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Six Sigma Black Belt
Day One - Define 2 Fundamentals
| Question | Answer |
|---|---|
| Define Process | a set of activities or tasks that produce a specific service or product for customers. |
| Define a Process Map | a graphical representation of a process flow. |
| How do Process Maps help? 3 | Help define project scopes, Identify value-added and non-value added steps, Identify problems in a process, etc. |
| What helps you determine the beginning, end and all the steps and decisions in between. | Process Maps |
| Process Maps help illustrate who is responsible for each step in the process. T/F | True |
| A process map displays inputs and outputs of each individual process step. T/F | True |
| What are the five steps to creating a Process Map? | 1. Identify and define the beginning and ending points of the process 2, Determine and sort the process steps 3. Map the tool using the correct symbols. 4. Identify and record the inputs/oupts 5. Evaluate the Process Map (# for Clarity) |
| What's another name for a High Level Process Map? | Flow Chart |
| What are the 3 types of Process Maps? | High Level, Detailed , Functional |
| Which process chart helps in organizing work around a process by chunking it out. | High Level Process Chart |
| What's anouther name for Detail Process Map | Multi Level Maps |
| Which Process Map identifies who is responsible for each step | Function Process Map |
| What are the max number of steps a High Level Process Map should contain? | 4 to 6 |
| VOC, VOB, VOA (VOE) | Voice of the Customer, Voice of the Business, Voice of the Employee/Associate |
| Define VOC | data or information collected from the customer to understand what they need. |
| What is always important to understand in order to design a process map? | Voice of the Customer VOC |
| What are the two methods of collecting VOC? Give 4 examples of each one. | Indirect - warranty claims, service calls, sales reports, complaints Direct- interviews, customer surveys, market research, hosting focus groups |
| Why are Direct methods of gathering VOC better than Indirect methods | researchers can plan the questions and go to a deeper level, customer are aware so they respond better |
| What are cons to Indirect gathering of VOC | less effective, requires heavy interpretation, difficult to confirm. |
| Define Direct Method of gathering VOC | an active and planned customer engagement to solicit specific information |
| Once the VOC is collected it must be translated into ______? | Critical to Quality |
| CTQ | Critical to Quality |
| Name 3 factors to consider while gathering VOC. | Product or service types, customer segments, manufacturing methods |
| Define CTQ | they are the quantifiable, measureable and meaningful translations of VOC |
| Show graph of Affinity Diagram 3 parts | CTQ then Affinity then Input (x) |
| What is another name for an Affinity Diagram? | CTQ Tree |
| What are steps to build a Affinity Diagram | clearly define the question or focus of the exercise "2. Record all participant responses on note cards 3. Lay out all cards on a wall. 4. look for and identify common themes. 5. group common themes together 6 Reevaluate and make adjustments |
| Define Kano | a graphic tool that further defines CTQ and VOC |
| Give a quick drawing of a KANO and CTQ Tree | see notes |
| What are the 3 parts of a Kano graph. Define each. | Must Have - taken for granted, dissatisfaction if omitted Performance Attributes - will increase satisfaction if included and decrease satisfaction if omitted. Delighters - if omitted the customer won't care, but if included customer is satisfied |
| What's another name for Performance Attribute | one-dimensional attribute |
| After VOC and CTQ are determined, you should validate them with the customer. T/F | True |
| Define Requirements Tree | translates CTQ into meaningful and measurable requirements for production processes and products |
| QFD | Quality Function Deployment |
| Define Quality Function Deployment | a construction methodology and quantification tool used to identify and measure customers requirements and transform them into meaningful and measureable parameters |
| What is another name for QFD | House of Quality |
| TQM | Total Quality Management |
| Study QFD later. Four key phases. | |
| 4 key phases of QFD | Product Planning Product Design Process Panning Process Control |
| 7 steps necessary for House of Quality | Determine Customer Requirements, develop Technical specs, develop relationship matrix (whats / hows), prioritize customer requirements, competitive assessments, develop correlation matrix (hows + or -) , prioritize design requirements |
| Breakdown the Prioritize Design Requirements of House of Quality (4 steps). These are usaually score in a scale of _ to _ | Overall importance ratinds, technical difficulty assessment, technical specifications competitive evaluation, target goals. Scale of 1 to 5. |
| COPQ | Cost of Poor Quality |
| Define COPQ | costs that would disappear if systems, processes, and products were perfect |
| Name 4 types of COPQ that could be found in a business | rework, scrap, defective products, hidden inefficiencies |
| Experts have estimated that COPQ is ___% of gross sales for most companies | 5 to 30 percent |
| What are the seven kinds of waste called | Seven Deadly Muda |
| What does muda mean in japanese | uselessness, idleness, waste |
| Who created MUDA? At what company? | Taiichi Ohno, Toyota |
| What are the 7 Muda | Defects Over Production Over Processing - too many steps Inventory - any raw materials, finished products just sitting Motion - extra movement of employees Transportation - unnecessary movement of goods Delay - waiting for one machine to finish |
| What is a method to help understand and identify COPQ? | the seven deadly MUDA |
| How do you estimate the actual cost of poor quality? 4 steps | Determine the types of waste estimate the frequency of their occurrence estimate the cost per occurrence calculate by multiply above two estimates for each type of waste Sum all number 4s to get COPQ |
| What are the 4 key categories of costs related to MUDA? | Cost related to Production Costs related to Prevention Costs related to Detection Costs related to Obligation |
| Costs related to Prevention examples | any cost associated with waste and defects costs for error proofing methods or devices costs for process improvement and quality programs cost for training |
| Costs related to Detection | cost of trying to find any of the Muda AFTER they occur cost for sampling QC check points inspection costs ? counts or inventory accuracy inspections |
| Costs related to Obligation | costs addressing the MUDA that reaches the customer Repair Costs Warranty Costs Replacement Costs Returns and Service Overhead |
| Cost related to Production examples | any cost due to presences of Muda. See 7 muda for list. |
| What two types of costs should be considered when determeing the COPQ. Define each. | Hard Costs - tangible costs that can be traced to the income statement: cost of resources or materials Soft Costs - intangible costs - ex. cost avoidance, opportunity costs, lost revenue |
| Define cost avoidance? | the difference between what is acutely spent and what could have been spent had no action been taken |
| What is the Pareto Principle | 80/20 Rule - (80) majority of effect & defects come from a (20) few of the causes. |
| Who discovered the Pareto Principle | Vilfredo Pareto, an Italian economist - land survey |
| Sigma XL - create a Pareto Chart. | Do Later |
| Describe what the Pareto Chart look likes and what rule it determines. | It is a chart of descending bars with an ascending cumulative line on the top. It shows the 80/20 rule. |
| What is Pareto Analysis? | the process of using multiple Pareto Charts to identify root causes. |
| CTQ are translated from VOC? T/F | True |
Created by:
Monacc