5S A system of steps and procedures that can be used by individuals and teams to arrange work areas in the best manner to optimize performance, comfort, safety, and cleanliness. The acronym stands for: Sort, Set in Order, Shine, Standardize, and Sustain
5-Why Root Cause Analysis A tool used to discover the “true” root cause of a problem by asking the question “why?” or “what are the reasons?”. The goal is to get beyond obvious symptoms and discover the underlying driver. The specific number five (5) is not required, rather continued asking until the root cause is reached. Once you know the root cause it enables you to eliminate it or reduce it.
7 Wastes A categorization of non-value-added (NVA) work into the following groups: Correction, Overproduction, Material Movement, Motion, Waiting, Inventory, and Processing. The acronym COMMWIP may be used to help remember the categories.
Action Log A written record of tasks required, including the task, owner, due date, completion date, and status of the task. Note, the task owner should be agreeable to the delivery time target.
Action Log Keeper A project or team role where the person:
· Records actions as they are discussed in a meeting
· Ensures each action has an owner and due date agreeable to the owner
· Summarizes the action list at the end of the meeting
· Follows up with owners on action progress
Agenda A list of attendees, topics, time allotted to discuss topics, outcome of discussion and discussion owner that is distributed 24 hours before a meeting.
Behavior Actions and mannerisms by individuals, machines or systems in response to a particular situation or stimulus that can be observed, described or heard. They are based on fact and can be altered or changed.
Bimodal Distribution Refers to a set of data plotted that can be identified by two peaks. The two peaks, aka modes, generally appear when something you think of as one process is really two processes.
Brainstorming A group activity used to solve problems, generate ideas, stimulate creative thinking and/or develop new ideas. The process has four (4) rules to follow when done properly:
· No judgements.
· Think freely. Ideas are not “crazy”, “silly” or “impossible”, they are just ideas to add to a list, and drive other ideas. They will be sorted out later.
· Go for big numbers. The more ideas you can list, the better.
Capacity The amount of products or services you are currently able to produce.
Center-Lining A methodology used to reduce process and product variability and increase machine efficiency in manufacturing. The objective is to determine the best settings for a given process/machine and reduce future adjustments by marking adjustable points and running at those ‘best’ settings every time for high reliability.
Check Sheet A tool of observation that provides a place to record or gather data observed repeatedly where data is generated. It is a structured, prepared form used for real time, manual data collection at the location where data is generated.
Checklist A set of predetermined steps listed with check boxes to help ensure each step is completed.
Common Cause Variation A source of quality failure that is always present as part of the random variation inherent in any process.
Communication Cycle A process for communicating with someone: Speak, check- in/question, and then reflect
Concentration Diagram A tool of observation used to graphically help connect where a problem or defect physically occurs at a place in the process or on the product itself and reveal patterns of occurrence, if they exist.
Control Chart A statistical tool used to detect meaningful variation as it occurs and determines if a process is stable. It is used to monitor the effects of the variables on the difference between target and actual performance, predict the range of outcomes from a process, and decide whether to address special cause or common cause variation.
Conversation Meter Corrective Feedback A tool used to assess a conversation with a numerical ranking through the 4 possible conversation categories: Avoid, Confront, Explore, and Align. It is used to redirect or change another’s behavior to improve performance.
Correlation A statistical measure that indicates if two or more variable are related. It can tell if they will fluctuate together, or otherwise and ultimately lead to a greater understanding of your data. (Does every variable or point on the X axis always deliver the same response on the Y axis?)
Criteria Ranking A prioritization tool that arranges a list of ideas, problems, or root causes based on criteria with alternative values. The use of this tool is a group effort by consensus.
Cycle Time Reduction (CTR) A tool used to document the current process and identify opportunities to reduce waste and shorten overall duration or lead time. Also called Changeover Time Reduction.
Detailed Process Map A graphical representation of the sequence of steps in a manufacturing, administrative, or information operation with a micro-level understanding. Each process step that answers the questions who is performing the ‘work’, what actions or steps are taken, when does it occur, and how long does it take.
DMAIC An acronym for the 5 interconnected phases of the data-driven Six Sigma quality improvement strategy: Define, Measure, Analyze, Implement, and Control
Even Distribution Refers to a set of data plotted that can be identified as flat or with no peak. This seldom occurs naturally, and typically occurs when a gauge is not sensitive enough to detect differences between units. It may also occur when people who are taking measurements define the process differently.
Facilitator A project or team role where the person monitors the meeting process and uses team and problem-solving skills to keep the team on track.
Fishbone Diagram A problem-solving tool used to identify possible root causes. The “head” of the fish is where the problem or issue is described, and the fish “ribs” are where the potential causes are listed and categorized. Six categories of causes (Men, Materials, Measurements, Environment, Methods, and Machine) may be used or other more applicable process characteristics can be used as categories and use of data may be incorporated. This tool may be used as part of focused team problem-solving session.
Frequency Distribution A statistical tool that displays (graph, list or table) the number of times various outcomes occur in a data set.
Future state process map A design or redesign of systems, processes, and information flow based on improvements identified in a current state process map.
Gemba A Japanese term that means “site” or “actual place.” In business, it is where you create value for your customers through your daily work. In manufacturing it is the shop floor, where the product is being made. Gemba is used to stress that real improvement can only take pace when there is a shop-floor focus based upon direct observation of current conditions where the work is done. Note, use of the word Genba is also common.
Ground Rules Agreements among team members to work together more effectively. Operational ground rules tell us how we run the meeting and relational ground rules tell us how to interact with each other. Some teams refer to ground rules as norms or working agreements. (See Mindset Cards).
Histogram A statistical tool that is a specialized type of bar chart with individual data points grouped together in classes and plotted as bars with the height of each bar showing how many are in each range/class. It graphically summarizes the range, amount, and patter of variation in a group of data.
In and Out Frame A tool used to determine which problems are considered in scope of the project or out of scope of the project.
Inference Something that cannot be observed. It is an opinion, and something that you conclude.
Job Aids A broad category of tools that assist the user while performing the task or to help someone to quickly remember something.
Lead Time The amount of time it takes to complete something such as a process or step in the process, from the initiation or start, to the completion. Lead time to get a product on line is the amount of time from order to receipt of the product.
Liaison A project or team role in which the person, usually a stakeholder, helps the team by removing obstacles and roadblocks. They may also assist the team leader in communicating team progress to all of the (other) stakeholders.
Management Operating System (MOS) A system of controls, communication, and activity used to achieve organizational goals and objectives.
Mean The sum of all data points divided by the total number of data points.
Meeting Minutes An update on the progress of the meeting goals, a list of team members who were present at the meeting, key decisions and discussion highlights under each topic from the agenda and cascades to communicate information to those who are outside of the team. After the first meeting, the minutes may include an updated action log and updated parking lot.
Mindset Cards A good tool that reminds us of the ground rules in our organization or project team. They may reinforce desired behavior through recognition and politely remind others when they are displaying ineffective behavior.
Multi-Voting A prioritization tool that arranges a list of ideas, problems, or root causes by order of importance. It involves a group effort where each member of the group is given a specific number of votes to give to those items on the list with the highest importance.
Nemawashi Japanese work that means “prepare the root.” It is an informal process of quietly laying the foundation for some proposed change or project by talking to the people concerned, gathering support, and feedback. In general, it is consensus building through one-on-one discussions.
Non-Value-Added Activities that do not contribute to the product or process and should therefore be eliminated. Non-value-added steps are waste and should be eliminated or minimized.
Non-Value-Added but Essential Production activities that do not contribute to the product but ensure the value-added steps have been completed properly. Non-value-added but essential steps are necessary waste and are required but should still be considered for elimination through process improvements.
Normal Distribution Refers to a set of data plotted that can be identified by a bell shape, where most observations cluster around a central, peak value, and the rest taper off symmetrically towards either extreme. In this distribution, the mean, median and mode are all the same.
Outlier A data point that is located far from the rest of the data in a random sample. The abnormal distance from the rest of the data makes it an oddity, anomaly or irregularity and indicates it doesn’t fit amongst the rest of the data. Whether or not something is an outlier is up to the analyst, although they may invoke a consensus process to help determine.
Pareto Chart A specialized graph where occurrences of individual values are represented in descending value by bars and a line represents cumulative impact. It measures the frequency of problems or causes in a process and is used to point out the most important data to “separate the vital few from the trivial many” so a team knows where to focus efforts for the biggest impact.
Pareto Principle For every effect, there are a few important causes and many trivial causes. It is also known as the 80/20 rule: 80% of the effect comes from 20% of the causes.
Parking Lot A place to capture items that may benefit from documentation to keep the group on task. Items on the parking lot may be resolved during the meeting, added to an action log, added to a later agenda, or elevated to someone outside the team.
Participant A project or team role where the person is needed to be actively engaged in meetings and come to meetings prepared by reviewing the agenda before the meeting and bringing any necessary information or data.
Problem Statement A statement that communicates the topic and scope of the opportunity. It answers what is the issue, when is it happening, where is it occurring, and why does it matter. It does not contain any implied cause(s) or potential solutions and it answers the question, “so what?”
Process Discipline Ensuring work is performed the current, best-known way to improve consistency of outcomes. It is enforced through standard work and reinforced through documentation including Standard Operating Procedures (SOPs), Policy Statements, and training documents.
Process Map A graphical representation of the activities or sequence of steps in a manufacturing, administrative, or information operation. Values stream maps, and detailed process maps are two different types of process maps. Process maps can be current state, reflecting the process as it is in the ‘as is’ state, or future state reflecting the ‘to be’ state.
Project Charter A project management tool that acts as a contract between the project sponsor, project team and key stakeholders. The document includes a problem statement or scope, measurable objectives, participants and related success criteria. It authorizes the existence and serves as a reference throughout the project.
Qualitative Data Data that approximates and characterizes. It is described by attributes, characteristics, and properties. It is non-numerical and is collected through one-on-one interviews or other observation methods.
Quantitative Data Data that can be counted (discrete data) or measured (continuous data). This data usually has units of measure and is described numerically.
RACI Acronym that stands for Responsible, Accountable, Consulted, and Informed. It is a matrix that clarifies roles and responsibilities for various elements of a project or process.
Recorder A project or team role where the person summarizes the meeting’s key points and decisions and distributes the meeting notes within 1-2 business days after the meeting.
Reflective Listening A communication tool where the listener restates the speaker’s idea in their own words, to confirm it has been understood correctly.
Reinforcing Feedback Used to emphasize or praise another’s positive behavior so it continues.
R-Value A statistical calculation quantifying the amount of correlation between 2 variables by measuring the strength and direction of a linear relationship between the variables on a scatterplot. It is also referred to as the correlation coefficient.
SAR A communication tool applicable any time you are making a presentation to seek approval or want to provide a synopsis. SAR has 2 meanings:
· Request - Situation, Analysis, Recommendation
· Reporting - Situation, Actions, Result
Scatter Diagram A graph of the points representing a collection of data, in which two variables are plotted along the two axes to view the resulting pattern and determine if there is a correlation between the two variables. This may also be called a scatter plot.
Scope of Work (SOW) A document used as a roadmap to helps us track a project through the DMAIC process resulting in a project summary.
Single Point Lesson (SPL) A document that is used to communicate one idea or one point. Many times, this is used to communicate and emphasize a quality or customer concern.
SIPOC An acronym that stands for Suppliers, Inputs, Process, Outputs, and Customers. It is a tool that is used to examine customer needs and requirements to enable any supplier to deliver precisely what is needed for the process step, and nothing more.
Skills Progression Matrix An assessment of individuals by skill or subject that uses a rating system (sometimes numerical, 0-4) to measure degree of competency from 'no knowledge' to 'coach/mentor'. It may also be called a training matrix.
Skewed Distribution Refers to a set of data plotted that can be identified by data clustered around one end and tails off in the opposite direction. The skewed peak, aka mode, generally appears when measuring time and costs.
SMART Goal A goal that is written with the characteristics in the acronym SMART: Specific, measurable, attainable, relevant and time-bound.
Spaghetti Diagram A tool of observation that is a specific type of process map that uses a continuous line to trace the path and distance traveled of particular work objects, people, or information throughout a process.
Special Cause Variation A source of quality failure that lies outside the process. It is intermittent, unpredictable, and unstable.
Stakeholder Map A tool used to identify individuals or a group of people that have varying degrees of influence and interest in your project. The map may also contain a communication plan for each stakeholder.
Standard Behavior Impact (SBI) A statement of three essential communication components based on agreement and behavior – not inferences.
Standard Deviation s A calculation indicating the dispersion of a dataset relative to its mean, it is the square root of the variance. The lower the spread of the data, the lower the standard deviation. If the data points are further from the mean, there is a higher deviation within the data set.
Standard Operating Procedure (SOP) A written step-by-step set of instructions to communicate the correct way of carrying out a specific activity or process. It is a useful business tool, simplifying performance management, aiding the control of quality and consistency of your product, reducing knowledge loss and saving on training costs.
Survey A tool of observation that is used to gather data to provide an assessment or analysis of a situation or process.
Takt Time The rate at which products must be made to meet customer demand. The purpose of takt time is to precisely match production to demand. Takt time provides the heartbeat of a lean production system. It is calculated by dividing the available production time by customer demand. For example,
· Factory operates 480 minutes/day, customer demand is 240 widgets/day takt time = 480/240 = two minutes/widget. If the factory does not produce a widget every two minutes, they will not be able to meet the demand and would need tp supplement from some other source.
Team leader A project or team role where the person focuses the team on the problem, sets and distributes the meeting agenda, and sends out meeting invitations.
Theory of Constraints In every system of interrelated, dependent processes, there is one limiting factor. We need to focus our effort on improving the output of this limiting factor to have a positive impact on the output of the whole system.
Timekeeper A project or team role where the person ensures the meeting starts and ends on time and works with the facilitator to adhere to the agenda.
Training Matrix An assessment of individuals by skill or subject that uses a numerical rating system (0-4) to measure degree of competency from no knowledge to coach/mentor. It may also be called a skills progression matrix.
V-Curve A chart that is used to identify the limiting factor within a system or process.
Value-Added Activities that improve the product or process for the customer. Value-added steps include anything the customer is willing to pay for.
Visual Controls Aids that translate vital information into a visual device and posted as close to the point of use as possible.
Visual Management The placement of all tools, parts, production activities and indicators of production system performance in plain view, so the status of the system can be understood at a glance by everyone involved.
Work Instructions A less detailed Standard Operating Procedure (SOP) that is used by someone who is familiar with the major steps of the process but may need help remembering or ensuring process adherence.
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