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Lean Six Sigma

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All Lean Six Sigma-training courses

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Myers-Briggs Type Indicator (MBTI)

0-Baseline Culture Measurement

1 & 3 Principle

1-Sample Sign Test

14 Principles of the Toyota Way

2-Sample T-Test

2.5 Model by Jeffrey Liker

3 MU (Muda – Mura – Muri)

4 P-Model by Jeffrey Liker

5 Principles of Lean Thinking

5 Stages of Team Development

7 Quality Control Tools

7+1 Wastes in Lean

A

A3 Project Charter

Acceptable Quality Level (AQL)

Accuracy in MSA

Activity Based Costing (ABC)

Activity Flow Diagram (AFD)

Activity Network Diagram (AND)

Advanced Product Quality Planning (APQP)

Affinity Diagram

Agile Development

Alpha Risk: Type I Error

Alternative Hypothesis (Hₐ)

Analytic Hierarchy Process (AHP)

ANCOVA (Analysis of Covariance)

Anderson-Darling Normality Test

ANOVA (Analysis of Variance)

Anti-Solution Brainstorm

Attrition (Employee Turnover in Processes)

Auto-Correlation

Automatic Line Stop

Automotive Industry Action Group (AIAG)

Autoregressive Integrated Moving Average (ARIMA )

Average Daily Demand (ADD)

Average Failure Rate

Average Run Length (ARL)

B

Balanced Scorecard (BSC)

Baldrige Criteria

Baseline Measurement

Belbin Team Roles

Belt System in Lean and Six Sigma

Beta Risk: Type II Error in Statistical Research

Box-Cox Transformation

Box-Jenkins Methodology

Breakthrough Improvement (Kaikaku)

Brown-Paper Workshop

Build in Quality

Build–Measure–Learn (BML)

Business Non-Value Add (BNVA)

Business Process Management (BPM)

Business Process Management System (BPMS)

Business Process Outsourcing (BPO)

Business Process Redesign (BPR)

Business Value Streams

C

Capability Index (Cp)

Cause and Effect Diagram

Central Composite Designs (CCD)

Central Limit Theorem (CLT)

Change Acceleration Process (CAP)

Change Management

Chi-Square Test

Coefficient of Determination

Cohen’s Kappa

Colour Thinking

Common Cause Variation

Competence Matrix

Complexity Value Stream Mapping (CVSM)

Concentration Diagram

Confidence Interval

Confrontation Matrix

Constant Work in Progress (CONWIP)

Continuous Data

Continuous Improvement (CI)

Corrective and Preventive Action (CAPA)

Correlation Analysis

Correlation Coefficient

Cost of Doing Nothing Different

Cost of Poor Quality (COPQ)

Cost of Quality (CoQ)

Cost–Benefit Analysis (CBA)

Creative Problem Solving (CPS)

Critical Chain Project Management (CCPM)

Critical Path Method (CPM)

Critical to Customer (CTC)

Critical to Quality (CTQ)

Critical to Quality (CTQ) Matrix

Critical X Factor

Cross-Correlation

Cumulative Distribution Function (CDF)

Cumulative Hazard Function (CHF)

Customer Intimacy

Customer Journey Mapping

Customer Satisfaction

Cycle Time (C/T)

D

Data Collection Plan

Data Distribution

Day in the Life Of (DILO)

Decision Matrix

Defects in Quality Management

Defects per Million Opportunities (DPMO)

Defects per Opportunity (DPO)

Defects per Unit (DPU)

Degrees of Freedom (df)

Demand Forecasting

Deming Cycle (PDCA)

Design Failure Mode and Effects Analysis (DFMEA)

Design for Assembly (DFA)

Design for Lean Six Sigma (DFLSS)

Design for Manufacturing (DFM)

Design for Six Sigma (DFSS)

Design of Experiments (DOE)

Design Thinking

Diffusion of Innovations Theory

Dr. Joseph M. Juran

Drum-Buffer-Rope (DBR)

E

Early Equipment Management (EEM)

Effort Benefit Matrix

Elemental Time Study

Employee Empowerment

End-to-End Process

Engineer-to-Order (ETO)

Every Part, Every X (EPEX)

Experimental Design

Exponentially Weighted Moving Average (EWMA)

F

Failure Mode and Effects Analysis (FMEA)

Failure Mode, Effects, and Criticality Analysis (FMECA)

Fault Tree Analysis (FTA)

First Pass Yield (FPY)

First Time Right (FTR)

First Time Yield (FTY)

First-In, First-Out (FIFO)

Fishbone Diagram

Forecasting Methods

Fractional Factorial Design

Full Factorial Design

Future State Value Stream Mapping

G

Gage R&R (Repeatability and Reproducibility)

Genchi Genbutsu

Generic Pull System

H

Hoshin Planning

House of Quality (HOQ)

Hypothesis Testing

I

Impact Analysis

Impact-Ease Matrix

Implementation Plan

Improvement Kata

Individual Value Plot (IVP)

Innovation Management

Integrated Management Systems

Interquartile Range (IQR)

Interrelationship Diagram

Inventory Management

IPO Matrix (XY Matrix)

Is–Is Not Analysis

Ishikawa Diagram

J

Jarque-Bera Test

Job Instruction (JI)

Job Methods (JM)

Job Relations (JR)

Job Shop Problem

Job Shop Production (JSP)

Just-in-Time (JIT)

K

Key Performance Indicator (KPI)

Key Performance Questions (KPQ)

Key Process Input Variables (KPIV)

Key Process Output Variables (KPOVs)

Kiichiro Toyoda

Knowledge Management (KM)

Kolmogorov-Smirnov Test

Kruskal–Wallis Test

L

Last In, First Out (LIFO)

Lateral Thinking

Leader Standard Work (LSW)

Leadership Styles

Lean Accounting

Lean Enterprise

Lean Leadership

Lean Management

Lean Manufacturing

Lean Maturity Model

Lean Operational Management (LOM)

Lean Product Development (LPD)

Lencioni’s Pyramid

Lewin’s Change Management Model

Lilliefors Test

Linear Regression

Listening, Summarising, Digging Deeper (LSD)

Logistic Regression

Long-Term Sigma

Lower Control Limit (LCL)

M

Make-to-Order (MTO)

Make-to-Stock (MTS)

Makigami Diagram

Malcolm Baldrige

Management by Objectives (MBO)

Mann-Whitney U Test

Master Black Belt

Material Information Flow Analysis (MIFA)

Mean of Squared Successive Differences (MSSD)

Mean Square (MS)

Mean Time Between Failures (MTBF)

Mean Time To Failure (MTTF)

Mean Time To Repair (MTTR)

Measurement System Analysis (MSA)

Measures of Dispersion

Minimum Sample Size (MSS) for Continuous Data

Minimum Sample Size (MSS) for Discrete Data

Minimum Viable Product (MVP)

Monte Carlo Simulation

Moonshot Thinking

Moving Range (MR)

Multi Moment Analysis (MMO)

Multi-Criteria Decision Making (MCDM)

Multi-Machine Handling

Multi-Process Handling

Multi-Vari Chart

Multivariate Analysis of Variance (MANOVA)

N

Net Promoter Score (NPS)

Non-Normal Distribution

Non-Parametric Methods

Non-Value Added (NVA)

Normal Distribution

Normality Plot (Q–Q Plot)

Null Hypothesis (H₀)

O

Objectives and Key Results (OKR)

Occam’s Razor

One Proportion Test

One Sample t-Test

One-Point Lesson (OPL)

One-Way ANOVA (Analysis of Variance)

Operational Definition

Operational Excellence (OpEx)

Opportunity Flow Diagram

Organisational Behaviour

Out of Control (OOC)

Out of Control Action Plan (OCAP)

Out of the Box Thinking

Overall Equipment Effectiveness (OEE)

Overall Performance (Pp and Ppk)

P

Parametric Tests

Pareto Analysis

Parts Per Million (PPM)

PESTLE Analysis

Plan For Every Part (PFEP)

Plan-Do-Check-Act Cycle (PDCA)

Plan-Do-Study-Act Cycle (PDSA)

Pointing and Calling

Precision in MSA

Predictive Maintenance

Preventive Maintenance

Prioritisation Matrix

Problem Solving

Problem Statement

Process Capability Analysis

Process Capability Index (Cp)

Process Capability Index (Cpk)

Process Cycle Efficiency (PCE)

Process Decision Program Chart (PDPC)

Process Improvement (PI)

Process in Lean Management

Process Mapping

Process Of Ongoing Improvement (POOGI)

Process-Focused Organization (PFO)

Production Part Approval Process (PPAP)

Project Charter

Proportion Chart (P-chart)

Q

Qualitative Data

Qualitative Process Analysis

Quality Assurance (QA)

Quality by Design (QbD)

Quality Control (QC)

Quality Function Deployment (QFD)

Quality, Cost, Delivery (QCD)

Quantitative Data

Queueing Theory

Quick Changeover (QCO)

Quick Response Manufacturing (QRM)

R

Random Sampling

Regression Analysis

Regression to the Mean

Reliability and Validity

Reliability Engineering

Reorder Point (ROP)

Repeatability in MSA

Replenishment Pull

Reproducibility in MSA

Residual Analysis

Response Surface Methodology (RSM)

Risk Priority Number (RPN)

Rolled Throughput Yield (RTY)

Root Cause Analysis (RCA)

Runner, Repeater, Stranger (RRS)

S

Safety Stock (SS)

Safety, Health, Environment, and Quality (SHEQ)

Sampling Methods

Self-Directed Work Teams (SDWT)

Shapiro–Wilk Test

Shop Floor Control (SFC)

Short-Term Sigma

Sigma Shift (1.5)

Simple Random Sampling

Single Point of Contact (SPOC)

Single-Minute Exchange of Die (SMED)

Six Thinking Hats Method

Small Group Activities (SGA)

Spaghetti Diagram

Special Cause Variation

Stakeholder Analysis

Stakeholder Management

Standard Deviation

Standard Operating Definition (SOD)

Standard Operating Procedure (SOP)

Standard Work Instruction (SWI)

Standardise–Do–Check–Act (SDCA)

Standardised Work

Statistical Error

Statistical Process Control (SPC)

STEEPLE Analysis

Stratified Sampling

Supply Chain Management (SCM)

Swimlane Diagram

System Failure Mode, Effects, and Analysis (SFMEA)

Systematic Sampling

T

Taguchi Capability Index

Team Problem Solving

Theory of Constraints (TOC)

Thought Process Map (TPM / TMAP)

Tim Knoster’s Model for Managing Complex Change

Time Series Analysis

Tolerance Design

Tollgate (DMAIC Methodology)

Total Productive Maintenance (TPM)

Total Quality Management (TQM)

Toyota Management System (TMS)

Toyota Production System (TPS)

Toyota Way Principles

Traffic Light Procedure (TLP)

Training Within Industry (TWI)

Tuckman’s Stages of Team Development

Two Proportion Test

Type I Error (Alpha Risk)

Type II Error (Beta Risk)

U

Unified Modelling

Upper Control Limit (UCL)

Utilisation Rate

V

Value Added (VA)

Value Creating Time (VCT)

Value Stream Analysis

Value Stream Costing

Value Stream Mapping (VSM)

Value-Added Time (VAT)

Visual Management

Voice of the Business (VOB)

Voice of the Customer (VOC)

Voice of the Process (VOP)

W

WECO Rules (Control Charts)

Week in the Life Of (WILo)

Who – What – Where

Wilcoxon Signed-Rank Test

Work Breakdown Structure (WBS)

Work in Progress (WIP)

World Class Manufacturing (WCM)

World Class Operations Management (WCOM)

X

Y

Yamazumi Analysis

Z

Z-Score (Standard Score)

Zero Quality Control (ZQC)

Zone Control (Lean Safety & Visuals)

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