Domain III: Functions of Management Flashcards
(261 cards)
1
Q
Planning
A
the basic function of management
2
Q
Policies
A
general decision-making guide, boundaries within you must operate
3
Q
Procedures
A
chronological sequence of activities, specific guide for daily operations
4
Q
Short range/operational planning
A
covers 1 year or less, operating budget (day, week, month)
5
Q
Long range planning
A
up to 5 year cycle, focus on goals and objectives, requires mission statement of long range vision
6
Q
Strategic planning
A
decisions about intended future outcomes and how success is measured and evaluated
7
Q
Point of strategic planning
A
- sets direction for organization
- SWOT analysis
- assesses the environment outside and insight the organization
8
Q
Functions of Organizing and Staffing
A
A. identifies tasks and activities, divide tasks into positions
B. establish relationships among all other functions of management
9
Q
Organizational chart
A
shows how employee fits into organization
10
Q
What does an organizational chart show?
A
- shows relationship of position and functions
- depicts lines of authority shown with solid lines (chain of command)
- Advisory (staff) positions shown with dotted lines
11
Q
What does an organizational chart NOT show?
A
Degree of authority at each level, informal relationships
12
Q
Chain of Command
A
shows command relationship from top to lowest level
13
Q
Where do RDs fall in the chain of command?
A
staff-advisory; specialists
14
Q
Functional
A
serves as both line and staff; has limited authority over a segment of activity because of specialized knowledge
15
Q
Span of Control
A
number of individuals/departments under direction of one individual
16
Q
Narrow span of control
A
more levels and managers, need with new hires
17
Q
Wide span of control
A
fewer levels and managers needed with highly trained and motivated workers
18
Q
Staffing patterns: acute care conventional
A
17 minutes/meal or 3.5 meals/labor hour
19
Q
Staffing patterns: school food service
A
13-15 meals/labor hour
20
Q
Master work schedule
A
overall plan, days on/off, vacations, basis for developing weekly schedules
21
Q
Shift schedule
A
staffing patterns for particular operations; positions and hours worked per week, relief assignments
22
Q
Production schedule
A
time sequencing of events required to produce a meal; employee assignments and menu items, quantity to prepare and timing
23
Q
Absolute FTE
A
minimum number needed to staff the facility; counts productive hours
24
Q
Adjusted FTE
A
also takes into account benefit days and days off
25
FTE/day
labor hours worked per day/8 hour normal work load
26
FTE/week
labor hours worked per week/40 hour normal work load
27
FTE/year
labor hours worked per year/2080
28
A food service has seven 40 hour employees, five 20 hour employees and three 16 hour employees. How many FTEs are involved?
10. 7
| (7x40) + (5x20) + (3x16) = 428 hours/40
29
Relief workers
1.55 employees necessary for every day coverage of FT positions
30
Actual workers needed
multiply the number of FT positions by 0.55 (129/236) to get the number of relief workers needed
31
20 FT positions; how many employees are needed?
31 total employees needed
20 x 0.55 = 11 relief employees
20 + 11 = 31 total employees needed
32
Hospital food service positions cover 7 days/week; employees work 5 days on, 2 days off. Relief workers cover 2 days off and work 5 days/week. How many days off for the FT workers can relief workers cover?
2.5 days
5/2 = 2.5
33
Purpose of Work Simplification procedures
eliminated unnecessary parts of a job that add no value, covers the smallest parts of a job
34
Occurrence sampling
Work Simplification procedure: observe random samples (intermittent observations) to determine % of time working or idle
35
Cross Charts
Work Simplification procedure: efficiency of equipment placement, studies work motions, shows number of movements between pieces of equipment
36
Productivity management
evaluation tool: measures efficiency, provides data to enhance decision-making
37
Productivity:
Inputs, outputs; expressed as ratios
38
Inputs (resources):
labor, money, materials, facilities, energy
39
Outputs (units of service):
meals, patient days, consults
40
Meals per labor hour
meals produced/# hours worked
41
20 FTE produced 2,700 meals during a 40 hour week. How many meals were produced per labor hour?
3.38 meals/labor hour
20 FTE x 40 hours = 800 hours
2700 meals/800 hours = 3.38
42
Labor turnover rate
of employees separated, terminated, replaced/total positions in department x 100
43
High labor turnover rates results in:
higher labor costs
44
Barriers to effective delegation
manager's reluctance to delegate
45
Communication
transmitting and receiving information to bring about a desired action
46
Feedback/response
tells you whether the correct message was received
47
Barriers to communication:
words not mutually understood, poor voice quality, handwriting
48
Biggest barrier to communication
listening skills
49
Downward organizational communication channel
| Ex:
from head through the ranks; chain of command
| Ex: policy statements, procedure manuals
50
Upward organizational communication channel
| Ex:
workers to head
| Ex: suggestion box, grievance, open door policy
51
Purpose of upward organizational communication channel
provides employees with opportunity to have a say in what happens; management needs to receive vital info from lower levels
52
Diagonal organizational communication channel
| Ex:
minimizes time and effort expended in organization; between functions diagonally placed
Ex: ordering clerk in food service, sends requests to purchasing department
53
Horizontal organizational communication channel
between departments (nutrition and nursing)
54
Information organizational communication channel
grapevine; meets social needs of group
55
Maslow's Hierarchy of Needs
determinants of behavior, motivated by a desire to satisfy specific needs
56
Maslow's basic needs
Physiological, Security and Safety
57
Maslow's physiological needs
food, clothing, shelter, pay, benefits
58
Maslow's security and safety needs
insurance, retirement, job security
59
Higher human needs/motivators
Social
Self-esteem/recognition
Self-realization/potential growth
60
When ____ ____ are met, then ____ ____ become motivators
basic needs, higher needs
61
Herzberg's two-factor theroy
Maintenance/hygiene factors-do not produce motivation buy can prevent motivation from occurring
Motivators-call forth energy and enthusiasm, job enrichment
62
McCelland's achievement-power-affiliation theory
Achievement need: sales and management
Affiliation need: desire to be liked by others
Power need: enjoys competition and seeks confrontation
63
MacGregor attitude of manager towards employees-Theory X
authoritarian, workers prefer to be controlled/directed by pressure; negative, autocratic
64
MacGregor attitude of manager towards employees-Theory Y
positive, participative
65
Hawthrone Studies
if you involve people in the process they become more productive
66
Expectancy theory-Beer, Vroom
employees must feel that rewards offered are attractive
67
Leadership Styles
Autocratic, consultative, bureaucratic, participative, free rein
68
Most controlling style of leadership?
Autocratic
69
Least controlling style of leadership?
Free rein
70
Autocratic
demands obedience
71
Consultative
asks for input, makes own decision
72
Participative
encouraged workers to participate in decision-making; uses quality circles
73
Free rein
laissez-faire
74
Contry club management
employee-centered, 1,9
75
Team Management
high concern for both people and production; 9,9
76
Impoverished Management
low concern for people and production; 1,1
77
Authority, obedience, atocratic
people are like machines, focus on production; 9,1
78
Most desirable style of leadership
Team Management
79
Likert-management
Participative is the most effective
80
Peter Principle
promote someone to a level of incompetence
81
Management Theories
Traditional or classical
Formal structure that organizes and administers work activities
Focus on tasks, structure, authority
82
Unity of Command
each is accountable to only one superior
83
Human Relations (behavioral) theory
employee participation in decision-making is essential
84
Human Relations Theory Z (Ouchi)
the value of the company is the people; consensus decision-making is participative
85
Subsystem
complete system within itself that's part of a larger system
86
Open system interacting with external forces:
change in one part affects many other parts
87
Leadership Continuum: Tannebaum and Schmidt
each type of behavior is r/t the degree of authority used by the manager and amount of freedom available to subordinates in reaching decisions
88
Contingency approach: Fiedler
task-oriented leader is more effective in highly favorable and unfavorable situation; relationship-oriented leader is more effective in moderately favorable situations
89
Leadership effectiveness: Hersey, Blanchard, Johnson
readiness of followers and recommended leadership styles
90
Scientific management-Taylor
work-centered
| focus on physical aspects of job
91
Management of objectives (MBO): Drucker
type of democratic management that provides control from within; participative leadership
92
Transactional reciprocal approach
uses rewards and punishments to achieve goals; top of control list; autocratic
93
Transformational reciprocal approach
agents of change; participative
94
Organizational change theory
managers serve as catalysts for change; must recognize there is a need to make a change
95
Controlling/Evaluating
establish qualitative and quantitative standards
measure performance
compare to standards
take corrective action
96
Managerial Skills
Technical
Human
Conceptual
97
Technical skills
understanding of and proficiency in specific kind of activity; important at lower levels of management
98
Human skills
ability to work effectively as a group member; important at all levels
99
Conceptual
ability to see organization as a whole; importance increases at higher ranks of management
100
____ skills can be ____; ____ skills must be _____ and _____
hard, taught; soft, developed, nurtured
101
Managerial Roles
informational
| Decision-making
102
Informational managerial roles
monitor, disseminator, spokesman
103
Steps to decision-making
recognize and analyze the problem; assess; determine workable solutions, gather data, choose solutions, take action, follow up
104
Nominal group technique-Delbecq
silent generation of ideas by participants; group ranks items in priority order; vote for final decision
105
Delphi technique
designed to probe expert minds in written interviews where consensus is sought; participants do not meet
106
Cause and effect (fish diagram)
what influences the outcome? focuses on different causes of a problem; what are the causes of the effects/results you seek?
107
Pareto Analysis
illustrates relative importance of problems; work on the problem that occurs the most frequently; correcting the vital few problems that will have the greatest impact on quality
108
What type of queue makes customers most happy?
Snake-like
109
Conflict resolution methods
Dominance and suppression-repress conflict rather than settle it
Compromise
Integrative problem solving
110
Managerial Traits
Influence-action that will cause a change in behavior/attitude of another
Power-ability to exert influence
111
Reward power
ability to reward another for carrying out an order
112
Coercive power
negative side of reward; ineffective in motivating behavior change
113
Position/Legitimate Power
subordinate acknowledgment that influencer has right to exert influence d/t position
114
Expert Power
belief that influencer has relevant expertise that subordinate does not
115
Referent power
personality, charisma
116
Managerial attributes
```
Have a bias for action
Learn from customers
Autonomy
Productivity through people
Participative management
```
117
AND SOP
Standards of Practice: RDs working in direct patient care
118
AND SOPP
Standards of Professional Practice: all RDs
119
Unemployment Compensation
each state has own laws that define benefits with minimum federal standards
120
Workmans Compensation
Administered by state
121
National Labor Relations Act-Wagner Act
```
Pro-labor; right to organize/join labor unions
Created NLRB (National Labor Relations Board)-listens to claims of unfair labor practice
```
122
Labor Management Relations Act-Taft Hartley Labor Act
Pro-management
Balance powers of labor and management
Specified unfair labor practices of the union
123
Civil Rights Act
prevents discrimination; prohibits sexual harrassment
124
Equal Employment Opportunity Act
prevents discrimination
125
Overseen by EEOC (Equal Employment Opportunity Commission)
Civil Rights Act
| Equal Employment Opportunity Act
126
Fair Labor Standards Act/Minimum Wage
For overtime, must pay time and a half
Donated (tolerated) time-compensable
Child labor laws
127
Amendment to Fair Labor Standards
Equal Pay Act-prohibits discrimination on basis of sex
128
Occupations exempt from minimum wage and overtime
Executive, administrative, professional, outside salesperson
129
Age Discrimination in Employment Act
Prevents discrimination due to age
130
Family and Medical Leave Act
up to 12 workweeks of unpaid, job-protected leave; when return to work guaranteed equal job
131
Americans with Disability Act
must provide reasonable accommodations
36" aisles and 32" doors
Flashing alarm lights
Job descriptions must specify essential job functions
132
HIPAA-Health Insurance Portability and Accountability Act
allows employees to take insurance with them
133
Employment Standards
```
Job Analysis
Job Description
Job Specification
Work Schedule
Job breakdown
Job Enlargement
Job Enrichment
```
134
Job Analysis
studies all aspects of job; assessed to collect info for job description
135
Job Description
reflects required skills, responsibilities
| matches application to job, orientation/training, employee appraisal
136
Job Specification
Qualifications, used in hiring
137
Work schedule
tasks and time-hour by hour
138
Job breakdown
no time limits-what to do and how to do it
139
Job Enlargement
alleviates boredom
140
Job Enrichment + motivator theory
upgrades + Maslow and Herzberg
141
Fair Employment Practice Law
illegal to ask about race, religion, sex, national origin, age, marital status
142
Types of Interviews
Structured/Directed
| Unstructured/Non-directed
143
Structured Interview
checklist of strategy; gives the same information to all
144
Unstructured interview
conversational, more participation from applicant
145
Separation
Voluntary or involuntary termination of employee
146
Salary
earnings of managerial and professional personnel
147
Wages
hourly earnings of employees covered by Fair Labor Standards Act
148
Statutory benefits
required by law to ensure income
149
Compensatory benefits
benefits/pay for time not worked
150
Supplementary benefits
life and health insurance
151
Unionization
means of collective bargaining
152
Check-off
deduction of union dues from pay
153
Union shop
must join after being hired
154
Open shop
can join union or not
155
Closed shop
must be a member of union first before hiring
156
Agency sh
All workers must pay agency fee but not required to join agency
157
Union/shop steward
employee who represents fellow employees
158
Steps of collective bargaining
1. Bargaining
2. Mediation
3. Arbitration
159
Bargaining
between union steward and management
160
Mediation
neutral person that helps settle differences
161
Arbitration
final step; hearing to dissolve dispute
162
Disciplinary action/grievances
Oral warning
Written warning
Suspension
Dismissal
163
Positive Discipline Practices
Consistency is key
Goal: correct behavior and save employee
Be sure employee is aware of severity of problem and standards
Corrective discipline meted out in private
164
Obstacles to effective appraisals
Halo effect
Leniency of error
Error of central tendency
165
Halo effect
judge on the most noticeable positive trait
166
Leniency of error
rate everyone higher than they deserve
167
Error of central tendency
rate everyone as average
168
Purpose of budget development
gives manager basis for control
169
Operating budget
Forecast of revenues, expenses, profit for a specific period of time
170
Steps to operating budget
1. forecast sales or revenue portion
| 2. budget expenditures r/t projected level of revenue
171
Cash budget
projects revenues and expenses; shows inflow and output of cash. The purpose is to determine if funds will be available when needed
172
Capital budget
plant facilities, equipment, cost of improvements, repairs (maintence contracts); expensive and long-lasting
173
Traditional (incremental, baseline)
uses existing budget as base and projects change
| begins with this year's expenses plus inflation
174
ZBB + PPBS
Zero-based budget; NOT this year's expenses plus inflation
| PPBS: Planning, Programming, Budgeting System
175
Fixed Budget
prepared at one level of sales or revenue (no expected major change in pt/customer count)
176
Flexible budget
adjusted to various levels of operation with varying levels of sales or revenue (changes with pt/customer count)
177
Performance Budget
details what it costs to perform an activity
178
Indirect costs/fixed
Not affected by sales volume, not directly evident in day to day activities, cannot be readily changed
Examples: rent, taxes, interest on debt, insurance, depreciation
179
Direct/variable/flexible costs
varies directly with change in revenue
| Example: china, silver, food, uniforms, laundry, repairs, benefits
180
Semi Variable costs
both a fixed and variable component; portion of cost will remain fixed regardless of change in sales volume
Example: labor, maintenance, utilities
Divided into fixed and variable before BE analysis
181
Food costs
most readily controlled item; subject to greatest fluctuation
182
Food costs + menu planning
most important
183
Food costs + type of service
selective menu reduced waste and cost
184
Food costs + purchasing methods
group buying reduces cost
185
Labor costs
less controllable than food costs
186
Operating costs
12-18% of budget; utilities, laundry, cleaning
187
EP vs AP
Raw purchase cost (AP)/Cooked edible wt
188
You purchase an 18# ready to cook turkey at $0.68/lb. The AP price is $12.24. After cooking and slicing, the EP is 9.9#. What is the EP cost per pound?
$12.24/9.9# = $1.24
189
Shows operating results over a period of time; dynamic
Profit and loss statements, income statement, revenue and expense statement
190
Shows financial condition as of a particular date; static
balance sheet; lists assets, liabilities
191
What is considered an asset?
goods/products owned; cash, inventory, accounts receivable
192
Liabilities
amounts owed to others
193
Turnover ratio
shows current effectiveness of inventory control
194
COGS
cost of goods sold
195
Turnover ratio calculation
cost of sales (food cost or COGS)/average inventory cost
196
Food cost of June: $37, 380. Average inventory cost: $17,500
2.1 (inventory was turned 2.1x in June)
197
Daily food cost report (food cost percentage)
tells you what percent of the income was spent on food sold
198
Daily food cost percentage
daily food cost/daily income
199
The cafeteria income for Tuesday was $640. Food cost for the day was $265. What was the food cost percentage?
$265/$640 = 41.4%
200
Food cost per meal
food cost per month/# meals per month
201
Food cost =
food purchases + foods removed from inventory
202
```
Determine the food cost per meal using the following information:
June 1 inventory: $36,250
July 1 inventory: $34,375
Foods purchased in June: $52,390
Meals served in June $134,000
```
$0.40 per meal
(36,250-34,375) + 52,390/134,000
203
Food cost per meal calculation
(month 1 inventory-month 2 inventory) + foods purchased in month 1/meals served in month 1
204
Profit margin
most commonly used assessment of overall financial efficiency; reflects the portion of sales volume remaining after paying all expenses
205
Profit margin calculation
net profit (profit after all expenses paid)/sales dollars (revenue)
206
Cost of sales
cost of raw food and beverage sold
207
Gross profit
profit shown after deducting raw food and beverage (cost of sales) from sales (revenue)
208
Net profit
profit shown after all expenses have been deducted from sales
209
```
What is the net profit, gross profit, and profit margin?
Sales: $12,771
Cost of sales: $54,779
Salaries: $31,324
FICA: $4,380
Benefits: $8,191
Utilies: $3,697
Supplies: $4,272
Depreciation: $16,579
Taxes $2,324
```
Net profit: sales-expenses
($127,771-$54,779 = $2,225)
Gross Profit: sales-cost of sales
($127,771-$54,779 = $72,992)
Profit margin: net profit/revenue
($2,225/$$127,771 = 0.02)
210
Payback period
determines the length of time it will take for the cash inflows from a project to equal the initial cash outlay
211
Steps to payback period
1. add up costs of service
2. add up costs saved by using new service
3. divide costs of service by dollars saved
212
What is the payback period? Hardware: $3,500. Software: $2,400. Staff instructor: $1,000. Labor hours saved: 6 per week at $20/hour
1. Add up costs of service: $3,500 + $2,400 + $1,000 = $6,900
2. Add up costs saved by using new service: 6 x $20 = $120
3. Divide costs of service by dollars saved: $6,900/$120 = 57.5 weeks to recoup money
213
Budget Projection
1. determine actual costs for this year
2. multiply by expected increase
3. add current amount to increased amount
4. add all costs
214
```
What is the projected budget for this year?
Sales: $1,500,000
Labor costs: 35% of income
Food costs: 40% of income
Operating costs: 15% of income
Budget for next year will increase by:
Labor 7%
Food 8%
Operating 2%
```
1.
Labor: $525,000
Food: $600,000
Operating: $225,000
2 + 3.
Labor: $561,750
Food: $648,000
Operating: $229,500
4.
$1,439,250
215
First step in marketing analysis
identifying a need
216
Marketing channel
Exchange of ownership: producer, processor, distributor, supplier, customer
217
First step in marketing process and plan
identify a need that is not being fulfilled (market niche)
218
Market segmentation
divide market into groups of people with similar product needs
219
Demographic variables
age, gender, race, education, income
220
Geographic variables:
urban, suburban, climate, resources, cultures
221
Psychographic variables
social class, lifestyle, motive
222
Behavioristic variables
occasions, loyalty, purchase volume
223
Target market
group of people or places with similar wants/needs with the potential for purchasing your product
224
4 Ps of marketing/develop the marketing mix
Product
Place
Price
Promotion --> publicity
225
Strategic marketing
long-term overall view of marketing in the organization in which resources are allocated
226
Social marketing
use of marketing principles to advance a social cause, idea, behavior
227
Business marketing
filling customers needs or desires
228
Service marketing characteristics
intangible (performance not product)
inseparable (produced and consumed at same time)
Perishable (cannot be stored for later use)
Heterogenicity (variation in performance of people)
229
Breakeven point
point at which sales revenue/income will cover fixed and variable costs
230
BE in number of units sold
BE = FC/SP-VC
231
What is the breakeven point?
FC $50,000
Selling price: $5.00
VC $3.25
BE = 28,572
$50,000/($5-$3.25)
232
BE in sales volume
BE = FC/ 1- (VC/Sales)
| number of $ you need to bring in to break even
233
What is the BE point?
FC $25,000
VC $60,000
Sales $100,000
BE = $62,000
$25,000/ 1 - ($60,000-$100,000)
234
BE = $60,000. If income is less than $60,000 there is a ___. If income exceeds $60,000 there is a ____.
Loss. Profit
235
Factor pricing method
traditional method/mark up method. Mark up is the difference between cost and selling price
236
Factor pricing method calculation
100/food cost percentage = mark up factor
237
Steps to determine selling price
1. determine mark up factor
2. mark up factor x raw food cost = selling price
3. "hidden cost" of 10% added to food cost to cover unproductive costs
238
If the food cost percentage is 30 and the raw food cost if the item is $0.18, what is the selling price using the factor method?
1. 100/food cost percentage = mark up factor
100/30 = 3.3
2. mark up factor x raw food cost = selling price
3.3 x $0.18 = $0.59
3. 10% for hidden costs
3.3 x ($0.18 + $0.018) = $0.65 selling price
239
Prime cost method
raw food cost + labor cost involved in making the item
240
Steps to determining selling price with prime cost method
1. determine prime cost: raw food cost + direct labor cost
2. determine price factor/markup: add desired food cost % to %)of direct labor cost; divide into 100
3. selling price = prime cost x price factor (markup factor
241
```
Determine the selling price using the prime cost method
Raw food cost $1.80
Labor cost: 5 minutes @ $12/hour
Food cost % 0.333
Labor cost % 0.467
```
1. Prime cost = raw food cost + labor cost
$1.80 + $1.00 = $2.80
2. Add desired food cost % to % of direct labor cost; divide into 100
0.333 + 0.467 = 80%; 100/80 = 1.25 (markup factor)
3. Selling price = prime cost x markup factor
$2.80 x $1.25 = $3.50
242
Promotion pricing
done for a short amount of time
243
Loss leaders
items are priced lower to draw people in with the hope that they will purchase other items at normal markups
244
Cost of profit pricing
price the product to ensure a predetermined percentage of profit
245
Cost of profit pricing calculation
1. add all costs (including profit cost) as percentages)
2. subtract the total from 100% to find targeted food cost percentage
3. to determine the selling price of the item: total food cost/desired food cost percentage
246
```
Determine the selling price using cost of profit pricing:
Fixed costs: 25%
Labor cost: 35%
Profit cost: 10%
Food cost: $0.78
```
1. 25% + 35% + 10% = 70%
2. `100%-70% = 30% (targeted/desired food cost percentage)
3. Selling price: 0.78/.30 desired food cost = $2.60
247
Reasons for public relations within the community
1. good press relations
2. newsworthy information
3. build and retain relations with legislators and government officials
248
Cost-benefit studies
the "should"
is it worthwhile to complete this project?
determines whether the goal of the intervention is worthwhile with the costs
value of the benefits derived from intervention must outweigh the costs
249
Cost-effectiveness analysis
the "yes-how?"
assumes that the goal of the project is worthwhile
question to resolve is which method of intervention i smost effective
compares cost of alternative strategies
250
Audit
formal study that retrospectively monitors performance; did performances meet standards/purpose?
251
Management approaches to improving performance
1. TQM-Total Quality Management
a. PDCA/PDSA-plan, do, check/study, act
b. CQI-continuous quality improvement
252
TQM
total quality management
processes, improvement, customer satisfaction
Contains PDCA/PDSA and CQI
253
CQI
```
Continuous Quality Improvement
Integral part of TQM
focus on process
ideal that systems and performances can always improve
uses outcome assessment
```
254
Criteria
professionally developed standards that describe a desirable process or outcome
255
Outcome (end result)
measurable result of an intervention, measures success or failure of the process of care provided-includes time frame)
256
Indicators
measurement tool that monitors and evaluates important aspects of patient care and management functions
257
Rate-based indicators
what will happen with the best care, thresholds between 1%-99%
258
Sentinel event indicator
serious events
thresholds of 0%-100% (never or always)
Ex: 0% food poisoning; dish machine area is dry 100%
100% of oncology pts are fed within 5 days
259
Six sigma
data-driven approach for improving quality by removing defects and their causes. Achieving six sigma (six standard deviations from the mean) means there is very little variation in the process
260
Kaizen philosophy (good change)
suggests making continuous and small incremental improvements in process on a daily basis rather than large revolutionary changes
261
Lean method
uses less human effort, space, capital, and time to make products exactly as the customer wants with few defects
