Continuous Improvement

Question 1

CI

Continuous Improvement

Answer 1

The strategic, never ending incremental refinement of the way you perform tasks

Question 2

AFSO21

Answer 2

Air Force Smart Ops for the 21st Century

Challenges all Airmen to examine processes and elements steps in business processes that add little to no value

Question 3

AFSO21.

5 desired effects

Answer 3

1 increase productivity of our most valued asset- our Airmen
2 Significantly increase critical asset availability
3 Improve response time and decision making agility
4 Sustain safe and reliable operations
5 Improve energy efficiency

Question 4

3 AFSO21 settings

Answer 4

1 Just do it
2 Rapid improvement events (RIE)
3 Improvement project (IP)

Question 5

Just do it setting

Answer 5

A simple answer, a quick fix

An improvement suggestion that, when exercised, yields immediate results

Question 6

RIE

Rapid improvement event setting

Answer 6

Usually less than a week using problem solving steps to determine root cause of problem, eliminate waste, set improvement targets

They have
Strong leadership buy-in
Knowledgeable and open-minded participants
A tightly focused event scope
An implementation plan and metrics to track results

Question 7

IP

Improvement Project setting

Answer 7

Requires large team, occurs over a long period of time. Weeks-Months to years

Produces significant returns

Processes are complex - involve a cross functional team to insure the improvement ideas are incorporated into daily operations

Question 8

Decision making

Answer 8

The mental (Cognitive) process that results in the selection of a course of action from among several alternative scenarios

Question 9

2 system approach

System 1 thinking

Answer 9

A vital decision making tool that operates in the background and is relied upon to aid you in supporting daily activities

Situational cues, memories, trial and error. Routine activities

Negatives- mistakes, missed details, negative impact on others

Question 10

2 system approach

System 2 thinking

Answer 10

Focuses on resolving the problem while correcting and monitoring the situation

Broad and informed problem solving and deliberate decision making

Used in unfamiliar situations. Has time for planning.

Example. Choosing a school, writhing an OI , buying a house

Question 11

Decision making model

Situation appraisal

Answer 11

Separates, clarifies, and priorities concerns

Used when confusion is mounting, correct approach is unclear or priorities overwhelm plains

Question 12

Decision Making model

Problem Analysis

Answer 12

Identifies as the cause of a positive or negative deviation

Point to the relevant info and leads the way to the root cause

Question 13

Decision making model

Decision Analysis

Answer 13

Used for making a choice

Used when path uncertain, too many choices, high risk if wrong decision

Question 14

Decision making model

Potential problem Analysis

Answer 14

Protects actions or plains

Used when a project must go well, the risk is high, or lots of things could go wrong

Reveals the driving factors and identifies ways to lower risk

Question 15

Decision Analysis

Answer 15

A systematic procedure based on the thinking pattern that you employ when making choices

Question 16

Decision statement

Answer 16

Determines your objective and provides a specific level of success or resolution

Question 17

Determine Objectives

Answer 17

Your Musts and your wants

Your objectives should be clear and measurable outcomes that you desire

Question 18

Locating alternatives

Answer 18

Find solutions that incorporate the majority of your musts and some of your wants

Research
Creative thinking
Subject matter experts
Brain storming with end users

Question 19

Risk analysis

Answer 19

1 is there anything I overlooked
2 Are there any potential issues as a result of a need
3 Is there a possibility that my choice is invalid and how severe would it be
4 Anything that might make you uncomfortable with the choice

Question 20

OODA Loop

Answer 20

Observe, Orient, Decide, and Act loop

A systematics day deliberate method for looking at current situation, determine what problems exist, and then deciding an appropriate effective action

Question 21

8 step problem solving process

Answer 21

A team-centered, systematic, common sense problem solving approach

Charlie Brown sells dunking donuts after Sunday church service

Question 22

8 steps

Step 1

Answer 22

Clarify and validate the problem
Develop a clear problem statement
Go and see the problem for yourself
Get the view of the customer

Question 23

8 steps

Step 2

Answer 23

Break down the problem-Identify performance gaps

Judge the impact of selected and alternate selection
Use leading and lagging metrics, value and waste Analysis, performance gap analysis

Question 24

8 steps

Step 3

Answer 24

Set improvement targets
Identify a goal and goal statement

Strategic vision
Tactical targets
Balanced 
Specific 
Measurable
Attainable
Results focused
Timely

Question 25

8 steps

Step 4

Answer 25

Determine the root cause

A trad off between digging as deeply as possible and finding the deepest point that’s within your sphere of influence

Use the 5 why’s

Question 26

8 steps

Step 5

Answer 26

Develop countermeasures

Develop solutions, then analysis of alternatives

Check the effectiveness
Feasibility and impact

Question 27

8 steps

Step 6

Answer 27

See the countermeasures through

Use six “S”
Sort
Straighten 
Shine
Standardize
Sustain
Safety

Question 28

8 steps

Step 7

Answer 28

Confirm results and process

Consult a review

Checking throughly on how it worked or did not work

Be sure to establish a balanced, positive, and objective review

Question 29

8 steps

Step 8

Answer 29

Standardize successful processes

What needs to change now that the problem is solved?

TOs, AFIs, equipment, materials, training, procedures