Continuous Improvement Flashcards
Continuous improvement
The strategic, never-ending, incremental refinement of the way you perform tasks. CI employs a collection of methodologies including lean, six sigma, theory of of constraints, and Business process
AFSO 21
Constantly finding efficiencies to channel saved monies toward improving combat capabilities across the Air Force
Just do it
Quick fix to a process irritant
Rapid Improvement Events (RIE)
Usually last a week and apply a series of problem solving steps to determine root causes of problems, eliminate waste, set improvement targets, and establish clear performance measures to reach desired effects
High value initiative
Produce significant returns against key Air Force challenges.
Decision-making
The mental process that results in the selection of a course of action from among several alternative scenarios.
System thinking
System 1 thinking- reactive thinking
System 2 thinking- reflective thinking
System 1 (reactive thinking)
Relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking to arrive quickly and confidently at judgments, particularly when situations are familiar and immediate action is required
System 2 (Reflective thinking)
Broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration.
Kenner- tregoe problem solving and decision making process
Situation appraisal
Problem analysis
Decision analysis
Potential problem analysis
Situation appraisal
Separates, clarifies, and prioritizes concerns
When to use- when confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, situation appraisal is the tool of choice
Problem analysis
Identifies the cause of a positive or negative deviation
When to use- through this analysis, you may find people, machinery, systems, or processes that are not performing as expected. Problem Analysis points to the relevant information and leads the way to the root cause.
Decision Analysis
Used for making a choice
When to use- when the path ahead is uncertain, when there are too many choices, or the risk of making the wrong choice is high, Decision Analysis clarifies the purpose and balances risks and benefits to arrive at a solid and supported choice
Potential problem analysis
Protects actions or plans
When to use- when a project simply must go well, risk is high, or myriad things could go wrong, a Potential Problem Analysis reveals the driving factors and identifies ways to lower risk
Decision Analysis
A systematic procedure based on the thinking pattern that you use when making choices
Decision statement
Determines your objective
Provides a specific level of success or resolution
Determine objectives (must and wants)
Objectives are clear measures of the ends you want to achieve
Locate alternatives/ select best alternative
After determining Musts and wants and assign weights to the wants, it is time to find potential alternatives
Risk analysis
Last step of decision Analysis is when you look at your choice and determine 4 things
Is there anything I overlooked
Are there any potential issues as a result of a must
Is there a possibility that my choice is invalid
Is there anything that might prevent me from being comfortable with my choice
OODA Loop
Provides NCOs with a systematic and deliberate method for looking at the current situation, determining what problems exist, and then deciding an appropriate and/or effective action
Eight step problem solving process
A team centered, systematic, common-sense problem solving approach aimed at increasing combat capability, making Air Force units more effective and efficient, and enhancing and enabling the warfighter
Step 1 of the 8 step problem solving process
Observe
Clarify and validate the problem OODA
Go and see
Observe first hand what is taking place
Voice of the customer
Only one entity can define what is valuable to the customer and that is the customer
Step 2 of the 8 step problem solving process
Break down the problem/ identity performance gaps
Key process indicators and metrics
Value and waste analysis
Performance gap analysis
Step 3 of the 8 step problem solving process
Set improvement targets
Strategic vision
Tactical targets
B-smart Balance Specific Measurable Attainable Results focused Timely
Step 4 of the 8atep problem solving process
Determine root cause
5w’s
Brainstorming Structured approach Unstructured approach Silent approach Fish bone diagram
Step 5 of the 8step problem solving process
Develop countermeasures
Analysis of alternatives
Step 6 of the 8 step problem solving process
See countermeasures through
Six s Sort Straighten Shine Standardize Sustain Safety
Step 7 of the 8 step problem solving process
Confirm results and process
Conducting a review
Reward and recognition
Step 8 of the 8 step problem solving process
Standardize successful processes
