Term
| Name 4 key components of the Measure phase. |
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Definition
Input
Proces
Output Metrics
Data Measurement Plan |
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Term
| Is this project driven by Customer specifications? (Yes, then what is the next question to ask?) |
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Definition
| If so, how do you know that the specifications satisfy customer CCR's? |
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Term
| What was the process for determining the metrics in the ______ ________ _______? |
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Definition
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Term
| What ____-_____s were made in determining the final set of metrics for which to gather data? |
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Definition
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Term
| What does it mean to use existing data? |
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Definition
| Taking advantage of archived data or current measures to learn about the Output, Process or Input |
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Term
| What is one advantage of using existing data? |
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Definition
| the Measurement System is valid (a big assumption and concern) |
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Term
| What does it mean to use new data? |
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Definition
| Capturing and recording observations we have not or don’t normally capture |
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Term
| What does it usually mean to capture new data? |
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Definition
| May involve looking at the same “stuff,” but with new Operational Definitions |
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Term
| When is collecting new data preferable? |
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Definition
| This is preferred when the data it is readily and quickly collectable (it has less concerns with measurement problems) |
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Term
| What are some of the concerns of using existing data (5 things)? |
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Definition
Is existing or “historical” data adequate?
Does it meet the Operational Definition?
Is existing data truly representative of the process, group?
Does the existing data set large enough to be analyzed?
What evidence do you have that the existing data was captured with a sufficient or appropriate Measurement System? |
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Term
| What is the largest disadvantage of capturing new data? |
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Definition
| The time required to collect the data. |
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Term
| What is meant by a trade-off between existing vs. new data? |
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Definition
| I.e. should the time and effort be taken to gather new data, or only work with what we have, are significant and can have a dramatic impact on the project success |
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Term
| (T/F) Checksheets are the workhorse of data collection. |
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Definition
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Term
| Using checksheets to capture data will eliminate the collection of useless “Stratification factors” |
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Definition
False
There is no guarantee that just because you collect the data that it will turn out to be the appropriate statification technique, but it's better to have the data than to not have the data. |
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Term
| Give 4 advantages of using Checksheets to collect new data. |
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Definition
Enhance ease of collection
Faster capture
Consistent data from different people
Quicker to compile data |
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Term
(T/F)
The same checksheet can be used for every process. |
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Definition
False
A checksheet must be designed with stratification factors in mind. |
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Term
| What are the four general steps for collecting data? |
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Definition
1. Select specific data & factors to be included.
2. Determine time period to be covered by the form.
3. Construct form.
4. Test the form! |
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Term
| In constructing a form for data collection what should you consider (3 things)? |
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Definition
Clear labels
Enough room
Space for notes |
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Term
| Why is it important to determine the time period to be covered by a form for data collection? |
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Definition
| So that you make sure that you have enough room to collect the data of interest, and to keep track of the units of measure. |
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Term
| Name 7 tips for creating a checksheet for data collection. |
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Definition
Include name of collector(s) (first & last)
Reason/comment columns should be clear and concise
Use full dates (month, date, year)
Use explanatory title
Consider lowest common denominator on metric
Minutes vs. Hours
Inches vs. Feet
Test and validate your design (try it out)
Don’t change form once you’ve started, or you’ll be “starting over”! |
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Term
| As you set up Check Sheets...(5 things) |
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Definition
Prepare a spreadsheet to compile the data.
Think about how you’ll DO the compiling (and who’ll do it).
Consider what sorting, graphing or other reports you’ll want to create.
Continuous or Discrete Data?
Adequate level of Discrimination and Accuracy?
Adjust check sheet as needed to ensure usable data later.
But don’t make data harder to collect. |
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Term
| Considerations for choosing who will collect the data (4 things). |
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Definition
Familiarity with the process
- Availability/impact on job
Rule of Thumb – If it takes someone more than 15 minutes per day it isn’t likely to be done
- Potential Bias
- Will finding “defects” be considered risky or a “negative”?
- Benefits of Data Collection
Will data collection benefit the collector? |
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Term
| Be Sure data collectors...(6 things) |
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Definition
Give input on the check sheet design
Understand operational definitions (!)
Understand how data will be tabulated
Helps them see the consequences of changing
Have been trained and allowed to practice
Have knowledge and are unbiased |
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Term
| What questions do you ask to Narrow Potential Key Process Input Variables (KPIVs) (11 things). |
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Definition
Have the potential root causes been narrowed?
Was a Cause and Effect (C&E) Matrix used? If so, what were the results?
How were the KPOVs rated?
Did people who operate the process, technical experts, and supervisors collaborate to produce the C&E Analysis?
Have you characterized the variables (controllable, uncontrolled [noise], etc)?
Was a Pareto Chart used to select potential Key Process Input Variables (KPIVs) from the C&E Matrix?
How many KPIVs do you have at the beginning and end of C&E Matrix?
Are there any potential KPIVs which need immediate Baseline capability and MSA?
Are these potential KPIVs monitored in the workplace?
Which process steps stand out as especially significant in the C&E Matrix?
Is there any process step that the team feel can be eliminated or combined? |
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Term
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Definition
Capturing and use of characteristics to sort data into different categories (also known as “slicing the data”)
Focuses on the Process Outputs, the Y’s |
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Term
| What are some reasons stratification factors are used (4 things)? |
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Definition
Provide clues to root causes (Analyze)
Verify suspected root causes (Analyze)
Uncover times, places where problems are severe (“vital few”)
Surface suspicious patterns to investigate |
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Term
| Describe the balancing act for stratification factors. |
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Definition
| If you don’t collect stratification factors “up front,” you may have to start all over later. On the other hand, seeking too many factors makes the data more difficult and/or more costly to collect. |
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Term
| Name 6 key steps to determining stratification factors. |
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Definition
Key Steps
Fill in the Output measure Y.
Fill in the key stratification questions you have about the process in relationship to the Y.
List out all the levels and ways you can look at the data in order to determine specific areas of concern.
Create specific measurements for each subgroup or stratification factor.
Review each of the measurements (include the Y measure) and determine whether or not current data exists.
Discuss with the team whether or not these measurements will help to predict the output Y, if not, think of where to apply the measures so that they will help you to predict Y. |
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Term
| Learning to pay attention to and clarify these can be a major side benefit of the Lean Six Sigma process. |
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Definition
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Term
| What are two questions you ask in creating an operational definition? |
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Definition
What it is...
A clear, precise description of the factor being measured
Why it’s critical...
So each individual “counts” things the same way
So we can plan how to measure effectively
To ensure common, consistent interpretation of results
So we can operate with a clear understanding and with fewer surprises |
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Term
| Describe how operational definitions can be developed by considiring countable items from the general to the specific. |
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Definition
Step 1 – Translate what you want to know into something you can count
Step 2 – Create an “air-tight” description of the item or characteristic to be counted
Step 3 – Test your Operational Definition to make sure it’s truly “air-tight”
Note: Sometimes you’ll need to do some “digging” up-front to arrive at good operational definitions. It’s usually worth the effort!! |
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Term
A quantified evaluation of characteristics and/or level of performance based on observable data
Examples include: |
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Definition
Length of time (speed, age)
Size (length, height, weight)
Dollars (costs, sales revenue, profits)
Counts of characteristics or “attributes” (types of customer, property size, gender)
Counts of defects (number of errors, late checkouts, complaints) |
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Term
| Give examples of types of continuous data. |
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Definition
Continuous – Any variable measured on a continuum or scale that can be infinitely divided. Primary types include time, dollars, size, weight, temperature, speed. Always preferred over Discrete/
Cycle time
Cost or price
Length of call
Temperature of rooms |
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Term
| Give examples of attribute data. |
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Definition
Attribute Data: Discrete or Attribute – A count, proportion or percentage of a characteristic or category. Service process data is often discrete.
Late delivery
Gender
Region/location
Room type |
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Term
| A ‘Quick Win’ is already a developed solution idea, i.e., it is in the Improve Phase already. Two things to take into account... |
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Definition
The only determination left is ‘how to implement.’
There is still a requirement to complete Define and Measure, to clarify scope and to be able to measure a change, but there is no need to go through Analyze Phase. |
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Term
| Which form of LSS allows you to skip the analyze phase? |
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Definition
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Term
What does this describe?
Focuses on specific improvement objective;
Setup Reduction, 5S, Process Improvement, Line Balancing, etc.
Although the Vision of the ‘Future State’ may be in place, there is still a requirement to go through the Analyze Phase to determine HOW to make it happen (as opposed to just ‘how to implement’ a developed idea, as in the case of the ‘Quick Win’). |
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Definition
| An RIE Event is essentially an accelerated DMAIC. |
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Term
| What are the benefits of quick improvement? |
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Definition
Provides momentum for the project
Drives value ($) early, thus improving ROI
Provides confidence to the broader organization that Lean Six Sigma is a viable approach to process improvement
Reduces stress on project team to ‘Get Something Done!’ |
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Term
| ‘Quick Win’ Improvement Criteria |
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Definition
Minimal or no Capital Expenditure
Low Risk
Narrow scope
Buy-in to solutions by all Stakeholders
Certainty the change will generate a positive impact
Improvements May be Implemented Quickly (within 1-2 weeks)
The project team has the authority to implement the desired changes |
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Term
| Give examples of Quick Win |
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Definition
Process Step Elimination
Procedure Change
Safety Stock Elimination (Just in Case Inventory)
Communication Improvement
Supplier Price Reduction
Part Substitution
Training on Best Practices
Error Proof a Process Step
Process Balancing / Layout |
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Term
(T/F)
Risk assessment must be an essential part of the ‘quick win’ decision process. |
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Definition
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Term
| Both Quick Wins and RIEs must have these implemented in order to be considered complete. |
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Definition
Quick Improvements, whether ‘Quick Wins’ or RIE improvements, must have implemented Control Plans in place before being considered complete.
It is desirable to implement improvements as soon as possible but implementation without control can be worse than no implementation at all.
See the Control Plan Module in your class materials for Control Plan implementation and details. |
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