Podcast
Questions and Answers
When the organization is large enough, Internal Benchmarking can and should be established in a variety of ______
When the organization is large enough, Internal Benchmarking can and should be established in a variety of ______
areas
Just-in-Time (JIT) improves quality by allowing reduced ______ levels
Just-in-Time (JIT) improves quality by allowing reduced ______ levels
inventory
The Check Sheet is an organized method of recording ______
The Check Sheet is an organized method of recording ______
data
The Scatter Diagram is a graph of the value of one variable vs. ______
The Scatter Diagram is a graph of the value of one variable vs. ______
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The Pareto Chart is a tool for organizing ______
The Pareto Chart is a tool for organizing ______
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The Histogram is a tool for identifying ______
The Histogram is a tool for identifying ______
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_______ Diagram: A tool that identifies process elements (causes) that might affect an outcome
_______ Diagram: A tool that identifies process elements (causes) that might affect an outcome
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Pareto Chart: A graph to identify and plot problems or defects in descending order of _______
Pareto Chart: A graph to identify and plot problems or defects in descending order of _______
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Flowchart (Process Diagram): A chart that describes the steps in a _______
Flowchart (Process Diagram): A chart that describes the steps in a _______
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Histogram: A distribution showing the _______ of occurrences of a variable
Histogram: A distribution showing the _______ of occurrences of a variable
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Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a _______
Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a _______
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Statistical Process Control (SPC) uses statistics and control charts to tell when to take corrective _______
Statistical Process Control (SPC) uses statistics and control charts to tell when to take corrective _______
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Continuous Improvement covers people, equipment, materials, procedures ► Every operation can be improved Shewhart’s PDCA Model 4.Act Implement the plan, document 3.Check Is the plan working? 1.Plan Identify the pattern and make a plan 2.Do Test the plan Continuous Improvement ► Kaizen describes the ongoing process of unending improvement ► TQM and zero defects also used to describe continuous improvement Six ____
Continuous Improvement covers people, equipment, materials, procedures ► Every operation can be improved Shewhart’s PDCA Model 4.Act Implement the plan, document 3.Check Is the plan working? 1.Plan Identify the pattern and make a plan 2.Do Test the plan Continuous Improvement ► Kaizen describes the ongoing process of unending improvement ► TQM and zero defects also used to describe continuous improvement Six ____
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Six Sigma ► Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO) ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction A comprehensive system for achieving and sustaining business success Six Sigma ► Lower limits Two meanings Upper limits 2,700 defects/million Statistical definition of a process that is 3.499.9997% defects/million capable, 3.4 defects per million opportunities (DPMO) ► ► ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction Mean A comprehensive system±3for achieving and sustaining business ±6success Figure 6.4 Six Sigma Program Originally developed by Motorola, adopted and enhanced by Honeywell and GE ► Highly structured approach to process improvement ► ► A strategy ► A discipline – ____
Six Sigma ► Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO) ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction A comprehensive system for achieving and sustaining business success Six Sigma ► Lower limits Two meanings Upper limits 2,700 defects/million Statistical definition of a process that is 3.499.9997% defects/million capable, 3.4 defects per million opportunities (DPMO) ► ► ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction Mean A comprehensive system±3for achieving and sustaining business ±6success Figure 6.4 Six Sigma Program Originally developed by Motorola, adopted and enhanced by Honeywell and GE ► Highly structured approach to process improvement ► ► A strategy ► A discipline – ____
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Six Sigma ► Lower limits Two meanings Upper limits 2,700 defects/million Statistical definition of a process that is 3.499.9997% defects/million capable, 3.4 defects per million opportunities (DPMO) ► ► ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction Mean A comprehensive system±3for achieving and sustaining business ±6success Figure 6.4 Six Sigma Program Originally developed by Motorola, adopted and enhanced by Honeywell and GE ► Highly structured approach to process improvement ► ► A strategy ► A discipline – DMAIC ► A set of 7 ____
Six Sigma ► Lower limits Two meanings Upper limits 2,700 defects/million Statistical definition of a process that is 3.499.9997% defects/million capable, 3.4 defects per million opportunities (DPMO) ► ► ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction Mean A comprehensive system±3for achieving and sustaining business ±6success Figure 6.4 Six Sigma Program Originally developed by Motorola, adopted and enhanced by Honeywell and GE ► Highly structured approach to process improvement ► ► A strategy ► A discipline – DMAIC ► A set of 7 ____
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Employee Empowerment ► Getting employees involved in product and process improvements ► ► 85% of quality problems are due to process and material Techniques 1) Build communication networks that include employees 2) Develop open, supportive supervisors 3) Move responsibility to employees 4) Build a high-morale organization 5) Create formal team structures Quality Circles ► Group of employees who meet regularly to solve problems ► Trained in planning, problem solving, and statistical methods ► Often led by a facilitator ► Very effective when done properly ____
Employee Empowerment ► Getting employees involved in product and process improvements ► ► 85% of quality problems are due to process and material Techniques 1) Build communication networks that include employees 2) Develop open, supportive supervisors 3) Move responsibility to employees 4) Build a high-morale organization 5) Create formal team structures Quality Circles ► Group of employees who meet regularly to solve problems ► Trained in planning, problem solving, and statistical methods ► Often led by a facilitator ► Very effective when done properly ____
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Quality Circles ► Group of employees who meet regularly to solve problems ► Trained in planning, problem solving, and statistical methods ► Often led by a facilitator ► Very effective when done properly ____ Selecting best practices to use as a standard for performance
Quality Circles ► Group of employees who meet regularly to solve problems ► Trained in planning, problem solving, and statistical methods ► Often led by a facilitator ► Very effective when done properly ____ Selecting best practices to use as a standard for performance
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Continuous Improvement covers people, equipment, materials, procedures ► Every operation can be improved Shewhart’s PDCA Model 4.Act Implement the plan, document 3.Check Is the plan working? 1.Plan Identify the pattern and make a plan 2.Do Test the plan Continuous Improvement ► Kaizen describes the ongoing process of unending improvement ► TQM and zero defects also used to describe continuous improvement Six Sigma ► ► Two meanings ► Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO) ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction A comprehensive system for achieving and sustaining business success Six Sigma ► Lower limits Two meanings Upper limits 2,700 defects/million Statistical definition of a process that is 3.499.9997% defects/million capable, 3.4 defects per million opportunities (DPMO) ► ► ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction Mean A comprehensive system±3for achieving and sustaining business ±6success Figure 6.4 Six Sigma Program Originally developed by Motorola, adopted and enhanced by Honeywell and GE ► Highly structured approach to process improvement ► ► A strategy ► A discipline – DMAIC ► A set of 7 ____
Continuous Improvement covers people, equipment, materials, procedures ► Every operation can be improved Shewhart’s PDCA Model 4.Act Implement the plan, document 3.Check Is the plan working? 1.Plan Identify the pattern and make a plan 2.Do Test the plan Continuous Improvement ► Kaizen describes the ongoing process of unending improvement ► TQM and zero defects also used to describe continuous improvement Six Sigma ► ► Two meanings ► Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO) ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction A comprehensive system for achieving and sustaining business success Six Sigma ► Lower limits Two meanings Upper limits 2,700 defects/million Statistical definition of a process that is 3.499.9997% defects/million capable, 3.4 defects per million opportunities (DPMO) ► ► ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction Mean A comprehensive system±3for achieving and sustaining business ±6success Figure 6.4 Six Sigma Program Originally developed by Motorola, adopted and enhanced by Honeywell and GE ► Highly structured approach to process improvement ► ► A strategy ► A discipline – DMAIC ► A set of 7 ____
Signup and view all the answers
Employee Empowerment ► Getting employees involved in product and process improvements ► ► 85% of quality problems are due to process and material Techniques 1) Build communication networks that include employees 2) Develop open, supportive supervisors 3) Move responsibility to employees 4) Build a high-morale organization 5) Create formal team structures Quality Circles ► Group of employees who meet regularly to solve problems ► Trained in planning, problem solving, and statistical methods ► Often led by a facilitator ► Very effective when done properly ____
Employee Empowerment ► Getting employees involved in product and process improvements ► ► 85% of quality problems are due to process and material Techniques 1) Build communication networks that include employees 2) Develop open, supportive supervisors 3) Move responsibility to employees 4) Build a high-morale organization 5) Create formal team structures Quality Circles ► Group of employees who meet regularly to solve problems ► Trained in planning, problem solving, and statistical methods ► Often led by a facilitator ► Very effective when done properly ____
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Study Notes
Internal Benchmarking
- When an organization is large enough, Internal Benchmarking can and should be established in a variety of departments.
Just-in-Time (JIT)
- Just-in-Time (JIT) improves quality by allowing reduced inventory levels.
Check Sheet
- The Check Sheet is an organized method of recording data.
Scatter Diagram
- The Scatter Diagram is a graph of the value of one variable vs. the value of another variable.
Pareto Chart
- The Pareto Chart is a tool for organizing data to identify the vital few from the trivial many.
Histogram
- The Histogram is a tool for identifying the distribution of data.
Cause and Effect Diagram
- Cause and Effect Diagram: A tool that identifies process elements (causes) that might affect an outcome.
Pareto Chart
- Pareto Chart: A graph to identify and plot problems or defects in descending order of frequency.
Flowchart (Process Diagram)
- Flowchart (Process Diagram): A chart that describes the steps in a process.
Histogram
- Histogram: A distribution showing the frequency of occurrences of a variable.
Statistical Process Control Chart
- Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a quality characteristic.
Statistical Process Control (SPC)
- Statistical Process Control (SPC) uses statistics and control charts to tell when to take corrective action.
Continuous Improvement
- Continuous Improvement covers people, equipment, materials, procedures ► Every operation can be improved
- Shewhart’s PDCA Model
- 4.Act Implement the plan, document
- 3.Check Is the plan working?
- 1.Plan Identify the pattern and make a plan
- 2.Do Test the plan
- Continuous Improvement ► Kaizen describes the ongoing process of unending improvement ► TQM and zero defects also used to describe continuous improvement
- Six Sigma
- Six Sigma ► Two meanings
- Statistical definition of a process that is 99.9997% capable, 3.4 defects per million opportunities (DPMO)
- A program designed to reduce defects, lower costs, save time, and improve customer satisfaction
- A comprehensive system for achieving and sustaining business success
- Six Sigma ► Lower limits Two meanings Upper limits 2,700 defects/million Statistical definition of a process that is 3.499.9997% defects/million capable, 3.4 defects per million opportunities (DPMO) ► ► ► A program designed to reduce defects, lower costs, save time, and improve customer satisfaction Mean A comprehensive system±3for achieving and sustaining business ±6success Figure 6.4 Six Sigma Program Originally developed by Motorola, adopted and enhanced by Honeywell and GE ► Highly structured approach to process improvement ► ► A strategy ► A discipline – DMAIC ► A set of 7 tools
- Six Sigma ► Two meanings
- Employee Empowerment
- Getting employees involved in product and process improvements
- 85% of quality problems are due to process and material
- Techniques
-
- Build communication networks that include employees
-
- Develop open, supportive supervisors
-
- Move responsibility to employees
-
- Build a high-morale organization
-
- Create formal team structures
-
- Quality Circles
- Group of employees who meet regularly to solve problems
- Trained in planning, problem solving, and statistical methods
- Often led by a facilitator
- Very effective when done properly
- Selecting best practices to use as a standard for performance.
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Description
Test your knowledge on continuous improvement, Six Sigma, employee empowerment, benchmarking, Just-in-time (JIT), Taguchi concepts, and TQM tools. Learn about Shewhart’s PDCA Model and the concept of Kaizen.
