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The highest level of training for a Six Sigma practitioner. Not only do they guide improvement teams, but are responsible for identifying improvement projects.
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Master Black Belt
Refers to data that is measured on a continuum. It is data that is measured on an infinitely divisible scale (e.g., time, weight, and temperature) such that one half a unit still makes sense; half a minute, half a pound, etc.
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Continuous Data (aka Variable Data)
Broadly describes ongoing, incremental efforts to make products and processes better.
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Continuous Improvement
The last phase of DMAIC which ensures that improved processes continue to work predictably and meet the customers' expectations. In short, this phase ensures any gains are maintained.
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Control Phase
Time charts designed to display signals or warnings of special cause variation.
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Control Chart
A guide to continued monitoring of the process, and the response plan for each of the measures being monitored.
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Control Plan
The groups or individuals who receive the goods and services of of the process.
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Customer
The needs and expectations of the customer, discovered through a measurable, data-driven ("hard evidence") approach.
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Customer Requirements
The measurement of the time elapsed from the beginning of a process or a step to its end.
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Cycle Time
This is a well thought out approach to data collection that includes information around where to collect data, how to collect it, when to collect it and who is responsible.
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Data Collection Plan
Any process output, product, or service that does not meet customer requirements. One of the 8 Wastes.
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Defect
Term applied to any process, product, or service with one or more defects.
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Defective
Refers to categories or counts that can only be described in whole numbers; i.e. you can't have half a defect or half a customer. This type of data is the opposite of continuous or variable data (temperature, weight, distance, etc.).
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Discrete Data (aka Attribute Data)
A methodology for improving existing processes. Stands for Define, Measure, Analyze, Improve, and Control.
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DMAIC
Metric that indicates the number of defects in a process per one million opportunities. Is calculated by the number of defects divided by (the number of units times the number of opportunities), multiplied by one million.
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Defects per Million Opportunities (DPMO)
A risk management tool that identifies and quantifies the influence of potential failures in a system.
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Failure Modes & Effects Analysis (FMEA)
A structured brainstorming tool designed to assist an improvement team in listing potential causes of a specific effect.
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Fishbone Diagram
A brainstorming method which pits "driving" (positive) and "restraining" (negative) forces that support or oppose an idea.
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Force Field Analysis
A Japanese term that translates to the "real place" or where the work takes place.
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Gemba (aka Workplace)
States the desired results of a process improvement project. It is a fundamental part of any Project Charter.
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Goal Statement
A resource (product, service, data, labor, etc.) that is added to a Process by a Supplier.
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Input
The fourth phase of the DMAIC process that focuses on identifying opportunities and implementing solutions.
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Improve Phase
In practice, generally spans from 1 to 5 days and involves key process participants focusing on solving a narrowly scoped process improvement opportunity.
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Kaizen Event (aka Rapid Improvement Event)
The second phase of the DMAIC process.
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Measure Phase
To consciously and diligently try to eliminate defects by preventing human errors before they occur or create alarms to warn of potential defects.
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Mistake Proofing (aka Poka Yoke)
Any resource (product, service, data, labor, etc.) that is the result of a process.
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Output
Producing something faster or in more abundance than needed. One of the 8 Wastes.
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Overproduction
A quality chart of discrete data that helps identify the most significant types of defect occurrences.
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Pareto Chart
A quality principle that asserts that the majority of effects come from a minority of causes. AKA the 80/20 rule, 80% of effects come from 20% of causes.
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Pareto Principle
A limited test of a Lean Six Sigma solution to a process. Performed during the Improve Phase, it is an opportunity to test Root Cause Hypotheses while minimizing risks and cost.
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Pilot
A measurement of how well a Process' Outputs meet Customer Requirements.
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Process Capability
Refers to the continuous, gradual reduction of defects, errors, costs, and wasted time in a process.
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Process Improvement
A step-by-step diagram that shows the activities needed to complete a process.
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Process Map
An official, basic document that outlines a process improvement project.
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Project Charter
Matrix that outlines different levels of accountability and responsibility as related to an action item list.
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RACI
A measurement technique where smaller amounts of representative data can be used to understand the larger population.
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Sampling
A clear statement that defines what is included (and, by exclusion, what is not included) in a Lean Six Sigma process improvement project.
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Scope
High-level view of a process. It stands for Suppliers, Inputs, Process, Outputs, and Customers and is ordered from start to finish.
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SIPOC
Any individual who is affected by or can affect a process improvement project. In other words, anyone who has a "stake" in a project.
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Stakeholder
Any person or organization that provides an Input to a Process.
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Supplier
Data that represents the needs and wants of your customers.
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Voice of the Customer (VOC)

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