精益西格玛英文缩略语文档格式.docx

1、% R & RGage % Repeatability and ReproducibilityAddresses what percent of the Total Variation is taken up by measurement error. Affinity DiagramA management tool that assists with general planning. It makes disparate language information understandable by placing it on cards and grouping the cards to

2、gether in a creative manner. Header cards are used to summarize each group. ANOVAAnalysis of VarianceHypothesis test used to analyze the difference in means between two or more samples.AssessmentA systematic process of collecting and analyzing data to determine the current, historical or projected s

3、tatus of an organization. Assignable CauseThe name for the source of variation in a process that is not due to chance and therefore can be identified and eliminated. AuditThe inspection and examination of a process or quality system to ensure compliance to requirements. Audit can apply to an entire

4、organization or be specific to a function or production step. （Dr. Joseph M. Juran） Baseline MeasurementA beginning point based on an evaluation of the output over a period of time to determine how the process performs prior to any improvement effort. BenchmarkingThe process of finding and adapting

5、best practices to improve organizational performance. Best PracticeA superior method or innovative practice that contributes to improved performance. BBBlack BeltA process improvement project team leader who is trained and certified in the Six Sigma breakthrough methodology and tools and who is resp

6、onsible for project execution. BoxplotA graphic summary of a distribution where the overall dispersion and the central tendency or mean of the data are highlighted. （Arturo Onnias）BrainstormingAn idea-generating technique that uses group interaction to generate many ideas in a short time period. Ide

7、as are solicited in a non-judgmental, unrestricted manner from all members of a group.BVABusiness Value AddedTerm used in Value Analysis of a process. Designates a process step that the business requires to stay in business.CapabilityThe total range of inherent variation in a stable process. It is d

8、etermined using data from control charts.Capability indexA calculated value used to compare process variation to a specification. Examples are Cp, Cpk. Can also be used to compare processes to each other.CauseAn established reason for the existence of a defect or a problem.C/E or C&ECause and Effect

9、 MatrixPrioritization matrix used to assist in focusing in on the root causes of process problems.Central TendencyThe tendency of data gathered from a process to cluster toward a middle value, somewhere between the high and low values of measurement. ChampionAn upper level business leader who facili

10、tates the leadership, implementation, and deployment of the process quality initiative and breakthrough philosophies.CharterA written commitment by management stating the scope of authority for an improvement group. Resources, including time and money, are specifically addressed. ChecksheetA form fo

11、r recording data on which the number of occurrences of an event can be recorded as ticks or checks.Code of ConductExpectations of behavior mutually agreed upon by a team. （Also called norms or rules of engagement.）Common CauseA source of process variation that is inherent to the process and is commo

12、n to all the data.CIConfidence IntervalAn interval that can be said, with X% certainty, to contain the true process mean or standard deviation. “We are 95% confident that the true process mean is in this interval.” ConformanceThe state of meeting and/or exceeding customer requirements and expectatio

13、ns. ConsensusA state where everyone in the group supports an action or decision, even if some of them dont fully agree with it.Consensus DecisionA decision made after all aspects of an issue, both positive and negative, have been reviewed or discussed to the extent that everyone openly understands,

14、supports and participates in the decision.ControlKeeping a process within boundaries; minimizing the variation of a process.Control ChartA problem solving statistical tool that indicates whether the system is in or out of control, as determined by computed control limits.Control LimitsDefines natura

15、l boundaries of a process within specified confidence levels upper control limit （UCL）, and lower control limit （LCL） defined on a control chart. （J. R. Russell） Cost-benefit AnalysisA way to compare the costs and benefits of plans. Can be used for comparing the financial outcomes of different actio

16、ns and determining if a particular action makes sense financially. COPQCost of Poor QualityCost associated with poor quality products or services. Examples: Product inspection, Sorting, Scrap, Rework, and Field Complaints.CpProcess Capability IndexA calculated value used to compare process variation

17、 to a specification. Can also be used to compare processes to each other.CPDCustomer Percent DefectiveThe percentage of products or services that are successfully completed on the first attempt without requiring remedial action or rework.CpkProcess Capability Index not centeredCountermeasureAction t

18、aken to counter the verified root cause of a problem. Critical CharacteristicA characteristic dependent on the functioning of budget constraints, competitive edge and/or customer satisfaction of the product. Critical DependenciesThe interrelationships existing within or among processes that are prim

19、ary drivers of defects or errors in a product or service.CPIVCritical Process Input VariableThe vital few process input variables that have the greatest effect on the output variable（s） of interest. They are called “Xs”, normally 2 6 true critical variables.Cross FunctionalA term used to describe in

20、dividuals from different organizational units or functions that are part of a team to solve problems, plan, and develop solutions affecting the organization as a system.CVACustomer Value AddedTerm used in Value Analysis of a process. Designates a process step that the customer is willing to pay for.

21、CTCycle TimeThe average time from a unit entering the process until it is completed as a finished good.CTQCritical to QualityA requirement that a customer values is considered Critical to Quality. What the customer pays for. DefectAny instance or occurrence where the product or service fails to meet

22、 customer requirementsDefect OpportunityA type of potential defect on a unit of throughput （output） that is important to the customer （i.e. Specific fields on a form that creates and opportunity for error that would be important to the customer）.DefectiveAny unit with one or more defects. See also D

23、efectsDMAICDefine, Measure, Analyze, Improve, Control5 steps during a Six Sigma projectDMADV or DMADVIDefine, Measure, Analyze, Design, Validate or Define, Measure, Analyze, Design, Verify, ImplementNew process design tool. Commonly used acronym for Design for Six Sigma methods.DOTWIMPDefects, Overp

24、roduction, Transportation, Waiting, Inventory, Motion, ProcessingSeven wastesDPMODefects Per Million OpportunitiesThe number of defects in every million opportunities. By taking into account opportunities for defects, and not just defects, we can compare processes of differing complexity.DPUDefects

25、Per UnitThe number of defects in a unit or product. This measure does not take into account the number of opportunities for defects, just the number of defects. DOEDesign of ExperimentsAn efficient method of experimentation which identifies, with minimum testing, factors （key process input variables

26、） and their optimum settings that affect the mean and variation.EmpowermentAct of placing accountability, authority, and responsibility for processes and products at the lowest possible level. Whether or not a person is truly empowered depends on their acceptance of responsibility and accountability

27、, their capabilities, and the seriousness of the consequences. ENTEntitlementThe best a process measure could be. External FailureNonconformance identified by external customers.FFunction relating process inputs to process outputsY = F（x1, x2, x3, ）FMEAFailure Modes and Effects AnalysisMethod used i

28、n measure to understand risks of failure in a process. Fire FightingThe activity of getting rid of sporadic quality troubles and restoring the status quo.FPYFirst Pass YieldFive “whys”A technique for discovering the root cause（s） of a problem and showing the relationship of causes by repeatedly asking the question Why? Gage bias （Accuracy）The difference between the true or reference value and the observed average of multiple measurements of the identical characteristic on the same part.Gag