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Key Terms

This page had only terms beginning with a P.

Term	Definition
Pareto Chart	Quality tool based on Pareto Principle; uses attribute data with columns arranged in descending order, with highest occurrences (highest bar) shown first; uses a cumulative line to track percentages of each category/bar, which distinguishes the 20 percent of items causing 80 percent of the problem.
Pareto Principle	The 80/20 rule; based on Vilfredo Pareto's research stating that the vital few (20 percent of causes have a greater impact than the trivial many (80 percent) causes with a lesser impact.
Plan-Do-Check-Act, or PDCA	Basic model or set of steps in continuous improvement; also referred to as "Shewhart Cycle" or "Deming Cycle."
Pilot	Trial implementation of a solution, on a limited scale, to ensure its effectiveness and test its impact; an experiment verifying a root cause hypothesis.
Precision	The ability of the measurement to measure consistently. This links to the type of scale or detail of your operational definition, but it can have an impact on your sample size, too.
Preliminary plan	Used when developing milestones for team activities related to process improvement; includes key tasks, target completion dates, responsibilities, potential problems, obstacles and contingencies, and communication strategies.
Problem/Opportunity statement	Description of the symptoms or the "pain" in the process; usually written in noun-verb structure: usually included in a team charter and supported with numbers and more detail once data have been obtained. See also Charter.
Process capability	Determination of whether a process, with normal variation, is capable of meeting customer requirements; measure of the degree a process is/is not meeting customer requirements, compared to the distribution of the process. See also Control; Control Charts.
Process design	Creation of an innovative process needed for newly introduced activities, systems, products, or services
Process improvement	Improvement approach focused on incremental changes/solutions to eliminate or reduce defects, costs or cycle time; leaves basic design and assumptions of a process intact. See also Process redesign.
Process management	Defined and documented processes, monitored on an ongoing basis, which ensure that measures are providing feedback on the flow/ function of a process; key measures include financial, process, people, innovation. See also Control.
Process map, or flowchart	Graphic display of the process flow that shows all activities, decision points, rework loops, and handoffs.
Process measures	Measures related to individual steps as well as to the total process; predictors of output measures.
Process redesign	Method of restructuring process flow elements eliminating handoffs, rework loops, inspection points, and other non-value-adding activities; typically means "clean slate" design of a business segment and accommodates major changes or yields exponential improvements (similar to reengineering). See also Process Improvement; Reenigneering
Project rationale or "Business Case"	Broad statement defining area of concern or opportunity, including impact/benefit of potential improvements, or risk of not improving a process; links to business strategies, the customer, and/or company values. Provided by business leaders to an improvement team and used to develop problem statement and Project Charter.
Proportion defective	Fraction of units with defects; number of defective units divided by the total number of units; translate the decimal figure to a percentage. See also Defects; Defective

Six Sigma Training and Six Sigma Certification from Six Sigma.us