EXIN LSSA Six Sigma Green Belt flashcards

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

Critical to Quality (CTQ)

A measurable customer requirement translated from a vague voice-of-customer statement into a specific, verifiable characteristic that a process output must satisfy.

Voice of the Customer (VOC)

The structured collection of customer needs, expectations, and complaints gathered through interviews, surveys, and field data, used as input for defining project requirements.

Kano Model

A classification scheme that sorts product or service features into must-be, performance, and attractive categories according to how their presence or absence affects customer satisfaction.

SIPOC Diagram

A high-level process map showing Suppliers, Inputs, Process steps, Outputs, and Customers, used at project scoping to define boundaries and reveal where measurement should begin.

Project Charter

A formal document authorizing a Six Sigma project that states the business case, problem statement, goal, scope, team, milestones, and expected financial benefit.

Problem Statement

A concise description of the observed gap between current and desired performance, including magnitude, location, and timing, written without stating a cause or a solution.

Stakeholder Analysis

The process of identifying everyone affected by or able to influence a project, then assessing their interest, influence, and likely support to plan communication and engagement.

SMART Goal

A project objective written to be Specific, Measurable, Achievable, Relevant, and Time-bound, so that success can be judged objectively at project closure.

Process Mapping

A visual representation of the sequence of steps, decisions, and handoffs in a process, used to expose non-value-adding activity, rework loops, and measurement points.

Root Cause Analysis

A structured investigation using tools such as the fishbone diagram or 5 Whys to trace an observed effect back to the underlying system cause that, if removed, prevents recurrence.

Cause-and-Effect (Fishbone) Diagram

A branching diagram that organizes candidate causes of a problem into categories such as people, machine, method, material, measurement, and environment to guide verification.

5 Whys

An iterative questioning technique that asks why a problem occurred repeatedly, each answer becoming the next question, until the actionable root cause is reached.

Hypothesis Test

A statistical procedure that compares sample evidence against a stated null hypothesis, yielding a p-value used to decide whether an observed difference is likely real.

Type I and Type II Error

Type I error rejects a true null hypothesis (false alarm, probability alpha); Type II error fails to reject a false null hypothesis (missed effect, probability beta).

Statistical Power

The probability of detecting a real effect of a given size, equal to one minus beta; it rises with larger samples, larger effects, and lower noise.

Analysis of Variance (ANOVA)

A test comparing means of three or more groups by partitioning total variation into between-group and within-group components and forming an F ratio.

Design of Experiments (DOE)

A planned set of runs in which factors are deliberately varied together so that their individual and interaction effects on a response can be estimated efficiently.

Regression Analysis

A modeling technique that fits an equation relating one or more predictor variables to a continuous response, quantifying both the strength and form of the relationship.

Control Chart

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

Common Cause Variation

The routine, inherent variation produced by the design of a stable process; reducing it requires changing the system rather than reacting to individual points.

Special Cause Variation

Variation arising from an identifiable, non-routine event or assignable source, signaled by out-of-control patterns on a control chart and addressed by finding that source.

Value Stream Mapping

A lean tool that charts material and information flow across a whole value stream, including lead time and queue data, to locate waste and design a future-state flow.

Kaizen

Continuous, incremental improvement carried out by the people who do the work, often through short focused events that implement small changes quickly.

5S

A workplace organization method whose five steps sort, set in order, shine, standardize, and sustain, reducing motion waste and making abnormal conditions immediately visible.

Poka-Yoke

An error-proofing device or design feature that prevents a mistake from being made or makes an error immediately detectable before it reaches the customer.

Standard Operating Procedure (SOP)

A written, controlled instruction describing the approved method for performing a task, forming part of the control phase's effort to lock in improved performance.

Control Plan

A document listing each process characteristic, its specification, the measurement method, sample size and frequency, control method, and the reaction plan when a signal occurs.

Failure Mode and Effects Analysis (FMEA)

A team-based risk assessment that scores each potential failure by severity, occurrence, and detection, producing a priority number that directs preventive action.

Value stream map

A visual diagram of the steps, information flows and delays that a product or service passes through, used to spot where value is added and where waste and waiting occur.

Process map

A picture of the sequence of steps in a process, showing who does what and where decisions are made, so the team shares one accurate view of how work really flows.