IQC FINALZ Flashcards

(68 cards)

1
Q

WHY SET AN OBJECTIVE?

A

To define the result areas In the implementation of the project.

  1. To help establish priorities in terms of impact on the unit.
  2. To monitor progress of the project.
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2
Q

criteria for objective setting

A

SMART
(Specific, measurable, attainable, relevant, time bound)

QUAT
(Quantifiable, Understandable, Attainable, Time bound)

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3
Q

How to phrase Ojbective statement

A

To (increase) the chuchu by (insert #) at (when?)

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4
Q

A technique for searching
the measures to solve a
problem by arranging the
relations among objectives
and their measures of a
problem in a form of a tree,
and by examining them
systematically.

A

TREE DIAGRAM

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5
Q

It is a tool used to structure a problem &
examine the relationship of two or more
sets of factors.

It is useful in setting priorities,
highlighting significant items, and finding
out the means to solve the problems.

  • It is used for assessing the effectiveness
    of higher-order means deployed by the
    tree diagram.
A

MATRIX DIAGRAM, PRIORITIZATION TOOL

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6
Q

Differences between pilot test and
full implementation

A
  • Scope / scale
    ▪ Complexity
    ▪ Duration / quantity
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7
Q

Purpose of pilot testing:

A

i. To further improve the solution.
ii. To validate the expected results.
iii. To facilitate buy-in.
iv. To reduce risk of failure.
v. To identify unknown
performance problems.

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8
Q

Situations that require Pilot
Testing:

A

I There are a lot of unknown
factors involved, causing high
risk of failure.
ii. Implementing the change is
costly, need to check for
effectiveness before actual
implementation.
iii. The scope of change is large,
and reversing the change would
be difficult.
iv. The change would have far-
reaching, unforeseen
consequences.

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9
Q

s training different employees to perform different
tasks outside of their original role.

A

Cross-Training Matrix

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10
Q

A matrix that defines the roles and
determines the tasks, responsibilities
and authority of everyone involved in
the process

A

RACI/RASCI

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11
Q

a data collection plan for checking the on-
going health of the improved process

It lists the measure, the targets for each measure, how each
measure will be checked, how and who will check the measures.

A

MONITORING PLAN

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12
Q

establishes a threshold or trigger level for
each measure in the Monitoring Plan.

When the process performance goes beyond a trigger level, the __________ details immediate and long-term actions that will help the process return to and maintain the desired performance

A

RESPONSE PLAN

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13
Q

a guide to continued monitoring of the process, and the response plan for each of the measures being monitored.

A

MONITORING PLAN MAP

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14
Q

is critical to ensure that process
improvements are sustained

A

PROCESS MONITORING

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15
Q

supports the process monitoring strategy.
This is a documented method for how the process owners should respond to any out-of-control conditions that may occur in the
process

A

A Process Control Plan

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16
Q

Listing of critical process activities needed to complete the
process or operation successfully. It is used as real time verification that the
critical process step has been completed. Used for standardized, low-
throughput processes

A

CHECKLIST

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17
Q

Establish key milestones and deliverables. Review
status and issues at defined frequency. Used for non-standardized, low
throughput processes

A

PERIODIC STATUS REPORTS

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18
Q

Keep statistical data on the output of the process. Analyze to decide where process adjustments are needed. This approach is
reactive or “after the fact”. Used for non-standardized, high-throughput processes

A

GRAPHICAL ANALYSIS

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19
Q

Used for highly standardized process (X or Y
with a high throughput

A

Statistical Process Control

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20
Q

Control charts have been around since the _____

A

1920

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21
Q

________ developed a theory of variation that states there are two components to variation:

A

DR. SHEWART OF BELL LABORATORY

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22
Q

is a time plot of a statistic, such as a sample mean,
range, standard deviation, or proportion, with a center line and
upper and lower control limits.

A

CONTROL CHART

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23
Q

_____ Is a set of numbers
that can potentially take on any
value

A

CONTINOUS DATA

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24
Q

The data (I or Xbar) chart…..
✓ Shows changes in the average value of the process
✓ Is a visualization of the ___________

A

LONGER TERM VARIATION

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25
The range (mR or R) chart... Reflects_________
short-term variation
26
The Individuals and Moving Range chart is also for WHAT TYPE OF DATA??
continuous data
27
efers to techniques that make it impossible to make mistakes. These techniques can drive defects out of products and processes and substantially
Poka-yoke
28
can be used wherever something can go wrong or an error can be made. It is a technique, a tool that can be applied to any type of process be it in manufacturing or the service industry
POka yoke
29
true or false Error is A defect
FALSE error is a cause of defect
30
what inspection? sorts process outputs into ‘good’ or ‘bad’. ▪ Done after the fact.
traditional inspection
31
waht inspection? ▪ Use process output data as feedback to correct the process. ▪ This avoids producing additional outputs with the same defect. ▪ It is still done after the fact
informative inspection
32
what inspection Inspect for error producing conditions (red flags) in the process. ▪ Ensure the conditions are right to prevent defects
source inspection
33
is a precise explanation of the current best practices for carrying out the steps of a process.
standard workd
34
Visual trend charts that display the performance of the process
Process dashboards
35
show trends over time as well as current performance.
Time series dashboards
36
identify the presence of special cause variation on the process and provide a trigger for action
control charts
37
is the practice of making the workplace visually easy to work in.
visual management
38
is the wrap up of all the good that came of an improvement project. * This is where a team notes their lessons learned, hard and soft savings and whether the Process Owner is prepared to monitor and maintain the updated process.
Project Closure
39
provides a structure for detailing which changes to the process could be of benefit in other work areas, departments or business units.
Innovation Transfer Opportunities
40
is the inherent reproducibility of a process’s output. It measures how well the process is currently behaving with respect to the output specifications. It refers to the uniformity of the process.
Process Capability
41
s often thought of in terms of the proportion of output that will be within product specification tolerances. The frequency of defectives produced may be measured in:
Capability
42
shows the inherent variability of a machine/process operating within a brief period of time.
Within Capability
43
shows the variability of a machine/process operating over a period of time. It includes sources of variation in addition to the short-term variability.
Overall capability
44
was developed and introduced by Japanese Expert Seiichi Nakajima
Total Productive Maintenance (TPM)
45
establishing maintenance functions
Preventive maintenance
46
recognizing importance of reliability, maintenance, and economic efficiency in plant design
productive maintenance
47
achieving PM efficiency through a comprehensive system based on respect for individuals and total employee participation
TOTAL PRODUCTIVE MAINTENANCE
48
It is a comprehensive approach in maintenance management that does not only tackle the technical aspect of machine maintenance but also recognizes the intellectual capacity of the operators
Total productive maintenance
49
Principal features of TPM
Total Effectiveness Total Maintenance Total Participation
50
The goal of TPM is to achieve overall equipment effectiveness by maximizing output while minimizing input..
Life Cycle cost di ko alam anong relate sa question na toh pero kasi nakalgay sa ppt. kunware yan na lang sagot
51
What type of loss 1. Equipment failure - from breakdowns 2. Setup and adjustment - from exchange of die injection molding machines, etc
Down Time
52
What type of loss 3. Idling and minor stoppages - due to the abnormal operation of sensors, blockage of work on chutes, etc. 4. Reduced speed - due to discrepancies between designed and actual speed of equipment
Speed losses
53
What type of loss 5. Process defects - due to scraps and quality defects to be repaired 6. Reduced yield - from machine startup to stable production
Defect
54
loss from from breakdowns
Equipment failure
55
loss from exchange of die injection molding machines, etc
Setup and adjustment
56
loss due to the abnormal operation of sensors, blockage of work on chutes, etc.
Idling and minor stoppages
57
loss due to discrepancies between designed and actual speed of equipment
Reduced speed
58
loss due to scraps and quality defects to be repaired
Process defects
59
loss from machine startup to stable production
Reduced yield
60
it is the condition of machine related to its desired output i.e. production(P), quality (Q), cost (C), delivery (D), safety, health and environment (S), and morale (M)
Overall Equipment effectiveness
61
s derived by subtracting the planned downtime from the total available time per day
LoadingTime or Available Time Per Day
62
refers to the amount of downtime officially scheduled maintenance and management activities such as morning meetings.
PLanned downtime
63
is derived by subtracting equipment downtime (non- operation time) from loading time or the time which the equipment is actually operating
Operation time
64
involves equipment stoppage losses resulting from failures, setup/ adjustment procedures, exchange of dies
Equipment downtime
65
It is the product of the operating speed rate and the net operating rate
Performance Efficiency
66
refers to the discrepancy between the ideal speed (based on equipment capacity as designed) and its actual operating speed
Operating Speed Rate (OSR)
67
It calculates losses resulting from minor recorded stoppages, as well as those that go unrecorded on the daily logs, such as small problems and adjustment losses
NEt operating rate
68