This document provides definitions for over 100 acronyms, initialisms, abbreviations and buzzwords commonly used in process improvement. It decodes terms related to process analysis tools, quality management systems, statistical process control, and process improvement methodologies like Lean Six Sigma. The document is intended to help people new to process improvement understand the terminology they may encounter.

1. PROCESS IMPROVEMENT
ACRONYMS, INITIALISMS,
ABBREVIAIONS &
BUZZ WORD DECODER
we create understanding

2.
Abbreviations, initials and acronyms are designed
to make understanding and writing a lot easier.
But, if you’re new to process improvement,
business analysis or involved in a change initiative
being hit with lots of acronyms and abbreviations
at once won’t always make you LOL.
We’ve compiled a list of popular acronyms and
buzz words and put them here along with their
textbook definition. This isn’t a full and exhaustive
list, but a handy reference for some of the ones we
are asked about the most.
You may want to print this list and post it in your
office as a visual reminder or share with your
colleagues and project team members!
© 2009-12 ec g s tu d io .co m all rights reserved
2

3.
Process Improvement Buzz Word Decoder
Define-Measure-Analyze-Improve-
3P Production Preparation Process DMAIC
Control
Policies, Procedures, People, Define-Measure-Explore-Develop-
4P DMEDI
Plant/Technologies Implement
Clear Out, Configure, Clean and Check,
5C DOE Design of Experiments
Conformity, Custom and Practice
5S / 6S Sort, Straighten, Shine, Standardize, Defects, Overproduction,
Sustain (6S is same but adds Safety) DOTWIMP Transportation, Waiting, Inventory,
Motion, Processing
5W Who, What, When, Where, Why DPMO Defects Per Million Opportunities
5W2H Who, What, When, Where, Why, How,
DPO Defects per Opportunity
How much
5Z Uketorazu, Tsukurazu, Baratsukasazu,
DPU Defects per Unit
Kurikaesazu, Nagasazu
6M Machines, Methods, Materials, (DVP&PV) Design Verification,
Measurements, Mother Nature DVPPV Production and Process Validation
(Environment), Manpower (People)
6W Who, What, When, Where, Why, Which ECO Engineering Change Order
7QC 7 Quality Control Tools ECR Engineering Change Request
Eight Disciplines Problem Solving
8D ELT Extract Load Transfer
Process
ABC Activity Based Costing ERP Enterprise Resource Planning
ANOM Analysis of Means ESER Engineering Sample Evaluation Report
ANOVA Analysis of Variance EVOP Evolutionary Operation
Exponentially Weighted Moving Average
APQP Advanced Product Quality Planning EWMA
Chart
AQL Acceptable Quality Level FAST Function Analysis System Technique
BAU “Business As Usual” FCE Frequently Committed Errors
© 2009-12 ec g s tu d io .co m all rights reserved
3

4.
Process Improvement Buzz Word Decoder
BIA Business Impact Analysis FIFO First In, First Out
CAP Change Acceleration Process FISH First In, Still Here
CAPA Corrective and Preventive Action FMEA Failure Modes and Effects Analysis
CAR Corrective Action Report FMVSS Federal Motor Vehicle Safety Standards
FOCUS – Find, Organize, Clarify, Understand,
CBR Critical Business Requirements
PDCA Select, Plan, Do, Check, Act
CCD Central Composite Design GCI Global Commerce Initiative
CCR Capacity Constraint Resource GS Glenday Sieve
Cmk Machine Capability index GQTS Global Quality Tracking System
Goals, Roles, Processes, and
CMM Capability Maturity Model GRPI
Interpersonal Relationships
COC Cost of Conformance IPO Input-Process-Output
Expanded Theory of Inventive Problem
CONC Cost of Non-Conformance I-TRIZ
Solving
Customer, Output, Process, Input,
COPIS ICT Information Communication Technology
Supplier
COPQ Cost of Poor Quality IDOV Identify, Design, Optimize, Validate
COQ Cost of Quality IMR Individuals and Moving Range chart
Cp Process Potential Index (short term) IQR Inter-Quartile Range
Cpk Process Capability Index (short term) IRR Internal Rate of Return
International Organization for
CSSBB Certified Six Sigma Black Belt ISO
Standardization
Information Technology Infrastructure
CSSGB Certified Six Sigma Green Belt ITIL
Library
CTQC Critical To Quality Characteristic KBC Knowledge Based Community
CTQ Critical To Quality KBI Key Business Issue
© 2009-12 ec g s tu d io .co m all rights reserved
4

5.
Process Improvement Buzz Word Decoder
CUSUM Cumulative sum control chart KBR Key Business Requirement
DF Degrees of Freedom KISS Keep It Simple and Specific
DFLSS Design For Lean Six Sigma KJ Analytical Method by Jiro Kawakita
DFMEA Design Failure Mode and Effect KPI Key Performance Indicator
DFSS Design for Six Sigma KPIV Key Process Input Variables
Design for X (where X is any
DFX KPOV Key Process Output Variable
requirement)
DMADV Define-Measure-Analyze-Design-Verify LCL Lower Control Limit
LIFO Last In, First Out
LLB Lean Level of Buffering
LSL Lower Specification Limit
© 2009-12 ec g s tu d io .co m all rights reserved
5

6.
Process Improvement Buzz Word Decoder
LSS Lean Six Sigma RONA Return on Net Assets
Lean Six Sigma Body of
LSSBOK RPN Risk Priority Number
Knowledge
LTPD Lot Tolerance Percent Defective RQL Rejectable Quality Level
Map+Measure, Explore+Evaluate,
Define+Descibe,
MEDIC RTY Rolled Throughput Yield
Implement+Improve,
Control+Conform
Reasonable,
Understandable,
Modular Arrangements of Measurable, Believable and
MODAPTS RUMBA
Predetermined Time Standards Achievable
Substitute, Combine, Adapt /
Adopt, Modify / Magnify / Minify,
MPS Master Production Schedule SCAMPER
Put to other Uses, Eliminate,
Reverse / Rearrange
Strengths, Challenges,
MSA Measurement System Analysis SCOT Opportunities and Threats
Analysis
Suppliers, Inputs, Process,
MRP Material Requirements Planning SIPOC
Outputs, Customers
MTBF Mean Time Between Failures SMED Single-Minute Exchange of Die
Specific, Measurable, Achievable,
MTTR Mean Time to Repair SMART
Relevant and Time-bound
Specific, Measurable, Achievable,
NVA Non-Value Added SMARTER Relevant, Time-bound, Evaluated,
and Reviewed
OCT Operation Cost Target SME Subject Matter Expert
OEE Overall Equipment Effectiveness SOS Standard Operating Sheet
OEM Original Equipment Manufacturer SPC Statistical Process Control
© 2009-12 ec g s tu d io .co m all rights reserved
6

7.
Process Improvement Buzz Word Decoder
Supplier Request for Engineering
OCAP Out of Control Action Plan SREA
Approval
OFAT One Factor at a Time SSBOK Six Sigma Body of Knowledge
Strengths, Weaknesses,
NPV Net Present Value SWOT Opportunities and Threats
Analysis
PCE Process Cycle Efficiency TAT Turn Around Time
Transport, Inventory, Motion,
PDCA Plan-Do-Check-Act TIMWOOD Waiting, Over- processing,
Overproduction, Defects
PDPC Process Decision Program Charts TMAP Thought Process Map
PFA Passion for Action TOC Theory of Constraints
Process Failure Modes Effects
PFMEA TPM Total Productive Maintenance
Analysis
PMP Project Management Professional TPS Toyota Production System
Predetermined Motion Time
PMTS TQM Total Quality Management
System
Theory of Inventive Problem
PPAP Production Part Approval Process TRIZ
Solving
Process Performance Measure
Pp TVM Total Value Management
(long term)
Process Capability Index (long
Ppk UCL Upper Control Limit
term)
PPM Parts Per Million USL Upper Specification Limit
PPS Production Preparation Schedule VA Value Added
PSO Process Sign Off VIF Variance Inflation Factor
PSW Part Submission Warrant VOB Voice of the Business
PTC Pass Through Characteristic VOC Voice of the Customer
PWI Process Window Index VOE Voice of the Employee
© 2009-12 ec g s tu d io .co m all rights reserved
7

8.
Process Improvement Buzz Word Decoder
Q1 First Quartile VOP Voice of the Process
Q2 Second Quartile VQD Visual Quality Document
Q3 Third Quartile WBT Web-based Training
Individual and Moving Range
QAS Quality Assurance Schedule XmR
chart
QCM Quality Control Manager Zlt Long-term Z-Score
QAM Quality Assurance Manager Zst Short-term Z-Score
QFD Quality Function Deployment
QOS Quality Operating System
QPR Quality Problem Report
QS-9000 Quality System Standard
Measure of the strength of the
R linear association in a correlation
analysis
RBI Risk Based Inspection
RCFA Root Cause Failure Analysis
ROI Return on Investment
About
ECG Studio is a business process reengineering company that helps business leaders explain their
strategies and connect people to customer-centric processes that drive results.
We positively impact:
~ How people work together and adapt to change; ~ How creatively problems are solved;
~ How efficient and measurable your processes are; ~ How the work gets done, systematically, and;
~ How value is created
See our work at http://www.ecgstudio.com/work/portfolio.html
© 2009-12 ec g s tu d io .co m all rights reserved
8