Lean Six Sigma Templates

Collection of templates for use in lean six-sigma projects and events.

August 2008 - Version 4

Matthew D. Cox
Hampton, VA
mcox@loglink.com
Contents
Welcome.
Introduction
Event Data This is a collection of templates for use
in various projects and team events.
Glossary
Glossary - Open Source Click on a "Content" item to go to the
Glossary - Six Sigma worksheet template.
Reading List
Click on the "Home" button to return to
Websites the Contents page.
Tools Planner
Event Implementation
Event Planning
Common Lean Metrics
DMAIC
DMAIC Tools Matrix
Sign-In Sheet
Team Members
Event Charter
Ground Rules
Mission
Vision
Stakeholder Analysis
Meetings
Tasks
Action Items
Project Plan - Basic
Schedule - Calendar
Gantt Chart
Meeting Agenda Minutes
Notes
Parking Lot
Parking Lot - Simple
Brainstorming
Brainstorm Affinity
SCAMPER Brainstorming
Meeting Evaluation
Project or Event Evaluation
Process Map Basic Steps
SIPOC
SIPOC Basic
SIPOC Flow
Customers and Suppliers
Measuring a Process
Cost of Poor Quality (CPQ) Worksheet
Cost of Poor Quality (CPQ) Worksheet - Detail
Quality Cost Report
CTQ Matrix
NGT Multivoting Matrix
NGT Multivoting Matrix - Large
Improvement Matrix
Improvement Matrix - Scales
CT Matrix
6M Cause and Effect Diagram
Cause and Effect Matrix
Perceptual Map
House of Quality (Quality Function Deployment, QFD)
Linked House of Quality
Linked House of Quality 2
Defining Terms For Six Sigma
DOE Worksheet
Evaluating Project Worth
Basic Cost Benefit Worksheet
Property Report
FMEA Rating Factors
FMEA Worksheet
FMEA - Current vs Improved
Problem Solving Guide
Process Boundaries
Six Sigma Process Charter
Santayana Project Review
Evaluating Strategic Objectives
Strategic Initiatives Matrix
SWOT
Assignable Cause Log
Control Plan
Control Plan (Basic)
Organizational Chart
Circle Diagram
Radial Diagram
Pyramid Diagram
Venn Diagram
Target Diagram
Bar Chart - Basic
Histogram - Basic
7 Wastes of Production
Improving Poor Time Utilization
Force Field Analysis - Basic
Force Field Analysis - Change Proposal
Check Sheet - Instructions
Check Sheet - Weekly
Check Sheet - Histogram
Check Sheet - Bar Chart
Check Sheet - Pareto Chart
Event Preparation Checklist
Pre-Event Meeting Agenda
Pre-Event Data Collection Guide
Supplies List
Frequently Asked Questions About Lean
Team Leader Daily Agenda
Event Evaluation
30-Day Follow-up
60-Day Follow-up
Lean Coordinator Description
Lean Six Sigma Training Program
Functions in a Six Sigma Organization
Common Team Problem Areas
Event Data
Enter your project/event data on this sheet.

This will update the contents of the linked templates in this workbook.

Event Title SAMPLE EVENT TITLE

Start Date SAMPLE START DATE
End Date SAMPLE END DATE
Black Belt SAMPLE BLACK BELT
Green Belt SAMPLE GREEN BELT
Team Leader SAMPLE TEAM LEADER
Facilitator SAMPLE FACILITATOR
Observer SAMPLE OBSERVER
Assistant SAMPLE ASSISTANT
Type of Event SAMPLE EVENT TYPE
Charter Date SAMPLE CHARTER DATE
Event Champion SAMPLE EVENT CHAMPION
Stakeholders SAMPLE STEAKHOLDERS
Lean Six Sigma Glossary
http://www.tqmnet.com/glossary.php

5S - Building Blocks for shop floor discipline and control; Sort, Sweep, Standardize, Self Discipline, Sustain.

Action Workout - A 3-5 day event with the teams focused on taking action and making changes quickly…Solving problems empirically, through
physical simulation, observation and iteration.

Andon - A visual device, usually a specialized light that operators use to call attention to an abnormality. The use of this is to request immediate
attention and action to the problem.

Automation - The use of machines working independently of manpower.

Autonomation - The process of separating the work of man and machine characterized by: work not movement; quality built into the process;
and visual management. (see Jidoka)

Cell - The optimal physical layout or machines and manpower

Chaku-Chaku - A method of conducting single-piece flow in which the operator proceeds from machine to machine (in a counter-clockwise
fashion), taking a part from the previous operation and loading it in the next machine. Then taking the part just removed from that machine,
checking it and loading it into the following machine…etc,…

Cycle Time - The total time required for a task to be complete. Cycle time is process specific, and many cycle times will exist within an overall
lead time of making a product.

Flow - Work done simultaneous to or in conjunction with transportation or conveyance. e.g. an assembly is moving down a line while a person is
performing work, a person acts as a conveyor carrying a part to the next machine in a Chaku-chaku fashion. The main purpose of flow is to
quickly and continuously identify and eliminate waste.

Heijunka - The process of level loading and sequencing the timing of customer demand for products or services.4/21/07

Jidoka - Jidoka (Autonomation): One of the 3 main principles of the TPS, it has 2 main elements: 1) Stopping the process when an abnormality
has been detected 2) Building “human intelligence” into machines or software, giving automation the ability to make a decision to shut down
automatically in the case of an abnormality in order to stop defective products from flowing into the next process. Jidoka measures are
incorporated in the assembly process by use of Andons and Pin-Pan-Pon; stopping when abnormality is detected.

JIT - (Just in time): One of the 3 main principles of the TPS, it’s the philosophy of production characterized by 3 elements – each must be
present to ensure JIT functions properly. (1) single piece flow, (2) producing according to TAKT time, (3) pulling of material from upstream
process

Kaizen - “Change for the better” or “Continuous Improvement”

Kanban - A method/device of pulling from previous processes in order to control material flow, cap inventory levels, and to take “pulse” of the
customer.

Kitting - Grouping component parts used in a process or build for ease of assembly. (see material presentation)

Lead Time - The total time it takes the product to go from raw inventory to the finished product. Order to remittance lead time refers to the total
time from when an order is placed until the finished product is shipped.

Material Presentation - Introducing material to the line or cell in a manner that is easy and effective for the operator.

MUDA - Any type of waste elements that add no value to the product: i.e. Waiting, Transporting, Over production, Excess Motion, Inventory
Defects, Human Touches.

Poka-Yoke - Mistake proof: usually refers to the use of fail-safe devices in the process in order to prevent defects from occurring and insure
quality. When this ingredient is added to automation will yield autonomation. ( see Jidoka )

Process Router Analysis - A study of the process and machine sequence for a group of similar parts. It can be used to standardize product flow
for ease of cell implementations.

Process Quantity Analysis - A study of the quantities demanded of different products produced at a work location. This picture of the volume and
variety of products can be used to identify high impact areas to concentrate efforts or identify the need to use process razing to make products
more similar.

Pull System - System of manufacturing in which each process withdraws the parts it needs from the preceding process when they need them, in
the exact standardized amount needed.
Queue Time - The time a part sits waiting to be worked on.

Set-up, External - Machine changeover steps that are performed while the machine is processing parts or off-line from production time.

Set-up, Internal - Machine changeover steps that are performed while the machine is stopped during production time.

Shingijutsu - A company founded by C. Nakao and K. Iwata, former employees of Taiichi Ohno, the creator of the Toyota Production System.
The word Shingijutsu translates as “new technology” or “better way”.

Single Piece Flow - Production system in which only one part at a time is processed or assembled and the work is verified before being sent
along the production line to follow processes. The 2 elements of SPF are 1) a “Do” and 2) a “Check” or verification that the “Do” was done
correctly. This introduces a feedback loop into the system.

SMED - Single Minute Exchange Die (i.e., under 10 min) has become a title for the category of improvement devices used in manufacturing to
allow for quick change over of machine/fixture set-ups.

Standard Operations - The combination of people and machines required to accomplish production in such a way as to minimize waste and
variation by establishing only 1 way to perform the process.

Standard WIP - Minimum and standardized amount of work in process required to perform operations

Standard Work - Sequence of repeatable tasks that an operator performs.

Standard Work Sheet - Shows the outline of work for each worker in a cell. Recorded on it are: Takt time, work sequence, standard WIP, quality
checks, safety precautions, etc.

Standard Work Combination Sheet - A table that clarifies how much time is spent doing manual work and traveling at each production process.

Supermarket - A visual system that has a predetermined amount of inventory and all facets of 5s in order to detect abnormalities.

Takt Time - The pace that is set for the system to meet demand. Customers establish Takt Time… Available production time / required
production (fcst & act demand)…must be like units; e.g., 1 shift = 1980 min/wk 1980 = 10 mim = Takt Time
fcst = 198 units/wk

TPM - Total Productive Maintenance is the total involvement of all employees in a cell to improve the process.

Value Stream - The specific activities required to design, order, and provide a product from concept to launch – order to delivery – raw materials
to finished goods.

Value Stream Mapping - The process of detailing the process of converting raw material to finished goods. This is typically mapped with the 7
flows (info, people, equipment, raw material, sub-assembly, assembly,engineering) one at a time, or in a combination.

Visual Management - Refers to the means by which anyone can tell at a glance if production activities are proceeding normally or not. A
communication, discipline and pacing tool.

Waiting Time - The time that a worker is idle when no work is available.

WIP - Work In Process; inventory of materials that has been already started processing.

Work, Non-value added - Rework, set-ups, inspection, repair processing, transportation, unnecessary work to complete the manufacture of a
product. Anything that isn’t directly changing the form fit or function of the part.

Work, Value Added - Only necessary direct work to manufacture a product. Anything that the customer is willing to pay for or an operation that
changes the form, fit, or function of the part.
Lean Six Sigma Glossary
http://www.opensourcesixsigma.com/FreeStuff/LeanSixSigmaGlossary/tabid/111/Default.aspx

Affinity Diagram - A technique for organizing individual pieces of information into groups or broader categories.

ANOVA - Analysis of Variance – A statistical test for identifying significant differences between process or system treatments or conditions. It
is done by comparing the variances around the means of the conditions being compared.

Attribute Data - Data which on one of a set of discrete values such as pass or fail, yes or no.

Average - Also called the mean, it is the arithmetic average of all of the sample values. It is calculated by adding all of the sample values
together and dividing by the number of elements (n) in the sample.

Bar Chart - A graphical method which depicts how data fall into different categories.

Black Belt - An individual who receives approximately four weeks training in DMAIC, analytical problem solving, and change management
methods. A Black Belt is a full time six sigma team leader solving problems under the direction of a Champion.

Breakthrough Improvement - A rate of improvement at or near 70% over baseline performance of the as-is process characteristic.

Capability - A comparison of the required operation width of a process or system to its actual performance width. Expressed as a percentage
(yield), a defect rate (dpm, dpmo,), an index (Cp, Cpk, Pp, Ppk), or as a sigma score (Z).

Cause and Effect Diagram - Fishbone Diagram - A pictorial diagram in the shape of a fishbone showing all possible variables that could
affect a given process output measure.

Central Tendency - A measure of the point about which a group of values is clustered; two measures of central tendency are the mean, and
the median.

Champion -A Champion recognizes, defines, assigns and supports the successful completion of six sigma projects; they are accountable for
the results of the project and the business roadmap to achieve six sigma within their span of control.

Characteristic - A process input or output which can be measured and monitored.

Common Causes of Variation - Those sources of variability in a process which are truly random, i.e., inherent in the process itself.

Complexity -The level of difficulty to build, solve or understand something based on the number of inputs, interactions and uncertainty
involved.

Control Chart - The most powerful tool of statistical process control. It consists of a run chart, together with statistically determined upper and
lower control limits and a centerline.

Control Limits - Upper and lower bounds in a control chart that are determined by the process itself. They can be used to detect special or
common causes of variation. They are usually set at ±3 standard deviations from the central tendency.

Correlation Coefficient - A measure of the linear relationship between two variables.

Cost of Poor Quality (COPQ) - The costs associated with any activity that is not doing the right thing right the first time. It is the financial
qualification any waste that is not integral to the product or service.

CP - A capability measure defined as the ratio of the specification width to short-term process performance width.

CPk -. An adjusted short-term capability index that reduces the capability score in proportion to the offset of the process center from the
specification target.

Critical to Quality (CTQ) - Any characteristic that is critical to the perceived quality of the product, process or system. See Significant Y.

Critical X - An input to a process or system that exerts a significant influence on any one or all of the key outputs of a process.

Customer - Anyone who uses or consumes a product or service, whether internal or external to the providing organization or provider.
Cycle Time - The total amount of elapsed time expended from the time a task, product or service is started until it is completed.

Defect - An output of a process that does not meet a defined specification, requirement or desire such as time, length, color, finish, quantity,
temperature etc.

Defective - A unit of product or service that contains at least one defect.

Deployment (Six Sigma) - The planning, launch, training and implementation management of a six sigma initiative within a company.

Design of Experiments (DOE) - Generally, it is the discipline of using an efficient, structured, and proven approach to interrogating a process
or system for the purpose of maximizing the gain in process or system knowledge.

Design for Six Sigma (DFSS) - The use of six sigma thinking, tools and methods applied to the design of products and services to improve
the initial release performance, ongoing reliability, and life-cycle cost.

DMAIC - The acronym for core phases of the six sigma methodology used to solve process and business problems through data and
analytical methods. See define, measure, analyze, improve and control.

DPMO - Defects per million opportunities – The total number of defects observed divided by the total number of opportunities, expressed in
parts per million. Sometimes called Defects per Million (DPM).

DPU - Defects per unit - The total number of defects detected in some number of units divided by the total number of those units.

Entitlement - The best demonstrated performance for an existing configuration of a process or system. It is an empirical demonstration of
what level of improvement can potentially be reached.

Epsilon ε - Greek symbol used to represent residual error.

Experimental Design - See Design of Experiments.

Failure Mode and Effects Analysis (FMEA) - A procedure used to identify, assess, and mitigate risks associated with potential product,
system, or process failure modes.

Finance Representative - An individual who provides an independent evaluation of a six sigma project in terms of hard and/or soft savings.
They are a project support resource to both Champions and Project Leaders.

Fishbone Diagram - See cause and effect diagram.

Flowchart - A graphic model of the flow of activities, material, and/or information that occurs during a process.

Gage R&R - Quantitative assessment of how much variation (repeatability and reproducibility) is in a measurement system compared to the
total variation of the process or system.

Green Belt - An individual who receives approximately two weeks of training in DMAIC, analytical problem solving, and change management
methods. A Green Belt is a part time six sigma position that applies six sigma to their local area, doing smaller-scoped projects and
providing support to Black Belt projects.

Hidden Factory or Operation - Corrective and non-value-added work required to produce a unit of output that is generally not recognized as
an unnecessary generator of waste in form of resources, materials and cost.

Histogram - A bar chart that depicts the frequencies (by the height of the plotted bars) of numerical or measurement categories.

Implementation Team - A cross-functional executive team representing various areas of the company . Its charter is to drive the
implementation of six sigma by defining and documenting practices, methods and operating policies.

Input - A resource consumed, utilized, or added to a process or system. Synonymous with X, characteristic, and input variable.

Input-Process-Output (IPO) Diagram - A visual representation of a process or system where inputs are represented by input arrows to a box
(representing the process or system) and outputs are shown using arrows emanating out of the box.

lshikawa Diagram - See cause and effect diagram and fishbone diagram.
Least Squares - A method of curve-fitting that defines the best fit as the one that minimizes the sum of the squared deviations of the data
points from the fitted curve.

Long-term Variation - The observed variation of an input or output characteristic which has had the opportunity to experience the majority of
the variation effects that influence it.

Lower Control Limit (LCL) - for control charts: the limit above which the subgroup statistics must remain for the process to be in control.
Typically, 3 standard deviations below the central tendency.

Lower Specification Limit (LSL) - The lowest value of a characteristic which is acceptable.

Master Black Belt - An individual who has received training beyond a Black Belt. The technical, go-to expert regarding technical and project
issues in six sigma. Master Black Belts teach and mentor other six sigma Belts, their projects and support Champions.

Mean - See average.

Measurement - The act of obtaining knowledge about an event or characteristic through measured quantification or assignment to
categories.

Measurement Accuracy - For a repeated measurement, it is a comparison of the average of the measurements compare to some known
standard.

Measurement Precision - For a repeated measurement, it is the amount of variation that exists in the measured values.

Measurement Systems Analysis (MSA) - An assessment of the accuracy and precision of a method of obtaining measurements. See also
Gage R&R.

Median - The middle value of a data set when the values are arranged in either ascending or descending order.

Metric - A measure that is considered to be a key indicator of performance. It should be linked to goals or objectives and carefully
monitored.

Natural Tolerances of a Process - See Control Limits.

Nominal Group Technique - A structured method that a team can use to generate and rank a list of ideas or items.

Non-Value Added (NVA) - Any activity performed in producing a product or delivering a service that does not add value, where value is
defined as changing the form, fit or function of the product or service and is something for which the customer is willing to pay.

Normal Distribution - The distribution characterized by the smooth, bell- shaped curve. Synonymous with Gaussian Distribution.

Objective Statement - A succinct statement of the goals, timing and expectations of a six sigma improvement project.

Opportunities - The number of characteristics, parameters or features of a product or service that can be classified as acceptable or
unacceptable.

Out of Control - A process is said to be out of control if it exhibits variations larger than its control limits or shows a pattern of variation.

Output - A resource or item or characteristic that is the product of a process or system. See also Y, CTQ.

Pareto Chart - A bar chart for attribute (or categorical) data categories are presented in descending order of frequency.

Pareto Principle - The general principle originally proposed by Vilfredo Pareto (1848-1923) that the majority of influence on an outcome is
exerted by a minority of input factors.

Poka-Yoke - A translation of a Japanese term meaning to mistake-proof.

Probability - The likelihood of an event or circumstance occurring.

Problem Statement - A succinct statement of a business situation which is used to bound and describe the problem the six sigma project is
attempting to solve.

Process - A set of activities and material and/or information flow which transforms a set of inputs into outputs for the purpose of producing a
product, providing a service or performing a task.
Process Characterization - The act of thoroughly understanding a process, including the specific relationship(s) between its outputs and the
inputs, and its performance and capability.

Process Certification - Establishing documented evidence that a process will consistently produce required outcome or meet required
specifications.

Process Flow Diagram - See flowchart.

Process Member - A individual who performs activities within a process to deliver a process output, a product or a service to a customer.

Process Owner - Process Owners have responsibility for process performance and resources. They provide support, resources and
functional expertise to six sigma projects. They are accountable for implementing developed six sigma solutions into their process.

Quality Function Deployment (QFD) - A systematic process used to integrate customer requirements into every aspect of the design and
delivery of products and services.

Range - A measure of the variability in a data set. It is the difference between the largest and smallest values in a data set.

Regression Analysis - A statistical technique for determining the mathematical relation between a measured quantity and the variables it
depends on. Includes Simple and Multiple Linear Regression.

Repeatability (of a Measurement) - The extent to which repeated measurements of a particular object with a particular instrument produce
the same value. See also Gage R&R.

Reproducibility (of a Measurement) - The extent to which repeated measurements of a particular object with a particular individual produce
the same value. See also Gage R&R.

Rework - Activity required to correct defects produced by a process.

Risk Priority Number (RPN) - In Failure Mode Effects Analysis -- the aggregate score of a failure mode including its severity, frequency of
occurrence, and ability to be detected.

Rolled Throughput Yield (RTY) - The probability of a unit going through all process steps or system characteristics with zero defects.

R.U.M.B.A. - An acronym used to describe a method to determine the validity of customer requirements. It stands for Reasonable,
Understandable, Measurable, Believable, and Achievable.

Run Chart - A basic graphical tool that charts a characteristic’s performance over time.

Scatter Plot - A chart in which one variable is plotted against another to determine the relationship, if any, between the two.

Screening Experiment - A type of experiment to identify the subset of significant factors from among a large group of potential factors.

Short Term Variation - The amount of variation observed in a characteristic which has not had the opportunity to experience all the sources
of variation from the inputs acting on it.

Sigma Score (Z) - A commonly used measure of process capability that represents the number of short-term standard deviations between
the center of a process and the closest specification limit. Sometimes referred to as sigma level, or simply Sigma.

Significant Y - An output of a process that exerts a significant influence on the success of the process or the customer.

Six Sigma Leader - An individual that leads the implementation of Six Sigma, coordinating all of the necessary activities, assures optimal
results are obtained and keeps everyone informed of progress made.

Six Sigma Project - A well defined effort that states a business problem in quantifiable terms and with known improvement expectations.

Six Sigma (System) - A proven set of analytical tools, project management techniques, reporting methods and management techniques
combined to form a powerful problem solving and business improvement methodology.

Special Cause Variation - Those non-random causes of variation that can be detected by the use of control charts and good process
documentation.
Specification Limits - The bounds of acceptable performance for a characteristic.

Stability (of a Process) - A process is said to be stable if it shows no recognizable pattern of change and no special causes of variation are
present.

Standard Deviation - One of the most common measures of variability in a data set or in a population. It is the square root of the variance.

Statistical Problem - A problem that is addressed with facts and data analysis methods.

Statistical Process Control (SPC) - The use of basic graphical and statistical methods for measuring, analyzing, and controlling the variation
of a process for the purpose of continuously improving the process. A process is said to be in a state of statistical control when it exhibits
only random variation.

Statistical Solution - A data driven solution with known confidence/risk levels, as opposed to a qualitative, “I think” solution.

Supplier - An individual or entity responsible for providing an input to a process in the form of resources or information.

Trend - A gradual, systematic change over time or some other variable.

TSSW - Thinking the six sigma way – A mental model for improvement which perceives outcomes through a cause and effect relationship
combined with six sigma concepts to solve everyday and business problems.

Two-Level Design - An experiment where all factors are set at one of two levels, denoted as low and high (-1 and + 1).

Upper Control Limit (UCL) for Control Charts - The upper limit below which a process statistic must remain to be in control. Typically this
value is 3 standard deviations above the central tendency.

Upper Specification Limit (USL) - The highest value of a characteristic which is acceptable.

Variability - A generic term that refers to the property of a characteristic, process or system to take on different values when it is repeated.

Variables - Quantities which are subject to change or variability.

Variable Data - Data which is continuous, which can be meaningfully subdivided, i.e. can have decimal subdivisions.

Variance - A specifically defined mathematical measure of variability in a data set or population. It is the square of the standard deviation.

Variation - See variability.

VOB - Voice of the business – Represents the needs of the business and the key stakeholders of the business. It is usually items such as
profitability, revenue, growth, market share, etc.

VOC - Voice of the customer – Represents the expressed and non-expressed needs, wants and desires of the recipient of a process output,
a product or a service. Its is usually expressed as specifications, requirements or expectations.

VOP - Voice of the process – Represents the performance and capability of a process to achieve both business and customer needs. It is
usually expressed in some form of an efficiency and/or effectiveness metric.

Waste - Waste represents material, effort and time that does not add value in the eyes of key stakeholders (Customers, Employees,
Investors).

X - An input characteristic to a process or system. In six sigma it is usually used in the expression of Y=f(X), where the output (Y) is a
function of the inputs (X).

Y - An output characteristic of a process. In six sigma it is usually used in the expression of Y=f(X), where the output (Y) is a function of the
inputs (X).

Yellow Belt - An individual who receives approximately one week of training in problem solving and process optimization methods. Yellow
Belts participate in Process Management activates, participate on Green and Black Belt projects and apply concepts to their work area and
their job.

Z Score – See Sigma Score.

Six Sigma Dictionary
Concept Definition

Framework for root cause brainstorming. Categorizes root causes by: Man, Methods,
4M / 5M / 6M Machines, Material, (5M) Mother Nature and (6M) Measurement System Impact

Team oriented problem solving method for product and process improvement. Structured
into 8 steps: Define the problem and prepare for process improvement, establish a team,
describe the problem, develop interim containment, define & verify root cause, choose
permanent corrective action, implement corrective action, prevent recurrence, recognize
8D Process and reward the contributors.

80/20 Rule Rule that suggests that 20% of causes (categories) will account for 80% of the trouble

Maximum proportion of defective units that can be considered satisfactory as the process
Acceptable Quality Level (AQL) average.

The highest number of nonconforming units or defects found in the sample that permits
Acceptance Number the acceptance of the lot.

Accuracy Statement about how close the data are to the target

A tool used to organize and summarize large amounts of data (ideas, issues, solutions,
Affinity Diagram problems) into logical categories based on user perceived relationships.

In hypothesis testing: rejecting the null hypothesis (no difference) erroneously; assuming a
relationship where none exists. Also referred to as Type I Error. E.g. convicting an
Alpha innocent person.

A calculation procedure to allocate the amount of variation in a process and determine if it

Analysis of Variance (ANOVA) is significant or is caused by random noise.

Assignable Causes see Special Causes

Numerical information at the nominal level. Its subdivision is not conceptually meaningful.
Attribute Data It represents the frequency of occurrence within some discrete category.

A timely process or system, inspection to ensure that specifications conform to

documented quality standards. An Audit also brings out discrepencies between the
documented standards and the standards followed and also might show how well or how
Audit badly the documented standards support the processes currently followed.

The expected quality of outgoing product following the use of an acceptance sampling
Average Outgoing Quality plan for a given value of incoming product quality.

Bar Chart Horizontal or vertical bars that graphically illustrate the magnitude of multiple situations.

"Business As Usual" The old way of doing business, considering repetitive tasks with no
BAU critical sense of improvement.

A curve used to describe the life cycle of a system/device as a function of usage. Initially,
when the curve has a downwards slope, the failure rate is decreasing with usage. Then, a
constant failure rate is achieved, and finally the curve slopes upward when the failure rate
Bathtub Curve increases with usage.

The concept of discovering what is the best performance being achieved, whether in your
Benchmarking company, by a competitor, or by an entirely different industry.
 In hypothesis testing: the failure to reject a false null hypothesis; assume no relationship
Beta exists when it does. E.g. failing to convict a guilty person.

Data that can only have two values and indicates the presence or absence of some
Binary Attribute Data characteristic from the process. E.g. pass/fail

Full time team leaders responsible for recommending and implementing process
improvement projects (dmaic or dmadv) within the business -- to drive customer
Black Belt satisfaction levels and business productivity up.

Black Noise Special cause variation in the process

Statistical Process Control Chart used to determine whether the number of defects/unit is
C chart constant over time.

Tool used for brainstorming and categorizing potential causes to a problem. The most
commonly used cause branches are Man, Method, Machine and Material. Also known as
Cause and Effect Diagram the Ishikawa and the Fishbone diagram.

Census Collecting information on an entire population

The means of samples from a population will tend to be normally distributed around the
Central Limit Theorem population mean

An indication of the location or centrality of the data. The most common measures of
Central Tendency central tendency are: mean, median and the mode.

Business leaders and senior managers who ensure that resources are available for
Champion training and projects, and who set an maintain broad goals for improvement projects.

Chance Causes See Common Causes

A data collection form consisting of multiple categories. Each category has an operational
definition and can be checked off as it occurs. Properly designed, the Check Sheet helps
Check Sheets to summarize the data, which is often displayed in a Pareto Chart.

A statistical goodness-of-fit-test used to test the assumption that the distribution of a set of
Chi Square Test data is similar to the expected distribution.

Chronic Problems See Common Causes

Small, random forces that act continuously on a process (Also called: by Juran - Chronic
Common Causes Problems, by Deming - System Faults, by Shewhart - Chance Causes)

A region containing the limits of a parameter, with an associated level of confidence that
Confidence Interval the bounds are large enough to contain the true parameter value

A variable whose possible values consist of an entire interval on the number line,i.e. it can
Continuous Variable take any value

A procedure used for tracking a process through time, with the purpose of distinguishing
variation that is inherent in the process (common cause) from variation that yield a change
Control Chart to the process(special cause).

Cost of quality issues are often given the broad categories of internal failure costs,
Cost of Poor Quality (COPQ) external failure costs, appraisal costs, and prevention costs

Denoted by R. Measure of linear relationship between two variables. It can take on any
value between 1 and -1. If correlation is 1, the two variables have a perfect positive linear
relationship. If correlation is -1, the variables have a perfect negative linear relationship. If |
Correlation correlation| > .7, the relationship between the variables is considered strong.
 Process Capability index, which takes into account off-centredness. Cpk = min[ (USL-
Mean)/(3 x sigma), (Mean-LSL)/(3 x sigma)] (i.e. depending on whether the shift is up or
Cpk down). A t ypical objective is to have a Cpk > 1.67.

CTC Critical to Cost

CTQ Critical to Quality

Cumulative distribution function (CDF) the calculated integral of the PDF from minus infinity to x.

Alternative technique to Shewhart charting. CUSUM charts ccan detect smsall process
Cumulative sum (CUSUM) control chart shifts faster than Shewhart charts.

Data Set of measurements obtained from a sample or census

Number of defective parts out of one million. DPM = Fraction Nonconforming * 1 M, where
Defects Per Million (DPM) fraction non-conforming = 1 - Quality Yield

Number of defective parts per million opportunities. It is used when an inspection unit has
1 or more categories of defects. DPMO = Fraction Nonconforming * 1 M, where fraction
non-conforming = Total # of defects/Total # of Opportunities (TOP), and TOP = # units * #
Defects Per Million Opportunities (DPMO) opportunities per unit.

Design of Experiments (DOE)

Discrete Variables Variables whose only possible values are whole units.

Methodology used for Design for Six Sigma Projects or new product/service introduction. It
DMADV stands for Define, Measure, Analyze, Design and Verify.

Methodology used for Six Sigma Problem Solving. Its steps are Define, Measure, Analyze,
Improve and Control. It is used only when a product or process is in existence at your
DMAIC company but is not meeting customer specification or is not performing adequately.

For nominal or ordinal data, a dot plot is similar to a bar chart, with the bars replaced by a
series of dots. Each dot represents a fixed number of individuals. For continuous data, the
dot plot is similar to a histogram, with the rectangles replaced by dots. A dot plot can also
Dot Plot help detect any unusual observations (outliers), or any gaps in the data set.

Expected value of the variable x (or the population mean). E(x) = (x_i)/n, where n is the
E(x) sample size

Ambiguities during data analysis caused from sources as measurement bias, random
Error measurement error, and mistake.

Experiment A process undertaken to determine something that is not already known.

F-Test Statistical test that utilizes tabular values from the F-distribution to assess significance.

Experiment strategy that assesses several factors/variables simultaneously in one test. All
possible combinations factors at different levels are examined so that interactions as well
Factorial Experiment as the main effects can be estimated.

Analytical approach directed toward problem prevention through which every possible
failure mode are identified to determine their effect on the required function of the product
Failure Modes and Effects Analysis (FMEA) or process.

A schematic picture using logic symbols of possible failure modes and associated
Fault Tree Analysis probabilities.

First Time Yield (FTY) see Quality Yield

Fishbone see Cause and Effect Diagram

 Representation of the forces in an organization that are supporting and driving toward a
Force field Analysis solution or which are restraining the process.

A designed experiment strategy that assesses several factors/variables simultaneously in

one test, where only a partial set of all possible combinations of factor levels are tested to
more efficiently identify important factors. This type of test is much more efficient than a
Fractional factorial experiment traditional one-at-a-time test strategy.

Gage R&R Gage Repeatability and Reproducibility. See Repeatability and Reproducibility

Used in project management, it provides a graphical illustration of a schedule, and helps to

Gantt Chart plan, coordinate, and track specific tasks in a project

The limitation of opportunities for deviation from the proven steps in the manufacturing
Gating process. The primary objective is to minimize human error.

Value determined by using one of many statistical techniques stating probablistically

Goodness of Fit whether data can be shown to fit a theoretical distribution, such as Normal or Poisson.

Six sigma player, responsible for deploying six sigma techniques, managing small projects
Green Belt and implementing improvement.

Having different variance. In a linear regression model, violation of the assumption of

Heteroscedastic constant variance in the outcome variable (homoscedasticity) is called heteroscedasticity

A bar graph of a frequency distribution in which the widths of the bars are proportional to
the classes into which the variable has been divided and the heights of the bars are
Histogram proportional to the class frequencies

Homogeneous Poisson Process (HPP) A model that considers that failure rate does not change with time.

Distribution that has similar use to the binomial distrbution; however, the smaple size is
Hypergeometric Distribution "large" relative to the population size.

Consists of a null hypothesis (H_o) and an alternative hypothesis (H_a), where, for
example, H_o indicates equality between two process outputs, and H_a indicates
nonequality. Through a hypothesis test, a decision is made to either reject or fail to reject
Hypothesis Testing the null hypothesis.

An “In-Control" process is one that is free of assignable/special causes of variation. Such

a condition is most often evidence on a control chart which displays an absence of
In Control nonrandom variation.

The structuring in a Taguchi-style fractional factorial experiment of the factors that can be
Inner Array controlled in a process

Interquartile Range Difference between the 75th percentile and the 25th percentile of a sample or population

Ishikawa, Ichiro see Cause and Effect Diagram

Series of standards established in the 1980s by countries of Western Europe as a basis

ISO 9000 Series of Standards for judging the adequacy of the quality control systems of companies

A planning system for manufacturing processes that optimizes the needed material
inventories at the manufacturing site to only what is needed. JIT is a pull system; the
product is pulled along to its finish, rather than conventional mass production, which is a
JIT (Just In Time) Manufacturing push system.

Japanese term that means continuous improvement."Kai" means change and "zen"
Kaizen means good
 Japanese term. It is one of the primary tools of JIT system. It maintains an orderly and
efficient flow of materials throughout the entire manufacturing process. It is usually a
Kanban printed card that contains specific information such as part name, description, quantity, etc

KPOV Key Process Output Variable

Kurtosis is a measure of whether the data are peaked or flat relative to a normal
distribution. For unimodal distributions K=3 is a mesokurtic distribution(normal or bell-
shaped); K < 3 is a platykurtic distribution (flatter than normal, with shorter tails); and K > 3
Kurtosis is a leptokurtic distribution (more peaked than normal, with longer tails).

LCL Lower Control Limit. Usually represents a downwards 3-sigma deviation from the mean.

Philosophy developed by Toyota that aims to eliminate waste (non-value added steps,
Lean Manufacturing material, etc.) in the system.

Method used in regression to estimate the equation coefficients and constant so that the
sum of squares of the differences between the individual responses and the fitted model is
Least Squares a minimum.

Aims to find a linear relationship between a response variable and a possible predictor
Linear Regression variable using the "least squares" method.

Local Faults see Special Causes

Loss function A continuous "Taguchi" function that measures the cost implications of product variability.

LSL Lower Specification Limit. The minimum acceptable value of a variable.

Lot Tolerance Percent Defective. The value of incoming quality where it is desirable to
LTPD reject most lots.

Main effect An estimate of the effect of a factor measured independently of other factors.

Malcolm Baldrige National Quality Award
The annual self-evaluation covers the following seven categories of criteria: leadership,
strategic planning, customer and market focus, information and analysis, human resource
focus, process management, and business results. The National Institute of Standards
and Technology (NIST), a federal agency within the Department of Commerce, is
responsible for managing the Malcolm Baldrige National Quality Award. The American
Society for Quality (ASQ) administers the Malcolm Baldrige National Quality Award under
a contract with NIST.

Master Black Belts are Six Sigma or quality experts and are responsible for strategic
implementations within the business. The Master Black Belt is qualified to teach other Six
Sigma facilitators the methodologies, tools, and applications in all functions and levels of
Master Black Belt the company, and are a resource for utilizing statistical process control within processes.

Mean Measure of central tendency. It is the average of a set of numbers. See E(x)

Mean Square Sum of squares divided by degrees of freedom.

A term that can be used to describe the frequency of failures in a repairable system with a
constant failure rate. MTBF is the average time that is expected between failures. MTBF =
Mean Time Between Failure (MTBF) 1/failure rate.

Measure of central tendency. It is calculated by ordering the data from smallest to largest.
For an odd sample size, the median is the middle observation. For an even sample size,
Median the median is the average of the middle two values of sample.
Mode The value or item occurring most frequently in a series of observations or statistical data.

When there exists near linear dependencies between regressors, the problem of
multicollinearity is said to exist. It can make the linear regression unstable and/or
Multicollinearity impossible to accomplish.

Multimodal distribution A combination of more than one distribution that has more than one distinct peak.

The square of the correlation (R). It measures the % of the variation in the response
Multiple Correlation Coefficient variable explained by the variation in the predictor variable.

A chart that is constructed to display the variance within units, between units, between
Multi-vari chart samples, and between lots.

Natural Tolerances Three standard deviations on either side of the mean.

A voting procedure to expedite team consensus on relative importance of problems,

Nominal Group Technique (NGT) issues, or solutions.

A mathematical model that can often be used to describe the failure rate of a repairable
Nonhomogenous Poisson process (NHPP) system that has a decreasing, constant, or increasing rate.

Nonstationary Process A process with a variance that can grow without limit.

An activity performed in a process that does not add value to the output product or service,
Non-value added which may or may not have a valid business reason for being performed.

A bell-shaped distribution that is often useful to describe various physical, mechanical,

Normal Distribution electrical, and chemical properties.

Statistical Process Control chart where the number of defective items are plotted (like the
C chart), but the control limits are calculated using the binomial distribution. This chart can
NP chart be used if producing defects is not rare.

Null Hypothesis See Hypothesis testing.

This value represents the maximum expenditure for material, labor, outsourcing,
overhead, and all other costs associated with that project. This figure can then be divided
between the various operations comprising the manufacturing process, in order to control
Operation Cost Target (OCT) costs at each step.

a company that uses product components from one or more other companies to build a
O.E.M. product that it sells under its own company name and brand

OSHA Occupational Safety and Health Administration

The result of a process. Sometimes called the response of the process. The products or
Output services that result from a process.

A statistical consideration where, for example, an alternative hypothesis is that the mean
One-sided test of a population is less than a criterion value.

One-way analysis of variance see Single Factor Analysis of Variance

The property of a fractional factorial experiment that ensures that effects can be
determined separately without entanglement. The elements in an orthogonal set are not
Orthogonal correlated.

A data point that does not fit a model because of an erroneous reading or some other
Outlier abnormal situation. Value greater than 3-sigma from the mean are considered outliers.

Statiscal process control chart used to determine whether the proportion of

P-chart nonconformities is constant over time.
 The smallest level of significance at which a null hypothesis would be rejected when a
P-Value specified test procedure is used on a given data set.

Graphical technique used to quantify problems so that effort can be expended in fixing the
"vital few" causes, as opposed to the "trivial many". It is a bar chart that displays in
Pareto Chart descending frequency the number of observed defects in a category.

Pareto Principle see 80/20 Rule

Performance Ratio (PR) Represents the percent of tolerance width used by the variation. PR = 1/Pp

Japanese term which means mistake proofing. A poka yoke device is one that prevents
incorrect parts from being made or assembled, or easily identifies a flaw or error. To avoid
Poka Yoke (yokeru) inadvertent errors (poka)

Point Estimate An estimate calculated from sample data without a confidence interval.

A distribution that is useful, for exmaple, to design reliability tests where the failure rate is
Poisson Distribution considered to be constant as a function of usage.

Population The entire collection of items that is the focus of concern

Represents the capability of the process. It measures the relationship between the
tolerance width and the range of variation. Pp = Specification Width / (6-S), where sigma is
Pp estimated using the sample standard deviation S.

Represents the capability of the process, taking into account any difference between the
design target and the actual process mean. Ppk = min(Ppk_upper, Ppk_lower), where
Ppk Ppk_upper = (USL - X-bar)/3-sigma and Ppk_lower = (X-bar - LSL)/3-sigma

PPM Parts Per Million

The closeness of agreement between randomly selected individual measurements or test

Precision results.

Probability (P) A numerical expression for the likelihood of an occurrence.

Probability Density Function (PDF) - f(x) A mathematical function that can model the probability density reflected in a histogram.

Data are plotted on a selected probability paper coordinate system to determine if a

particular distribution is appropriate and to make statements about percentiles of the
Probablity plot population.

A method to make or do something that involves a number of steps. A mathematical

Process model such as the HPP (homogeneous Poisson process)

Modifying, altering, reshaping, redesigning any business/production process, work method

Process Management or management style to deliver greater value.

A visual representation of the work-flow either within a process - or an image of the whole
operation. A good Process Map should allow people unfamiliar with the process to
understand the interaction of causes during the work-flow. A good Process Map should
contain additional information relating to the Six Sigma project i.e. information per critical
Process Map step about input and output variables, time, cost, DPU value.

Data that is non-numerical and allows partitioning of a population. The types of qualitative
Qualitative Data data are: nominal, ordinal and binary.

Quality Function Deployment (QFD)
Quality Function Deployment (QFD) is a systematic process for motivating a business to
focus on its customers. It is used by cross-functional teams to identify and resolve issues
involved in providing products, processes, services and strategies which will more than
satisfy their customers. A prerequisite to QFD is Market Research. This is the process of
understanding what the customer wants, how important these benefits are, and how well
different providers of products that address these benefits are perceived to perform. This
is a prerequisite to QFD because it is impossible to consistently provide products which
will attract customers unless you have a very good understanding of what they want.

Percentage of products that were not defective. Quality Yield = (1 - fraction defective)
Quality Yield *100%. Also called First Time Yield.

Quantitative Data Numerical data. May allow to uniquely identify each member of a population.

R see Correlation

R^2 see Multiple Correlation Coefficient

R-chart see X-bar and R chart

Random Having no specific pattern.

A factorial experiment where the variance of factors is investigated (as opposed to a fixed
Random Effects effects model).

A random variable is a function that associates a unique numerical value with every
outcome of an experiment. The value of the random variable will vary from trial to trial as
the experiment is repeated. There are two types of random variables: discrete and
Random Variable continuous.

Range For a set of numbers, the absolute difference between the largest and smallest value.

Data collected from an experiment are used to empirically quanitfy through a mathematical
Regression model the relationship that exists between the response variable and influencing factors.

The proportion surviving at some point in time during the life of a device. A generic
Reliability description of tests evaluating failure rates.

The variation in measurements obtained with one measurement instrument when used
several times by one appraiser while measuring the identical characteristic on the same
Repeatability part.

Replication Test trials that are made under identical conditions.

The variation in the average of the measurements made by different appraisers using the
Reproducibility same measuring instrument when measuring the identical characteric on the same part

In an experiment the differences between experimental responses and predicted values

Residuals that are determined from a model.

Residual Error Experimental error

A description of a procedure that is not sensitive to deviations from some of its underlying
Robust assumptions.

The probability of being able to pass one unit of product or service through the entire
Rolled Throughput Yield process defect free.

A factor that caused a non-conformance and should be permanently eliminated through

Root Cause process improvement
 A time series plot permits the study of observed data for trends or patterns over time,
Run Chart where the x axis is time and the y axis is the measured variable.

Sample A selection of items from a population.

Sampling distribution A distribution derived from a parent distribution by random sampling.

Scatter diagram A plot to assess the relationship between two variables.

Screening experiment
The first step of a multiple factorial experiment strategy, where the experiment primarily
assesses the significance of main effects. Two-factor interactions are normally considered
in the experiments that follow a screening experiment. Screening experiments should
typically consume only 25% of the monies that are allotted for the total experiment effort to
solve a problem.

Dr. Shewhart is credited with developing the standard control chart test based on 3-sigma
Shewhart Control Chart limits to separate the steady component of variation from assignable causes.

Sigma The Greek letter that is often used to describe the standard deviation of a population.

A quality that is calculated by some to describe the capability of a process to meet

specification. A Six Sigma quality level is said to have a 3.4 ppm rate. Pat Spagon from
Motorola University prefers to distinguish between sigma as a measure of spread and
Sigma level or sigma quality level sigma used in sigma quality level.

A statistical statement indicating that the level of a factor causes a difference in a

Significance response with a certain degree of risk of being in error.

One-way analysis of varaicne with two levels (or treatments) that is to determine if there is
Single-factor analysis of variance a significant difference between level effects.

A SIPOC diagram is a tool used by a team to identify all relevant elements of a process
improvement project before work begins, in order to map the process. It is typically
employed at the Measure phase of the Six Sigma DMAIC methodology. The categories to
SIPOC diagram include in the process are: Supplier, Inputs, Process, Output and Customer.

A term coined by Motorola that emphasizes the improvement of processes for the purpose
Six Sigma of reducing variability and making general improvements.

Skewness is defined as asymmetry in the distribution of the sample data values. Values
on one side of the distribution tend to be further from the 'middle' than values on the other
side. Distributions of data that are positively skewed have a tail to the right; negatively
Skew skewed data have a tail to the left.

A problem that occurs in a process because of an unusual condition. An out-of-control

condition in a process control chart. (Also called: by Juran - Sporadic problems, by
Special Causes Deming - Local Faults, by Shewhart - Assignable Causes)

Specification A criterion that is to be met by a part or product.

Sporadic Problem see Special Causes

The total variation in the measurements obtained with a measurement system on the
same master or parts when measuring a single characterisitc over an extended time
Stability period.

Stable Process A process that does not contain any special cause variation, ie. It is in statistical control

A mathematical quantity that describes the variability of a response. It equals the square
Standard Deviation root of the variance.

Standard Error The square root of the variance of the sampling distribution of a statistic.
Stationary process A process with an ultimate constant variance.

The application of statistical techniques in the control of processes. SPC is often

considered a subset of SQC, where the emphasis in SPC is on the tools associated with
Statistical process control (SPC) the process but not product acceptance techniques.

The application of statistical techniques in the control of quality. SQC includes the use of
regressions analysis, tests of significance, acceptance sampling, control charts,
Statistical quality control (SQC) distributions, and so on.

Decomposing a variable into groups in order to identify or narrow the search for root
Stratification Analysis causes.

The summation of the squared deviations relative to zero, to level means, or the grand
Sum of Squares mean of an experiment.

Devices that collectively perform a function. Within this text, systems are considered
repairable, where a failure is caused by failure of a device(s). System failure rates can
System either be constant or change as a function of usage (time).

System Faults see Common Causes

A statistical test that utilizes tabular values from the t distribution to assess, for example,
t-Test whether two population means are different.

Basic philosophy of reducing product/process variability for the purpose of improving

quality and decreasing the loss to society; however the procedures used to achieve this
Taguchi philosophy objective often are different.

Specifies an allowable deviation from a target value where a characteristic is still

acceptable. It is the difference between the upper specification limit (USL) and the lower
Tolerance specification limit (LSL).

Total Quality Management
TQM is management and control activities based on the leadership of top management
and based on the involvement of all employees and all departments from planning and
development to sales and service. These management and control activities focus on
quality assurance by which those qualities which satisfy the customer are built into
products and services during the above processes and then offered to consumers

Trend chart A chart to view the resultant effect of a known variable on the response of a process.

Measure of central tendency. It is the average of a sample with a % of the smallest and
largest observations discarded. For example, a 10% trimmed mean discards the smallest
Trimmed mean 10% and the largest 10% observations.

A statistical consideration where, for example, the mean of a population is to be equal to a

Two-sided Test criterion, as stated in a null hypothesis.

Type I Error see Alpha

Type II Error see Beta

U Chart A statistical control chart for the average defect rate.

UCL Upper Control Limit. Usually represents a 3-sigma deviation from the mean value.

A statistic is an unbiased estimate of a given parameter when the mean of the sampling
Unbiased Statistic distribution of that statistic can be shown to be equal to the parameter being estimated.

Unimodal A distribution that only has one peak (ex: Normal distribution).
USL Upper Specification Limit. A value below which performance of a product is acceptable.

Any action within a process that adds value to the product from the customer's point of
Value-Added view.

A visual picture of how material and information flows from suppliers, through
manufacturing, to the customer. It includes calculations of total cycle time and value-added
time. Typically written for the current state of the value chain and the future, to indicate
Value Stream Mapping where the business is going.

Measure of dispersion; deviation from the process mean. It is the square of standard
Variance deviation. Var(x) = [ (xi – x-bar)^2 ] / (n –1)

Widely used distribution because it has a density function that has many possible shapes.
Weibull Distribution The two-parameter distribution is described by the shape and location parameters.

White Noise Common cause variation in a process

X-Bar Also known as the sample mean

A pair of control charts used with processes that have subgroups of 2 or more. The
standard charts help determine whether a process is stable and predictable. The X-bar
chart shows how the average changes over time, and the R chart shows how the range of
X-Bar Chart and R chart the subgroup changes over time.

Yield see Quality Yield

A measure of the distance in standard deviations of a sample from the mean, assuming a
Z Score standard normal process.
Lean and Six Sigma Reading List

Six Sigma General

Brassard, M. (1989). The Memory Jogger Plus+, Methuen, MA: GOAL/QPC.

Buffett, Warren E. (1996). An Owner ’ s Manual, Omaha, NE: Berkshire Hathaway.

Camp, R. C. (1989). Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance, Milwaukee, WI: ASQ Quality
Press and White Planes, NY: Quality Resources.

Campanella, J., Editor (1999). Principles of Quality Costs, 3rd Edition, Milwaukee, WI: ASQ Quality Press.

Deming, W. E. (1986). Out of the Crisis, Cambridge, MA: MIT Center for Advanced Engineering Study.

Deming, W. E. (1993). The New Economics for Industry, Government, Education, Cambridge, MA: MIT Center for Advanced Engineering Study.

Imai, M. (1986). Kaizen, New York: Random House.

Ishikawa, K. (1985). What Is Total Quality Control the Japanese Way?, Englewood Cliffs, NJ: Prentice-Hall.

Juran, J. M. & Gryna, F. M. (1988). Juran’s Quality Control Handbook, 4th Edition. New York: McGraw-Hill.

Juran, J. M. & Gryna, F. M. (1993). Quality Planning and Analysis, 3rd Edition. New York: McGraw-Hill.

Ohno, Taiichi. (1988). Toyota Production System: Beyond Large-Scale Production, Portland, OR: Productivity Press.

Pande, Peter S., Newman, Robert P., & Cavanagh, Roland R. (2002). The Six Sigma Way Team Fieldbook: An Implementation Guide for
Process Improvement Teams. McGraw-Hill. ISBN:0-07-137314-4.

Pyzcek, Thomas. (2003). The Six Sigma Handbook Revised and Expanded: A Complete Guide for Green Belts, Black Belts, and Managers at
All Levels, McGraw-Hill. ISBN: 0-070141015-5.

Scholtes, P. R. (1988). The Team Handbook: How to Use Teams to Improve Quality, Madison, WI: Joiner Associates, Inc.

Six Sigma Academy. (2002). The Black Belt Memory Jogger. Salem, NH: GOAL/QPC.

Taguchi, G. (1986). Introduction to Quality Engineering: Designing Quality into Products and Processes, White Plains, NY: Quality Resources.

Statistics

ASQ Statistics Division. (1983). Glossary and Tables for Statistical Quality Control, Milwaukee, WI: ASQ Quality Press.

Duncan, J. A. (1974). Quality Control and Industrial Statistics, 4th Edition, Homewood, IL: Irwin.

Gonick, Larry & Smith, Woolcott. (1993) The Cartoon Guide to Statistics. New York: HarperCollins.

Simon, J. L. (1992). Resampling: The New Statistics, Arlington, VA: Resampling Stats, Inc.

Teamwork

Aubrey, C. A. & Felkins, P. K. (1988). Teamwork: Involving People in Quality and Productivity Improvement, Milwaukee, WI: ASQ Quality Press.

Voice of the Customer

Akao,Y., Editor (1990). Quality Function Deployment: Integrating Customer Requirements into Product Design, Cambridge, MA: Productivity
Press.

Berry, Michael J. A. & Linoff, Gordon. (1997). Data Mining Techniques for Marketing, Sales and Customer Support, New York: John Wiley &
Sons.

The Founding Members

Adair-Heeley, Charlene B. (1991). The Human Side of Just-In-Time: How to Make the Techniques Really Work. NY: AMACOM. ISBN:
0814450318.

Goldratt, Eli & Cox, Jeff. (1992). The Goal: A Process of Ongoing Improvement. (2nd. Ed.) North River Press. ISBN: 0884270610.

Goldratt, Eliyahu M. & Fox, Robert E. (1989) The Race. North River Press. ISBN: 0884270629.

Liker, Jeffrey (ed.). (1998). Becoming Lean: Inside Stories Of U.S. Manufacturers. Portland, OR: Productivity Press. ISBN: 1563271737

Schonberger, Richard. (1986). World Class Manufacturing: The Lessons of Simplicity Applied. NY: Free Press.

Schonberger, Richard. (1996). World Class Manufacturing: The Next Decade. NY: Simon & Schuster.

Shingo, Shigeo. A Revolution in Manufacturing: The SMED System.

Suzaki. Kiyoshi. The New Manufacturing Challenge: Techniques For Continuous Improvement.

Womak, J. P. & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation (revised ed.). New York: Simon &
Shuster. ISBN: 0743249275.

Womack, James, Jones, Daniel & Roos, Daniel. (1991). The Machine That Changed the World: The Story of Lean Production. Prennial.
ISBN:0060974176.

Poka Yoke

Mikulak, Raymond J., Beauregard, Michael R. & McDermott, Robin E. The Basics of Mistake-Proofing, Quality Resources.

Monden, Yashiro. Toyota Production System - An Integrated Approach to Just-In-Time, Engineering & Management Press.

Poka-Yoke - Improving Product Quality by Preventing Defects, Edited by NKS/Factory Magazine, Overview by Hiroyuki Hirano, Productivity
Press

Robinson, Alan. Modern Approaches to Manufacturing Improvement - The Shingo System. Productivity Press

Shigeo Shingo, A Study of the Toyota Production System from an Industrial Engineering Point of View. Productivity Press.

Shingo, Shigeo. Zero Quality Control: Source Inspection and the Poka-Yoke System. Productivity Press.

The Productivity Press Development Team. Mistake-Proofing for Operators: The ZQC System. Productivity Press.

General

Association for Manufacturing Excellence. Lean Administration: Case Studies in Leadership and Improvement. New York: Productivity Press,
2007.

George, Michael L. Lean Six Sigma for Service: How to Use Lean Speed & Six Sigma Quality to Improve Services and Transactions. New York:
McGraw-Hill, 2003.

Keyte, Beau and Drew Locher. The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes. New York:
Productivity Press, 2004.

Martin, Karen. Kaizen Event Planner: Achieving Rapid Improvement in Office, Service, and Technical Environments. New York: Productivity
Press, 2007.

Miller, Ken. We Don’t Make Widgets: Overcoming the Barriers that Keep Government from Radically Improving. Washington DC: Governing,
2006.

Productivity Press Development Team. Kaizen for the Shopfloor. Portland: Productivity Press, 2002.

Productivity Press Development Team. Standard Work for the Shopfloor. New York: Productivity Press, 2002.

Tapping, Donand Tom Shuker. Value Stream Management for the Lean Office: Eight Steps to Planning, Mapping, and Sustaining Lean
Improvements in Administrative Areas. New York: Productivity Press, 2003.

Venegas, Carlos. Flow in the Office: Implementing and Sustaining Lean Improvements. New York: Productivity Press, 2007.

Womack, James P. and Daniel T. Jones. Lean Solutions: How Companies and Customers Can Create Value and Wealth Together. New York:
Free Press, 2005.
Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon & Schuster, 1996.
Lean Six Sigma Websites
1 SixSigma.us
Provider of Six Sigma and Lean Flow statistically based process improvement services for all organizations.
http://www.6sigma.us/

2 George Group - Lean Six Sigma

Lean Six Sigma combines Six Sigma Quality with Lean Production Speed to achieve major cost, inventory, and lead time reductions in
less than a year.
http://www.georgegroup.com/

3 Lean Six Sigma - Wikipedia, the free encyclopedia

Lean Six Sigma is a business improvement methodology which combines (as the name implies) tools from both Lean Manufacturing and
Six Sigma. ...
http://en.wikipedia.org/wiki/Lean_Six_Sigma

4 Lean, Lean Six Sigma and Lean Manufacturing

Lean, Lean Six Sigma and Lean Manufacturing methodology articles, content and links. ... Bringing lean manufacturing and Six Sigma
together can delivers faster ...
http://www.isixsigma.com/me/lean_manufacturing/

5 Six Sigma - Wikipedia, the free encyclopedia

In addition to Motorola, companies that adopted Six Sigma methodologies early on and .. Old rule: be lean and mean.
http://en.wikipedia.org/wiki/Six_Sigma

6 six sigma, lean manufacturing, six sigma training

Provider of six sigma and lean manufacturing implementation services. Overview of company and services, training classes, case
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http://www.sixsigmasystems.com/

7 i Six Sigma - Six Sigma Quality Resources for Achieving Six Sigma ...
... i Six Sigma - Six Sigma Quality Resources for Achieving Six Sigma Results via free articles, tools and resources.
http://www.isixsigma.com/

8 Lean Six Sigma

The root of both Lean and Six Sigma reach back to the time when the greatest pressure for quality and speed were on manufacturing.
Lean rose as a method for ...
http://www.army.mil/ArmyBTKC/focus/cpi/tools3.htm

9 Lean Six Sigma

The first principle of Lean Six Sigma is: Delight your customers with speed and quality. ... But if Lean Six Sigma has anything to teach us,
it is that we ...
http://www.poppendieck.com/lean-six-sigma.htm

10 Lean Six Sigma Academy

Dedicated to spreading the gospel that is lean and six sigma.
http://lssacademy.com/

11 Amazon.com: Lean Six Sigma : Combining Six Sigma Quality wit...

Amazon.com: Lean Six Sigma : Combining Six Sigma Quality with Lean Production Speed: Books: Michael L. George by Michael L.
George.
http://www.amazon.com/Lean-Six-Sigma-Combining-Production/dp/0071385215

12 SigmaFlow Process Management, Project Management, Lean Six Sigma ...

SigmaFlow software delivers standards and productivity for project & process management, project execution, compliance.
http://www.sigmaflow.com/

13 SPC Software for Excel and Lean Six Sigma Training-Consulting

Lean Six Sigma Consulting, Training and Excel SPC Software from Jay Arthur and KnowWare...
http://www.qimacros.com/

14 Lean Six Sigma

... centrally funds a full spectrum of Lean Six Sigma training at all levels of the organization. ... understanding of how Lean Six Sigma fits
with Army ...
http://www.imcom.army.mil/site/plans/lss.asp

15 Lean Six Sigma and Innovation for Performance Excellence by ...

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 Lean Six Sigma and Innovation for Performance Excellence by Breakthrough Management Group.
http://www.bmgi.com/

16 Lean Six Sigma Consulting & Training - Pivotal Resources

Pivotal Resources is a global consulting and training firm that focuses on organizational process improvement through Lean Six Sigma
and related methodologies.
http://sitetracker.morevisibility1.com/0000294/Tracker.cfm/SID=275147/PID=1

17 Lean Six Sigma for Defense

Lean Six Sigma for Defense ... Lean Six Sigma for Defense December 10 - 12, 2007 · Hilton Arlington , Arlington, VA
http://www.sixsigmadefense.com/

18 Lean Six Sigma Training | Process Improvement | Healthcare Hospital ...

Testimonials “It was truly amazing to see how the Lean Six Sigma methodology helped focus our team on identifying unnecessary work
steps and on developing a redefined and truly ...
http://www.novaces.com/

19 Six Sigma Qualtec

Lean manufacturing training and implementation services.
http://www.sixsigmaqualtec.com

20 Amazon.com: What is Lean Six Sigma: Books: Michael...

Amazon.com: What is Lean Six Sigma: Books: Michael L. George,David Rowlands,Bill Kastle by Michael L. George,David Rowlands,Bill
Kastle.
http://www.amazon.com/What-Lean-Sigma-Michael-George/dp/007142668X

21 Lean Sigma
We are experienced in helping companies use lean sigma to increase efficiency. ... Lean and Six Sigma are widely recognized as the
most effective business ...
http://www.leansigma.com/

22 Lean Sigma Institute a boutique consultant in lean six sigma

Lean Six Sigma ... language version lean six sigma website is mainly ... and quality of both Lean and Six Sigma to achieve Business
Process Full ...
http://www.sixsigmainstitute.com/

23 Lean Six Sigma | ERE Blog Network

Lean Six Sigma Lean Six Sigma is a Leadership methodology that spans project management, quality, supply chain, innovation, and
team effectiveness.
http://www.ere.net/blogs/Lean_Six_Sigma

24 Lean Six Sigma and Process Improvement

About Lean Six Sigma. Lean Six Sigma combines the power of Six Sigma – strategic alignment, customer focus and rigorous analytical
tools – with Lean's focus on speed, and ...
http://www.iil.com/leansixsigma/

25 Lean Six Sigma Training, Lean Six Sigma Online Training - ...

Lean Six Sigma eLearning and certification. Online Lean Six Sigma Black Belt and Green Belt training. Free online tools for process ...
http://www.moresteam.com/

26 Lean, Lean Six Sigma and Lean Manufacturing - Lean and Six Sigma ...
... and international Consultancy and Training service in Lean and Six Sigma. ... Six Sigma Green Belt and Lean Sigma Introductory
Programmes in conjunction with ...
http://www.leansigmasystems.com/

27 Strategos, Inc.
Consultants offer articles, downloads and referrals to other resources on lean manufacturing, manufacturing strategy, six-sigma quality
control, and facilities planning.
http://www.strategosinc.com

28 STSC CrossTalk - Lean Six Sigma: How Does It Affect the Government? ...
Lean Six Sigma (LSS) is a combination of historical methods for process improvement that focuses on the bottom line and critical-to-
customer ...
http://www.stsc.hill.af.mil/crosstalk/2003/03/shere.html

29 Lean Six Sigma Overview Course

Lean and Six Sigma have been around for a few years now, but only recently have people realized how much they compliment one
another, and are more similar ...
http://store.isixsigma.com/product.asp?P_ID=181

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30 2008 Lean Six Sigma Conference - ASQ
Mark your calendars today for ASQ's Lean Six Sigma Conference! Last year, nearly 400 Six Sigma professionals attended this premier
conference. ...
http://www.asq.org/conferences/six-sigma/index.html

31 ISSSP - International Society of Six Sigma Professionals

Topic: Getting Fit & Keeping Lean: Brunswick's Lean Six Sigma Success Story ... Event Name: 9th Annual Lean Six Sigma & Process
Improvement ...
http://www.isssp.com/

32 Lean Six Sigma & Lean Manufacturing Flow Training

Information on our Lean Six Sigma courses. Lean Flow and manufacturing flow can help your business increase productivity through
Lean SIx Sigma.
http://www.6sigma.us/lean-manufacturing-flow.php

33 Lean Six Sigma : Combining Six Sigma... [Hardcover] | Target.com

Shop for Lean Six Sigma : Combining Six Sigma Quality with Lean Production Speed at Target. Choose from a wide range of Books.
Expect More, Pay Less at Target.com

http://www.target.com/gp/redirect.html/ref=tgt_adv_XSNG1060?URL=/gp/detail.html?asin=0071385215&afid=yahoosspplp_bmvd&lnm=0071385215|Lean_Six_Sigm

34 Lean Six Sigma Implementation Program

Lean Six Sigma Program ... "How do we integrate Six Sigma and Lean?" or "We have implemented Six Sigma, how will lean fit in or vice
versa? ...
http://www.leanadvisors.com/lean_sixsigma_implementation.cfm

35 Lean Six Sigma Training, Consulting and Coaching - Lean Six Sigma ...
Smarter Solutions is premier provider of Lean Six Sigma training, coaching, and consulting services: Lean Six Sigma Master Black Belt
training, Lean Six ...
http://www.smartersolutions.com/

36 Six Sigma and Lean | onesixsigma

... onesixsigma.com - Six Sigma and Lean ... Lean Six Sigma Black Belt - Secteur bancaire ... Crystal Ball for Six Sigma, Lean Six Sigma
...
http://www.onesixsigma.com/

37 Solectron - Company - Lean Six Sigma

To complement Lean, Six Sigma is the well known, data-driven set of standards ... Six Sigma - when combined with Lean - allows for
easier identification and ...
http://www.solectron.com/about/lean.htm

38 Lean Manufacturing, Lean Enterprise,Six Sigma

Lean Manufacturing Coach can support your Lean or Six Sigma needs. ... Six Sigma was introduced by Motorola in the late 1980's and
then developed into ...
http://www.leanmfgcoach.com/six_sigma.htm

39 Lean Six Sigma - Transformation Partners - Your Partners for Lean Six ...
Lean Six Sigma. Transformation Partners Company is a group of experts with advanced degrees and certifications as Six Sigma Black
Belts and Master Black Belts. Our associates are ...
http://www.tpcompany.com/

40 Lean Six Sigma Manufacturing Consulting :: TBM Consulting

TBM Consulting group will help your company achieve dramatic benefits from lean six sigma manufacturing and kaizen. ... implementing
Lean and Six Sigma in a ...
http://www.leanmfg.net/

41 Monition Ltd.
UK condition monitoring services provider with expertise in implementing predictive and reliability-based maintenance management and
lean six sigma.
http://www.monition.com/

42 Six Sigma Online - Lean Six Sigma Training

Lean & DFSS Certification Our "second to none" Service Specialists are on hand to ensure that your online experience with us is
exceptional. Whether we are insuring that your ...
http://www.sixsigmaonline.org/dfss.html

43 Six Sigma Performance

Offering training, mentors and assistance for deploying Six Sigma, Lean Manufacturing and facilitation skills for all aspects of business.
Located in Southern Ontario.

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 http://sixsigmaperformance.tripod.com/sixsigmaperformance/

44 Six Sigma Training - Six Sigma Online Certification

Aveta's Six Sigma Online's Black Belt, Green Belt, Yellow Belt, DFSS, and Lean Six Sigma Certification Courses were designed for the
modern ...
http://www.sixsigmaonline.org/

45 A Lean-Six Sigma Duo for the Office – A Case Study

The experience of a European life insurance provider highlights the lessons learned from transferring Lean from the shop floor to the
office, ...
http://europe.isixsigma.com/library/content/c040714b.asp

46 Leadership and Lean Six Sigma Opens Door to Innova...

Lean Six Sigma improves the quality of management, working processes and applies resources in a targeted way that can dramatically
increase the productive ...
http://europe.isixsigma.com/library/content/c060503b.asp

47 lean six sigma dfss consulting and training company offering an ...
six sigma, lean, consulting, training, design for six sigma, TRIZ, DMAIC, DFSS, DMADV, Yellow Belt, Green Belt, Black Belt, Master
Black Belt, MBB, BB, GB, YB, certification ...
http://www.rbc-leansigma.com/

48 Lean Six Sigma Leads Xerox

'90s, Six Sigma and lean concepts were adopted locally by Xerox manu ... Leaders at all levels are working to integrate lean and Six
Sigma ...
http://www.xerox.com/downloads/usa/en/n/nr_SixSigmaForumMag_2004_Aug.pdf

49 NOVACES Awarded Lean Six Sigma Services Contract by the U.S. Army ...
January 17, 2008 - NOVACES, a premier provider of Lean Six Sigma solutions, announced today that it has been competitively selected
by the ...
http://prweb.com/releases/lean_six_sigma/army/prweb630621.htm

50 Six Sigma and Lean - SBTI - Sigma Breakthrough Technologies, Inc.

Offering six sigma and lean consulting. Specializing in process improvement, DFSS, lean design, lean sigma, master black belt, black
belt, ...
http://www.sbtionline.com/

51 Venturehaus Limited
Specialists for Six Sigma and Lean in Financial Services. Training, strategic advisory and consulting services.
http://www.venturehaus.com/

52 Creating a Lean Six Sigma Hospital Discharge Process - An .....

A lengthy and inefficient process for discharging in-patients is a common concern of hospitals, as well as patients and their families.
http://healthcare.isixsigma.com/library/content/c040915a.asp

53 Lean Six Sigma Solutions

Szkolenia i doradztwo w zakresie zarzadzania jakoscia, usprawnianie procesów wedlug metodologii Lean Six Sigma oraz Project
Management i Creative workshop.
http://www.leansixsigma.pl

54 MIT OpenCourseWare | Engineering Systems Division | ESD.60 Lean ...

Students of this course will develop a broad understanding of Lean/Six Sigma principles and practices, build capability to implement
Lean/Six Sigma ...
http://ocw.mit.edu/OcwWeb/Engineering-Systems-Division/ESD-60Summer-2004/CourseHome/

55 Six Sigma Blogs: Lean on Me

Lean on Me. We graduated another Lean Six Sigma class last week. Our version of Lean Six Sigma is based on the DMAIC structure
and Lean tools that works ...
http://blogs.isixsigma.com/archive/lean_on_me.html

56 Business Performance Improvement through Six Sigma and Lean ...

Highlighting performance improvement strategies and benefits using six sigma and lean technologies.
http://www.orielinc.com/

57 Customized Lean Six Sigma, Six Sigma and Lean Consulting & Training.
Rath & Strong is the leading global provider of Lean, Six Sigma and Lean Six Sigma Consulting and Training solutions.
http://www.rathstrong.com/

58 Information on Xerox consulting, outsourcing and business services ...

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 Xerox has made a major commitment to using Lean Six Sigma tools and ... Xerox Lean Six Sigma is a rigorous, data-driven, results-
oriented approach to ...
http://www.consulting.xerox.com/lean-six-sigma/enus.html

59 Lean Six Sigma

Lean Six Sigma, Chicago ... link the tools of Lean and Six Sigma to achieve exponential process improvement ... distinct initiatives (Lean,
Six Sigma and DFSS) ...
http://www.iqpc.com/cgi-bin/templates/document.html?topic=241&event=4807&document=40299

60 Lean Six Sigma and Innovation for Performance Excellence - Anova ...
Management consulting company offers services for Six Sigma, Lean Six Sigma, Innovation, Operations Strategy and Lean
Transformation and Training.
http://www.anovaglobal.com/

61 Lean Six Sigma Training & Design for Six Sigma (DFSS) Training, ...
SigmaPro is a leading provider of Lean Six Sigma, Design for Six Sigma (DFSS), leadership, & quality tools training, coaching &
consulting services.
http://www.sigmapro.com/

62 OIC Partners Limited

Lean manufacturing business development consultants, six sigma implementation for business process improvement, human resource
management and development.
http://www.oicpartners.com

63 PowerSteering Software, Inc.

Provider of solutions for enterprise performance management, including the deployment and tracking of large programs such as Six
Sigma, Lean, Operational Excellence, Merger Integration and Strategic Sourcing.
http://www.psteering.com

64 Six Sigma and Lean Training

Companies that use Lean and Six Sigma have proven return on investments. ... up because everyone benefits from the Lean Six Sigma
training and experience. ...
http://www.lorainccc.edu/Business+and+Industry/Employee+Training/Six+Sigma+and+Lean+Training/

65 Total Cost Solutions

Specializing in human resource development, SCM, cycle time reduction, six sigma and lean manufacturing programs.
http://www.totalcostsolution.com/

66 Ask the Expert - The Topic: Integrating Lean And Six Sigma
Michael George, Chairman and CEO of George Group, explains Lean and how it can integrate with Six Sigma to improve speed and
efficiency while decreasing waste.
http://www.isixsigma.com/library/content/ask-02.asp

67 CIRAS - Lean: Six Sigma

CIRAS: A description of the Lean: Six Sigma services and resources available from the Center for Industrial Research And Service at
Iowa State University
http://www.ciras.iastate.edu/productivity/leansixsigma.asp

68 Hertzler Systems | SPC Software and Six Sigma Software

With our total quality management software products including Lean Six Sigma, OPC client, Statistical Process Control (SPC) and
datamining ...
http://www.hertzler.com/

69 Lean Sigma Consulting

TBM is a lean sigma consulting firm for the manufacturing and service industries. ... Lean Six Sigma Consulting. TBM Consulting Group
is the world’s leading provider of Lean Six ...
http://www.leansigma.com/consulting2.php

70 Lean Six Sigma

IMA is deploying Lean Six Sigma to increase productivity and reduce costs. ... is a combination of two business improvement techniques,
Lean and Six Sigma. ...
http://www.ima.army.mil/sites/plans/lss.asp

71 Lean Six Sigma

With the globalization of quality standards, major organizations have adopted Lean and Six Sigma methodologies to empower their staffs
to identify and quantify defects and then ...
http://www.ngs.edu/html/lean_six_sigma.htm

72 Lean Six Sigma (Lean Sigma) Training, Certification & Consulting by ...

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 SigmaPro is a premier provider of Lean Six Sigma (Lean Sigma) training, certification & consulting services for industrial & service
organizations. ... SigmaPro’s Lean Six Sigma ...
http://www.sigmapro.com/lean_six_sigma_training_lean_sigma_training_certification.aspx

73 Lean Six Sigma Consulting | Rath & Strong

In its Lean Six Sigma programs, Rath & Strong incorporates a deep and long history of Lean and Six Sigma implementations
http://www.rathstrong.com/cons_leansixsigma.htm

74 Six sigma lean manufacturing black belt online training certification

lean manufacturing training, six sigma training, lean six sigma, including six sigma black belt certification online training ... Lean Six
Sigma Black Belt ...
http://www.1stcourses.com/

75 SixSigmaZone.com - Six Sigma Zone - 6 Sigma News

Lean, Six Sigma and Process Improvement in Healthcare Summit ... An Introduction to Design for Lean Six Sigma (DFLSS) ...
http://www.sixsigmazone.com/

76 Systems Consulting Services, Inc.

Six Sigma and lean healthcare techniques help improve healthcare process and healthcare quality by enhancing the ability of the
healthcare organization to reduce cost, improve bottom line and increase customer satisfaction
http://www.sixsigma-lean-healthcare.com/

77 APICS - Lean Six Sigma

... discusses the combination of lean production and six sigma and their impact on ... Lean Six Sigma sheds light on streamlining the
performance of production ...

http://www.apics.org/APICS/Bookstore/ProductDetail.aspx?CS_ProductID=3694&CS_Category=&CS_Catalog=APICS+Bookstore

78 Blazer
Six sigma és Lean folyamatfejlesztés, biztonság és ergonómiai tréningek, kockázatelemzés és kockázatértékelés.
http://www.blazer.hu

79 Check Imaging Improvements with Lean Six Sigma

A case study in which Lean Six Sigma was used by a bank as the method of insuring a huge opportunity for reduced costs and happier
customers via its check ...
http://finance.isixsigma.com/library/content/c040101a.asp

80 e-Zsigma, Inc.
Home of "My e-Zsigma.com" with Six Sigma/Lean management portal, integrated knowledge store, resources manager and project
management.
http://www.e-zsigma.com

81 Knowledge Transfer Is the Key to Lean Six Sigma Culture

Whether a company uses consultants to execute Lean Six Sigma or has trained its own experts, certain things must be done to move
from a Lean capacity to a ...
http://finance.isixsigma.com/library/content/c071114a.asp

82 Lean Six Sigma

Six Sigma tools and techniques, in conjunction with methodologies common to Lean ... Lean Six Sigma provides the basis for the strong
complementary relationship ...
http://extension.ucsd.edu/programs/eng/leansixsigma.html

83 Lean Six Sigma Article

Lean and Six Sigma article by Darren Dolcemascolo of EMS Consulting Group, an ... view Six Sigma as their prevailing, culture-changing
program and add lean tools ...
http://www.emsstrategies.com/dd040104article1.html

84 Lean Six Sigma Implementations

Six Sigma training and Six Sigma deployment using a Knowledge Based Business Strategy.
http://www.airacad.com/LeanSixSigmaImplementations.aspx

85 Lean Six Sigma Podcast - SBTI - Sigma Breakthrough Technologies, Inc.

Critical Success Factors in Lean Sigma Deployment, 7.5 Mb, 16m 15s, Dan Kutz discusses the critical inputs and outputs of a successful
Lean Six Sigma ...
http://www.sbtionline.com/podcast/

86 Lean Six Sigma Training

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 Lean Six Sigma Training. Champion Training - The success of a Six Sigma ... Several sessions of Six Sigma have now completed and
CVTC is pleased to announce ...
http://www.cvtc.edu/Events/Six_Sigma20050615.pdf

87 Post Show Report: Highlights & Updates From the Lean, Six Sigma & ...
Lean and Six Sigma professionals gathered at IQPC's European Lean, Six Sigma & Process Improvement Summit to discuss how the
industry would ...
http://www.earthtimes.org/articles/show/post-show-report-highlights--updates-from-the-lean-six,254945.shtml

88 Six Sigma IQ a Division of IQPC: Conferences & workshops for Six Sigma ...
... process management, process improvement, lean and six sigma issues faced by a ... is six sigma for sales and marketing, shared
services, DfSS, lean, innovation in ...
http://www.sixsigmaiq.com/

89 Aberdeen Group:The Lean Six Sigma Benchmark Report

While over 50% of respondents in Aberdeen’s Lean Six Sigma survey, as well as in past stud-ies, indicated Six Sigma programs were
implemented, we found less ...
http://www.aberdeen.com/summary/report/benchmark/RA_SixSigma_3490.asp

90 BIS Lean Manufacturing Six Sigma | U of I

Lean-Six Sigma Customized Training. Lean Tools Certificate. Six Sigma Black Belt Training and Certification. Six Sigma Champion
Certification ...
http://www.bis.uiuc.edu/LeanSixSigma/leansixsigmamain.html

91 Lean Six Sigma Team Member Training Course

The Lean Six Sigma Team Member Training Course is comprised of: 145 PowerPoint slides Instructor notes Slide explanations The
Lean Six Sigma Team Member ...
http://store.isixsigma.com/product.asp?P_ID=194

92 RoundPeg Associates
Focus: Continuous Improvement, Six Sigma and Lean positions. Includes a discussion forum
http://www.roundpeg-associates.com

93 Six Sigma Academy :: Home

... real-life application of process improvement tools-including Six Sigma, Lean and DFSS (Design For Six Sigma)-to identify, execute,
and ...
http://www.6-sigma.com/

94 Six Sigma Job: Lean Six Sigma Master Black Belt

The Lean Six Sigma Master Black Belt is responsible for deploying and driving Lean Six Sigma across assigned divisions/functions. ...
http://jobs.isixsigma.com/preferred.asp?ID=6119

95 Six Sigma Quality Training & Consulting

Datazinc offers consulting and training in Six Sigma and Lean Manufacturing.
http://www.datazinc.com/

96 what is six sigma and lean manufacturing?

Six sigma and lean manufacturing employ statistical process control, total quality management, business planning, inventory control
management to eliminate ...
http://www.sixsigmasystems.com/what_is_six_sigma.htm

97 Lean Six Sigma Consulting

Highlighting positive aspects of implementing a Lean Six Sigma consulting program. ... Lean Six Sigma Consulting. Combining the power
of Lean and Six Sigma strengthens your ...
http://www.orielinc.com/cons.leansix.cfm

98 Lean Six-Sigma Expert - Certification

... concepts, theories, and tools of the Lean Enterprise and Six Sigma as used in ... covers the methods used in Lean and Six Sigma such
as continuous flow, overall ...
http://www.spcollege.edu/spg/engineering/LEAN-CT.htm

99 Papilio Limited
Specializing in the provision of Six Sigma and Lean Enterprise training and support to major manufacturing companies throughout the UK
and Europe.
http://www.papiliolimited.com

100 Pointe Precision

Wisconsin ISO 9002 certified CNC machine shop providing precision machining utilizing Lean and Six Sigma for aerospace, medical,
industrial, recreational, and hydraulics markets.

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 http://www.pointeprecision.com

101 Six Sigma Job: Lean Six Sigma Director #4661

Subject matter expert in process improvement with a focus on Lean Six Sigma tools and techniques, to initiate and lead continuous
improvement initiatives in ...
http://jobs.isixsigma.com/getjob.asp?ID=8147

102 Six Sigma Software - Lean Sigma Software - Design for Six Sigma ...
Six Sigma Software, Lean Sigma Software, and Design for Six Sigma software by NextSigma...
http://www.nextsigma.com/

103 Solectron - Company - Lean Six Sigma

Six Sigma - when combined with Lean - allows for easier identification and ... Lean Six Sigma is a differentiator in the EMS industry and
fundamental to ...
http://www.solectron.com/about/lean-six-sigma.htm

104 Argo Consulting

Operations consulting company with offices in Chicago and Brussels and projects in 15 countries. Specialties include Lean
Transformation, Six Sigma, Kaizen, Kanban, Just in Time, Toyota production system, and New Product Development.
http://www.argoconsulting.com

105 Case in Point: Transformation Through Lean Six Sigma

Case in Point: Transformation Through Lean Six Sigma ... A Lean Six Sigma project recently completed at the Naval Supply Systems
Command ...
http://www.defenselink.mil/dbt/cip_six_sigma.html

106 Change Leadership, Lean Six Sigma Consulting and Training

Lean Six Sigma Consulting and Lean Six Sigma Training for Process Improvement and Business Change.
http://www.pivotalresources.com/

107 Lean Sigma Institute a boutique consultant in lean six sigma

Lean Six Sigma consultant in Malaysia China ... Combines the speed and quality of both Lean and Six Sigma to achieve Business ...
http://www.leansigmainstitute.com/

108 Lean Six Sigma

There is a tragic misconception about Lean Six Sigma and process improvement initiatives. ... had penetrated the Lean and Six Sigma
practioners world. ...
http://www.sixsigmafirst.com/Lean6sigma.htm

109 Lean Six Sigma For Service | SixSigma4Service.com

Lean Six Sigma for service enables business to better identify and meet customer needs by emphasizing creative problem solving and
teamwork.
http://www.sixsigma4service.com/

110 SDSU Lean Six Sigma: Lean Six Sigma Black Belt Certification
... Black Belt participants and their Lean Six Sigma companies have completed ... flow and an improved product delivery time of 91%.
SDSU's Lean Six Sigma Black ...
http://www.ces.sdsu.edu/leansixsigma.html

111 TQM-Soft
Oferta szkolen z zakresu zarzadzania jakoscia, TQM, Six Sigma. Oferte wdrozen ISO 9001, QS 9000, Lean. Opisy programów
wspomagajacych analizy SPC, r&r, FMEA.
http://tqmsoft.fsi.pl

112 Air Academy Associates Six Sigma

Air Academy Associates' Lean Six Sigma and Design for Lean Six Sigma (DFSS) implementations and statistical training programs are
simplified ...
http://www.airacad.com/

113 Benefits of Lean and Six Sigma in IT; Testing Data for Normality
It is possible to integrate Lean and Six Sigma and reap the full benefits that these methodologies bring to the table. Although Lean may
appear to have ...
http://main.isixsigma.com/newsletter/archive/newsletter.asp?id=730

114 Kaufman Global, LLC

Consulting firm specializes in the implementation of strategic initiatives such as lean manufacturing, office kaizen, and six sigma quality
programs.
http://www.kaufmanglobal.com

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115 Six Sigma Blogs: Lean Six Sigma Forum-Malaysia
Lean Six Sigma Forum-Malaysia. For those of you practising Lean Six Sigma in the Austral Oceania region of the world, IQPC will be
hosting a Lean Six Sigma ...
http://blogs.isixsigma.com/archive/lean_six_sigma_forum_malaysia.html

116 Six Sigma, Six Sigma Consulting

Six Sigma Qualtec is a provider of Six Sigma consulting, training and technology solutions for Business Process Improvement,
Operational ...
http://www.ssqi.com/

117 www.leansixsigmaacademy.com
Dedicated to spreading the gospel that is lean and six sigma. ... Six Sigma. Lean. Download. That which doesn't kill us makes us
stronger ...
http://www.leansixsigmaacademy.com/

118 Amazon.com: lean six sigma

A community about lean six sigma. Tag and discover new products. ... Lean-Six Sigma for Healthcare (Hardcover) Lean-Six Sigma for
Healthcare: A Senior Leader ...
http://www.amazon.com/tag/lean six sigma

119 ISO and Lean Six Sigma - Mercury Marine

This high quality manufacturing line was put in place using Six Sigma practices. ... Mercury Marine employs Six Sigma fundamentals in
its ...
http://www.mercurymarine.com/iso_and_lean_six_sigma

120 Lean Six Sigma - iGrafx Process Excellence

... power of Six Sigma to solve quality problems and the ability of Lean to show how ... Lean Six Sigma has emerged as a powerful tool in
helping organizations ...
http://www.igrafx.com/solutions/leanss/

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Tools Planner

Use this form to select the forms and tools you wish to use for a particular project. Mark the tool with
an "x" and annotate the stage or intended use of the tool in the "Stage or Purpose" column.

Select Item / Tool Stage or Purpose

Introduction
Event Data
Glossary
Glossary - Open Source
Reading List
Websites
Tools Planner
Event Implementation
Event Planning
Common Lean Metrics
DMAIC
Sign-In Sheet
Team Members
Event Charter
Ground Rules
Mission
Vision
Stakeholder Analysis
Meetings
Tasks
Action Items
Project Plan - Basic
Schedule - Calendar
Gantt Chart
Meeting Agenda Minutes
Notes
Parking Lot
Parking Lot - Simple
Brainstorming
Brainstorm Affinity
SCAMPER Brainstorming
Meeting Evaluation
Project or Event Evaluation
Process Map Basic Steps
SIPOC
SIPOC Basic
SIPOC Flow
Customers and Suppliers
Measuring a Process
Cost of Poor Quality (CPQ) Worksheet
Cost of Poor Quality (CPQ) Worksheet - Detail
CTQ Matrix
Improvement Matrix
Improvement Matrix - Scales
Defining Terms For Six Sigma
DOE Worksheet
Evaluating Project Worth
Property Report
FMEA Rating Factors
FMEA Worksheet
FMEA - Current vs Improved
Problem Solving Guide
Process Boundaries
Six Sigma Process Charter
Santayana Project Review
Strategic Initiatives Matrix
SWOT
Assignable Cause Log
Control Plan
Control Plan (Basic)
Organizational Chart
Circle Diagram
Radial Diagram
Pyramid Diagram
Venn Diagram
Target Diagram
Bar Chart - Basic
Histogram - Basic
7 Wastes of Production
Improving Poor Time Utilization
Force Field Analysis - Basic
Force Field Analysis - Change Proposal
Check Sheet - Instructions
Check Sheet - Weekly
Check Sheet - Histogram
Check Sheet - Bar Chart
Check Sheet - Pareto Chart
Event Preparation Checklist
Pre-Event Meeting Agenda
Pre-Event Data Collection Guide
Supplies List
Frequently Asked Questions About Lean
Team Leader Daily Agenda
Event Evaluation
30-Day Follow-up
60-Day Follow-up
Lean Coordinator Description
Lean Six Sigma Training Program
Functions in a Six Sigma Organization
Common Team Problem Areas
Lean Event Implementation Steps
Lean Event Overview
Kick off a Lean Event
Manage the Phases of a Lean Event
Manage Change During a Lean Event
Identify Follow-Up Action Items from the Event
Report Out at the End of the Event
Celebrate a Successful Event
Phases in Planning for a Lean Event
Initial Planning and Scoping
Secure a Lean facilitator
Phase 1 Scope the event
Identify the Lean method to use
Identify the Lean event sponsor and team leader

Pre-event Meeting
Refine the event scope and objectives
Phase 2 Set clear boundaries for the event
Identify performance metrics and pre-work needed
Select participants and determine roles

Event Preparation and Logistics

Prepare the event agenda
Phase 3 Arrange logistics
Collect needed data and information
Communicate about the event
Common Lean Metrics
Number of process steps
Number of handoffs
Amount of backlog
Total lead time
Cycle time
Percent value-added time
Transaction volume in process (e.g., number of applications)
Rework percentage (e.g., percent of permits needing rework)
Voice of Customer or Voice of Employee survey results
DMAIC

Define the Customer, their Critical to Quality (CTQ) issues, and the Core Business Process involved.
- Define who customers are, what their requirements are for products and services, and what their expectations are
DEFINE
- Define project boundaries ­the stop and start of the process
- Define the process to be improved by mapping the process flow

Measure the performance of the Core Business Process involved.

- Develop a data collection plan for the process
MEASURE
- Collect data from many sources to determine types of defects and metrics
- Compare to customer survey results to determine shortfall

Analyze the data collected and process map to determine root causes of defects and opportunities for improvement.
- Identify gaps between current performance and goal performance
ANALYZE
- Prioritize opportunities to improve
- Identify sources of variation

Improve the target process by designing creative solutions to fix and prevent problems.
IMPROVE - Create innovate solutions using technology and discipline
- Develop and deploy implementation plan

Control the improvements to keep the process on the new course.

- Prevent reverting back to the "old way"
CONTROL
- Require the development, documentation and implementation of an ongoing monitoring plan
- Institutionalize the improvements through the modification of systems and structures (staffing, training, incentives)

From GE's DMAIC Approach, http://www.ge.com/capital/vendor/dmaic.htm

Lean Six Sigma Tools in a DMAIC Matrix
Quality Council of Indiana, LSSBB Primer, II-38

Define Measure Analyze Improve Control

Value Stream Prioritization Regression
DOE SPC
Mapping Matrices Analysis
Charter - Problem
MSA Studies 5 - Whys Kaizen Events Visual Controls
Statement
Voice of the Cause - Effect
Capability Studies TOC Control Plans
Customer Diagrams
Communication Root Cause
Videotaping Pull Systems TPM
Plans Analysis

CTQ Issues Time Studies ANOVA SMED/SUD Standard Work

Procedures and
Business Results SIPOC Multi-Vari Analysis 5S or 6S
Work Instructions
Work Flow Training
Benchmarking Collecting Data Hypothesis Testing
Improvement Requirements

Missouri Enterprise, 2007

Sign-In Sheet SAMPLE EVENT TITLE SAMPLE START DATE

Name Position Organization and Office Phone Email

Team Members SAMPLE EVENT TITLE SAMPLE START DATE

Name Position Organization Department Phone Email Responsibilities Team Position Notes
Event Charter
Project
Start Date
End Date 2-Jun-09

Scope (The breath, or area of opportunity to change or improve. (e.g., This event will address the process from / of ___ to ___.)

Objectives (A more narrow version of the scope of the improvement area.)

Goals (Specific numbers or percentages. For example: Reduce lead-time by XX%, from ___ to ___.)

Participants (Name, Department)

Team Leader
Co-Leader
Consultant
Members

Pre-event Tasks (Advance work, data gathering, and preparation.)

1
2
3
4
5

Followup Dates (Scheduled followup and review milestones.)

30 Day July 2, 2009
60 Day August 1, 2009
90 Day August 31, 2009
6 Month November 29, 2009
1 Year June 2, 2010
Ground Rules

1
2
3
4
5
6
7
8
9
10

Sample Ground Rules

Keep an open mind to change

Maintain a positive attitude
Never leave in silent disagreement
Create a blameless environment
Practice mutual respect everyday
Treat others as you want to be treated
One person–one voice, regardless of position or rank
There is no such thing as a dumb question
Be on time
Mission

Type in your organization's mission statement. Describe the purpose and values of the organization; which business the organization wants
to be in (products or services, market) or who are the organization's primary "clients" (stakeholders); the responsibilities of the organization
towards these "clients"; and the main objectives that support the company in accomplishing its mission.

A Mission statement: tells you what the company is now. It concentrates on present; it defines the customer(s), critical processes
and it informs you about the desired level of performance.
Vision

Type in a statement of your vision for the future of the organization here. You may want to include specific goals and the purpose of the
organization in your statement. Remember, you are really trying to visualize what you would like the organization to be five or ten years into
the future. The vision defines why your organization exists at all, and what unique contribution it can make.

A Vision statement: outlines what a company wants to be. It concentrates on future; it is a source of inspiration; it provides clear
decision-making criteria.
Stakeholder Analysis

Attributes for a +2 Attributes for a +1 Attributes for a 0 Attributes for a -2

Displays total Does not actively No commitment or
Often shows ownership
Stakeholder Members ownership and participate as a change accountability
and commitment
commitment driver displayed
Name 1 O
Project Leaders
Name 2 O
Name 1
Process Owners
Name 2
Name 1
Functional Manager
Name 2
Name 1
Cross Functional Managers
Name 2
Name 1
Organizational Development
Name 2
Meetings

Date Location Subject Notes

Tasks

Task # Priority Category Task Date Started Date Completed Notes

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Action Items Priority Legend: 1 - High, 2 - Medium, 3 - Low

Overall
Item # Priority Category Action Item Assigned To Date Assigned Deadline Status Start Finish Notes
Responsibility
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
Project Plan
Project Title

TASK JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Schedule
Project Title

TASK JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Gantt Chart
Project Title

Task # Task Name Start End Duration

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Meeting Agenda/Minutes

Logistics
Meeting Title
Objective
Date Location
Start Preparation
End Please Bring
People Involved
Name Responsibilities Please Attend Did Attend
[ ] [ ]
[ ] [ ]
[ ] [ ]
[ ] [ ]
[ ] [ ]
[ ] [ ]
[ ] [ ]
[ ] [ ]
[ ] [ ]
[ ] [ ]
Agenda Items
Launch Description Time Notes/Conclusions

Action Items
Description Overall Responsibility Deadline Status

Miscellaneous
Ideas Bin Other Notes
Notes
Date Topic Note Taker Name Related Topics or Actions Notes
Parking Lot

Date Priority Category Submitted By Parking Lot Item Action Taken

Parking Lot

Parking Lot Item

Brainstorming

Topic
Brainstorm Affinity
Topic:

Idea Affinity Set

SCAMPER Brainstorming

SCAMPER is a method used to enhance classic brainstorming. It helps thinkers make sure they cover more ground, and
explore non-obvious areas. SCAMPER was developed by Bob Eberle.

Describe the current state or idea "x":

What can be Substituted for "x"? What can be Combined with "x"? How can "x" be Adapted?

How can "x" be Modified, Magnified, or

How can "x" be Put to other uses? How can "x" be Eliminated?
Minimized?

What if "x" were Reversed or

Rearranged?
Meeting Evaluation

How did the meeting go? What went right? What went wrong?

Was the agenda effective? Did the team stick to it, or stray too often?

Did everyone participate? Did the team interact well?

What was the quality of the discussion and decisions made? Is the team making good use of the scientific approach?

What should be changed in the next meeting?

Project or Event Evaluation

How did the project/event go? What went right? What went wrong?

Was the project/event flow effective? Did the team stick to it, or stray too often?

Did everyone participate? Did the team interact well?

What was the quality of the discussion and decisions made? Is the team making good use of the scientific approach?

Did you achieve the desired objectives?

Did you stay within the boundaries?

Was the overall mission accomplished? If not, what remains to be done?

Process Map Basic Steps
SIPOC
Boundaries
Voice of the Customer
Setup the Current State Map
Waste Walk
Build the Current State Map
Spaghetti Map
Circle Diagram
Flow Analysis
Build the Ideal State Map
Develop the Future State Map
Develop Flow Layout
Rapid Improvement Plan
SIPOC Title

Suppliers Inputs Process Outputs Customers Requirements

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Steps To Complete The SIPOC Diagram

Create an area that will allow the team to post additions to the SIPOC diagram. This could be a transparency (to be projected by an overhead) made
of the provided template, flip charts with headings (S-I-P-O-C) written on each, or headings written on post-it notes posted to a wall.

Begin with the Process. Map it in four to five high level steps.

Identify the Outputs of this Process.

Identify the Customers that will receive the Outputs of this Process.

Identify the Inputs required for the Process to function properly.

Identify the Suppliers of the Inputs that are required by the Process.

Optional: Identify the preliminary requirements of Customers. This will be verified in a later step of the Six Sigma measurement phase.

Discuss with Project Sponsor, Champion, and other involved stakeholders for verification.
SIPOC Title

Suppliers Inputs Process Outputs Customers Requirements

SIPOC Title

Suppliers Inputs Process Outputs Customers Requirements

Identifying Customers & Suppliers

Who supplies the inputs to your process?

What could help your suppliers to be able to provide better inputs?

Who are the customers of the process? Who receives your output?

What do these customers value?

Measuring a Process

How is your process currently measured? What current data is available?

How do you know that the process needs to be improved?

What change will be considered improvement? What standards need to be met?

How will you test for changes? What will be measured?

What results will constitute success? Will they meet your customers' needs?
Cost of Poor Quality - Estimating Worksheet
Annual Costs % of Total COPQ
1. Cost of Failure - Internal (before shipment)
What does scrap cost? $0.00 #DIV/0!
What does rework cost? $0.00 #DIV/0!
What does extra inventory cost? $0.00 #DIV/0!
What does it cost in schedule revisions? $0.00 #DIV/0!
What does it cost us for unplanned overtime? $0.00 #DIV/0!
Guess at the hidden costs of fire-fighting? $0.00 #DIV/0!

Subtotal $0.00 #DIV/0!

2. Cost of Failure - External (after shipment)

What are our warranty costs? $0.00 #DIV/0!
What is the cost of returns? $0.00 #DIV/0!
What are our related insurance costs? $0.00 #DIV/0!
What is our related cost for support? $0.00 #DIV/0!
What is the cost of markdowns? $0.00 #DIV/0!
What are the costs of customer adjustments? $0.00 #DIV/0!

Subtotal $0.00 #DIV/0!

3. Cost of inspection?
Incoming inspection $0.00 #DIV/0!
Inspection 1 $0.00 #DIV/0!
Inspection 2 $0.00 #DIV/0!
Spot-check inspection $0.00 #DIV/0!

Subtotal $0.00 #DIV/0!

4. Cost of Prevention?
Local plant quality management $0.00 #DIV/0!
Group quality management $0.00 #DIV/0!

Subtotal $0.00 #DIV/0!

5. Other Opportunity Costs and Intangibles

Customer ill will $0.00 #DIV/0!
What is the cost of a lost customer? $0.00 #DIV/0!
What is the cost of lost prospects from poor quality? $0.00 #DIV/0!

Subtotal $0.00 #DIV/0!

Cost of Poor Quality
Grand Total $0.00 #DIV/0!
Cost of Quality Worksheet

Function or Process:
Problem Description:

Failure Cost -
Internal / Number of
Hours for Unit Cost of Non- Total Hours Total Hourly Total Cost of Total Material Total Failure Total Cost of Non-
Specific Tasks Hourly Rate Cost of Task Material Costs External / Units or
Task conformance for Task Rate Task Costs Cost conformance
Apprasal or Parts
Prevention

Task/Action A 1.0 $18 $18.00 $43.00 $12.00 $73.00 32.00 32.00 576.00 576.00 1,376.00 384.00 $2,336.00
Task/Action B 1.4 $22 $30.80 $54.00 $91.00 $175.80 32.00 44.80 704.00 985.60 1,728.00 2,912.00 $5,625.60
Task/Action C 0.5 $45 $22.50 $178.00 $26.00 $226.50 32.00 16.00 1,440.00 720.00 5,696.00 832.00 $7,248.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
$0.00 $0.00 0.00 0.00 0.00 0.00 0.00 $0.00
Cost Per Failure 2.90 $85.00 $71.30 $275.00 $129.00 $475.30 $92.80 $2,720.00 $2,281.60 $8,800.00 $4,128.00 $15,209.60
Quality Cost Report
Quality Council of Indiana, LSSBB Primer, III-31

Quality Cost Report for Aug 2008

Dollars ($) Percent of Total
Prevention Costs
Quality Control Administration 5250 2.1
Quality Control Engineering 14600 5.9
Other Quality Planning 1250 0.5
Training 2875 1.2
Total Prevention 23975 9.7
Appraisal Costs
Inspection 55300 22.3
Test 23800 9.6
Vendor Control 1700 0.7
Measurement Control 1950 0.8
Materials Consumed 375 0.2
Product Quality Audits 800 0.3
Total Appraisal 83925 33.8
Internal Failure Costs
Scrap 66500 26.8
Repair, Rework 1900 0.8
Vendor Losses 2500 1.0
Failure Analysis 4000 1.6
Total Internal 74900 30.1
External Failure Costs
Failures - Manufacturing 14500 5.8
Failures - Engineering 7350 3.0
Failures - Sales 4430 1.8
Warranty Charges 31750 12.8
Failure Analysis 7600 3.1
Total External 65630 26.4
Total Quality Costs 248430 100.0
Bases
Direct Labor 94900 8.1
Conversion Cost 476700 40.8
Sales 1169082 100.0
Ratios
Internal Failure Costs to Direct Labor 78.9
Internal Failure Costs to Conversion 15.7
Total Quality Costs to Sales 21.3
Critical to Quality Matrix
The Critical-to-Quality (CTQ) matrix helps the team focus on the most important areas to try improvements.
1. In the "What customers want" row, enter the characteristics that the customers think are important.
2. Rate each "customer want" from 1 to 10. High importance gets a high number.
3. List the potential satisfiers in the "How can we satisfy them?" column.
4. In each cell of the Ratings Table, rate the effect each satisfier has on each want. Use a 1-10 scale. A strong effect gets a high number.
5. Results are automatically calculated as you enter your ratings. Focus your attention on the satisfiers that will have the most impact.

1 2 3 4 5 6 7 8
What customers want
Importance Rating (1-10)
How we can satisfy them? Ratings Table Rating %
1 0.00 #DIV/0!
2 0.00 #DIV/0!
3 0.00 #DIV/0!
4 0.00 #DIV/0!
5 0.00 #DIV/0!
6 0.00 #DIV/0!
7 0.00 #DIV/0!
8 0.00 #DIV/0!
9 0.00 #DIV/0!
10 0.00 #DIV/0!
11 0.00 #DIV/0!
12 0.00 #DIV/0!
13 0.00 #DIV/0!
14 0.00 #DIV/0!
15 0.00 #DIV/0!
16 0.00 #DIV/0!
Total: 0.00 #DIV/0!
Improvement Matrix
1 2 3 4 5 6 7 8 9 10
Project Outputs
Significance Rating 0 0 0 0 0 0 0 0 0 0 Overall
Cost Time Overall
Impact Rank
Impact Impact Impact Impact Impact Impact Impact Impact Impact Impact Rating Rating Rating
Potential Improvements (X's) Rating
Rating Rating Rating Rating Rating Rating Rating Rating Rating Rating
1 0 0 0 0 0 0 0 0 0 0 0 0 1
2 0 0 0 0 0 0 0 0 0 0 0 0 1
3 0 0 0 0 0 0 0 0 0 0 0 0 1
4 0 0 0 0 0 0 0 0 0 0 0 0 1
5 0 0 0 0 0 0 0 0 0 0 0 0 1
6 0 0 0 0 0 0 0 0 0 0 0 0 1
7 0 0 0 0 0 0 0 0 0 0 0 0 1
8 0 0 0 0 0 0 0 0 0 0 0 0 1
9 0 0 0 0 0 0 0 0 0 0 0 0 1
10 0 0 0 0 0 0 0 0 0 0 0 0 1
11 0 0 0 0 0 0 0 0 0 0 0 0 1
12 0 0 0 0 0 0 0 0 0 0 0 0 1
13 0 0 0 0 0 0 0 0 0 0 0 0 1
14 0 0 0 0 0 0 0 0 0 0 0 0 1
15 0 0 0 0 0 0 0 0 0 0 0 0 1
16 0 0 0 0 0 0 0 0 0 0 0 0 1
17 0 0 0 0 0 0 0 0 0 0 0 0 1
18 0 0 0 0 0 0 0 0 0 0 0 0 1
19 0 0 0 0 0 0 0 0 0 0 0 0 1
20 0 0 0 0 0 0 0 0 0 0 0 0 1
Totals 0 0 0 0 0 0 0 0 0 0
Rank 1 1 1 1 1 1 1 1 1 1
Improvement Matrix - Scales
Impact Ratings
7 X's are removed from impacting the process output.

6 Continual control and adjustment of critical X's impacting the process output.

5 Continual control of critical X's prevents defects in the process output from X.

Defect detection of the process output prevents unknown defects from leaving the
4
process.
3 Process inspection or testing is improved to find defects better.

2 Process is improved with easier control of a critical X impacting the process output.

1 Personnel are trained about X's impact on the process output.

0 X's have no impact on the process output.

Cost to Implement Ratings

7 Improvement Costs are minimal with upfront and ongoing expenses.
Improvement Costs are low and can be expensed with no capital authorization and
6
recurring expenses are low.
Improvement Costs are low and can be expensed with no capital authorization and
5
recurring expenses are higher.
4 Medium capital priority because of relative ranking of return on investment.
3 Low capital priority because of relative ranking of return on investment.

2 High capital and ongoing expenses make a low priority for capital investment.

1 High capital and/or expenses without acceptable return on investment.

0 Significant capital and ongoing expenses without alignment with business priorities.

Time to Implement Ratings

7 Less than a week to get in place and workable.
6 7 - 14 days to get in place and workable.
5 2 - 8 weeks to get the improvement in place and workable.
4 2 - 3 months to get the improvement in place and workable.
3 3 - 6 months to get the improvement in place and workable.
2 6 - 9 months to get the improvement in place and workable.
1 9 - 12 months to get the improvement in place and workable.
Over a year to get the improvement in place and workable. All above times include
0
time for approvals process.
Critical To (CT) Matrix
Critical To (CTXs): CTS - Satisfaction; CTQ - Quality; CTD - Delivery; CTC - Cost; CTP - Process

Product Tree (Complex Level)

Process Tree (Subsystem Level)

P
O
Nominal Group Technique / Multivoting Pritorization Matrix
List/brainstorm the issue, problem, or solutions to be prioritized.
Each team member rank orders the items/statements to be prioritized (1=lowest priority, 10=highest priority).
Total score and resulting priority ranking results in the right-hand column.

Team Member Name and Vote

Issue, Problem, or Solution to be

Prioritized TOTAL RANK
A 0 1
B 0 1
C 0 1
D 0 1
E 0 1
F 0 1
G 0 1
H 0 1
I 0 1
J 0 1
Nominal Group Technique / Multivoting Pritorization Matrix
List/brainstorm the issue, problem, or solutions to be prioritized.
Each team member rank orders the items/statements to be prioritized (1=lowest priority, 26=highest priority).
Alternatively, to speed things up, rank order only the top 14 (or one-half-plus-one) of the items/statements to be prioritized.
Total score and resulting priority ranking results in the right-hand column.

Team Member Name and Vote

Issue, Problem, or Solution to be

Prioritized TOTAL RANK
A 0 1
B 0 1
C 0 1
D 0 1
E 0 1
F 0 1
G 0 1
H 0 1
I 0 1
J 0 1
K 0 1
L 0 1
M 0 1
N 0 1
O 0 1
P 0 1
Q 0 1
R 0 1
S 0 1
T 0 1
U 0 1
V 0 1
W 0 1
X 0 1
Y 0 1
Z 0 1
6M Cause-and-Effect Diagram

Machine Material Measurement

Problem Statement

Method Manpower Environment

Cause and Effect Matrix
Instructions:
1. List KPIVs and KPOVs.
2. Enter a priority number for the importance of each KPOV from 1 (low) to 10 (high).
3. Enter a number from 1 (low) to 10 (high) for the effect each KPIV has on each KPOV in the appropriate cells in the matrix.

Key Process Output Variables (KPOV)

Priority
Key Process Input Variables (KPIV) Eff Val Eff Val Eff Val Eff Val Eff Val Eff Val Eff Val Eff Val Eff Val Eff Val TOTALS Rank
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
0 0 0 0 0 0 0 0 0 0 0 1
TOTALS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Perceptual Map
Instructions:
1. Brainstorm to identify a list of features or problem resolutions.
2. Rank the items and consider the highest ranking items for customer survey questions.
3. Construct the set of questions, and conduct the survey.
4. Plot the survey results on the perceptual map.
5. Address the issues first from high-to-low importance and low-to-high satisfaction.

Perceptual Map
5 2 3
(1-low, 5-high)
Importance

4 1
3 5 7
2 4 6
1
1 2 3 4 5
Satisfaction
(1-low, 5-high)

Features / Problem Resolutions Order to Address

1 Delivery Time 2
2 Order Processing Time 1
3 Quality 3
4 Service 5
5 Reliability 4
6 Cost 7
7 Selection 6
8
9
10
11
12
House of Quality
Quality Function Deployment (QFD)
Voice of the Customer (VOC) INTERACTIONS
P=Positive Interaction
N=Negative Interaction

N
P P
N
P
N

COMPETITIVE
0=Least Important, 5=Most Important DESIGN FEATURES 1=Worst, 3=Average, 5=Best
COMPARISON

RANKING

BETTER
RATING

WORSE

SAME
CUSTOMER NEEDS COMPETITIVE ASSESSMENT

1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x
1 x

RATINGS RATINGS

BENCHMARKED TARGET ASSESSMENT MEASURES

BENCHMARK
MEASURES

RANKING 1 1 1 1 1 1 1 1 1 1 1
2008, Matthew D. Cox, Hampton, VA, info@logisticsworld.com
Linked House of Quality
Quality Function Deployment (QFD)
Voice of the Customer (VOC) INTERACTIONS INTERACTIONS INTERACTIONS INTERACTIONS

P=Positive Interaction P=Positive Interaction P=Positive Interaction P=Positive Interaction

N=Negative Interaction N=Negative Interaction N=Negative Interaction N=Negative Interaction

N N
P P P P
N N
P P
N N
N N
P P P P
N N
P P
N N

0=Least Important, 5=Most Important DESIGN FEATURES 0=Least Important, 5=Most Important PARTS CHARACTERISTICS 0=Least Important, 5=Most Important PROCESS OPERATIONS 0=Least Important, 5=Most Important PRODUCTION REQUIREMENTS

RATING

RATING

RATING

RATING
CUSTOMER NEEDS DESIGN FEATURES PARTS CHARACTERISTICS PROCESS OPERATIONS

RATINGS RATINGS RATINGS RATINGS

2008, Matthew D. Cox, Hampton, VA, info@logisticsworld.com
Linked House of Quality
Quality Function Deployment (QFD)
Voice of the Customer (VOC) INTERACTIONS INTERACTIONS
P=Positive Interaction P=Positive Interaction
N=Negative Interaction N=Negative Interaction

N N
P P P P
N N
P P
N N

0=Least Important, 5=Most Important DESIGN FEATURES 0=Least Important, 5=Most Important PARTS CHARACTERISTICS

RATING

RATING
CUSTOMER NEEDS DESIGN FEATURES

RATINGS RATINGS

INTERACTIONS INTERACTIONS
P=Positive Interaction P=Positive Interaction
N=Negative Interaction N=Negative Interaction

N N
P P P P
N N
P P
N N

0=Least Important, 5=Most Important PROCESS OPERATIONS 0=Least Important, 5=Most Important PRODUCTION REQUIREMENTS
RATING

RATING
PARTS CHARACTERISTICS PROCESS OPERATIONS

RATINGS RATINGS
2008, Matthew D. Cox, Hampton, VA, info@logisticsworld.com
Defining Terms for Six Sigma

For this process... Definition Measurement

What is a unit?

What is a defect?

What is an opportunity?
Design of Experiment (DOE) Planning Worksh

Summary
Last Updated
Team Leader
Product
Process(es)
Expected Start Date
Expected Completion Date

Experimental Definition
Problem Statement Objective Scope of the experiment?

Select the Response(s) to be Measured

Response Unit of Measure Specification

List the factors or inputs to be evaluated

Controllable Factor Level Specification

List likely sources of experimental noise

Noise Factor How to detect? How to eliminate?

Experimental Design
Briefly describe the Experimental Design to be used
Evaluating a Project's Worth

What is the aim of this project?

How does the project being considered fulfill this aim?

What does the current process currently cost?

How much will the process cost after the project?

What resources are required for the project itself?

What are the estimated net savings?

Basic Cost Benefit Worksheet
Quality Council of Indiana, LSSBB Primer, III-24

Project Title

Month /
Benefits Costs Cum Net
Period
0 $6.00 -$6.00
1 $5.00 -$11.00
2 $4.00 -$15.00
3 $3.00 -$18.00
4 $2.00 -$16.00
5 $3.00 -$13.00
6 $4.00 -$9.00
7 $5.00 -$4.00
8 $6.00 $2.00
9 $7.00 $9.00
10 $8.00 $17.00
11 $9.00 $26.00
12 $10.00 $36.00
Property Report
Based on Date / Time
Creator / Owner Range of data
Spreadsheet Purpose of report

Description

CONFIDENTIAL
FMEA Rating Factors

DEGREE OF SEVERITY PROBABILITY OF OCCURRENCE ABILITY TO DETECT

RATING Frequency (1 Detection
in ...) Certainty

Sure that the potential failure

Customer will not notice the adverse effect or Likelihood of occurrence is will be found or prevented
1 1,000,000 100
is insignificant remote before reaching the next
customer

Almost certain that the

Customer will probably experience slight Low failure rate with supporting potential failure will be found or
2 20,000 99
annoyance documentation prevented before reaching the
next customer

Low likelihood that the potential

Customer will experience annoyance due to Low failure rate without
3 5,000 failure will reach the next 95
the slight degradation of performance supporting documentation
customer undetected

Controls may detect or prevent

Customer dissatisfaction due to reduced
4 Occasional failures 2,000 the potential failure from 90
performance
reaching the next customer

Customer is made uncomfortable or their Moderate likelihood that the

Relatively moderate failure rate
5 productivity is reduced by the continued 500 potential failure will reach the 85
with supporting documentation
degradation of the effect next customer

Controls are unlikely to detect

Warranty repair or significant manufacturing or Moderate failure rate without or prevent the potential failure
6 100 80
assembly complaint supporting documentation from reaching the next
customer

High degree of customer dissatisfaction due to Poor likelihood that the

component failure without complete loss of Relatively high failure rate with potential failure will be
7 50 70
function. Productivity impacted by high scrap supporting documentation detected or prevented before
or rework levels reaching the next customer

Very poor likelihood that the

Very high degree of dissatisfaction due to the
High failure rate without potential failure will be
8 loss of function without a negative impact on 20 60
supporting documentation detected or prevented before
safety or governmental regulations
reaching the next customer

Customer endangered due to the adverse

Failure is almost certain based Current controls probably will
effect on safe system performance with
9 on warranty data or significant 10 not even detect the potential 50
warning before failure or violation of
DV testing failure
governmental regulations

Customer endangered due to the adverse

Assured of failure based on Absolute certainty that the
effect on safe system performance without
10 warranty data or significant DV 2 current controls will not detect < 50
warning before failure or violation of
testing the potential failure
governmental regulations
Failure Modes and Effects Analysis (FMEA)

Project: Date:

FMEA Team: Prepared by:

Abbreviations: SEV = How severe is effect on the customer?

OCC = How frequent is the cause likely to occur?
DET = How probable is detection of cause?
RPN = Risk priority number in order to rank concerns; calculated as SEV x OCC x DET

e e e e
S O D R w w w w
Potential failure Potential failure Current process Actions Responsibility
Process step E Potential causes C E P Actions taken
mode effects controls recommended (target date)
V C T N S O D R
E C E P

What are the

actions for
reducing the What were the
What are the
What is the occurrence of the Who is actions
What causes the existing controls
impact on the cause or for responsible for implemented?
In what ways can step to go wrong? that either prevent
customer if the improving its the recommended Include
What is the step? the step go 10 (i.e., How could 10 the failure mode 10 1000 10 10 10 1000
failure mode is detection? You action? What date completion
wrong? the failure mode from occurring or
not prevented or should provide should it be month/year (then
occur?) detect it should it
corrected? actions on all high completed by? recalculate
occur?
RPNs and on resulting RPN).
severity ratings of
9 or 10.

0 0
Failure Modes and Effects Rating Scale:

Analysis (FMEA)
Use this form to do FMEA, to anticipate problems with Establish a scale for each of the categories, with "1" having the least negative
a new process, product or service. Customize this form impact and "10" the most potentially damaging impact.
to suit your organization's particular requirements.

FMEA No: Rating Severity of Effect Likelihood of Occurrence Difficulty of Detection

1 None Remote
Date: 2 Very minor effect Very low Found easily
3 Minor Low Usually found
Prepared by: 4 Low to moderate Low to moderate Probably found
5 Moderate Moderate May be found
Process/Product/Service: 6 Moderate to high Moderate to high Less than 50% chance of detection
7 High High Unlikely to be detected
8 Very high Very high Very unlikely to be detected
9 Hazardous Extremely high Extremely unlikely to be detected
10 Disastrous Almost certain Almost impossible to detect

Current Situation Improved Process

Likelihood
Difficulty of Recommended Planned Planned Difficulty Planned RPN
What are we examining? Failure Modes (Estimate of Failure Effects Severity Failure Causes Current Controls RPN Responsibility Actions Taken Schedule Date Completion Date Planned Severity
Detection Actions Likelihood of Detection (PRPN)
Occurrence)

What is the process step, or Outline

How can the What happens if
product characteristic? (May What could cause How do we prevent Risk priority improvements for Who is List those actions Planned finished Planned risk
process or product 1 to 10 such a failure 1 to 10 1 to 10 Actual finished date 1 to 10 1 to 10 1 to 10
repeat them to allow different a failure? failure now? number items with high responsible? taken. date priority number
fail? occurs?
failures for each) RPN's

0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Problem Solving Guide

1. State the problem:

2. Answer these questions:

What? When?

What "thing" shows the problem? When did you first notice the problem?

When did you last observe the process to be working

What exactly is happening? correctly?

When has the problem recurred? Has the problem gone away
What similar things could show the problem, but don't? at all? When?

When did anything change that could have affected the

What is unique about the thing that shows the problem? process?

How much? Where?

How many things show the problem? Where is the "thing" located that shows the problem?

Is there a specific place or part where the problem is

Quantify the problem... observed?

Is there a similar place that you might expect to see the

Is there a trend? If so, describe it. problem, but don't?

3. Record your theories, experiments, results, and conclusions.

Theories:

Experiments:

Results:

Current status of investigation:

Final conclusions:
Defining the Process Boundaries

What starts the process? What is the trigger event?

Generally, what value is added in the process?

How do you know when the process is complete?

Six Sigma Project Charter
Project Information
Project Name
Leader
Master Black Belt
Green Belt

Process Characteristics
Cost of Poor Quality
Importance
Goals
Problem
Measurements
Process Start Point
Process End Point

Project Time Frame

Date Milestone
Start

End
Santayana Project Review

The philosopher George Santayana made the famous observation that those who fail to learn from history are
condemned to repeat it. This form is provided to support learning from history.

How did the project go?

What went right? How do we replicate those things in the future?

What went wrong? How can we improve?

What have we learned?

What specific actions should arise from this review?

Evaluating Strategic Objectives

Statements of vision tend to be quite broad and can be described as a goal that represents an inspiring, overarching, and emotionally driven destination. Mission
statements, on the other hand, tend to be more specific and address questions concerning the organization’s reason for being and the basis of its intended
competitive advantage in the marketplace. Strategic objectives are used to operationalize the mission statement. That is, they help to provide guidance on how
the organization can fulfill or move toward the “high goals” in the goal hierarchy-the mission and vision. As a result, they tend to be more specific and cover a
more well-defined time frame.

Criteria:
1. Measurable - There must be at least one indicator (or yardstick) that measures progress against fulfilling the objective.
2. Specific - This provides a clear message as to what needs to be accomplished.
3. Appropriate - It must be consistent with the vision and mission of the organization.
4. Realistic - It must be an achievable target given the organization’s capabilities and opportunities in the environment. In essence, it must be challenging but
doable.
5. Timely - There needs to be a time frame for accomplishing the objective. After all, as the economist John Maynard Keynes once said, “In the long run, we are
all dead!”

Source: Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor. Strategic Management. 2 ed. New York: McGraw-Hill Irwin, 2005.

Instructions: List your stated strategic objectives. Score the specific objective against the evaluation criteria on a scale from 1 to 5 (least to greatest in meeting
the criteria). Re-write or re-structure low scoring/low ranking objective statements to meet the criteria.

Strategic Objective Statement Measurable Specific Appropriate Realistic Timely score rank

0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
score 0 0 0 0 0
rank 1 1 1 1 1
Strategic Initiatives Matrix

The Strategic Initiatives Matrix lets you crosscheck that the things you are doing - your initiatives - are closely related to your organization's strategic themes. If they don't match,
either the themes don't capture reality, or the initiatives aren't vital. If you type text into the vertically formatted theme cells, it will rotate after you leave the cell. Click in the
checkboxes, to indicate a solid relationship between an initiative and a theme.
Instructions: Enter the number "1" in the matrix to indicate an initiative meets a particular strategic theme. Alternatively, you may use a weighted matrix entry such as 1 = Low, 2 =
Medium, and 3 = High.

Strategic Themes

Score Rank Current Initiatives

0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
0 1
Strengths, Weaknesses, Opportunities & Threats (SWOT)

Strengths Protecting and extending them

Weaknesses Repairing and removing them

Opportunities How to exploit them

Threats How to prepare to deflect them

Assignable Cause Log

Use this tool when monitoring process measures to document out-of-control situations. Maintain a separate log for each Control Plan measure and
keep the log with the associated process measure in a place where it is accessible to employees.

Instructions: Write the name of the measure in the Control Plan Measure field and the date of the incident in the first Date field. Investigate to determine
the root cause of the incident, and write an explanation in the Assignable Cause Detail field. Include the type of analysis conducted, as well as the tools
used (e.g., brainstorming session, data collection check sheet, etc.). Take the action necessary to remove the root cause of the variation, and write the
action taken in the Action Taken field. Write the date action was taken in the second Date field, and file with the appropriate Control Plan measure.

Assignable Cause Log

Control Plan Measure:
Date Assignable Cause Detail Action Taken Date
Control Plan
Department Name:

Process Name:

Use this tool when developing process measures to record actions and responsibilities for establishing measures, and controlling the features and goals of the process.

1 2 3 4 5 6 7 8 9 10 11 12
Who Reaction to
Name of Measure Measure Measure Display
Data Source Goal Sample Size When to Act Decides to Who Acts Out of
Measure Definition Calculation Frequency Method
Act Control
Control Plan
Team Members:
Control Plan for: Original Date:

Control Number: Revision Date:

Contact Person / Process Owner:

Measurement Person
Subprocess Key Input Sample
Part / Process Key Output Special Specifications Gage Sample Size Initial CpK Responsible for Control Method Reaction Plan
Step Variable (X) Frequency
Technique Measurement
Organizational Chart
Circle Diagram
Radial Diagram
Pyramid Diagram
Venn Diagram
Target Diagram
Bar Chart

Data
12

10

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Histogram

Data
12

10

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
The 7 Wastes of Production

Taiichi Ohno defined the 7 types of waste that describe all activity that adds cost but not value. In a Lean Enterprise these 7 types of “Muda” are the
target of an endless pursuit of waste elimination. Learning to see “Muda” all around you is the key to starting out on your journey of transforming your
organization into a Lean Enterprise.

The 7 Wastes – “Muda” Definition Examples Causes Countermeasures

- Producing more than the
customer needs right now
Over-production
- Producing product to - Forecasting - Pull system scheduling
stock based on sales - Long set-ups - Heijunka - level loading
forecasts - “Just in case” for - Set-up reduction
- Producing more to avoid breakdowns - TPM
set-ups
- Batch process resulting in
extra output

- Movement of product that - Moving parts in and out of - Batch production - Flow lines
does not add value storage - Push production - Pull system
Transportation - Moving material from one - Storage - Value Stream
workstation to another - Functional layout organizations
- Kanban

- Movement of people that - Searching for parts, tools, - Workplace - 5S

does not add value prints, etc. disorganization - Point of Use Storage
- Sorting through materials - Missing items - Water Spider
Motion - Reaching for tools - Poor workstation design - One-piece flow
- Lifting boxes of parts - Unsafe work area - Workstation design

- Idle time created when
material, information,
people, or equipment is not
ready
Waiting
- Waiting for parts
- Waiting for prints
- Waiting for inspection
- Waiting for machines
- Waiting for information
- Waiting for machine
repair
- Push production - Downstream pull
- Work imbalance - Takt time production
- Centralized inspection - In-process gauging
- Order entry delays - Jidoka
- Lack of priority - Office Kaizen
- Lack of communication - TPM

- Effort that adds no value - Multiple cleaning of parts - Delay between - Flow lines
from the customer’s - Paperwork processing - One-piece pull
viewpoint - Over-tight tolerances - Push system - Office Kaizen
- Awkward tool or part - Customer voice not - 3P
Processing design understood - Lean Design
- Designs “thrown over the
wall”

- More materials, parts, or - Raw materials - Supplier lead-times - External kanban

products on hand than the
customer needs right now
Inventory
- Work in process
- Finished goods
- Consumable supplies
- Purchased components
- Lack of flow - Supplier development
- Long set-ups - One-piece flow lines
- Long lead-times - Set-up reduction
- Paperwork in process - Internal kanban
- Lack of ordering
procedure

- Work that contains errors, - Scrap - Process failure - GembaSigma

rework, mistakes or lacks - Rework - Mis-loaded part - Pokayoke
something necessary - Defects - Batch process - One-piece pull
- Correction - Inspect-in quality - Built-in quality
Defects - Field failure - Incapable machines - 3P
- Variation - Jidoka
- Missing parts

http://www.gemba.com/new-at-gemba.cfm?id=146
Improving Poor Time Utilization
This is a checklist of common causes of poor / low
time utilization (time wasters.) These are prime
targets when seeking to improve productivity. The old
addage, "money is time" is no more true, than in
business. Apply your team members job knowledge,
together with this checklist to identify areas for
improvement.
Rigorously examine each item using the questions
listed here.
TIP: Measure the before and after effect wherever
possible. That is, you should attempt to quantify each
cause of waste time you attack, in terms of money,
time and material. This way you can objectively
assess the difference you have made.
Time Wasters
Lack of proper planning, keeping workers waiting between jobs or waiting for material
Failure on the supervisor's part to thoroughly understand orders and instructions received
Lack of knowledge of what constitutes a full day's work
Failure to make orders and instructions clear to workers
Failure to insist that tools supplies, and portable equipment be kept in proper places
Ordering overtime work that could be avoided
Not seeing that workers are supplied with proper tools and equipment for every job
Allowing workers intentionally to do less work than they can
Failure to inform human resouces department when more labour is required
Keeping too many workers
Failure to write records and requisitions intelligibly
Failure to question and correct workers who lay off
Allowing workers to get habit of talking, visiting, killing time
Failure to get workers to start on time, slack supervision
Delay in making decisions
Unnecessary absenteeism or tardiness on the supervisor's part
Being late with reports
Not investigating immediately when repairs are needed
Unnecessary visiting and conversation on the job
Failure on the supervisors's part to organize his / her time and work
Lack of proper planning, keeping workers waiting between jobs or waiting for material

Critical Examination Sheet

Team Leader
Date
Section
Location
Study
Problem Description

Possible Alternatives Selected Alternatives

What is achieved? Is it necessary? What else could be done? What should be done?
Purpose

Where is it done? Why there? Where else could it be done? Where should it be done?
Place

When is it done? Why then? When else could it be done? When should it be done?
Sequence

Who does it? Why that person? Who else could do it? Who should?
Person

How is it done? Why that way? How else could it be done? How should it?
Means
Force Field Analysis

Title

Status Quo Desired Outcome

Driving Forces Restraining Forces

Force Field Analysis

Forces AGAINST
Forces FOR Change Score Change Proposal Score
Change

Total 0 Total 0
Check Sheet - Weekly - Instructions
The "Check Sheet - Weekly" worksheet can be printed for use by individuals in their data collection.

Once data is collected on printed forms, type either the combined data or data for each individual into this Excel worksheet.
If Data is entered for each individual data recorder, use one of these templates for each individual
**To determine the overall defect rates, it is recommended that all data be combined from all data recorders
and entered into this template so that the data can be analyzed overall to find the defect with the most occurences

The following charts will automatically be generated:

Histogram: shows the number of defects over time
Bar Chart: shows the number/count of defects
Pareto Chart: displays the 80/20 rule for defects

To modify this template:

The check sheet is designed to record up to 10 defects or events. If less defects are desired to be recorded,
hide the corresponding rows in the "Check Sheet-Weekly" worksheet by following these steps
Select the rows to be hidden by clicking on the row header
Click "Format" from the menu bar, then choose "Row" then "Hide"
Check Sheet - Weekly
Project Name:
Name of Data Recorder:
Location:
Data Collection Dates:

Dates
Defect Types/
TOTAL
Event Occurrence Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Defect 1

Defect 2

Defect 3

Defect 4

Defect 5

Defect 6

Defect 7

Defect 8

Defect 9

Defect 10

TOTAL
 12

10

8
Counts

0
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
 12

10

8
Counts

0
Defect 1 Defect 2 Defect 3 Defect 4 Defect 5 Defect 6 Defect 7 Defect 8 Defect 9 Defect 10
 12

10

8
Counts

0
Event Preparation Checklist
Planning
 Scope of event
 High level process steps
 Data available (time, quantity, frequency)
 Budget (cost center)
 Potential internal and external team members
 Identify support staff (refer to support staff role)
 Identify communication staff (prints team certificate, communicates with other employees)
 Identify staff with Microsoft Visio software (installed on laptop)
 Reserve room for pre-event, event, and report-out presentation
 Reserve laptop, projector and speakers
 Send invitation/email to team members about pre-event and event date, time, and location

Pre-event Meeting
 Setup room
 Setup projector and laptop (for Lean overview)
 Setup 1 easel stand and pad, provide easel markers
 Develop scope, goals, and objectives for event
 Identify pre-work
 Finalize team member selection
 Identify sub-team leader
 Finalize team members meal selection

Before Event
 Order meals, snacks and drinks
 Order supplies (refer to supplies List)
 Print/order training manuals
 Prepare folder and nametag (include training manual, agenda, scope, goals, and objective)
 Invite management to daily report (e.g., Tuesday and Wednesday from 4:00 to 4:30 p.m.)
 Invite interested parties and employees to report-out (e.g., Friday from 10:00 to 11:00 a.m.)

Event
 Setup room and layout folders and nametag
 Setup projector, laptop and speakers
 Setup 2 easel stands and pads, provide easel markers
 Event supplies available in the room
 Provide meals, snacks, and drinks
 Take team picture on Tuesday morning (for team certificate)
 Setup room with 2-3 computer/laptop on Wednesday and Thursday (connected to network as needed)
 Print and distribute team certificate on Friday
 Communicate with other staff via website or email on progress of team

After Event
 Email team member report-out presentation and other relevant files to event participants
 Fill out travel payment form
 Send thank-you letters to team members
 Setup 30-day follow-up date, time, and location
 Develop communication plan (e.g. update website with event results, inform stakeholder groups)
Pre-event Meeting Agenda

Date / Time
Location

I. Understand critical issues

a. What is the purpose of this event?

b. Why is it taking place?

c. What is the desired outcome?

d. What are the boundaries of the activity?

II. Understand and discuss high-level process steps

III. Develop scope statement based upon agreement of critical issue focus

IV. Define goals and objectives for the event

V. Identify pre-work for event: what, who to complete, etc.

VI. Which resources must/can be utilized?

Pre-event Data Collection Guide
Pre-event Data Collection Steps

1. Initial map of the current process developed by the area that is going through the kaizen event.
2. Determine from the map steps that can and cannot be changed, i.e., identify those steps that are
mandatory by rule.
3. Outline what items are currently tracked for time.
4. For those items currently tracked for time, determine longest item, quickest item and an average
of the items. Do not try to gather data here that you do not already know.
5. Have the staff write down what they do for a week. This includes the projects, as well as
meetings, site visits, telephone calls, regular meetings, etc.

The “Voice of the Customer” Data Considerations

Some questions to ask as part of the "voice of the customer" are the following:

1. What do they want?

2. When do they want it?
3. Why do they want it?
4. How do they use the product and how much of it do they use?

These questions will ultimately help in determining the "value-added" steps in the process, as well as provide
potential design criteria for the final "product." The best approach would be to ask our customers (select a few), or
at least think through these questions from their perspective. If the process has different customer segments, the
questions could be asked for each one. As above, this information would be useful for goal setting purposes.

Bench marking would also be helpful in establishing goals for the event. Additionally, it could equip the team with
example strategies for achieving the goals for the event.
Supplies List

Description Qty Unit Price Total Cost

Perforated Note Pads (White) 2 DZ $12.32 $24.64
Butcher Paper Roll 36” W X 150’ L 1 RL $13.39 $13.39
Self Stick Easel Pads 2 PK $25.50 $51.00
Construction Paper (assorted) 4 PK $1.43 $5.72
Sticky Notes (pastel color) 3”X5” 3 PK $5.52 $16.56
Sticky Notes (florescent color) 3”X5” 1 PK $6.32 $6.32
Ballpoint pens (Black or Blue) 20 EA $1.20 $24.00
Permanent Markers (Black) 6 EA $0.90 $5.40
Flip Chart Markers (4 color) 4 ST $1.98 $7.92
Removable Glue Stick 4 EA $0.78 $3.12
Adhesive Spray 2 CN $7.78 $15.56
Masking Tape 1”X 60yards 2 RL $5.59 $11.18
Scissors 8 EA $1.44 $11.52
Twin Pocket Portfolios 25 per box 1 BX $4.23 $4.23
Hang Name Badges 50 per box 1 BX $10.59 $10.59
Easels for easel pads 4 EA $13.11 $52.44
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00

TOTAL $263.59
TAX TAX % = 6.00% $15.82
GRAND TOTAL $279.41
Frequently Asked Questions about Lean

1 Are we compromising our responsibilities?

This is not about loosening regulations or our agency’s commitment. We are looking for efficiencies in workflow,
paper processing, number of steps in our process, etc. In fact, our goals are to enhance our ability to protect
the environment by being able shift more time and resources on activities.

2 Will anyone lose his or her job by making this process so efficient?

Our people are very important and will continue to be part of this agency. Some people’s job duties may change
and some may have different office locations or configurations. But all staff will remain part of this agency.

3 Municipalities, consulting engineers, and other external entities slow down the permitting process. How are they
involved, and who will make them more efficient?

Outside stakeholders will take part in the event to help identify opportunities and concerns. However, this is not
about how other organizations conduct processes, which we cannot control. Rather, we are focusing on what
we can control, and that is how we move a permit through the approval process.

4 What guarantees do we have that this will actually help the process?
Lean is a proven methodology used to break through barriers and cut through bureaucracy, helping teams reach
their goals.

5 Why are we doing this on [Event Name]? Why not another issue?
First, [Event Name] meets the three criteria for undertaking a Lean event: it should be a large-volume process;
it should use the same steps every time; and it should be a core business activity. Second, we see this issue as
an integral step to improving the water quality in the State.

6 Have we messed up? Have we done something wrong?

The [Agency] is proud of the professionalism and performance of this staff. Conducting a Lean event is a way to
enhance that performance. The goal is to give people the tools to do their jobs better. Each of us, in our own
work areas, could benefit from that type of assistance.

7 Is this a test of my job performance? Will I get in trouble for not doing well in my job?

These events are performed under the assumption that everyone involved is already doing their best—but that
with some assistance, efforts can be altered to lessen steps, delays, and time, with no loss of performance or
quality. Improvements will focus on reducing the time that no one is working on a project. The time it sits in
someone’s in-box or is waiting for a reply is waste that can be reduced.

8 How can you expect to get meaningful change in one week?

These events are specifically engineered to achieve results in an intense, one-week work session. Additionally,
preparation has taken place prior to the actual event.

9 How can they understand something as complex as [Event Name or Process] in a week?

The participants will learn the steps in the process, not how to conduct the process. The process will be laid out
in graphical form to make it easier to understand the sequence and how steps are interrelated.

10 Who is involved and why?

The team that will be designing the new process is composed of [Team Members], other Agency employees
involved in the [Event Name], and some of the people who are impacted by the process or who impact the
process. All of these different viewpoints are important in designing a better process.
11 Even if I’m not directly involved on the team, what will I need to do during that week?
You may be asked questions by the team members to clarify your part in the process. Please take the time to
answer their questions completely. Team members may also ask to observe and time you while you complete a
step in the process or discuss the time necessary to complete a step.

12
Will people be in my office? Will they observe us talking about confidential issues, sensitive operations,
controversial issues, sensitive policy issue debates, and phone calls that all occur each week?
The team is not interested in specific projects, but how the process works in general.

13 What happens if I have to leave during the week?

If you are a member of the team, please coordinate your absence with the team leader, [team leader name]. If
you are not on the team, you only need to coordinate your absence with your supervisor, as usual.

14 Will the recommendations be rigid or able to change in the future if they fail or cause unintended
consequences?
The team will not be making recommendation—they will design an improved process that will be implemented
immediately. The new process will be tested during the event, but if adjustments need to be made later, they
will be made.

15 How is this process to be judged a success or failure?

Data are being gathered on how well the process performs before the event and data will be collected after the
event for comparison.
Team Leader Daily Agenda

Day 1

Morning
 Arrange the room (get someone to help)
 Get the supplies, easel and easel pad
 Setup easel and easel pad
 Setup the laptop, projector and speakers
 Set out the folder, training manual and nametag

Afternoon
 Greet everyone when they arrive
 Start promptly at specified time
 Welcome everyone and introduce yourself
 Go through logistics (parking, building access, cell phones, restrooms, meals, etc.)
 Go through agenda (warn team of potential late nights if applicable)
 Go through ground rules
 Have everyone introduce themselves
1. Who are you?
2. Where do you work?
3. What are your goals this week?
4. What you like to do when you are not at work?
 On the easel pad, write “Goals of Team Members” and capture the team member goals
 Post “Goals of Team Members” on the wall
 Introduction from senior manager
 Introduce consultant and/or trainer (begin training)
 Review the goals and objectives
 Discuss pre-event data collected
 Let team know they can leave folder in the room
 Remind team of start time tomorrow

Evening
 Disconnect laptop and projector (store in safe location overnight)
 Tape roll paper on the wall (get 1-2 people to help)
 Spray paper with adhesive glue
 Setup 2 easels and easel pad
 Write on easel pad and post on the wall “Parking Lot/Bike Rack” and “Homework”
 Layout scissors, color pad, and markers for team member to volunteer for flow mapping
 Tidy up the room (unplug the coffee pot, pick up bottles and cups)

Day 2

Morning
 Start on time
 Ask if anyone hase questions about yesterday’s training
 Start training on flow mapping
 Ask for volunteer for each flow mapping task
 Review the goals and objectives
 Start mapping current state (Identify functions, steps, handoffs)
 Identify value-added activities and delays on map
 Estimate lead time (best case, worst case, and average) based on data collected

Afternoon
 Count the number of steps, handoffs, loops, delay, value add, delay
 Calculate lead time (best case, worst case, and average)
 Let meal coordinator/support know by specified time if dinner is needed
  Attend daily scheduled report out to management
 Remind team of start time tomorrow

Evening
 Setup 3 easels and easel pad
 Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)

Day 3

Morning
 Start on time
 Communication staff takes team pictures
 Ask if anyone have questions or comments about the current process
 Give the team 20 minutes to write down what they think the ideal state should be individually
 Capture the team members ideas on easel pad
 Break up team into groups (5-6 people per group)
 Give each group some of the ideas and ask them to apply it to de-selection matrix

 Ask group to write down on easel pads 7 ways of implementing the ideas in the High Impact and Low
Difficulty quadrant
 Have each group report to the team

Afternoon
 Start to map the ideal/future process
 Capture Parking Lot/Bike Rack and Homework items on easel pad
 Identify value-added activities and delays on new process map
 Estimate lead time (best case, worst case, and average) based on data collected
 Count the number of steps, handoffs, loops, delay, value add, delay
 Calculate lead time (best case, worst case, and average)
 Let meal coordinator/support know by specified time if dinner is needed
 Attend daily scheduled report out to management
 Remind team of start time tomorrow

Evening
 Setup easels and easel pad
 Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)

Day 4

Morning
 Setup laptop and projector
 Ask if anyone have concerns or comments about the new process map
 Review the goals and objectives
 Review the parking lot and homework items
 Ask team to volunteer to work on homework items
 Collect the completed homework items from each group

Afternoon
 Assign/Volunteer team member to homework items that are incomplete
 Review “Goals of Team Members”
 Prepare report-out presentation
Inform team about flow of report-out presentation (where to stand, introduce next speaker, what to expect,

who answer questions from audience)
 Assign/Volunteer team member to different slides in the presentation
 Vote on team name
 Send team name to communication staff
 Prepare report-out summary
 Make copies of report-out summary
 Attend daily scheduled report out to management
 Remind team of start time tomorrow
Evening
 Disconnect laptop and projector (store in save location overnight)
 Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)

Day 5

Morning
 Setup laptop, projector and speaker
 Invite meal coordinator/support to room for a team thank you
 Distribute “Kaizen Event Evaluation” to team members
 Collect filled out “Kaizen Event Evaluation”
 Setup laptop and projector in the auditorium
 Practice report-out presentation
 Collect team participation certificate from communication staff
 Distribute report-out summary to audience
 Report-out presentation
 Return supplies to support/meal coordinator
 Put the room back in order (get 1-2 people to help)

Afternoon
 Give kaizen event evaluation to event coordinator
 Place all files for event on computer server
Event Evaluation
Event: ______________________________________ Date: ______________

Facilitator: ___________________________________

Team Leader: ___________________________

You have just completed an event to improve one of your processes. We are interested in your opinion on how things
went during the event. We are continuously trying to improve the effectiveness of the events. Below is a list of questions
that will help us improve future events. Please be open and honest with your ratings and comments. Thank you.

On a scale of 1 to 5 please rate the questions below.

1 – Strongly Disagree 2 – Disagree 3 – Neutral 4 – Agree 5 – Strongly Agree

Rating Questions
I was given at least 2 weeks notice prior to the event.
The training on Day 1 was effective and prepared me for the event.
The consultant was effective teaching and guiding the team through the event.
The consultant listened to my ideas and suggestions.
The team leader was effective and helpful through the event.
When my ideas or suggestions were not used, the reasons were explained to me.
Management support and direction was adequate.
The time spent this week was productive.
I have increased my understanding of the value of continuous improvement.
The material provided was useful.
The food and beverages provided were adequate.

What did you find most useful during the event?

What suggestions or comments do you have that could help us improve future events?
30-Day Lean Event Follow-up
As of:
Event #:
Event Name:
Owner:

Item Item Description Person Responsible Due Date Revised/ Completed Date Expected Results
1
2
3
4
5
6
7
8

Notes:

Parking Lot Issues:

1
2
3
4
5
60-Day Lean Event Follow-up
As of:
Event #:
Event Name:
Owner:

Item Item Description Person Responsible Due Date Revised/ Completed Date Expected Results
1
2
3
4
5
6
7
8

Notes:

Parking Lot Issues:

1
2
3
4
5
Lean Coordinator Job Description

This position is located in the Director's Office under the immediate supervision of the Deputy Director and functions as a
program manager for the Agency’s process improvement program. The person in this position is responsible for implementing
and managing the department's Lean process improvement program, including the deployment of training and other duties
that will enhance organizational efficiency and support a culture of continuous improvement and customer satisfaction.

Lean Deployment and Facilitation: Develop and implement an action plan for the deployment of all aspects of the
Department's Lean process improvement program, including, but not limited to kaizen, 5S and Design for Lean Six Sigma
Events. Responsible for working with department managers in identifying areas for process improvement events, establishing
objectives for each project, and selecting cross-functional team members and leaders. Act in the capacity of the facilitator for
each event. Coordinate each project/event phase and ensure that participants and stakeholders have the tools and resources
they need, necessary information, and guidance to enable them to fully engage in the process and maximize the potential
outcome of each event.

Tracking Progress: Develop and implement an action plan for tracking, analyzing and reporting return on investment of
departmental programs that have undergone process improvement initiatives. Monitor the progress of projects, including
ongoing status reviews. Ensure that the database is current relative to process improvement activities. Responsible for
coordinating and participating in 30 day, 60 day, 90 day, 6 month, and 1 year follow-up meetings for each event to ensure
follow-up activities are completed and improvements are realized and maintained. Develop a comprehensive report which
delineates the status and outcomes of each event, including, but not limited to efficiencies gained, increased customer
satisfaction and or reduced costs or savings realized. Conduct formal reviews with the management team on a quarterly basis
to review accomplishments, identify areas for improvement, and respond to questions.

Training: Coordinate the training of Agency staff on Lean process improvement techniques, including a plan for deployment of
training to all departmental staff. Ensure that tools, resources and instructional materials are developed, updated as
necessary and maintained to meet ongoing needs. Responsible for tracking participation and associated costs of time and
materials for training deployment. Establish a library of learning materials, both electronic and paper that can be made
available to interested staff. Conduct research focused on benchmarking world-class business process performance and
utilize findings to assist supervisors in establishing tangible measures of time, cost, and quality.

Communications: Develop and implement an effective strategy for communicating the status and results of the Agency
improvement efforts to department partners, customers and staff. This includes, but is not limited to the development of an
Internet presence to showcase departmental activities. Keep staff informed of revised procedures and methods and related
work changes as implemented.
Elements of a Lean Six Sigma Training Program
Main Topic Coverage

Introduction to Lean Six Sigma and Definitions

Customers (constituency receiving value from a service process)
Stakeholders (organizations that are involved with a service process)
Value-added activity (task for which a customer is willing to pay)
Waste (time spent in other than value-added ways)
Green and black belts (classification of employees based on their level of
expertise in Lean Six Sigma principles and tools)
Project team roles (management, administrators, and staff)
DMAIC Project Structure
Define (create problem statement and customer value definition)
Measure (map the process and collect associated data)
Analyze (identify problems and significant waste)
Improve (find ways to eliminate waste and/or add value)
Control (develop implementation and follow-up plan)
Process Mapping
Flowchart (basic display of service process flow)
Spaghetti chart (display of facility layout with process flow)
Time value map (timeline showing lead time and value-added time)
Value stream map (display of a process with supporting data)
Consumption map (map of customer interaction with a service)
Root Cause Analysis Tools
Failure Modes & Effects Analysis (or FMEA, prioritizes causes of poor performance)
Five Whys (method that moves from symptoms to root cause)
Affinity building (brainstorming activity to quickly organize details)
Cause-and-effect diagram (display of potential problem causes)
Data Analysis Tools
Data collection basics (check sheets, surveys, data entry forms)
Pareto analysis (ranking of problem importance)
Run charts (simple plot of process data over time)
Calculations (average, standard deviation, etc.)
Scatter plot (display to determine if a relationship exists)
Improvement Techniques
Five S (methods for organizing a workplace)
Mistake proofing (mechanism to prevent problems and errors)
Standard work (consistent structuring of a work task)
Standardization (consistent operation of a service process)
Visual workplace (highly visible communication mechanisms)
Functions in a Six Sigma Organization
Quality Council of Indiana, LSSBB Primer, II-58

Functions Structure Options

Six Sigma Steering Committee
Executive Direction Quality Council
Executive Steering Council
Six Sigma Manager
Six Sigma Management Six Sigma Director
Master Black Belt
Champion
Process Owner
Sponsor
Process Owner
Sponsor
Champion
Master Black Belt
Coach
Black Belt
Trained Supervisor/Facilitator
Team Leader Black Belt
Green Belt
Associate with Team Training
Team Member Associate with Process Knowledge
Green Belt
Common Team Problem Areas
Quality Council of Indiana, CSSBB Primer, IV-38
Problem Examples
Team direction is unclear
Floundering Members seem overwhelmed
Decisions are postponed
Members interrupt others
Dominant Participants
Members dominate the conversation
A member has excessive influence
Overbearing Participants A member has legitimate authority
A member is an "expert"
Members say "We tried that already"
Negative Nellies Members defend their turf
Members are negative of suggestions
Members present opinions as facts
Opinions as Facts Members make unfounded assumptions
Self assurance seen as unquestionable
Members are reluctant to speak
Shy Members
Members afraid of making mistakes
Members rush to accomplish something
Jump to Solutions Members avoid data collection and analysis
Members want immediate decisions
Members make causal inferences
Attributions Members don't seek real explanations
Members make psychological judgments
A member's comments are ignored
Members are not listening
Put-downs (Discounts & Plops)
The meaning of a suggestion is missed
Sarcasm is noted
Conversations stray from the main topic
Wanderlust (Tangents & Digressions) Sensitive issues are avoided
Group pursues tangents
Win-lose hostilities emerge
Feuding The team takes entrenched sides
Some members become spectators
Expansive and expensive remedies are suggested
Risky-Shift
(using company money)
How to Fix
Leader must provide clarity
Review the team purpose
Ask "How can we proceed?"
Promote equal participation
Structure the Discussion
Reinforce team concepts
Ask the expert to lead the group
Have a private discussion with "expert"
Reinforce the positive
Ask for other points of view
Separate idea generation from criticism
Ask for support data
Question opinions and assumptions
See groupthink discussion
Structure group participation
Direct conversation their way
Reinforce the need for data analysis
Ask for alternate solutions
Slow the process down
Challenge assumptions
Challenge judgments
Ask for data to support conclusions
Encourage active listening
Encourage equal participation
Talk to parties privately
Promote uniform idea consideration
Follow a written agenda
Reinforce team operating guidelines
Redirect the discussion
Confront the adversaries alone
Reinforce team operating guidelines
Replace the guilty parties if necessary
Ask "If this were my personal money would I still
spend it?"