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FINAL Flashcards

1
Q

If you can’t describe what you are doing as a process…

A

You don’t know what you’re doing.

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2
Q

What are the components of Process Management?

A

Inventory

Model

Improvement

Monitor

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3
Q

Process Content Framework (PCF)

A
  1. 0 Develop vision and strategy
  2. 1 Define the business concept and long-term vision
  3. 1.1 Assess the external environment
  4. 1.1.1 Analyze and evaluate competition
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4
Q

What does D.M.A.I.C. stand for?

A

Define

Measure

Analyze

Improve

Control

(Improvement methodology)

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5
Q

What is the difference between efficiency and effectiveness?

A

Efficiency: how long it takes to do something Effectiveness: the quality of the results

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6
Q

What is the Change Management Formula?

A

E = Q x A

Effectiveness of the change = Quality of the solution x Acceptance of the solution

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7
Q

Headers on the “Make Change Inevitable” chart.

A

Across top:

Motivation

Ability

Down the left side:

Personal

Social

Structural

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8
Q

What is the 80/20 rule?

A

Roughly 80% of the effects come from 20% of the causes. (Pareto Principle)

Main weaknesses: can’t tell you when the error occurred or the severity of it

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9
Q

What does FMEA stand for?

A

Failure Modes & Effects Analysis

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10
Q

Severity

A

An assessment of how serious the Failure Effect (due to the Failure Mode) is to the customer

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11
Q

Occurence

A

An assessment of the likelihood that a particular cause will happen and result in the Failure Mode

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12
Q

Detection

A

An assessment of the likelihood that the current controls will detect the cause of the failure mode or the failure mode itself, should it occur, thus PREVENTING the Failure Effect from reaching your customer

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13
Q

Risk Priority Number (RPN)

A

Severity x Frequency x Detection

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14
Q

What are Hard Benefits?

A

Hard cost savings equate to a reduction in head count, or the number of employees that support the business process, thus lowering the labor cost. The reduction in employee headcount may result from a layoff or attrition, but the overall number of employees supporting the business process declines and thereby lowers cost.

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15
Q

What are Soft Benefits?

A

Signify a reduction in the number of employees who support the business process, but in this case, the affected employees do not leave their current department. Instead of laying them off or moving the employees to different jobs, these employees shift their workload to more value-added work. The cost leaves the process, but not the department.

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16
Q

What’s the difference between a Methodology and a Tool?

A

Methodology: provides a very structured and repeatable framework to get results

Tool: mechanism for achieving a methodology

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17
Q

Process Improvement Methodologies

LEAN

A
  • Simplifies process
  • Eliminate waste
  • Increase speed
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18
Q

Process Improvement Methodologies

SIX SIGMA

A
  • Reduce variation
  • Eliminate defects
  • Sustain the gains
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19
Q

Process Improvement Methodologies

THEORY OF CONSTRAINTS

A
  • Manage constraints
  • Focus on the system
  • Maximize throughput
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20
Q

What is the meaning of Sigma?

A
  • Greek letter
  • Mathematicians use it to signify standard deviation
  • Variation designates the distribution or spread about the average of any process
  • There are 6 standard deviations between the average of the process center and the closest specification limit or service level
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21
Q

How many defects per million opportunites does Six Sigma have?

A

3.4

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22
Q

What is a tollgate?

A

A checkpoint.

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23
Q

Lean Methodology

A
  1. Plan
  2. Do
  3. Check
  4. Act
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24
Q

What is Lean thinking?

A

Value

Value Stream

Flow

Pull

Perfection

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25
What are the 8 Forms of Waste?
Defects/Rework Overproduction Waiting Non-utilized Creativity Transportation Inventory Motion Extra Processing
26
What is Push?
Work is pushed into the system or process based on forecasts or schedules.
27
What is Pull?
A customer-driven system that produces and moves a product/service only when the customer needs it.
28
Theory of Constraints
Your process is only as strong as your weakest link.
29
Theory of Constraints Process
Identify the constraint: bottleneck Exploit the constraint: remove non-value adding work Subordinate and synchronize to the constraint: let non-bottlenecks help the constraint Elevate performance of the constraint: add more people or machines/better training Repeat the process: see a positive effect? repeat
30
What is Gemba?
A real place. Go to the spot where the work is being done.
31
What is a Hierachy?
A hierarchy is an arrangement of items (objects, names, values, categories, etc.) in which the items are represented as being "above," "below," or "at the same level as" one another.
32
What is Hoshin Kanri?
Everyone in the company is working toward the same end.
33
What is BPMN?
Business Process Model & Notation: flow-chart based notation for defining Business Processes, understandable by all business users
34
What are the benefits of Process Modeling?
1. Pictures are worth 1,000 words. Visuals are always better for showing your data. 2. Process improvement is easier done when it can be analyzed through process mapping. Identifying issues and changing processes is much easier because you can pinpoint exact places where changes need to happen. 3. Visualizing process makes it clearer from the start. 4. Employee envolvement. 5. More effective training.
35
Basic Diagram Elements
36
What's the difference between a Task and a Sub Process?
Task: something that a lane does during the process; granular activity that cannot or does not need to be broken down any further. Sub Process: summarises a group of activities; can be expanded into further detail
37
Start Event: where a process will begin
38
Intermediate Events: occur after a process has started, and before it ends
39
End Event: where a process will end
40
Inclusive Gateway
Follow one or more paths.
41
Exclusive Gateway
Only follow one path.
42
Parallel Gateway
Follow all paths.
43
What is a Stakeholder Analysis?
A process of systematically gathering and analyzing qualitative information to determine whose interests should be taken into account when developing and/or implementing a policy or program. Internal use only.
44
What is an A3?
Standardizes a methodology for planning and problem-solving. Gives structure to process improvement projects.
45
Stakeholder/Team (in A3)
Who has a vested interest in this project? Who cares if the process improves? Who has to “buy-in”? Individuals? Teams? Managers? Customers? Who uses this process?
46
Scope (in A3)
Team consensus on the start and end point Keep the team focused on the goals and objectives Used to prevent scope creep
47
Background (in A3)
What are the elements/history behind the current condition. Why would this project be important? What is happening within the process?
48
Problem Statement (in A3)
A simple statement of the core issue/problem. Be careful not to include solutions or conclusions. Be careful not to ascribe blame and not to identify potential root cause
49
Goals & Objectives (in A3)
What good looks like. The purpose for which this project exists (be specific) How will we know when the project is complete? SMART: Specific, Measurable, Achievable, Relevant, Time bound
50
Analysis (in A3)
Contains analysis to substantiate both the reality of the issue and the validity of possible countermeasures. Inclusion of visual analysis is encouraged
51
Countermeasures (in A3)
Activities put into place to mitigate the effects of the problem. Some countermeasures will be more effective than others. For iterations during Do/Check, this can include a “history” of countermeasures that have been implemented.
52
Plan (in A3)
A mini project plan; or a short description of how the project will be handled. Who does what and when.
53
What is VOC?
Voice of the Customer
54
Who are External Customers?
Those persons or organizations which purchase your products or services.
55
Who are Internal Customers?
Anyone who receives an output of your process.
56
Reactive Customers (VOC)
* Customer complaints * Warranty issues
57
Proactive Customers (VOC)
* Surveys * Direct contact * Focus groups * Competitors * SIPOC Process Flow
58
How do you capture the VOC?
Customer Voice -\> Translate -\> Customer Requirements
59
What does SIPOC stand for?
Suppliers Inputs Process Outputs Customer
60
What is a SIPOC Diagram?
A tool that depicts the entire flow of a process from suppliers to the customer.
61
What is a Value Stream?
The entire set of activities running from raw material to finished product or service seeking to optimize the whole from the standpoint of the final customer.
62
Walk the Process
* Visualize yourself in the place of the product / information * Walk the entire process * Interview personnel who touch the process (look for problems that may be occurring) * Measure people and/or product travel distances * Look for constraints in the system (shared resources) * Look for 8 types of wastes
63
What is Value Added (VA)?
1. Customer is willing to pay for the activity/step. 2. Activity will change the form, fit, or function of product or service. 3. Done right the first time (no rework).
64
3 Phases of the Value Stream Map
1. Current State: how it works today 2. Ideal State: how you can get it to work without limitations 3. Future State: significantly improved process
65
What does RCA stand for?
Root Cause Analysis
66
5 Why's
1 cause can have multiple effects
67
Fishbone Diagram
Multiple causes have 1 effect.
68
Spaghetti Chart
Tool to track product or people movement through process. Graphically shows physical area layout. Visually depicts where there is wasted product, travel, people, movement, etc.
69
What does a Circle Diagram track?
Tracks communication.
70
Affinity Diagram
Sorting ideas into similar categories.
71
Categories of a PICK Chart
Possible: Easy/Small Pay Off Implement: Easy/Big Pay Off Challenge: Hard/Big Pay Off Kill: Hard/Small Pay Off
72
Trystorming
To generate and quickly try ideas, or models of ideas, rather than simply discuss them, as in brainstorming.
73
What is the first, second, and third thing you do in the Influencer Model?
1. What do you want to achieve? 2. What few behaviors will lead to the greatest amount of change? 3. How will you motivate and enable change?
74
What is Vital Behavior?
A high leverage action step or trigger that leads directly to the desired outcome.
75
3 Strategies for Vital Behaviors
1. Insist on vital behaviors 2. Identify crucial moments 3. Study positive deviance
76
Crucial Moment
The point in time where the right behavior, if enacted, lead to the results you want. "A Crucial Moment is the point in time where you have a critical choice to make. It’s the event or trigger where, depending on how you respond, you can positively or negatively impact results in a significant way."
77
Positive Deviance
The study of positive deviance those who succeed where most others fail.
78
What are the 2 reasons why people do things?
Motivation: they want to Ability: they can
79
4 Levels of Quality
Inspection, ideally, should be built in.
80
Who created Poka-Yoke?
Shigeo Shingo (Japanese)
81
What is flow?
The continuous adding of value in the eyes of the customer.
82
What are the benefits of a one-piece flow?
1. Builds in quality 2. Improves flexibility 3. Reduces inventory 4. Improves productivity 5. Frees up floor space
83
What are the barriers to flow?
* Batch operations * Isolated processes * Unknown status
84
What are the 5 S's?
1. Sorting 2. Straightening 3. Shining 4. Standardize 5. Sustain **How do they benefit?** Proper work environment Visual control Intollerant to waste Continuous improvement
85
What are the steps to collecting data?
1. Clarify your data collection goals 2. Develop operational definitions and procedures 3. Validate the Measurement System 4. Begin Data Collection 5. Continue Improving Measurement System
86
5 Parts of an Effective Measurement System
1. Accuracy: the difference between observed average measurement and a standard 2. Repeatability: variation when one person repeatedly measures the same unit with the same measuring equipment 3. Reproducability: variation when two or more people measure the same unit with the same measuring equipment 4. Stability: variation obtained when the same person measures the same unit with the same equipment over an extended period of time 5. Linearity: the consistency of the accuracy across the entire range of the measurement system
87
What are KPI's?
Key Performance Indicators: help organizations understand how well they're doing; they reduce the complex nature of organizational performance to a small number of key indicators in order to make performance more understandable and digestible for us.
88
Balance Scorecard
Vision & Strategy 1. Financial 2. Internal Business Processes 3. Learning & Growth 4. Customer
89
What is a Service Level Agreement (SLA)
A negotiated agreement between two parties, where one is the customer and the other is the service provider. Makes sure both sides do what they should. Common understanding of what is agreed upon.

OIS 5000 (2 decks)

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