APMG LSS Yellow Belt cheat sheet

Five Lean principles in order: specify value, map the value stream, create flow, establish pull, pursue perfection.

Value is defined only by the customer: any activity the customer would not pay for is a candidate for elimination.

The seven wastes (TIMWOOD): Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects.

An eighth waste often added: unused human talent/skills.

Overproduction is ranked as the worst waste because it generates or hides the other six.

Value-added test: the step must change the form/fit/function, be done right the first time, and the customer must be willing to pay for it.

Value-stream time vs. lead time: value-added time divided by total lead time gives the process cycle efficiency.

Push scheduling releases work based on forecast; pull scheduling releases work only when a downstream step signals demand.

5S sequence: Sort (seiri), Set in order (seiton), Shine (seiso), Standardize (seiketsu), Sustain (shitsuke).

Sigma level expresses process capability: higher sigma means fewer defects per million opportunities (DPMO).

DPMO = (number of defects / (units x opportunities per unit)) x 1,000,000.

Yield = 1 - DPMO/1,000,000; rolled throughput yield is the product of each step's individual yields.

DMAIC phases in order: Define, Measure, Analyze, Improve, Control.

Define: charter, problem statement, goal statement, scope, VOC to CTQ, team and sponsor.

Measure: operational definitions, data collection plan, measurement system analysis, baseline capability (Cp, Cpk).

Analyze: root-cause tools (fishbone, 5 Whys, hypothesis tests, stratification); confirm causes with data, not opinion.

Improve: generate and select solutions, pilot, verify improvement against the goal.

Control: control plan, SPC charts, standard work, mistake-proofing, and handover to the process owner.

SIPOC defines a process at high level: Suppliers, Inputs, Process steps, Outputs, Customers.

Pareto principle: roughly 80% of effects come from about 20% of causes; use a Pareto chart to prioritize.

Fishbone (Ishikawa) categories commonly used: Man, Machine, Method, Material, Measurement, Mother Nature (Environment).

5 Whys drills from a symptom to a root cause by repeatedly asking why; stop when further asking yields no new cause.

FMEA scores risk with RPN = Severity x Occurrence x Detection; higher RPN means higher priority.

Control charts separate common-cause variation (inherent, stable) from special-cause variation (assignable, signal to investigate).

Cp = (USL - LSL) / (6 sigma); Cpk = min(USL - mean, mean - LSL) / (3 sigma) and penalizes off-center processes.

A process is capable when Cpk is at least 1.33 in many industry settings; Cpk of 2.0 corresponds to roughly six sigma.

Poka-yoke (mistake-proofing) prevents an error from being made or from passing to the next step.

Six Sigma belt roles: Yellow Belt (team member, basic tools), Green Belt (part-time project lead), Black Belt (full-time project lead), Master Black Belt (technical coach/mentor).

Sponsor/Champion: senior leader who authorizes the project, removes barriers, and owns the business case.

Process owner: accountable for the process after the project closes and sustains the control plan.

Yellow Belt role: participates on teams, contributes data and ideas, and applies basic tools in own work area.

Team development stages: Forming, Storming, Norming, Performing (and Adjourning).

Effective team size is commonly 4-8 members; larger teams raise coordination cost and reduce participation.

RACI clarifies roles: Responsible (does the work), Accountable (owns the outcome), Consulted (input before), Informed (told after).

A project charter should state the problem, goal, scope, business case, team, and milestones; it is the team's contract with the sponsor.