 Pareto’s concept suggests that most effects come from relatively few causes. To be even more specific Pareto’s concept suggests that 80% of effects are directly related to 20% of causes. The principle is often used in the narrowing down of choices and focusing in on priorities. To Learn more about Pareto's Concept visit our recent post in our blog entitled Listen to the Gemba, "The Pareto Chart." You can also learn more about the Pareto Chart and learn how to build your own in our Lean Six Sigma Yellow Belt Course.
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 Failure mode and effects analysis or FMEA is a tool used to identify possible failure modes of a process, product or design. FMEA also helps determine the overall impact of the failures on sub-items. The FMEA process establishes a measurement risk priority number that is often used in continuous improvement initiatives.
 External Failure Costs are one of four types of failures measured within COPQ. They are any costs that are incurred to fix, remedy or mitigate defects that pass through the organization and are discovered by those external of the organization such as a customer. To learn more about External Failure Costs enroll in our Lean Six Sigma Yellow Belt Course by clicking on the link below.
 The cause and effect diagram, fishbone diagram or Ishikawa diagram is a tool used to discover possible causes of an effect. The tool makes the initial symptom or effect visual at the head of the "fishbone" and categorizes possible causes into groups then sub groups. The fishbone diagram can be used to discover root causes and is commonly used in partnership with a 5 Why analysis.
 Benchmarking is the practice of comparing one's own Organization or individual self against the performance of others that are best in class. The objective of benchmarking is to improve areas of performance, build relationships and share best practices. In general there are seven different types of benchmarking: competitive benchmarking, financial benchmarking, functional benchmarking, performance benchmarking, process benchmarking, product benchmarking and strategic benchmarking.
 Weibull distribution is a flexible continuous probability distribution. The graph is used with reliability in various engineering applications. Parameters are often tailored or molded to fit product characteristics throughout a product life cycle. A very good read for more information on the Weibull analysis is Weibull Analysis by Bryan Dodson.
 Upstream is a term used to refer to any given process step that occurs before the current step. Looking upstream often can be a valuable technique used to find the actual causes of an initial effect. You will hear this term used in reference to value streams or process maps.
 The 8 forms of waste are also referred to as the 8 forms of muda. A Lean strategy attempts to remove any and all forms of waste from business processes. The 8 forms of waste are:  Download your infographic of the 8 forms of waste here.  A Standard is considered to be the best way or expectation of performing, building and producing a product, task, process or service. The standard is usually expected to to be consistent and sets the current pace for activities to follow. One common misconception of standards is that they are set in stone. Standards are not meant to be restrictive but are set in order to establish a baseline for continuous ongoing improvements in all aspects. To learn more about standards, standard operating procedures and standard work Enroll in our Lean Six Sigma Yellow Belt Course by clicking on the link below.
 Quality is the standard by which something is measured and how well it meets those measurements. It is also a speciffic characteristic or attribute of an item or service. When Quality is measured it is typically in terms of how well a product, process or service is meeting the expectations set forth by a customer.
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