EXIN LSSA Lean Six Sigma Yellow Belt flashcards

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

DPMO

Defects Per Million Opportunities. Calculated as defects divided by (units multiplied by opportunities per unit), then multiplied by one million. It normalizes defect counts across processes of different complexity.

Rolled Throughput Yield

The product of the first-pass yields of every step in a process. It reveals hidden rework and inspection losses that a final yield figure conceals.

Takt time

Available production time divided by customer demand, expressed as time per unit. It sets the pace a process must run at to meet customer requirements without overproducing.

Eight wastes (TIMWOODS)

Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and unused Skills. These are the non-value-adding activities Lean targets for elimination or reduction.

Y equals f of x

The output Y of a process is a function of its input variables x. Six Sigma projects identify and control the critical x's that drive variation in the output.

Six sigma defect level

A process performing at six sigma produces about 3.4 defects per million opportunities, accounting for the conventional 1.5 sigma long-term shift from the short-term mean.

DMAIC phases

Define, Measure, Analyze, Improve, Control. A structured improvement cycle for existing processes with unknown root causes, with tollgate reviews between phases.

DMADV

Define, Measure, Analyze, Design, Verify. Used for designing new products or processes, or when an existing process cannot be fixed to meet specifications.

Tollgate review

A checkpoint at the end of each DMAIC phase where the sponsor and belt confirm the required deliverables exist before work proceeds to the next phase.

PDCA cycle

Plan, Do, Check, Act. The improvement logic underlying DMAIC: plan the change, run it, verify results, and standardize or adjust accordingly.

Problem statement

A factual description of what is wrong, where, when, and how much, supported by data and business impact. It must not name a cause or a solution.

SMART goal

A goal that is Specific, Measurable, Achievable, Relevant, and Time-bound, stated with a baseline value, a target value, and a deadline.

VOC to CTQ

Voice of the Customer is translated into Critical to Quality requirements by converting customer needs into measurable characteristics with specification limits the process must meet.

SIPOC diagram

Suppliers, Inputs, Process, Outputs, Customers. A high-level map that defines project boundaries and shows what the process receives and delivers.

Project charter

The document authorizing a project: business case, problem and goal statements, scope boundaries, team roles, milestones, and expected benefits.

Stakeholder analysis

Mapping stakeholders by influence and interest to decide engagement level. High-influence, high-interest parties such as the sponsor need close involvement.

Continuous versus discrete data

Continuous data is measured on a scale, such as time or weight. Discrete data is counted, such as pass or fail, or number of defects.

Operational definition

A precise description of how a characteristic is measured, including what is included and excluded, the instrument, and the recording method, so collectors produce consistent data.

Gage R&R

A measurement system study separating repeatability, variation when one appraiser measures the same item twice, from reproducibility, variation between different appraisers measuring the same items.

Attribute agreement

A study of how consistently appraisers make pass or fail judgments on the same items, compared against each other and against a known standard.

Swimlane flowchart

A process map with one lane per role or department, showing handoffs and who performs each step. It exposes waiting and transport waste at boundaries.

Cp and Cpk

Cp compares specification width to process spread. Cpk also accounts for how far the process mean sits from the specification center, so it is lower when off-center.

Five Whys

Repeatedly asking why a problem occurs until the systemic root cause is reached. Each answer must be supported by evidence, not assumption.

Fishbone diagram

A cause-and-effect diagram grouping candidate causes under Man, Machine, Material, Method, Measurement, and Environment to structure brainstorming before data verification.

Pareto principle

Roughly 80 percent of effects come from 20 percent of causes. A Pareto chart ranks causes by frequency or cost so effort targets the vital few.

Value-added test

A step is value-adding only if it changes form or function, the customer cares about it, and it is done right the first time.

Stratification

Splitting data into subgroups by shift, machine, operator, or supplier to reveal where a problem concentrates and which cause is most likely.

Poka-yoke

Error-proofing that prevents a defect from being created or passed downstream, using devices such as guide pins, sensors, limit switches, or forced sequences.

5S

Sort, Set in order, Shine, Standardize, Sustain. A workplace organization method that reduces motion and waiting waste and makes abnormal conditions visible.

SMED

Single-Minute Exchange of Die. A method that separates internal setup, done while the machine is stopped, from external setup, and converts internal tasks to external to shorten changeovers.

Standard work

Documented current best method specifying sequence, cycle time, and standard in-process inventory. It provides a stable baseline for further improvement.

Control chart

A time-ordered plot with a centerline and control limits at plus and minus three sigma, used to separate common-cause from special-cause variation in a process.

Control plan

A document listing each controlled characteristic with its target or specification, measurement method, sampling frequency, owner, and reaction plan when results deviate.

Yellow Belt role

A team member who applies basic Lean Six Sigma tools, collects and validates data, maps processes, and supports Green and Black Belts rather than leading complex projects alone.

Tuckman stages

Forming, Storming, Norming, Performing, and Adjourning. The predictable sequence of team development that a project team passes through.

RACI matrix

Responsibility, Accountability, Consulted, Informed. A chart assigning each project task to roles, with exactly one person accountable per task.