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Approach to prepare, support, and help individuals, teams, and organizations through change.
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Perfect for the Improve phase, a document to manage corrective actions.
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One of the 8 Wastes: Flaws in process outputs.
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Comparing best practices between companies.
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A process change that ensures the oldest items in inventory are used, first.
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This tool visualizes process steps in chronological order and displays shifts in responsibility.
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These projects require no LSS skill and should just be implemented.
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Prioritization tool that analyzes an activity's gravity, urgency, and tendency.
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Identifying, analyzing, and improving an existing process.
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Define value; Willing to purchase process outputs (product/service).
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When a process fails to meet internal or external customer expectations.
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This type of corrective action tests a solution before it's fully implemented.
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The time between Value-Add process steps, often used to clean up from a previous step or to prepare for the next one.
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Quality measurement that calculates the probability that a unit (product) will make it through the entire process without experiencing a defect.
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One of the 8 Wastes: The collection of materials or finished products.
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When a subset of data is used to determine characteristics of a whole population.
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This Root Cause Analysis tool allows the analysis to 'branch' off into multiple, undefined directions.
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These are the five steps of a DMAIC project:
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A Customers’ feedback about their expectations of and experiences with a products/services.
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This tool visualizes process steps in chronological order.
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This type of activity provides no value, and you should strive to eliminate it.
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Any activity that consumes resources, yet adds no value to the customer; NVA and NVAR activities broken into 8 categories.
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This analysis can quantify how strong a relationship is between two variables.
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This tool best visualizes motion and transportation in a process.
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One of the 8 Wastes: When resources are capable of providing more value, but don't.
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Measurement of the average time it takes to make one unit (product).
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A list of questions designed to extract specific data from a particular group of people.
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Facts or statistics gathered together for analysis.
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One of the 8 Wastes: Movement of materials.
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Considered an expert in PI methodologies; Capable of leading projects of all sizes and designing LSS programs.
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Problem-solving methodology that focuses on the management of bottlenecks.
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Designing a process so that materials arrive the moment they're needed.
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Measurement of the time between when an order is placed and when the order is received.
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This tool visualizes the volume of variation by category and the 'spread' of data around the Mean; Includes a Bell Curve over a type of Bar Chart.
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A 'license to learn'; Capable of leading Lean projects within their scope of influence; Often supports BB and MBB projects.
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Defined by the Customer; The importance, worth, or usefulness of something.
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This test uses data as evidence to challenge a theory.
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Originally created by the Japanese, this tool summarizes an entire project on a single piece of paper.
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Businesses experience these costs when internal and external failures occur.
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This tool best visualizes the flow of materials and information through a process.
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Five steps to transform a wasteful environment into a Lean environment.
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Japanese for "big room"; A space used to execute and showcase a project.
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This type of activity provides no value, but is necessary, and you should strive to reduce it.
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This chart displays the relationship between two variables.
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The 4th step of a DMAIC project, where solutions are implemented.
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Deviation from a standard; The amount, rate, extent, or degree of change; Varying in condition or character
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Japanese for "real place"; Observing a process in action without interfering.
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One of the 8 Wastes: When there are more process steps than are needed.
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4-quadrant technique that prioritizes activities based on two variables: their cost and their benefit.
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Materials/Products/Services that are fed into a process by Suppliers.
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The 1st step of a DMAIC project, where a project Charter might be used to explain project intent.
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Typically, a group discussion that's designed to produce innovative ideas.
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Considered highly skilled at Lean and Six Sigma methodologies; Capable of leading projects and often supports MBBs.
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This chart best displays volume of variation over time.
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These are the four steps in a PDCA project:
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Products/Services that exit a process and are received by Customers.
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One of two types of data; Data that can be measured on a scale.
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This chart best displays volume of variation by category.
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This type of variation has natural causes.
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Process failures that are captured within the business and do not reach customers.
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Quality measurement that calculates the average number of failures per product produced.
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The ongoing improvement of products/services/processes.
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Japanese term for "mistake proofing"; A process change that influences behavior.
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Includes all the activities necessary to deliver a valuable Output to a Customer.
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The 2nd step of a DMAIC project, where the problem is quantified and visualized.
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The most basic Root Cause Analysis tool.
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Measures the performance of a process towards a goal using cost, quality, or time metrics.
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The 3rd step of a DMAIC project, where Root Cause Analysis is performed.
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Japanese term for "good change"; A flexible project type used to accelerate process improvement.
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This analysis tool can help prioritize work by identifying processes most at risk of failure.
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Anyone with a vested interest in the performance of a process.
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Problem-solving methodology that balances the reduction of waste and variation.
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Useful tool for when building presentations; Ideas are sketched individually in a rough way, then pieced together part-by-part until a clear flow is found.
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This chart best displays volume by category.
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Variation is quantified using this lowercase Greek letter.
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This type of corrective action addresses the root cause in a sustainable way.
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Supplies that are used to transform process Inputs into process Outputs.
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This type of variation is caused by abnormal events.
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Characteristics of Products/Services that Customers find most valuable.
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Quality measurement that translates DPMO into a score, with “6” being the highest level you can achieve.
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References the activity where key terms are defined and standardized to improve the efficiency of a project or process.
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Transforms Inputs from Suppliers into Outputs for Customers, using materials and resources.
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4-quadrant technique that communicates the strengths, weaknesses, opportunities, and threats that exist for the process
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Problem-solving methodology that focuses on the reduction of variation.
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Japanese term used when you choose to replicate a process.
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A way of collecting data from process experts by asking a series of strategic questions.
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Quality measurement that estimates how often a product will fail, if given one million opportunities.
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Japanese term for process waste.
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This chart visualizes volume by category, sorts the categories from greatest volume to least, then displays a line chart so the 80/20 principle can be used.
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Japanese for "visual card" or "signboard"; Method of visually managing process throughput.
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This type of activity provides value to the customer.
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This type of corrective action temporarily solves a problem.
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Provide process Inputs.
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Instead of DMAIC, this project type is used when a process can no longer be repaired.
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Process failures that are not captured within the business and reach customers.
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Businesses experience these costs when investing in training, audit programs, and signage.
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One of the 8 Wastes: Movement of people.
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One of two types of data; Known as "count" data.
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This analysis quantifies how strong a relationship is between two variables and provides an equation to describe the relationship.
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The 5th step of a DMAIC project, where you prove that good changes can be sustained.
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