APMG LSS Green Belt flashcards

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

SIPOC diagram

A high-level process map showing Suppliers, Inputs, Process, Outputs, and Customers, used to define project scope and boundaries during the Define phase.

Critical to Quality (CTQ)

A measurable characteristic of a product or service that directly reflects a customer requirement, derived by translating Voice of the Customer into specifications.

SMART goal

A goal that is Specific, Measurable, Achievable, Relevant, and Time-bound, giving a quantified baseline and target for the improvement project.

Kano model

A framework classifying product features as must-be, performance, or delighter based on how their presence or absence affects customer satisfaction.

Cost of Poor Quality

The total cost attributable to defects and prevention, comprising internal failure, external failure, appraisal, and prevention costs.

Pareto principle

The observation that roughly 80 percent of effects come from about 20 percent of causes, used to prioritize the few vital problems worth solving.

Project charter

A document authorizing a Lean Six Sigma project, stating the problem, goal, scope, business case, team, milestones, and sponsor approval.

Continuous vs discrete data

Continuous data are measured on a scale and can be subdivided; discrete data are counted or classified into categories, limiting the statistical tools available.

Gage R&R

A measurement system analysis that quantifies repeatability (variation from the gauge) and reproducibility (variation between appraisers) as a share of total variation.

Process capability Cp

A ratio of specification width to process spread: (USL minus LSL) divided by six sigma, measuring potential capability when the process is centered.

Process capability Cpk

A capability index that accounts for centering: the minimum of (USL minus mean) and (mean minus LSL) divided by three sigma.

DPMO

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

Sigma level

A capability measure expressing process performance on a scale where six sigma corresponds to about 3.4 defects per million opportunities.

Baseline data

Measurements collected before improvement to establish current performance, against which the effect of changes is later compared.

Random sampling

Selecting units so every member of the population has an equal chance of inclusion, reducing selection bias in the measured data.

Fishbone diagram

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

Five Whys

A root-cause technique that repeatedly asks why a problem occurs, drilling from symptom toward an actionable underlying cause.

Null hypothesis

A statement of no difference or no effect that a hypothesis test evaluates; it is rejected when the p-value falls below the chosen significance level.

Type I error

Rejecting a true null hypothesis, also called alpha, which is the probability of a false alarm in a hypothesis test.

Type II error

Failing to reject a false null hypothesis, denoted beta; statistical power equals one minus beta.

ANOVA

Analysis of variance, a hypothesis test comparing the means of three or more groups by partitioning total variation into between-group and within-group components.

Scatter plot

A graph plotting paired values of two continuous variables to reveal the direction and strength of their relationship, without proving causation.

Regression R-squared

The proportion of total variation in the response variable explained by the regression model, ranging from zero to one.

FMEA RPN

The Risk Priority Number in Failure Mode and Effects Analysis, computed as Severity times Occurrence times Detection to rank failure modes for action.

Pugh matrix

A decision tool that scores candidate solutions against a reference concept using weighted criteria, supporting selection of the preferred design.

Design of Experiments

A structured method that deliberately varies factors at set levels to estimate their main effects and interactions on a response.

Full factorial design

An experiment testing every combination of factor levels; with k factors at two levels it requires 2 raised to the k runs.

Kaizen

A Japanese term for continuous incremental improvement, often pursued through small changes involving the people who do the work.

Five S

A workplace organization method: Sort, Set in order, Shine, Standardize, and Sustain, reducing waste from poor organization.

Poka-yoke

Error-proofing that designs a process so mistakes cannot be made or cannot pass downstream, preventing defects rather than detecting them.

Control chart

A time-ordered plot of a process statistic with center line and control limits, used to separate common-cause from special-cause variation.

Control plan

A document specifying each key characteristic to monitor, the measurement method, sampling frequency, owner, and reaction when out of control.