APMG LSS Yellow Belt flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Value in Lean

A step the customer would pay for because it changes form, fit, or function, is done correctly the first time, and meets the customer's need.

TIMWOOD wastes

Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects: the seven classic Lean wastes used to categorize non-value-adding activity.

Overproduction waste

Producing more, sooner, or faster than the next step needs. It is considered the worst waste because it creates and conceals the other six.

Push versus pull

Push releases work based on forecast or schedule; pull releases work only when a downstream customer signals a need, limiting work in process.

Five Lean principles

Specify value from the customer's view, map the value stream, create flow, establish pull, and pursue perfection through continuous improvement.

5S workplace organization

Sort, Set in order, Shine, Standardize, Sustain: a sequence for organizing a workplace so abnormalities and waste become visible.

Process cycle efficiency

Value-added time divided by total lead time. A low ratio indicates most elapsed time is waiting rather than productive work.

Kaizen

Continuous, incremental improvement made by the people who do the work, typically through small rapid changes rather than large capital projects.

DMAIC phases

Define, Measure, Analyze, Improve, Control: the five-phase Six Sigma roadmap for improving an existing process with unknown root causes.

DPMO

Defects per million opportunities, calculated as defects divided by (units times opportunities per unit), then multiplied by one million.

Rolled throughput yield

The product of each step's first-pass yield across a process. It shows the true probability that a unit passes every step without rework.

CTQ characteristic

A measurable, customer-critical requirement derived from Voice of the Customer that the process must deliver within defined specification limits.

Project charter purpose

A document stating the problem, goal, scope, business case, team, and milestones. It is the team's agreement with the sponsor.

Measure phase output

A validated measurement system, a documented data collection plan, and a baseline of process performance and capability against customer requirements.

Common versus special cause

Common cause is normal inherent variation of a stable process; special cause is unusual, assignable variation that signals something changed.

Control phase purpose

To sustain the gains by standardizing the new method, monitoring with control charts, mistake-proofing, and handing ownership to the process owner.

Sigma level meaning

A capability measure relating process variation to specification width. Higher sigma levels correspond to lower defects per million opportunities.

SIPOC diagram

A high-level process map showing Suppliers, Inputs, Process steps, Outputs, and Customers, used to set project scope and boundaries.

Pareto analysis

A ranking technique based on the principle that a small number of causes produce most of the effect, used to focus improvement effort.

Fishbone diagram

A cause-and-effect diagram that branches potential causes into categories such as Man, Machine, Method, Material, Measurement, and Environment.

Five Whys

Repeatedly asking why a problem occurs until the underlying root cause is reached rather than stopping at a symptom.

FMEA RPN

Risk Priority Number equals Severity times Occurrence times Detection. Higher values indicate failure modes that should be addressed first.

Cp versus Cpk

Cp compares specification width to process spread; Cpk also accounts for centering, so Cpk is always less than or equal to Cp.

Poka-yoke

Mistake-proofing: a device or method that prevents an error from occurring or stops a defect from passing to the next step.

Standard work

A documented, agreed method for a task with defined sequence, cycle time, and work-in-process, forming the baseline for improvement.

Control chart purpose

A time-ordered plot with statistically calculated limits used to distinguish stable common-cause variation from signals of special-cause change.

Yellow Belt role

A team member who applies basic improvement tools in their own work area, contributes data and ideas, and supports Green and Black Belt projects.

Green versus Black Belt

Green Belts lead projects part time alongside their normal job; Black Belts lead projects full time and coach others in tools and methods.

Project sponsor

A senior leader who authorizes the project, secures resources, removes barriers, and holds the business case accountability for results.

Process owner

The person accountable for the process after the project ends, responsible for sustaining controls and continuing improvement.

Team stages

Forming, Storming, Norming, Performing, and Adjourning: the typical sequence of team development that a leader must manage.

RACI matrix

A tool assigning Responsible, Accountable, Consulted, and Informed roles so that decision rights and communication paths are explicit.