Lean Six Sigma Training Certification
First DMAIC phase defines the problem/opportunity, process, and customer requirements; because the DMAIC cycle is iterative, the process problem, flow, and requirements should be verified and updated for clarity, throughout the other phases. See alsoCharter, Customer Requirements, Process Map, VOC.
Any data not quantified on an infinitely divisible scale. Includes a count, proportion, or percentage of a characteristic or category (e.g., gender, loan type, department, location, etc); also referred to as “attribute data.”
Processes (activities) occurring after the task or activity in question.
Calculation used in Six Sigma Process Improvement initiatives indicating the amount of defects in a process per one million opportunities; number of defects divided by (the number of units times the number of opportunities) = DPO, times 1 million = DPMO. See also DPO; Six Sigma; Defect Opportunity).
Calculation used in Process Improvements to determine the amount of defects per opportunity; number of defects divided by (the number of units times the number of opportunities) = DPO.See also Defect; Defect Opportunity.
Measures related to how well the process output(s) meets the needs of the customer (e.g., on-time delivery, adherence to specifications, service experience, accuracy, value-added features, customer satisfaction level); links primarily to customer satisfaction.
Measures related to the quantity of resources used in producing the output of a process (e.g., costs of the process, total cycle time, resources consumed, cost of defects, scrap, and/or waste); links primarily to company profitability.
When defective units pass all the way through a process and are received by the customer.
Identifies forces/factors supporting or working against an idea; “restraining” factors listed on one side of the page, “driving forces” listed on the other; used to reinforce the strengths (positive ideas) and overcome the weaknesses or obstacles.
Description of the intended target or desired results of Process Improvement or Design/Redesign activities; usually included in a team charter and supported with actual numbers and details once data has been obtained.
Chart used to graphically represents the frequency, distribution and “centeredness” of a population.
A complete description of the suspected cause(s) of a process problem.
Measures related to and describing the input into a process; predictors of output measures.
Fundamental changes in daily behaviors, attitudes, and practices that make changes “permanent”, cultural adaptation of changes implemented by Process Improvement, Design or Redesign-including complex business systems such as HR, MIS, Training, etc.
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