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Acronym Meaning Definition

CE Cause & Effect diagram A tool for identifying the possible sources of variation for a given output or
process.
CLT Central Limit Theorem Says that for most cases, regardless of the shape of a distribution (the
parent), the distribution of sample averages (the child) drawn from this
distribution will be approximately normally distributed.
CNX Constant, Noise, The way we partition the input variables on a cause & effect diagram.
Experimental Constants require standard operating procedures.
CODN Cost of Doing Nothing If no process improvements were made, this is the cost, cycle time and
quality you would expect your process to be.
COPQ Cost of Poor Quality The cost associated with scrap, rework, etc. Five main categories are:
internal failure costs, external failure costs, appraisal costs, prevention costs,
and opportunity costs.

Cp Process Capability Measures the potential capability of a process without considering centering.
Potential A Six Sigma process will have a Cp value of 2 or larger.
Cpk Process Capability - Measures the actual capability of a process, taking into account the centering
Actual of the process. A Six Sigma process will have a Cpk value of 1.5 or larger.
CTC Critical to Customer Measures of performance that is critical to your customer. These can be
seen on the output of an IPO Diagram.
CTQ Critical to Quality Measures of performance that is critical to quality of your process. These
can be seen on the output of an IPO Diagram.
DMAIC Define, Measure, A strategy for process improvement. It involves using the right tools at the
Analyze, Improve, & right time to answer the right questions. The 15 questions will take you
Control through this roadmap.
(see full definition)

DOE Design of Experiments A systematic method for varying the inputs of a process in order to observe
the corresponding changes in the output(s). The result is information on the
importance and/or a model of the relationships of inputs to outputs.
dpmo defects per million A measure of quality for attribute data which is used for benchmarking
opportunities purposes. A Six Sigma process will have no more than 3.4 dpmo.
dpu defects per unit A measure of quality for attribute data.
FMEA Failure Mode and Effect A systematic way to look at how a process or product might fail and work to
Analysis identify says to prevent failures from occurring.
FPY First Pass Yield The proportion of units completing a process the first time with no rework,
repair or replacement.

IMR Individual Moving Range A control chart for variable data with individual measurements (no
Chart subgroups).
IPO Input - Process - Output A diagram for describing all activities as a process, showing the inputs
diagram (sources of variation) and outputs (measures of performance) of a process.
JIT Just In Time Producing a product or service Just In Time.
KPI Key Performance Measures of performance of your process. These can be seen on the output
Indicator of an IPO Diagram.
LCL & Lower Control Limit & Limits which are used to determine whether a process is stable. They are
UCL Upper Control Limit calculated from the data and usually set at +/- 3 standard deviations

LSL & Lower Specification Limit The bounds of acceptable values for a given product or process parameter,
USL & Upper Specification as specified by the customer.
Limit
MSA Measurement System Method for partitioning the sources of variation in a process into product and
Analysis measurement error.

PF Process Flow A flowchart listing the process steps in order.


QFD Quality Function A systematic process for integrating customer requirements into every aspect
Deployment of the design and delivery of products and services.
ROT Rule of Thumb This is a short cut, not exact, but an estimate. General statements that will
work most of the time.

RPN Risk Priority Number In FMEA, this is the column which indicates high risk process steps or
elements of a design. It is equal to Severity * Occurrence * Detection.
RTY Rolled Throughput Yield The likelihood of making it through all steps in the process, right the first
time. It is calculated by multiplying all the process steps FPY.
SIPOC Supplier, Input, Process, This is similar to the IPO only it expands to include the suppliers to the
Output, Customer process and the customers. This can be used to show the process Value
Diagram Stream and/or a macro flow of the entire process.
SME Subject Matter Expert People that are experienced and experts in the process.
SOP Standard Operating Details on how a factor should be held constant for a process. SOPs help
Procedure eliminate unnecessary variation.

SPC Statistical Process A methodology for studying a process using control charts.
Control
TOC Theory of Constraints The study of looking for where a process is constrained. Commonly called
the process bottleneck.
UDE Undesirable Effect An effect on the process that is not desired or wanted, i.e., scrap, rework, etc.
VOB Voice of the Business These measures usually point to key business strategies such as cost
metrics, scrap, process delays, etc.
VOC Voice of the Customer These are usually measured in the upper and lower specification limits from
the customer.

VOP Voice of the Process In continuous data, this is


typically the mean and the standard deviation.
WIIFM What's In It For Me? Building a vested interest to all involved in the process
WIP Work In Progress Parts and uncompleted goods throughout the process.

Lean Six Sigma Roadmap DMAIC Strategy


DMAIC (Define, Measure, Analyze, Improve, & Control) is an acronym that can be defined as the roadmap to
process optimization and are the five phases of Six Sigma improvement. These phases lead to a team logically from
defining a problem through implementing solutions linked to underlying causes, and establishing best practices to
make sure the solutions stay in place.
D-M-A-I-C is structured as:
Design:
• Identify and Prioritize Opportunities
• Select Your Project
• Define the Goals and Objectives
• Form Cross functional Team
• Understand Customer Requirements
Measure:
• Define and Analyze the Current Process
• Assess the Capability of the Measurement Process
• Assess the Current Capability of the Process
• Variance Reduction
Analyze:
• Identify the Key Input Variables
• Discover the Relationship between the Inputs and Outputs
• Identify the Root Causes of the Problems
Improve:
• Identify and Test the Proposed Solutions
• Re-assess Capability
• Implement Solution
Control:
• Document Results and Return on Investment
• Take Actions to Hold the Gains
• Celebrate and Communicate
Resources
• Definitions
• Materials
• Literature and Papers
• Cost Benefit Calculator
• ETP Funding Available

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