ICBB flashcards

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

Critical to Quality (CTQ)

A measurable characteristic derived from customer needs that must meet a specification for the customer to be satisfied; each CTQ needs an operational definition and limits.

SIPOC diagram

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

Cost of Poor Quality

Total cost of internal failures, external failures, and appraisal activities; used to quantify the financial opportunity and justify a Six Sigma project.

SMART goal

A project goal stated as Specific, Measurable, Achievable, Relevant, and Time-bound, including baseline, target, and completion date.

Champion role

A senior sponsor who selects and authorizes projects, allocates resources, removes organizational barriers, and reviews progress with the Black Belt.

Kano model

Classifies customer requirements as must-be, performance, or delighter; must-be features cause dissatisfaction only when absent and are rarely stated.

Pareto principle

The observation that a small number of causes (roughly 20 percent) produce most defects (roughly 80 percent); Pareto charts rank categories to focus effort.

Operational definition

A precise, unambiguous description of how a characteristic is measured, including instrument, procedure, and acceptance criteria, so different observers get the same result.

Gage R&R

A measurement systems analysis that estimates repeatability (equipment variation) and reproducibility (appraiser variation); percent study variation above 30 is unacceptable.

Attribute agreement analysis

A study of discrete measurement systems reporting within-appraiser and between-appraiser agreement and kappa; kappa below 0.70 indicates weak agreement beyond chance.

Cp and Cpk

Cp equals specification width divided by six sigma, measuring potential capability; Cpk accounts for centering and is always less than or equal to Cp.

Pp and Ppk

Capability indices computed with the overall standard deviation rather than within-subgroup sigma; they reflect long-term performance and are usually lower than Cp and Cpk.

DPMO to sigma level

Defects per million opportunities converted to sigma level using the 1.5 sigma shift; 66,807 DPMO is 4 sigma and 3.4 DPMO is 6 sigma.

p versus np chart

A p chart plots proportion defective and handles varying subgroup sizes; an np chart plots number defective and requires a constant subgroup size.

c versus u chart

A c chart plots defects per unit with constant opportunity area; a u chart plots defects per unit when the opportunity or area varies between samples.

Measurement resolution rule

The measurement increment should be no more than one-tenth of the tolerance range; coarser resolution hides variation and weakens capability estimates.

Type I and Type II error

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

Statistical power

Power equals one minus beta, the probability of detecting a real effect; it rises with larger effect size, larger sample, and lower alpha.

Paired t-test

Compares two measurements taken on the same unit, such as before and after; pairing removes between-unit variation and increases sensitivity.

ANOVA F test

Tests whether three or more group means are equal by comparing between-group variance to within-group variance; a significant result requires post-hoc pairwise comparison.

Chi-square test

Tests association between two categorical variables by comparing observed and expected counts; expected counts should be at least five in each cell.

R-squared

The proportion of variation in the response explained by the regression model; it does not by itself prove the model is adequate or causal.

Multi-Vari study

A graphical study that stratifies variation into within-unit, between-unit, and temporal sources to identify where most variation originates.

Risk Priority Number

RPN equals Severity times Occurrence times Detection in FMEA; high-severity failure modes are addressed first regardless of RPN ranking.

Fractional factorial design

A designed experiment using a subset of full factorial runs; it reduces cost but aliases effects, so resolution determines which effects can be separated.

Design resolution

Resolution III confounds main effects with two-factor interactions; IV confounds two-factor interactions with each other; V confounds two-factor interactions with three-factor interactions.

Poka-yoke

Error-proofing that prevents a defect from being made or detects it immediately; examples include fixtures that make wrong assembly physically impossible.

PDCA cycle

Plan, Do, Check, Act: a continuous improvement cycle used to pilot changes, verify results, and standardize what works before wider deployment.

5S method

Sort, Set in order, Shine, Standardize, Sustain; a workplace organization method that stabilizes the improved process and reduces motion and search waste.

Control plan

A document listing process steps, characteristics and specifications, measurement method, sample size and frequency, control method, and reaction plan with owner.

Control limits versus specs

Control limits are computed at plus or minus three sigma from process data and describe what the process does; specification limits come from customer requirements.

Western Electric rules

Signals of special cause: one point beyond three sigma, two of three beyond two sigma, four of five beyond one sigma, or eight consecutive points on one side.