LABMAN-W4 Flashcards
(106 cards)
1
Q
_____% of all medical decisions are based on lab results.
A
70%
2
Q
provides direction of where an organization is going
A
Leadership
3
Q
provides the road to get to the destination an organization is going
A
Management
4
Q
Leader or Manager:
Administrator
A
Leader
5
Q
Leader or Manager:
Organizer and developer
A
Leader
6
Q
Leader or Manager:
Risk taker
A
Leader
7
Q
Leader or Manager:
Inspiration
A
Leader
8
Q
Leader or Manager:
Thinks long term
A
Leader
9
Q
Leader or Manager:
Asks what and why
A
Leader
10
Q
Leader or Manager:
Challenges status quo
A
Leader
11
Q
Leader or Manager:
Does the right thing
A
Leader
12
Q
Leader or Manager:
Implementer
A
Manager
13
Q
Leader or Manager:
Maintains control
A
Manager
14
Q
Leader or Manager:
Thinks short term
A
Manager
15
Q
Leader or Manager:
Asks how and when
A
Manager
16
Q
Leader or Manager:
Watches bottom ling
A
Manager
17
Q
Leader or Manager:
Accepts status quo
A
Manager
18
Q
Leader or Manager:
Is a good soldier
A
Manager
19
Q
Leader or Manager:
Does things right
A
Manager
20
Q
general and qualitative statements of overall philosophy of the organization
A
Goal
21
Q
statements that are more specific and quantifiable steps taken to achieve the organizational goals
A
Objective
22
Q
Goal or Objective:
Ultimate goal
A
Goal
23
Q
Goal or Objective:
Long term
A
Goal
24
Q
Goal or Objective:
Destination/result
A
Goal
25
Goal or Objective:
Comprehensive and holistic
Goal
26
Goal or Objective:
Change very little overtime
Goal
27
Goal or Objective:
Progressive target
Objective
28
Goal or Objective:
Short term
Objective
29
Goal or Objective:
Journey/Method
Objective
30
Goal or Objective:
Specific and exclusive
Objective
31
Goal or Objective:
Change at a moment's notice
Objective
32
also known as administration
Management
33
the organizing and controlling of the affairs of a business or a sector of a business or "working with and through people to accomplish a common mission"
Management
34
3 management styles
Management by objective (MBO)
Continuous quality improvement (CQI)
Total Quality Management (TQM)
35
targets organizational and employee performance by aligning goals and objective throughout the organization, including timelines, tracking, and feedback in the process
Management by objective (MBO)
36
analytical decision-making tool that determines when a process is working predictably and when it is not, and identifying the variation to lessen or eliminate it, using process control charts
Continuous quality improvement (CQI)
37
management approach to long-term success through customer satisfaction, incorporating all members of an organization participating in improving process, products, services, and the culture in which they work
Total Quality Management (TQM)
38
system approach that focuses on teams, processes, statistics, and delivery of services and products that meet or exceed customer expectations
Total Quality Management (TQM)
39
Traditional thinking or TQM thinking:
Acceptable quality
Trad
40
Traditional thinking or TQM thinking:
Department focused
Trad
41
Traditional thinking or TQM thinking:
Quality as expense
Trad
42
Traditional thinking or TQM thinking:
Defects by workers
Trad
43
Traditional thinking or TQM thinking:
Management controlled worker
Trad
44
Traditional thinking or TQM thinking:
Status quo
Trad
45
Traditional thinking or TQM thinking:
Manage by intuition
Trad
46
Traditional thinking or TQM thinking:
Intangible quality
Trad
47
Traditional thinking or TQM thinking:
We versus they relationship
Trad
48
Traditional thinking or TQM thinking:
End-process focus
Trad
49
Traditional thinking or TQM thinking:
Reactive systems
Trad
50
Traditional thinking or TQM thinking:
Error-free quality
TQM
51
Traditional thinking or TQM thinking:
Organization focused
TQM
52
Traditional thinking or TQM thinking:
Quality as means to lower cost
TQM
53
Traditional thinking or TQM thinking:
Defects by system
TQM
54
Traditional thinking or TQM thinking:
Empowered worker
TQM
55
Traditional thinking or TQM thinking:
Continuous quality improvement
TQM
56
Traditional thinking or TQM thinking:
Manage by fact
TQM
57
Traditional thinking or TQM thinking:
Quality defined
TQM
58
Traditional thinking or TQM thinking:
"Us" relationship
TQM
59
Traditional thinking or TQM thinking:
System process
TQM
60
Traditional thinking or TQM thinking:
Proactive system
TQM
61
Quality tool with the goal to DECREASE ERROR
Six Sigma
62
Quality tool with the goal to ELIMINATE WASTE
Lean System
63
A statistical modification of the original Plan-Do-Check-Act method
Six Sigma
64
Six Sigma methodology is represented by the acronym:
DMAIC
65
DMAIC means?
Define
Measure
Analyze
Improve
Control
66
Quality tool that focuses on efficiency
Lean System
67
Lean system originated with the automobile manufacturing industry in which country?
Japan
68
Lean System or Six Sigma:
6s
Lean System
69
What does 6s in Lean System mean?
Sort
Straighten or Set in order
Scrub or Shine
Safety
Standardize
Sustain
70
Mnemonics used to denote WASTE:
DOWNTIME
71
What does DOWNTIME in waste mean?
Defects
Overproduction
Waiting
Non-utilized talents
Transport
Inventory
Motion
Extra Processing
72
Identify which type of waste is described:
Efforts caused by rework scrap and incorrect info
Defects
73
Identify which type of waste is described:
Production that is more than needed or before it is needed
Overproduction
74
Identify which type of waste is described:
Wasted time waiting for the next step in the process
Waiting
75
Identify which type of waste is described:
Not using people's talents, skills, and knowledge to their full
Non-utilized talents
76
Identify which type of waste is described:
Unnecessary movement of products and materials
Transport
77
Identify which type of waste is described:
Excess products and material not being processed
Inventory
78
Identify which type of waste is described:
Unnecessary movements by people
Motion
79
Identify which type of waste is described:
Unnecessary processing or activities in the process that do not add value
Extra Processing
80
QI Project Team Roles:
contribute 20% of their time to improvement projects while delivering their normal job functions
Green belters
81
QI Project Team Roles:
Project team members
Green and yellow belters
82
QI Project Team Roles:
dedicate 100% of their time to QI projects, proactively addressing process and quality problems
Black belters
83
QI Project Team Roles:
Project coaches/leaders
Black belters
84
QI Project Team Roles:
mid- to senior-level sponsors who review the project, remove organizational barriers, and encourage team members
Blue belters
85
QI Project Team Roles:
smaller scale improvement projects typically headed by purple belts use the same Lean Six Sigma principles condensed over 1 week to improve more focused and limited processes
Purple belters
86
QI Project Team Roles:
introductory level of knowledge
White belters
87
How long does it take for a full Six Sigma Improvement Project to complete?
6-8 months
88
4 main functions/processes of management
POLC
Planning
Organizing
Leading/Directing
Controlling
89
Management process:
manager determines how best to accomplish a set goal
Planning
90
Management process:
manager determines how best to allocate resources to achieve the goal
Organizing
91
Management process:
involves the manager motivating employees to work toward the goal
Directing/Leading
92
Management process:
requires the manager to evaluate and monitor their progress
Controlling
93
Management process: POLC
Identify goals
Planning
94
Management process: POLC
Evaluate current situations
Planning
95
Management process: POLC
Establish time frame
Planning
96
Management process: POLC
Set objectives
Planning
97
Management process: POLC
Forecast resource
Planning
98
Management process: POLC
Implement plan
Planning
99
Management process: POLC
Obtain feedback
Planning
100
Management process: POLC
Formal heirarchy
Organizing
101
Management process: POLC
Informal relationship
Organizing
102
Management process: POLC
Leadership
Directing
103
Management process: POLC
Time allocation
Directing
104
Management process: POLC
Instructions
Controlling
105
Management process: POLC
Follow up
Controlling
106
Management process: POLC
Modification
Controlling
