Lean Six Sigma Training Certification
Process-mapping approach showing the design of a process the way it should be (e.g., without non-value-adding activities; with streamlined workflow and new solutions incorporated). Thus contrasts with the “As-Is” form of process mapping. See also Process Redesign, Value- Adding Activities; Non-Value-Adding Activities.
1. Level of process performance equivalent to producing only 3.4defects for every one million opportunities or operations. 2. Term used to describe Process Improvement initiatives using sigma-based process measures and/or striving for Six Sigma-level performance.
A clear description of the proposed solution(s); used to evaluate and select the best solution to implement.
Instance or event that impacts processes only under “special” circumstances -i.e., not part of the normal, daily operation of the process. See Common Cause; Variation.
Person who represents team issues to senior management; gives final approval on team recommendations and supports those efforts with the Quality Council; facilitates obtaining of team resources as needed; helps Black Belt and team overcome obstacles; acts as a mentor for the Black Belt
A pictorial display of all the components in the DMAIC process, used by the team to arrive at a solution; used in presentations to Sponsor, senior management, and others.
Looking at data in multiple layers of information such as what (types, complaints, etc.), when (month, day, year, etc.), where (region, city, state, etc.), and who (department, individual).
Dividing the larger population into subgroups, then taking your sample from each subgroup.
Sampling method in which elements are selected from the population at a uniform interval (e.g., every half-hour, every twentieth item); this is recommended for many Six Sigma measurement activities.
Steps/tasks in a process that meet all three criteria defining value as perceived by the external customer: 1) the customer cares; 2) the thing moving through the process changes; and 3) the step is done right the first time.
Steps/tasks in a process enabling work to move forward and add value to the customer but not meeting all three of the value-adding criteria; should still be scrutinized for time and best practices-can it be done better?
Change or fluctuation of a specific characteristic which determines how stable or predictable the process may be; affected by environment, people, machinery/equipment, methods/procedures, measurements, and materials; any Process Improvement should reduce or eliminate variation. See also Common Cause; Special Cause.
Data (complaints, surveys, comments, market research, etc.) representing the views/needs of a company’s customers; should be translated into measurable requirements for the process.
Variable used to signify factors or measures in the Input or Process segments of a business process or system.
"*" indicates required fields
