Cycle time is the total time from the beginning to the end of your process, as defined by you and your customer. Cycle time includes process time, during which a unit is acted upon to bring it closer to an output, and delay time, during which a unit of work is spent waiting to take the next action.
In a nutshell - Cycle Time is the total elapsed time to move a unit of work from the beginning to the end of a physical process. (Note, Cycle Time is not the same as Lead Time).
Showing posts with label C. Show all posts
Showing posts with label C. Show all posts
Cusum Chart
A cusum chart is a type of control chart (cumulative sum control chart). It is used to detect small changes between 0-0.5 sigma. For larger shifts (0.5-2.5), Shewart-type charts are just as good and easier to use. Cusum charts plot the cumulative sum of the deviations between each data point (a sample average) and a reference value, T. Unlike other control charts, one studying a cusum chart will be concerned with the slope of the plotted line, not just the distance between plotted points and the centerline. Critical limits for a cusum chart are not fixed or parallel. And a mask in the shape of a V is usually laid over the chart with the origin over the last plotted point. Previous points covered by the mask indicate the process has shifted.
Customer Focus
The concept that the customer is the only person qualified to specify what Quality means. This leads to detailed analyses of who are the customers, what are their needs, what features (or new) are required of our products/services, how do customers rate our products/services versus our competitors and why, how can we keep our customers satisfied?
CTQ(Critical to Quality)
CTQs (Critical to Quality) are the key measurable characteristics of a product or process whose performance standards or specification limits must be met in order to satisfy the customer. They align improvement or design efforts with customer requirements.
CTQs represent the product or service characteristics that are defined by the customer (internal or external). They may include the upper and lower specification limits or any other factors related to the product or service. A CTQ usually must be interpreted from a qualitative customer statement to an actionable, quantitative business specification.
To put it in layman's terms, CTQs are what the customer expects of a product... the spoken needs of the customer. The customer may often express this in plain English, but it is up to us to convert them to measurable terms using tools such as DFMEA, etc.
CTQs represent the product or service characteristics that are defined by the customer (internal or external). They may include the upper and lower specification limits or any other factors related to the product or service. A CTQ usually must be interpreted from a qualitative customer statement to an actionable, quantitative business specification.
To put it in layman's terms, CTQs are what the customer expects of a product... the spoken needs of the customer. The customer may often express this in plain English, but it is up to us to convert them to measurable terms using tools such as DFMEA, etc.
CRM
Customer Relationship Management (CRM) is a philosophy that puts the customer at the design point, it is being customer-centric. It should be viewed as a strategy rather than a process. It is designed to understand and anticipate the needs of current and potential customers. There is a plethora of technology out there that helps capture customer data and external sources, and consolidate it in a central warehouse to add intelligence to the overall CRM strategy. "We are in business because of our customers. So it only makes sense to build and intimate relationship with the customer." Now that's CRM!
Critical Element
A critical element is an X that does not necessarily have different levels of a specific scale but can be configured according to a variety of independent alternatives. For example, a critical element may be the routing path for an incoming call or an item.
Cpk
Process Capability index ('equivalent') taking account of off-centredness: effectively the Cp for a centered process producing a similar level of defects - the ratio between permissible deviation, measured from the mean value to the nearest specific limit of acceptability, and the actual one-sided 3 x sigma spread of the process. As a formula, Cpk = either (USL-Mean)/(3 x sigma) or (Mean-LSL)/(3 x sigma) whichever is the smaller (i.e. depending on whether the shift is up or down). Note this ignores the vanishingly small probability of defects at the opposite end of the tolerance range. Cpk of at least 1.33 is desired.
Cp
Process Capability index: a measure of the ability of a process to produce consistent results - the ratio between the permissible spread and the actual spread of a process. Permissible spread is the difference between the upper and lower specific limits of acceptibility (a.k.a. total tolerance); actual spread is defined, arbitrarily, as the difference between upper and lower 3 x sigma deviations from the mean value (representing 99.7% of the normal distribution). As a formula, Cp = (USL-LSL)/(6 x sigma). Note this takes no account of how well the output is centered on the target (nominal) value. For that see Cpk.
You can think of the process capability index Cp in 3 ways:
1. Cp measures the capability of a process to meet its specification limits. It is the ratio between the required and actual variability.
2. More mathematically, the Cp is the ratio of the Spec difference (upper - lower) divided by 6-sigma, which is the spread of a normal curve. Minitab gives the following explanation: 'Capability statistics are basically a ratio between the allowable process spread (the width of the specification limits) and the actual process spread (6s)'
3. Graphically, think of positioning a normal curve centered between the specs. Now look at the tail areas that exceeds the specs. The smaller the area, the larger the Cp. In this sense it is equivalent to looking at the popular PPM measure (parts-per-million) which gives the area of the normal curve that exceeds the specs.
You can think of the process capability index Cp in 3 ways:
1. Cp measures the capability of a process to meet its specification limits. It is the ratio between the required and actual variability.
2. More mathematically, the Cp is the ratio of the Spec difference (upper - lower) divided by 6-sigma, which is the spread of a normal curve. Minitab gives the following explanation: 'Capability statistics are basically a ratio between the allowable process spread (the width of the specification limits) and the actual process spread (6s)'
3. Graphically, think of positioning a normal curve centered between the specs. Now look at the tail areas that exceeds the specs. The smaller the area, the larger the Cp. In this sense it is equivalent to looking at the popular PPM measure (parts-per-million) which gives the area of the normal curve that exceeds the specs.
Covariate
Covariates are random variables you treat as concomitants (see Concomitant Variable) or as other influential variables that also affect the response. Covariates in DOE are uncontrolled variables that influence the response but do not interact with any of the other factors being tested at the time. Therefore, if they are present during the experiment then they would show as measurements of error.
Cost Target
This value represents the maximum allowable expenditure for material, labor, outsourcing, overhead, and all other expenses associated with that project. (See also OCT: Operation Cost Target).
Cost Of Quality
The cost associated with the quality of a work product.
As defined by Crosby ("Quality Is Free"), Cost Of Quality (COQ) has two main components: *Cost Of Conformance* and *Cost Of Non-Conformance* (see respective definitions).
As defined by Crosby ("Quality Is Free"), Cost Of Quality (COQ) has two main components: *Cost Of Conformance* and *Cost Of Non-Conformance* (see respective definitions).
Cost of Poor Quality - COPQ
COPQ consists of those costs which are generated as a result of producing defective material.
This cost includes the cost involved in fulfilling the gap between the desired and actual product/service quality. It also includes the cost of lost opportunity due to the loss of resources used in rectifying the defect. This cost includes all the labor cost, rework cost, disposition costs, and material costs that have been added to the unit up to the point of rejection. COPQ does not include detection and prevention cost.
This cost includes the cost involved in fulfilling the gap between the desired and actual product/service quality. It also includes the cost of lost opportunity due to the loss of resources used in rectifying the defect. This cost includes all the labor cost, rework cost, disposition costs, and material costs that have been added to the unit up to the point of rejection. COPQ does not include detection and prevention cost.
Cost Of Non-Conformance
(CONC.) The element of the *Cost Of Quality* representing the total cost to the organisation of failure to achieve a good *Quality* product.
CONC includes both in-process costs generated by quality failures, particularly the cost of *Rework*; and post-delivery costs including further *Rework*, re-performance of lost work (for products used internally), possible loss of business, possible legal redress, and other potential costs.
CONC includes both in-process costs generated by quality failures, particularly the cost of *Rework*; and post-delivery costs including further *Rework*, re-performance of lost work (for products used internally), possible loss of business, possible legal redress, and other potential costs.
Cost Of Conformance
(COC) A component of the *Cost Of Quality* for a work product. Cost of conformance is the total cost of ensuring that a product is of good *Quality*. It includes costs of *Quality Assurance* activities such as standards, training, and processes; and costs of *Quality Control* activities such as reviews, audits, inspections, and testing.
Correlation Coefficient (r)
The correlation coefficient quantifies the degree of linear association between two variables. It is typically denoted by r and will have a value ranging between negative 1 and positive 1.
Correlation
Correlation is the degree or extent of the relationship between two variables. If the value of one variable increases when the value of the other increases, they are said to be positively correlated. If the value of one variable decreases when the value other variable is increasing it is said to be negatively correlated. If one variable does not affect the other they are considered to not be correlated.
Corrective Action
Action to eliminate the cause of a detected nonconformity. There can be more than one nonconformity. Corrective action is taken to prevent recurrence. Correction relates to containment whereas corrective action relates to the root cause.
COPIS
Customer, Output, Process, Input, Supplier.
Similar to the more common SIPOC but COPIS is a term used for an outside-in approach. Used when completing a high level 'wing-to-wing' map of what a customer experiences. Gives you the steps in the process from a customers view point.
Similar to the more common SIPOC but COPIS is a term used for an outside-in approach. Used when completing a high level 'wing-to-wing' map of what a customer experiences. Gives you the steps in the process from a customers view point.
control of process
a process is said to be in a state of statistical control if the process exhibits only random variation(as opposed to systematic variation and/or variation with known sources). When monitoring control with control charts, a state of control is exhibited when all points remain between set control limits without any abnormal (ono-random) patterns.
Subscribe to:
Posts (Atom)
