Continuous Improvement

Question 1

Continuous improvement

Answer 1

The strategic, never-ending, incremental refinement of the way you perform tasks. CI employs a collection of methodologies including lean, six sigma, theory of of constraints, and Business process

Question 2

AFSO 21

Answer 2

Constantly finding efficiencies to channel saved monies toward improving combat capabilities across the Air Force

Question 3

Just do it

Answer 3

Quick fix to a process irritant

Question 4

Rapid Improvement Events (RIE)

Answer 4

Usually last a week and apply a series of problem solving steps to determine root causes of problems, eliminate waste, set improvement targets, and establish clear performance measures to reach desired effects

Question 5

High value initiative

Answer 5

Produce significant returns against key Air Force challenges.

Question 6

Decision-making

Answer 6

The mental process that results in the selection of a course of action from among several alternative scenarios.

Question 7

System thinking

Answer 7

System 1 thinking- reactive thinking

System 2 thinking- reflective thinking

Question 8

System 1 (reactive thinking)

Answer 8

Relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking to arrive quickly and confidently at judgments, particularly when situations are familiar and immediate action is required

Question 9

System 2 (Reflective thinking)

Answer 9

Broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration.

Question 10

Kenner- tregoe problem solving and decision making process

Answer 10

Situation appraisal

Problem analysis

Decision analysis

Potential problem analysis

Question 11

Situation appraisal

Answer 11

Separates, clarifies, and prioritizes concerns

When to use- when confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, situation appraisal is the tool of choice

Question 12

Problem analysis

Answer 12

Identifies the cause of a positive or negative deviation

When to use- through this analysis, you may find people, machinery, systems, or processes that are not performing as expected. Problem Analysis points to the relevant information and leads the way to the root cause.

Question 13

Decision Analysis

Answer 13

Used for making a choice

When to use- when the path ahead is uncertain, when there are too many choices, or the risk of making the wrong choice is high, Decision Analysis clarifies the purpose and balances risks and benefits to arrive at a solid and supported choice

Question 14

Potential problem analysis

Answer 14

Protects actions or plans

When to use- when a project simply must go well, risk is high, or myriad things could go wrong, a Potential Problem Analysis reveals the driving factors and identifies ways to lower risk

Question 15

Decision Analysis

Answer 15

A systematic procedure based on the thinking pattern that you use when making choices

Question 16

Decision statement

Answer 16

Determines your objective

Provides a specific level of success or resolution

Question 17

Determine objectives (must and wants)

Answer 17

Objectives are clear measures of the ends you want to achieve

Question 18

Locate alternatives/ select best alternative

Answer 18

After determining Musts and wants and assign weights to the wants, it is time to find potential alternatives

Question 19

Risk analysis

Answer 19

Last step of decision Analysis is when you look at your choice and determine 4 things

Is there anything I overlooked
Are there any potential issues as a result of a must
Is there a possibility that my choice is invalid
Is there anything that might prevent me from being comfortable with my choice

Question 20

OODA Loop

Answer 20

Provides NCOs with a systematic and deliberate method for looking at the current situation, determining what problems exist, and then deciding an appropriate and/or effective action

Question 21

Eight step problem solving process

Answer 21

A team centered, systematic, common-sense problem solving approach aimed at increasing combat capability, making Air Force units more effective and efficient, and enhancing and enabling the warfighter

Question 22

Step 1 of the 8 step problem solving process

Answer 22

Observe
Clarify and validate the problem OODA

Go and see
Observe first hand what is taking place

Voice of the customer
Only one entity can define what is valuable to the customer and that is the customer

Question 23

Step 2 of the 8 step problem solving process

Answer 23

Break down the problem/ identity performance gaps

Key process indicators and metrics

Value and waste analysis

Performance gap analysis

Question 24

Step 3 of the 8 step problem solving process

Answer 24

Set improvement targets

Strategic vision

Tactical targets

B-smart
Balance 
Specific 
Measurable 
Attainable 
Results focused 
Timely

Question 25

Step 4 of the 8atep problem solving process

Answer 25

Determine root cause 5w’s ``` Brainstorming Structured approach Unstructured approach Silent approach Fish bone diagram ```

Question 26

Step 5 of the 8step problem solving process

Answer 26

Develop countermeasures Analysis of alternatives

Question 27

Step 6 of the 8 step problem solving process

Answer 27

See countermeasures through ``` Six s Sort Straighten Shine Standardize Sustain Safety ```

Question 28

Step 7 of the 8 step problem solving process

Answer 28

Confirm results and process Conducting a review Reward and recognition

Question 29

Step 8 of the 8 step problem solving process

Answer 29

Standardize successful processes