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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.

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.

Continuous Data (aka Variable Data)

Broadly describes ongoing, incremental efforts to make products and processes better.

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.

Control Phase

Time charts designed to display signals or warnings of special cause variation.

Control Chart

A guide to continued monitoring of the process, and the response plan for each of the measures being monitored.

Control Plan

The groups or individuals who receive the goods and services of of the process.

Customer

The needs and expectations of the customer, discovered through a measurable, data-driven ("hard evidence") approach.

Customer Requirements

The measurement of the time elapsed from the beginning of a process or a step to its end.

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.

Data Collection Plan

Any process output, product, or service that does not meet customer requirements. One of the 8 Wastes.

Defect

Term applied to any process, product, or service with one or more defects.

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.).

Discrete Data (aka Attribute Data)

A methodology for improving existing processes. Stands for Define, Measure, Analyze, Improve, and Control.

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.

Defects per Million Opportunities (DPMO)

A risk management tool that identifies and quantifies the influence of potential failures in a system.

Failure Modes & Effects Analysis (FMEA)

A structured brainstorming tool designed to assist an improvement team in listing potential causes of a specific effect.

Fishbone Diagram

A brainstorming method which pits "driving" (positive) and "restraining" (negative) forces that support or oppose an idea.

Force Field Analysis

A Japanese term that translates to the "real place" or where the work takes place.

Gemba (aka Workplace)

States the desired results of a process improvement project. It is a fundamental part of any Project Charter.

Goal Statement

A resource (product, service, data, labor, etc.) that is added to a Process by a Supplier.

Input

The fourth phase of the DMAIC process that focuses on identifying opportunities and implementing solutions.

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.

Kaizen Event (aka Rapid Improvement Event)

The second phase of the DMAIC process.

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.

Mistake Proofing (aka Poka Yoke)

Any resource (product, service, data, labor, etc.) that is the result of a process.

Output

Producing something faster or in more abundance than needed. One of the 8 Wastes.

Overproduction

A quality chart of discrete data that helps identify the most significant types of defect occurrences.

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.

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.

Pilot

A measurement of how well a Process' Outputs meet Customer Requirements.

Process Capability

Refers to the continuous, gradual reduction of defects, errors, costs, and wasted time in a process.

Process Improvement

A step-by-step diagram that shows the activities needed to complete a process.

Process Map

An official, basic document that outlines a process improvement project.

Project Charter

Matrix that outlines different levels of accountability and responsibility as related to an action item list.

RACI

A measurement technique where smaller amounts of representative data can be used to understand the larger population.

Sampling

A clear statement that defines what is included (and, by exclusion, what is not included) in a Lean Six Sigma process improvement project.

Scope

High-level view of a process. It stands for Suppliers, Inputs, Process, Outputs, and Customers and is ordered from start to finish.

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.

Stakeholder

Any person or organization that provides an Input to a Process.

Supplier

Data that represents the needs and wants of your customers.

Voice of the Customer (VOC)