles
Define the Customer, their Critical to Quality (CTQ) issues, and the Core Business Process involved.
- Define who customers are, what their requirements are for products and services, and what their expectations are
DEFINE
- Define project boundaries the stop and start of the process
- Define the process to be improved by mapping the process flow
Analyze the data collected and process map to determine root causes of defects and opportunities for improvement.
- Identify gaps between current performance and goal performance
ANALYZE
- Prioritize opportunities to improve
- Identify sources of variation
Improve the target process by designing creative solutions to fix and prevent problems.
IMPROVE - Create innovate solutions using technology and discipline
- Develop and deploy implementation plan
Procedures and
Business Results SIPOC Multi-Vari Analysis 5S or 6S
Work Instructions
Work Flow Training
Benchmarking Collecting Data Hypothesis Testing
Improvement Requirements
Name Position Organization Department Phone Email Responsibilities Team Position Notes
Event Charter
Project
Start Date
End Date 2-Jun-09
Scope (The breath, or area of opportunity to change or improve. (e.g., This event will address the process from / of ___ to ___.)
Goals (Specific numbers or percentages. For example: Reduce lead-time by XX%, from ___ to ___.)
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Type in your organization's mission statement. Describe the purpose and values of the organization; which business the organization wants
to be in (products or services, market) or who are the organization's primary "clients" (stakeholders); the responsibilities of the organization
towards these "clients"; and the main objectives that support the company in accomplishing its mission.
A Mission statement: tells you what the company is now. It concentrates on present; it defines the customer(s), critical processes
and it informs you about the desired level of performance.
Vision
Type in a statement of your vision for the future of the organization here. You may want to include specific goals and the purpose of the
organization in your statement. Remember, you are really trying to visualize what you would like the organization to be five or ten years into
the future. The vision defines why your organization exists at all, and what unique contribution it can make.
A Vision statement: outlines what a company wants to be. It concentrates on future; it is a source of inspiration; it provides clear
decision-making criteria.
Stakeholder Analysis
Overall
Item # Priority Category Action Item Assigned To Date Assigned Deadline Status Start Finish Notes
Responsibility
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Project Plan
Project Title
TASK JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
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Schedule
Project Title
TASK JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
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Gantt Chart
Project Title
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Meeting Agenda/Minutes
Logistics
Meeting Title
Objective
Date Location
Start Preparation
End Please Bring
People Involved
Name Responsibilities Please Attend Did Attend
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Agenda Items
Launch Description Time Notes/Conclusions
Action Items
Description Overall Responsibility Deadline Status
Miscellaneous
Ideas Bin Other Notes
Notes
Date Topic Note Taker Name Related Topics or Actions Notes
Parking Lot
Topic
Brainstorm Affinity
Topic:
SCAMPER is a method used to enhance classic brainstorming. It helps thinkers make sure they cover more ground, and
explore non-obvious areas. SCAMPER was developed by Bob Eberle.
What can be Substituted for "x"? What can be Combined with "x"? How can "x" be Adapted?
How did the meeting go? What went right? What went wrong?
Was the agenda effective? Did the team stick to it, or stray too often?
What was the quality of the discussion and decisions made? Is the team making good use of the scientific approach?
How did the project/event go? What went right? What went wrong?
Was the project/event flow effective? Did the team stick to it, or stray too often?
What was the quality of the discussion and decisions made? Is the team making good use of the scientific approach?
Create an area that will allow the team to post additions to the SIPOC diagram. This could be a transparency (to be projected by an overhead) made
of the provided template, flip charts with headings (S-I-P-O-C) written on each, or headings written on post-it notes posted to a wall.
Begin with the Process. Map it in four to five high level steps.
Identify the Customers that will receive the Outputs of this Process.
Identify the Suppliers of the Inputs that are required by the Process.
Optional: Identify the preliminary requirements of Customers. This will be verified in a later step of the Six Sigma measurement phase.
Discuss with Project Sponsor, Champion, and other involved stakeholders for verification.
SIPOC Title
Who are the customers of the process? Who receives your output?
What results will constitute success? Will they meet your customers' needs?
Cost of Poor Quality - Estimating Worksheet
Annual Costs % of Total COPQ
1. Cost of Failure - Internal (before shipment)
What does scrap cost? $0.00 #DIV/0!
What does rework cost? $0.00 #DIV/0!
What does extra inventory cost? $0.00 #DIV/0!
What does it cost in schedule revisions? $0.00 #DIV/0!
What does it cost us for unplanned overtime? $0.00 #DIV/0!
Guess at the hidden costs of fire-fighting? $0.00 #DIV/0!
3. Cost of inspection?
Incoming inspection $0.00 #DIV/0!
Inspection 1 $0.00 #DIV/0!
Inspection 2 $0.00 #DIV/0!
Spot-check inspection $0.00 #DIV/0!
4. Cost of Prevention?
Local plant quality management $0.00 #DIV/0!
Group quality management $0.00 #DIV/0!
Function or Process:
Problem Description:
Failure Cost -
Internal / Number of
Hours for Unit Cost of Non- Total Hours Total Hourly Total Cost of Total Material Total Failure Total Cost of Non-
Specific Tasks Hourly Rate Cost of Task Material Costs External / Units or
Task conformance for Task Rate Task Costs Cost conformance
Apprasal or Parts
Prevention
Task/Action A 1.0 $18 $18.00 $43.00 $12.00 $73.00 32.00 32.00 576.00 576.00 1,376.00 384.00 $2,336.00
Task/Action B 1.4 $22 $30.80 $54.00 $91.00 $175.80 32.00 44.80 704.00 985.60 1,728.00 2,912.00 $5,625.60
Task/Action C 0.5 $45 $22.50 $178.00 $26.00 $226.50 32.00 16.00 1,440.00 720.00 5,696.00 832.00 $7,248.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
Cost Per Failure 2.90 $85.00 $71.30 $275.00 $129.00 $475.30 $92.80 $2,720.00 $2,281.60 $8,800.00 $4,128.00 $15,209.60
Quality Cost Report
Quality Council of Indiana, LSSBB Primer, III-31
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What customers want
Importance Rating (1-10)
How we can satisfy them? Ratings Table Rating %
1 0.00 #DIV/0!
2 0.00 #DIV/0!
3 0.00 #DIV/0!
4 0.00 #DIV/0!
5 0.00 #DIV/0!
6 0.00 #DIV/0!
7 0.00 #DIV/0!
8 0.00 #DIV/0!
9 0.00 #DIV/0!
10 0.00 #DIV/0!
11 0.00 #DIV/0!
12 0.00 #DIV/0!
13 0.00 #DIV/0!
14 0.00 #DIV/0!
15 0.00 #DIV/0!
16 0.00 #DIV/0!
Total: 0.00 #DIV/0!
Improvement Matrix
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Project Outputs
Significance Rating 0 0 0 0 0 0 0 0 0 0 Overall
Cost Time Overall
Impact Rank
Impact Impact Impact Impact Impact Impact Impact Impact Impact Impact Rating Rating Rating
Potential Improvements (X's) Rating
Rating Rating Rating Rating Rating Rating Rating Rating Rating Rating
1 0 0 0 0 0 0 0 0 0 0 0 0 1
2 0 0 0 0 0 0 0 0 0 0 0 0 1
3 0 0 0 0 0 0 0 0 0 0 0 0 1
4 0 0 0 0 0 0 0 0 0 0 0 0 1
5 0 0 0 0 0 0 0 0 0 0 0 0 1
6 0 0 0 0 0 0 0 0 0 0 0 0 1
7 0 0 0 0 0 0 0 0 0 0 0 0 1
8 0 0 0 0 0 0 0 0 0 0 0 0 1
9 0 0 0 0 0 0 0 0 0 0 0 0 1
10 0 0 0 0 0 0 0 0 0 0 0 0 1
11 0 0 0 0 0 0 0 0 0 0 0 0 1
12 0 0 0 0 0 0 0 0 0 0 0 0 1
13 0 0 0 0 0 0 0 0 0 0 0 0 1
14 0 0 0 0 0 0 0 0 0 0 0 0 1
15 0 0 0 0 0 0 0 0 0 0 0 0 1
16 0 0 0 0 0 0 0 0 0 0 0 0 1
17 0 0 0 0 0 0 0 0 0 0 0 0 1
18 0 0 0 0 0 0 0 0 0 0 0 0 1
19 0 0 0 0 0 0 0 0 0 0 0 0 1
20 0 0 0 0 0 0 0 0 0 0 0 0 1
Totals 0 0 0 0 0 0 0 0 0 0
Rank 1 1 1 1 1 1 1 1 1 1
Improvement Matrix - Scales
Impact Ratings
7 X's are removed from impacting the process output.
6 Continual control and adjustment of critical X's impacting the process output.
5 Continual control of critical X's prevents defects in the process output from X.
Defect detection of the process output prevents unknown defects from leaving the
4
process.
3 Process inspection or testing is improved to find defects better.
2 Process is improved with easier control of a critical X impacting the process output.
2 High capital and ongoing expenses make a low priority for capital investment.
0 Significant capital and ongoing expenses without alignment with business priorities.
Problem Statement
Perceptual Map
5 2 3
(1-low, 5-high)
Importance
4 1
3 5 7
2 4 6
1
1 2 3 4 5
Satisfaction
(1-low, 5-high)
N
P P
N
P
N
COMPETITIVE
0=Least Important, 5=Most Important DESIGN FEATURES 1=Worst, 3=Average, 5=Best
COMPARISON
RANKING
BETTER
RATING
WORSE
SAME
CUSTOMER NEEDS COMPETITIVE ASSESSMENT
1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x
RATINGS RATINGS
BENCHMARK
MEASURES
RANKING 1 1 1 1 1 1 1 1 1 1 1
2008, Matthew D. Cox, Hampton, VA, info@logisticsworld.com
Linked House of Quality
Quality Function Deployment (QFD)
Voice of the Customer (VOC) INTERACTIONS INTERACTIONS INTERACTIONS INTERACTIONS
N N N N
P P P P P P P P
N N N N
P P P P
N N N N
0=Least Important, 5=Most Important DESIGN FEATURES 0=Least Important, 5=Most Important PARTS CHARACTERISTICS 0=Least Important, 5=Most Important PROCESS OPERATIONS 0=Least Important, 5=Most Important PRODUCTION REQUIREMENTS
RATING
RATING
RATING
RATING
CUSTOMER NEEDS DESIGN FEATURES PARTS CHARACTERISTICS PROCESS OPERATIONS
N N
P P P P
N N
P P
N N
0=Least Important, 5=Most Important DESIGN FEATURES 0=Least Important, 5=Most Important PARTS CHARACTERISTICS
RATING
RATING
CUSTOMER NEEDS DESIGN FEATURES
RATINGS RATINGS
INTERACTIONS INTERACTIONS
P=Positive Interaction P=Positive Interaction
N=Negative Interaction N=Negative Interaction
N N
P P P P
N N
P P
N N
0=Least Important, 5=Most Important PROCESS OPERATIONS 0=Least Important, 5=Most Important PRODUCTION REQUIREMENTS
RATING
RATING
PARTS CHARACTERISTICS PROCESS OPERATIONS
RATINGS RATINGS
2008, Matthew D. Cox, Hampton, VA, info@logisticsworld.com
Defining Terms for Six Sigma
What is a unit?
What is a defect?
What is an opportunity?
Design of Experiment (DOE) Planning Worksh
Summary
Last Updated
Team Leader
Product
Process(es)
Expected Start Date
Expected Completion Date
Experimental Definition
Problem Statement Objective Scope of the experiment?
Experimental Design
Briefly describe the Experimental Design to be used
Evaluating a Project's Worth
Project Title
Month /
Benefits Costs Cum Net
Period
0 $6.00 -$6.00
1 $5.00 -$11.00
2 $4.00 -$15.00
3 $3.00 -$18.00
4 $2.00 -$16.00
5 $3.00 -$13.00
6 $4.00 -$9.00
7 $5.00 -$4.00
8 $6.00 $2.00
9 $7.00 $9.00
10 $8.00 $17.00
11 $9.00 $26.00
12 $10.00 $36.00
Property Report
Based on Date / Time
Creator / Owner Range of data
Spreadsheet Purpose of report
Description
CONFIDENTIAL
FMEA Rating Factors
Project: Date:
e e e e
S O D R w w w w
Potential failure Potential failure Current process Actions Responsibility
Process step E Potential causes C E P Actions taken
mode effects controls recommended (target date)
V C T N S O D R
E C E P
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Failure Modes and Effects Rating Scale:
Analysis (FMEA)
Use this form to do FMEA, to anticipate problems with Establish a scale for each of the categories, with "1" having the least negative
a new process, product or service. Customize this form impact and "10" the most potentially damaging impact.
to suit your organization's particular requirements.
0 0
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0 0
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Problem Solving Guide
What? When?
What "thing" shows the problem? When did you first notice the problem?
When has the problem recurred? Has the problem gone away
What similar things could show the problem, but don't? at all? When?
How many things show the problem? Where is the "thing" located that shows the problem?
Experiments:
Results:
Final conclusions:
Defining the Process Boundaries
Process Characteristics
Cost of Poor Quality
Importance
Goals
Problem
Measurements
Process Start Point
Process End Point
End
Santayana Project Review
The philosopher George Santayana made the famous observation that those who fail to learn from history are
condemned to repeat it. This form is provided to support learning from history.
Statements of vision tend to be quite broad and can be described as a goal that represents an inspiring, overarching, and emotionally driven destination. Mission
statements, on the other hand, tend to be more specific and address questions concerning the organization’s reason for being and the basis of its intended
competitive advantage in the marketplace. Strategic objectives are used to operationalize the mission statement. That is, they help to provide guidance on how
the organization can fulfill or move toward the “high goals” in the goal hierarchy-the mission and vision. As a result, they tend to be more specific and cover a
more well-defined time frame.
Criteria:
1. Measurable - There must be at least one indicator (or yardstick) that measures progress against fulfilling the objective.
2. Specific - This provides a clear message as to what needs to be accomplished.
3. Appropriate - It must be consistent with the vision and mission of the organization.
4. Realistic - It must be an achievable target given the organization’s capabilities and opportunities in the environment. In essence, it must be challenging but
doable.
5. Timely - There needs to be a time frame for accomplishing the objective. After all, as the economist John Maynard Keynes once said, “In the long run, we are
all dead!”
Source: Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor. Strategic Management. 2 ed. New York: McGraw-Hill Irwin, 2005.
Instructions: List your stated strategic objectives. Score the specific objective against the evaluation criteria on a scale from 1 to 5 (least to greatest in meeting
the criteria). Re-write or re-structure low scoring/low ranking objective statements to meet the criteria.
Strategic Objective Statement Measurable Specific Appropriate Realistic Timely score rank
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
score 0 0 0 0 0
rank 1 1 1 1 1
Strategic Initiatives Matrix
The Strategic Initiatives Matrix lets you crosscheck that the things you are doing - your initiatives - are closely related to your organization's strategic themes. If they don't match,
either the themes don't capture reality, or the initiatives aren't vital. If you type text into the vertically formatted theme cells, it will rotate after you leave the cell. Click in the
checkboxes, to indicate a solid relationship between an initiative and a theme.
Instructions: Enter the number "1" in the matrix to indicate an initiative meets a particular strategic theme. Alternatively, you may use a weighted matrix entry such as 1 = Low, 2 =
Medium, and 3 = High.
Strategic Themes
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
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0 1
0 1
0 1
0 1
Strengths, Weaknesses, Opportunities & Threats (SWOT)
Use this tool when monitoring process measures to document out-of-control situations. Maintain a separate log for each Control Plan measure and
keep the log with the associated process measure in a place where it is accessible to employees.
Instructions: Write the name of the measure in the Control Plan Measure field and the date of the incident in the first Date field. Investigate to determine
the root cause of the incident, and write an explanation in the Assignable Cause Detail field. Include the type of analysis conducted, as well as the tools
used (e.g., brainstorming session, data collection check sheet, etc.). Take the action necessary to remove the root cause of the variation, and write the
action taken in the Action Taken field. Write the date action was taken in the second Date field, and file with the appropriate Control Plan measure.
Process Name:
Use this tool when developing process measures to record actions and responsibilities for establishing measures, and controlling the features and goals of the process.
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Who Reaction to
Name of Measure Measure Measure Display
Data Source Goal Sample Size When to Act Decides to Who Acts Out of
Measure Definition Calculation Frequency Method
Act Control
Control Plan
Team Members:
Control Plan for: Original Date:
Measurement Person
Subprocess Key Input Sample
Part / Process Key Output Special Specifications Gage Sample Size Initial CpK Responsible for Control Method Reaction Plan
Step Variable (X) Frequency
Technique Measurement
Organizational Chart
Circle Diagram
Radial Diagram
Pyramid Diagram
Venn Diagram
Target Diagram
Bar Chart
Data
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Histogram
Data
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The 7 Wastes of Production
Taiichi Ohno defined the 7 types of waste that describe all activity that adds cost but not value. In a Lean Enterprise these 7 types of “Muda” are the
target of an endless pursuit of waste elimination. Learning to see “Muda” all around you is the key to starting out on your journey of transforming your
organization into a Lean Enterprise.
- Producing more than the - Producing product to - Forecasting - Pull system scheduling
customer needs right now stock based on sales - Long set-ups - Heijunka - level loading
forecasts - “Just in case” for - Set-up reduction
- Producing more to avoid breakdowns - TPM
Over-production set-ups
- Batch process resulting in
extra output
- Movement of product that - Moving parts in and out of - Batch production - Flow lines
does not add value storage - Push production - Pull system
Transportation - Moving material from one - Storage - Value Stream
workstation to another - Functional layout organizations
- Kanban
- Idle time created when - Waiting for parts - Push production - Downstream pull
material, information, - Waiting for prints - Work imbalance - Takt time production
people, or equipment is not - Waiting for inspection - Centralized inspection - In-process gauging
ready - Waiting for machines - Order entry delays - Jidoka
Waiting - Waiting for information - Lack of priority - Office Kaizen
- Waiting for machine - Lack of communication - TPM
repair
- Effort that adds no value - Multiple cleaning of parts - Delay between - Flow lines
from the customer’s - Paperwork processing - One-piece pull
viewpoint - Over-tight tolerances - Push system - Office Kaizen
- Awkward tool or part - Customer voice not - 3P
Processing design understood - Lean Design
- Designs “thrown over the
wall”
http://www.gemba.com/new-at-gemba.cfm?id=146
Improving Poor Time Utilization Time Wasters
Lack of proper planning, keeping workers waiting between jobs or waiting for material
Failure on the supervisor's part to thoroughly understand orders and instructions received
This is a checklist of common causes of poor / low Lack of knowledge of what constitutes a full day's work
time utilization (time wasters.) These are prime Failure to make orders and instructions clear to workers
targets when seeking to improve productivity. The old Failure to insist that tools supplies, and portable equipment be kept in proper places
addage, "money is time" is no more true, than in Ordering overtime work that could be avoided
business. Apply your team members job knowledge, Not seeing that workers are supplied with proper tools and equipment for every job
together with this checklist to identify areas for Allowing workers intentionally to do less work than they can
improvement. Failure to inform human resouces department when more labour is required
Rigorously examine each item using the questions Keeping too many workers
listed here. Failure to write records and requisitions intelligibly
Failure to question and correct workers who lay off
Allowing workers to get habit of talking, visiting, killing time
Failure to get workers to start on time, slack supervision
Delay in making decisions
TIP: Measure the before and after effect wherever Unnecessary absenteeism or tardiness on the supervisor's part
possible. That is, you should attempt to quantify each Being late with reports
cause of waste time you attack, in terms of money, Not investigating immediately when repairs are needed
time and material. This way you can objectively Unnecessary visiting and conversation on the job
assess the difference you have made. Failure on the supervisors's part to organize his / her time and work
Lack of proper planning, keeping workers waiting between jobs or waiting for material
Where is it done? Why there? Where else could it be done? Where should it be done?
Place
When is it done? Why then? When else could it be done? When should it be done?
Sequence
Who does it? Why that person? Who else could do it? Who should?
Person
How is it done? Why that way? How else could it be done? How should it?
Means
Force Field Analysis
Title
Forces AGAINST
Forces FOR Change Score Change Proposal Score
Change
Total 0 Total 0
Check Sheet - Weekly - Instructions
The "Check Sheet - Weekly" worksheet can be printed for use by individuals in their data collection.
Once data is collected on printed forms, type either the combined data or data for each individual into this Excel worksheet.
If Data is entered for each individual data recorder, use one of these templates for each individual
**To determine the overall defect rates, it is recommended that all data be combined from all data recorders
and entered into this template so that the data can be analyzed overall to find the defect with the most occurences
Dates
Defect Types/
TOTAL
Event Occurrence Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Defect 1
Defect 2
Defect 3
Defect 4
Defect 5
Defect 6
Defect 7
Defect 8
Defect 9
Defect 10
TOTAL
12
10
8
Counts
0
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
12
10
8
Counts
0
Defect 1 Defect 2 Defect 3 Defect 4 Defect 5 Defect 6 Defect 7 Defect 8 Defect 9 Defect 10
12
10
8
Counts
0
Event Preparation Checklist
Planning
Scope of event
High level process steps
Data available (time, quantity, frequency)
Budget (cost center)
Potential internal and external team members
Identify support staff (refer to support staff role)
Identify communication staff (prints team certificate, communicates with other employees)
Identify staff with Microsoft Visio software (installed on laptop)
Reserve room for pre-event, event, and report-out presentation
Reserve laptop, projector and speakers
Send invitation/email to team members about pre-event and event date, time, and location
Pre-event Meeting
Setup room
Setup projector and laptop (for Lean overview)
Setup 1 easel stand and pad, provide easel markers
Develop scope, goals, and objectives for event
Identify pre-work
Finalize team member selection
Identify sub-team leader
Finalize team members meal selection
Before Event
Order meals, snacks and drinks
Order supplies (refer to supplies List)
Print/order training manuals
Prepare folder and nametag (include training manual, agenda, scope, goals, and objective)
Invite management to daily report (e.g., Tuesday and Wednesday from 4:00 to 4:30 p.m.)
Invite interested parties and employees to report-out (e.g., Friday from 10:00 to 11:00 a.m.)
Event
Setup room and layout folders and nametag
Setup projector, laptop and speakers
Setup 2 easel stands and pads, provide easel markers
Event supplies available in the room
Provide meals, snacks, and drinks
Take team picture on Tuesday morning (for team certificate)
Setup room with 2-3 computer/laptop on Wednesday and Thursday (connected to network as needed)
Print and distribute team certificate on Friday
Communicate with other staff via website or email on progress of team
After Event
Email team member report-out presentation and other relevant files to event participants
Fill out travel payment form
Send thank-you letters to team members
Setup 30-day follow-up date, time, and location
Develop communication plan (e.g. update website with event results, inform stakeholder groups)
Pre-event Meeting Agenda
Date / Time
Location
III. Develop scope statement based upon agreement of critical issue focus
1. Initial map of the current process developed by the area that is going through the kaizen event.
2. Determine from the map steps that can and cannot be changed, i.e., identify those steps that are
mandatory by rule.
3. Outline what items are currently tracked for time.
4. For those items currently tracked for time, determine longest item, quickest item and an average
of the items. Do not try to gather data here that you do not already know.
5. Have the staff write down what they do for a week. This includes the projects, as well as
meetings, site visits, telephone calls, regular meetings, etc.
Some questions to ask as part of the "voice of the customer" are the following:
These questions will ultimately help in determining the "value-added" steps in the process, as well as provide
potential design criteria for the final "product." The best approach would be to ask our customers (select a few), or
at least think through these questions from their perspective. If the process has different customer segments, the
questions could be asked for each one. As above, this information would be useful for goal setting purposes.
Bench marking would also be helpful in establishing goals for the event. Additionally, it could equip the team with
example strategies for achieving the goals for the event.
Supplies List
TOTAL $263.59
TAX TAX % = 6.00% $15.82
GRAND TOTAL $279.41
Frequently Asked Questions about Lean
This is not about loosening regulations or our agency’s commitment. We are looking for efficiencies in workflow,
paper processing, number of steps in our process, etc. In fact, our goals are to enhance our ability to protect
the environment by being able shift more time and resources on activities.
2 Will anyone lose his or her job by making this process so efficient?
Our people are very important and will continue to be part of this agency. Some people’s job duties may change
and some may have different office locations or configurations. But all staff will remain part of this agency.
3 Municipalities, consulting engineers, and other external entities slow down the permitting process. How are they
involved, and who will make them more efficient?
Outside stakeholders will take part in the event to help identify opportunities and concerns. However, this is not
about how other organizations conduct processes, which we cannot control. Rather, we are focusing on what
we can control, and that is how we move a permit through the approval process.
4 What guarantees do we have that this will actually help the process?
Lean is a proven methodology used to break through barriers and cut through bureaucracy, helping teams reach
their goals.
5 Why are we doing this on [Event Name]? Why not another issue?
First, [Event Name] meets the three criteria for undertaking a Lean event: it should be a large-volume process;
it should use the same steps every time; and it should be a core business activity. Second, we see this issue as
an integral step to improving the water quality in the State.
7 Is this a test of my job performance? Will I get in trouble for not doing well in my job?
These events are performed under the assumption that everyone involved is already doing their best—but that
with some assistance, efforts can be altered to lessen steps, delays, and time, with no loss of performance or
quality. Improvements will focus on reducing the time that no one is working on a project. The time it sits in
someone’s in-box or is waiting for a reply is waste that can be reduced.
9 How can they understand something as complex as [Event Name or Process] in a week?
The participants will learn the steps in the process, not how to conduct the process. The process will be laid out
in graphical form to make it easier to understand the sequence and how steps are interrelated.
The team that will be designing the new process is composed of [Team Members], other Agency employees
involved in the [Event Name], and some of the people who are impacted by the process or who impact the
process. All of these different viewpoints are important in designing a better process.
11 Even if I’m not directly involved on the team, what will I need to do during that week?
You may be asked questions by the team members to clarify your part in the process. Please take the time to
answer their questions completely. Team members may also ask to observe and time you while you complete a
step in the process or discuss the time necessary to complete a step.
12
Will people be in my office? Will they observe us talking about confidential issues, sensitive operations,
controversial issues, sensitive policy issue debates, and phone calls that all occur each week?
The team is not interested in specific projects, but how the process works in general.
If you are a member of the team, please coordinate your absence with the team leader, [team leader name]. If
you are not on the team, you only need to coordinate your absence with your supervisor, as usual.
14 Will the recommendations be rigid or able to change in the future if they fail or cause unintended
consequences?
The team will not be making recommendation—they will design an improved process that will be implemented
immediately. The new process will be tested during the event, but if adjustments need to be made later, they
will be made.
Day 1
Morning
Arrange the room (get someone to help)
Get the supplies, easel and easel pad
Setup easel and easel pad
Setup the laptop, projector and speakers
Set out the folder, training manual and nametag
Afternoon
Greet everyone when they arrive
Start promptly at specified time
Welcome everyone and introduce yourself
Go through logistics (parking, building access, cell phones, restrooms, meals, etc.)
Go through agenda (warn team of potential late nights if applicable)
Go through ground rules
Have everyone introduce themselves
1. Who are you?
2. Where do you work?
3. What are your goals this week?
4. What you like to do when you are not at work?
On the easel pad, write “Goals of Team Members” and capture the team member goals
Post “Goals of Team Members” on the wall
Introduction from senior manager
Introduce consultant and/or trainer (begin training)
Review the goals and objectives
Discuss pre-event data collected
Let team know they can leave folder in the room
Remind team of start time tomorrow
Evening
Disconnect laptop and projector (store in safe location overnight)
Tape roll paper on the wall (get 1-2 people to help)
Spray paper with adhesive glue
Setup 2 easels and easel pad
Write on easel pad and post on the wall “Parking Lot/Bike Rack” and “Homework”
Layout scissors, color pad, and markers for team member to volunteer for flow mapping
Tidy up the room (unplug the coffee pot, pick up bottles and cups)
Day 2
Morning
Start on time
Ask if anyone hase questions about yesterday’s training
Start training on flow mapping
Ask for volunteer for each flow mapping task
Review the goals and objectives
Start mapping current state (Identify functions, steps, handoffs)
Identify value-added activities and delays on map
Estimate lead time (best case, worst case, and average) based on data collected
Afternoon
Count the number of steps, handoffs, loops, delay, value add, delay
Calculate lead time (best case, worst case, and average)
Let meal coordinator/support know by specified time if dinner is needed
Attend daily scheduled report out to management
Remind team of start time tomorrow
Evening
Setup 3 easels and easel pad
Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)
Day 3
Morning
Start on time
Communication staff takes team pictures
Ask if anyone have questions or comments about the current process
Give the team 20 minutes to write down what they think the ideal state should be individually
Capture the team members ideas on easel pad
Break up team into groups (5-6 people per group)
Give each group some of the ideas and ask them to apply it to de-selection matrix
Ask group to write down on easel pads 7 ways of implementing the ideas in the High Impact and Low
Difficulty quadrant
Have each group report to the team
Afternoon
Start to map the ideal/future process
Capture Parking Lot/Bike Rack and Homework items on easel pad
Identify value-added activities and delays on new process map
Estimate lead time (best case, worst case, and average) based on data collected
Count the number of steps, handoffs, loops, delay, value add, delay
Calculate lead time (best case, worst case, and average)
Let meal coordinator/support know by specified time if dinner is needed
Attend daily scheduled report out to management
Remind team of start time tomorrow
Evening
Setup easels and easel pad
Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)
Day 4
Morning
Setup laptop and projector
Ask if anyone have concerns or comments about the new process map
Review the goals and objectives
Review the parking lot and homework items
Ask team to volunteer to work on homework items
Collect the completed homework items from each group
Afternoon
Assign/Volunteer team member to homework items that are incomplete
Review “Goals of Team Members”
Prepare report-out presentation
Inform team about flow of report-out presentation (where to stand, introduce next speaker, what to expect,
who answer questions from audience)
Assign/Volunteer team member to different slides in the presentation
Vote on team name
Send team name to communication staff
Prepare report-out summary
Make copies of report-out summary
Attend daily scheduled report out to management
Remind team of start time tomorrow
Evening
Disconnect laptop and projector (store in save location overnight)
Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)
Day 5
Morning
Setup laptop, projector and speaker
Invite meal coordinator/support to room for a team thank you
Distribute “Kaizen Event Evaluation” to team members
Collect filled out “Kaizen Event Evaluation”
Setup laptop and projector in the auditorium
Practice report-out presentation
Collect team participation certificate from communication staff
Distribute report-out summary to audience
Report-out presentation
Return supplies to support/meal coordinator
Put the room back in order (get 1-2 people to help)
Afternoon
Give kaizen event evaluation to event coordinator
Place all files for event on computer server
Event Evaluation
Event: ______________________________________ Date: ______________
Facilitator: ___________________________________
You have just completed an event to improve one of your processes. We are interested in your opinion on how things
went during the event. We are continuously trying to improve the effectiveness of the events. Below is a list of questions
that will help us improve future events. Please be open and honest with your ratings and comments. Thank you.
Rating Questions
I was given at least 2 weeks notice prior to the event.
The training on Day 1 was effective and prepared me for the event.
The consultant was effective teaching and guiding the team through the event.
The consultant listened to my ideas and suggestions.
The team leader was effective and helpful through the event.
When my ideas or suggestions were not used, the reasons were explained to me.
Management support and direction was adequate.
The time spent this week was productive.
I have increased my understanding of the value of continuous improvement.
The material provided was useful.
The food and beverages provided were adequate.
What suggestions or comments do you have that could help us improve future events?
30-Day Lean Event Follow-up
As of:
Event #:
Event Name:
Owner:
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Notes:
Item Item Description Person Responsible Due Date Revised/ Completed Date Expected Results
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Notes:
This position is located in the Director's Office under the immediate supervision of the Deputy Director and functions as a
program manager for the Agency’s process improvement program. The person in this position is responsible for implementing
and managing the department's Lean process improvement program, including the deployment of training and other duties
that will enhance organizational efficiency and support a culture of continuous improvement and customer satisfaction.
Lean Deployment and Facilitation: Develop and implement an action plan for the deployment of all aspects of the
Department's Lean process improvement program, including, but not limited to kaizen, 5S and Design for Lean Six Sigma
Events. Responsible for working with department managers in identifying areas for process improvement events, establishing
objectives for each project, and selecting cross-functional team members and leaders. Act in the capacity of the facilitator for
each event. Coordinate each project/event phase and ensure that participants and stakeholders have the tools and resources
they need, necessary information, and guidance to enable them to fully engage in the process and maximize the potential
outcome of each event.
Tracking Progress: Develop and implement an action plan for tracking, analyzing and reporting return on investment of
departmental programs that have undergone process improvement initiatives. Monitor the progress of projects, including
ongoing status reviews. Ensure that the database is current relative to process improvement activities. Responsible for
coordinating and participating in 30 day, 60 day, 90 day, 6 month, and 1 year follow-up meetings for each event to ensure
follow-up activities are completed and improvements are realized and maintained. Develop a comprehensive report which
delineates the status and outcomes of each event, including, but not limited to efficiencies gained, increased customer
satisfaction and or reduced costs or savings realized. Conduct formal reviews with the management team on a quarterly basis
to review accomplishments, identify areas for improvement, and respond to questions.
Training: Coordinate the training of Agency staff on Lean process improvement techniques, including a plan for deployment of
training to all departmental staff. Ensure that tools, resources and instructional materials are developed, updated as
necessary and maintained to meet ongoing needs. Responsible for tracking participation and associated costs of time and
materials for training deployment. Establish a library of learning materials, both electronic and paper that can be made
available to interested staff. Conduct research focused on benchmarking world-class business process performance and
utilize findings to assist supervisors in establishing tangible measures of time, cost, and quality.
Communications: Develop and implement an effective strategy for communicating the status and results of the Agency
improvement efforts to department partners, customers and staff. This includes, but is not limited to the development of an
Internet presence to showcase departmental activities. Keep staff informed of revised procedures and methods and related
work changes as implemented.
Elements of a Lean Six Sigma Training Program
Main Topic Coverage