CONTINUOUS IMPROVEMENT

Question 0

FIVE DESIRED EFFECT PRIORITIES

Answer 0

JUST DO IT
RAPID IMPROVEMENT EVENTS
HIGH VALUE INITIATIVE

Question 1

AFSO 21 FIVE DESIRED EFFECTS

Answer 1

INCREASE PRODUCTIVITY OF OUR PEOPLE
INCREASE CRITICAL EQUIPMENT AVAILABILITY RATES
IMPROVE RESPONSE TIME AND AGILITY
SUSTAIN SAFE AND RELIABLE OPERATIONS
IMPROVE ENERGY EFFICIENCY

Question 2

JUST DO IT

Answer 2

IS A QUICK FIX TO A PROCESS IRRITANT; A SIMPLE ANSWER TO AN OBSTACLE IN AN INDIVIDUAL PROCESS

INSTANTLY

Question 3

RAPID IMPROVEMENT EVENTS

Answer 3

APPLY A SERIES OF PROBLEM SOLVING STEPS TO DETERMINE ROOT CAUSE OF PROBLEMS, ELIMINATE WASTE, SET IMPROVEMENT TARGETS AND ESTABLISH CLEAR PERFORMANCE MEASURES TO REACH DESIRED EFFECTS

ONE WEEK

Question 4

WHAT ARE THE FOUR COMPONENTS OF RIE

Answer 4

STRONG LEADERSHIP BUY IN
KNOWLEDGE AND OPEN-MINDED PARTICIPANTS
A TIGHTLY FOCUSED EVENT SCOPE
AN IMPLEMENTATION PLAN AND METRICS TO TRACK RESULTS

Question 5

HIGH VALUE INITIATIVE

Answer 5

PRODUCE SIGNIFICANT RETURNS AGAINST KEY AIR FORCE CHALLENGES
CROSS FUNCTIONAL TEAM
REQUIRE 4 TO SIX MONTHS

Question 6

DECISION MAKING

Answer 6

IS THE MENTAL PROCESS THAT RESULTS IN THE SELECTION OF A COURSE OF ACTION FROM AONG SEVERAL ALTERNATIVE SCENARIOS

Question 7

TWO SYSTEM APPROACH TO DECISION MAKING

Answer 7

SYSTEM 1 REACTIVE THINKING

SYSTEM 2 REFLECTIVE THINKING

Question 8

SYSTEM 1REACTIVE THINKING

Answer 8

RELIES HEAVILY ON SITUATIONAL CUES, PROMINENT MEMORIES, TRIAL AND ERROR AND HEURISTIC TO ARRIVE QUICKLY …

Question 9

SYSTEM 2 REFLECTIVE THINKING

Answer 9

IS BROAD AND INFORMED PROBLEM SOLVING AND DELIBERATE DECISION MAKING.

ARGUMENT
CRITICAL THINKING

Question 10

KEPNER TREGEO PROBLEM SOLVING AND DECISION MAKING PROCESS

Answer 10

SITUATION APPRAISAL
PROBLEM ANALYSIS
DECISION ANALYSIS
POTENTIAL PROBLEM ANALYSIS

Question 11

SITUATION APPRAISAL

Answer 11

USED TO SEPARATE, CLARIFY, PRIORITIZE CONCERNS

Question 12

PROBLEM ANALYSIS

Answer 12

FIND THE CAUSE OF POSITIVE OR NEGATIVE DEVIATION

Question 13

DECISION ANALYSIS

Answer 13

USED FOR MAKING A CHOICE

CLARIFIES PURPOSE AND BALANCES RISK AND BENEFITS

MUST/WANTS

Question 14

POTENTIAL PROBLEM ANALYSIS

Answer 14

TP PROTECT ACTIONS OR PLANS

MUST GO WELL, RISK IS HIGH, MYRAID THINGS COULD GO WRONG

REVEALS DRIVING FACTORS AND IDENTIFIES LOWER RISK

Question 15

COMPLETED DURING EIGHT STEP PROCESS

Answer 15

SITUATIONAL APPRAISAL, PROBLEM ANALYSIS, POTENTIAL PROBLEM ANALYSIS

Question 16

FOUR COMPONENTS OF DECISION ANALYSIS

Answer 16

DECISION STATEMENT
DETERMINE OBJECTIVES
LOCATE ALTERNATIVES
RISK ANALYSIS

Question 17

DECISION STATEMENT

Answer 17

DETERMINE OUR OBJECTIVE
SPECIFIC LEVEL OF SUCCESS OR RESOLUTION

WHAT IS OUR CRITERIA

Question 18

CATEGORIES OF DETERMINE OBJECTIVES

Answer 18

OUR MUSTS AND OUR WANTS

MUST-MANDATORY

WANTS-OPTIONAL

Question 19

RISK ANALYSIS

Answer 19

IS THER ANYTHING I OVERLOOKED?
ARE THERE ANY POTENTIAL ISSUES AS A RESULT OF A MUST?
IS THER A POSSIBILITY THAT MY CHOICE IS INVALID?
IS THER ANYTHING THAT MIGHT PREVENT ME FROM BEING COMFORTABLE WITH MY CHOICE?

Question 20

OODA LOOP

Answer 20

OBSERVE, ORIENT, DECIDE, ACT

Question 21

OBJECTIVE OF THE EIGHT STEP IS

Answer 21

TO HELP FOCUS ON BIG ISSUES AFFECTING OUR MISSION, OUR WORK CENTER AND OUR PEOPLE

Question 22

EIGHT STEPS

Answer 22

1-CLARIFY AND VALIDATE PROBLEM, 2- BREAKDOWN PROBLEM IDENTIFY PERFORMANCE GAPS, 3- SET IMPROVEMENT TARGET,4-DETERMINE ROOT CAUSE, 5 DEVELOP COUNTER MEASURE,6 SEE COUNTER MEASURES THROUGH, 7 CONFIRM RESULTS AND PROCESS, 8 STANDARDIZE SUCCESSFUL PROCESSES

Question 23

CLARIFY AND VALIDATE PROBLEM

Answer 23

OBSERVE (OODA)
GO AND SEE
VOICE OF THE CUSTOMER

Question 24

STEP 2- BREAK DOWN THE PROBLEM/IDENTIFY PERFORMANCE GAPS

Answer 24

OBSERVE (OODA) KEY PROCESS INDICATORS AND METRICS VALUE AND WASTE ANALYSIS PERFORMANCE GAP ANALYSIS

Question 25

LEADING METRICS

Answer 25

MAKE FUTURE PREDICTIONS ABOUT LIKELY OCCURANCE

Question 26

LAGGING METRICS

Answer 26

track overall performance trends

Question 27

STEP 3 SET IMPROVEMENT TARGETS

Answer 27

ORIENT (OODA) STRATEGIC VISION TACTICAL TARGETS B-SMART

Question 28

B-SMART

Answer 28

BALANCED ,SPECIFIC ,MEASURABLE ,ATTAINABLE RESULTS FOCUSED, TIMELY

Question 29

DETERMINE ROOT CAUSES

Answer 29

ORIENT (OODA) ROOT CAUSE PROBLEM SOLVING THE FIVE WHYS BRAINSTORMING

Question 30

BRAINSTORMING

Answer 30

STRUCTURED APPROACH UNSTRUCTURED APPROACH SILENT APPROACH FISH BONE DIAGRAM

Question 31

STEP 5- DEVELOP COUNTERMEASURES

Answer 31

DECIDE (OODA) | ANALYSIS OF ALTERNATIVES- EFFECTIVENESS, FEASIBILITY, IMPACT

Question 32

STEP 6 SEE COUNTER MEASURES THROUGH

Answer 32

``` DECIDE (OODA) SIX S VISUAL MANAGEMENT STANDARD WORK STANDARD WORK IS THE FOUNDATION OF CONTINUOUS IMPROVEMENT. MATERIAL/INFORMATION FLOW ```

Question 33

SIX S

Answer 33

SORT, STRAIGHTEN, SHINE, STANDARDIZE, SUSTAIN, SAFETY

Question 34

STEP 7 CONFIRM RESULTS AND PROCESS

Answer 34

ACT (OODA) CONDUCTING A REVIEW REWARDS AND RECOGNITION

Question 35

REWARDS AND RECOGNITION

Answer 35

TIMELY, PROPORTIONAL, SINCER, SPECIFIC, INDIVIDUAL, PERSONAL

Question 36

STEP 8 STANDARDIZE SUCCESSFUL PROCESS

Answer 36

ACT (OODA) CHANGES TO, COMMUNICATE IMPROVEMENTS AND LESSON LEARNED, WHAT OTHER OPPORTUNITIES WERE IDENTIFIED BY THE PROBLEM SOLVING PROCESS

Question 37

THE KEY TO AFSO 21 SUCCESS

Answer 37

IS A CULTURE WHERE EVERY AIRMAN THINKS ABOUT IMPROVEMENT AND IS EMPOWERED TO COMMUNICATE WITH HIS OR HER SUPERVISOR, COMMANDER OR A CHANGE AGENT