Suppliers, Inputs, Processes, Outputs, and Customers are together known as SIPOC. Practically speaking, SIPOC is a strategy for summarizing the inputs and outputs of one or more processes in order to describe and improve operations.
The Lean improvement approach is centered around the concept of reducing non-value-adding activities (often referred to as waste) and increasing value-adding activities. This approach is a fundamental principle of Lean thinking and aims to streamline processes, eliminate inefficiencies, and enhance the overall value delivered to customers.
Six Sigma was first used in manufacturing as a quality control tool. When long-term defect levels are below 3.4 defects per million opportunities (DPMO), Six Sigma quality is attained.
To improve process efficiency, the focus should be on increasing value-adding activities while minimizing or eliminating non-value-adding activities (waste). Value-adding activities are those that directly contribute to meeting customer needs and requirements, while non-value-adding activities are activities that do not contribute to the final product or service from the customer's perspective.
One of the primary goals of Lean Six Sigma (LSS) projects is to reduce the Cost of Poor Quality (COPQ). COPQ refers to the total costs incurred as a result of poor quality in products or services. These costs can include both tangible costs, such as rework, scrap, warranty claims, and customer returns, as well as intangible costs like customer dissatisfaction and lost business opportunities.
A process tends to be more efficient when there are fewer decision requirements within that process.
Decision-making points in a process can introduce delays, cause interruptions, and lead to uncertainty. When there are numerous decision points, it can slow down the flow of work and increase the potential for errors or rework. In contrast, a streamlined process with minimal decision requirements can lead to smoother and faster execution.
The term "Critical to Quality" (CTQ) is used in Six Sigma to identify the features of a good, service, or procedure that matter most to the client. It is often referred to as the Voice of the Customer (VOC). Aspects of a business that are essential to ensuring the satisfaction of customers are referred to as critical-to-quality.
A project charter is a document that outlines the scope, objectives, and essential details of a project. While "Billing Statement" is not typically a component of a project charter.
A Cpk of -0.12 suggests that the process is not meeting the specifications, and the distribution of values is skewed outside of the acceptable limits. A Cpk value below 1 generally indicates that the process is not capable of consistently producing within the desired range.
Failure Mode Effects Analysis (FMEA) is a method for predicting what could go wrong with a product or process. It may also be used to determine potential failure reasons and probability.
The Measurement System Analysis (MSA) tool is used to analyze the variation in various types of inspection, measurement, and test equipment. It is the system used to evaluate the measuring system's quality. In other words, it enables us to verify that the variation in our measurement is limited when compared to the variation in our process.
The 5 Whys can be used alone or as part of the fishbone diagram (also known as the cause and effect diagram or Ishikawa). The fishbone diagram allows you to explore all potential or true reasons of a single defect or failure. Once all inputs have been established on the fishbone, the 5 Whys approach may be used to drill down to the fundamental reasons.
The "Goal Statement" in a Project Charter should be "SMART." The SMART criteria are a framework used to ensure that goals and objectives are well-defined and achievable.
The mode of a set of numbers is the value that appears most frequently in the set. In the sequence you provided (7, 8, 8, 9, 10), the number "8" appears more frequently than any other number, making it the mode of the sequence.
The Pareto Principle, sometimes known as the 80-20 rule, is a popular 'rule of thumb' that claims that 80% of the effects of anything can be traced to 20% of the drivers.
Many firms realize that 80% of their revenues are generated by 20% of their items. As a result, it makes sense for them to focus on the 20% of those clients who have the most potential for profit.
The statement is false.
To improve process capability, the standard deviation should be reduced, not increased. Process capability refers to the ability of a process to consistently produce products or deliver services that meet customer specifications within certain limits.
