CONTINUOUS IMPROVEMENT Flashcards
FIVE DESIRED EFFECT PRIORITIES
JUST DO IT
RAPID IMPROVEMENT EVENTS
HIGH VALUE INITIATIVE
AFSO 21 FIVE DESIRED EFFECTS
INCREASE PRODUCTIVITY OF OUR PEOPLE INCREASE CRITICAL EQUIPMENT AVAILABILITY RATES IMPROVE RESPONSE TIME AND AGILITY SUSTAIN SAFE AND RELIABLE OPERATIONS IMPROVE ENERGY EFFICIENCY
JUST DO IT
IS A QUICK FIX TO A PROCESS IRRITANT; A SIMPLE ANSWER TO AN OBSTACLE IN AN INDIVIDUAL PROCESS
INSTANTLY
RAPID IMPROVEMENT EVENTS
APPLY A SERIES OF PROBLEM SOLVING STEPS TO DETERMINE ROOT CAUSE OF PROBLEMS, ELIMINATE WASTE, SET IMPROVEMENT TARGETS AND ESTABLISH CLEAR PERFORMANCE MEASURES TO REACH DESIRED EFFECTS
ONE WEEK
WHAT ARE THE FOUR COMPONENTS OF RIE
STRONG LEADERSHIP BUY IN
KNOWLEDGE AND OPEN-MINDED PARTICIPANTS
A TIGHTLY FOCUSED EVENT SCOPE
AN IMPLEMENTATION PLAN AND METRICS TO TRACK RESULTS
HIGH VALUE INITIATIVE
PRODUCE SIGNIFICANT RETURNS AGAINST KEY AIR FORCE CHALLENGES
CROSS FUNCTIONAL TEAM
REQUIRE 4 TO SIX MONTHS
DECISION MAKING
IS THE MENTAL PROCESS THAT RESULTS IN THE SELECTION OF A COURSE OF ACTION FROM AONG SEVERAL ALTERNATIVE SCENARIOS
TWO SYSTEM APPROACH TO DECISION MAKING
SYSTEM 1 REACTIVE THINKING
SYSTEM 2 REFLECTIVE THINKING
SYSTEM 1REACTIVE THINKING
RELIES HEAVILY ON SITUATIONAL CUES, PROMINENT MEMORIES, TRIAL AND ERROR AND HEURISTIC TO ARRIVE QUICKLY …
SYSTEM 2 REFLECTIVE THINKING
IS BROAD AND INFORMED PROBLEM SOLVING AND DELIBERATE DECISION MAKING.
ARGUMENT
CRITICAL THINKING
KEPNER TREGEO PROBLEM SOLVING AND DECISION MAKING PROCESS
SITUATION APPRAISAL
PROBLEM ANALYSIS
DECISION ANALYSIS
POTENTIAL PROBLEM ANALYSIS
SITUATION APPRAISAL
USED TO SEPARATE, CLARIFY, PRIORITIZE CONCERNS
PROBLEM ANALYSIS
FIND THE CAUSE OF POSITIVE OR NEGATIVE DEVIATION
DECISION ANALYSIS
USED FOR MAKING A CHOICE
CLARIFIES PURPOSE AND BALANCES RISK AND BENEFITS
MUST/WANTS
POTENTIAL PROBLEM ANALYSIS
TP PROTECT ACTIONS OR PLANS
MUST GO WELL, RISK IS HIGH, MYRAID THINGS COULD GO WRONG
REVEALS DRIVING FACTORS AND IDENTIFIES LOWER RISK
COMPLETED DURING EIGHT STEP PROCESS
SITUATIONAL APPRAISAL, PROBLEM ANALYSIS, POTENTIAL PROBLEM ANALYSIS
FOUR COMPONENTS OF DECISION ANALYSIS
DECISION STATEMENT
DETERMINE OBJECTIVES
LOCATE ALTERNATIVES
RISK ANALYSIS
DECISION STATEMENT
DETERMINE OUR OBJECTIVE
SPECIFIC LEVEL OF SUCCESS OR RESOLUTION
WHAT IS OUR CRITERIA
CATEGORIES OF DETERMINE OBJECTIVES
OUR MUSTS AND OUR WANTS
MUST-MANDATORY
WANTS-OPTIONAL
RISK ANALYSIS
IS THER ANYTHING I OVERLOOKED?
ARE THERE ANY POTENTIAL ISSUES AS A RESULT OF A MUST?
IS THER A POSSIBILITY THAT MY CHOICE IS INVALID?
IS THER ANYTHING THAT MIGHT PREVENT ME FROM BEING COMFORTABLE WITH MY CHOICE?
OODA LOOP
OBSERVE, ORIENT, DECIDE, ACT
OBJECTIVE OF THE EIGHT STEP IS
TO HELP FOCUS ON BIG ISSUES AFFECTING OUR MISSION, OUR WORK CENTER AND OUR PEOPLE
EIGHT STEPS
1-CLARIFY AND VALIDATE PROBLEM, 2- BREAKDOWN PROBLEM IDENTIFY PERFORMANCE GAPS, 3- SET IMPROVEMENT TARGET,4-DETERMINE ROOT CAUSE, 5 DEVELOP COUNTER MEASURE,6 SEE COUNTER MEASURES THROUGH, 7 CONFIRM RESULTS AND PROCESS, 8 STANDARDIZE SUCCESSFUL PROCESSES
CLARIFY AND VALIDATE PROBLEM
OBSERVE (OODA)
GO AND SEE
VOICE OF THE CUSTOMER
STEP 2- BREAK DOWN THE PROBLEM/IDENTIFY PERFORMANCE GAPS
OBSERVE (OODA)
KEY PROCESS INDICATORS AND METRICS
VALUE AND WASTE ANALYSIS
PERFORMANCE GAP ANALYSIS
LEADING METRICS
MAKE FUTURE PREDICTIONS ABOUT LIKELY OCCURANCE
LAGGING METRICS
track overall performance trends
STEP 3 SET IMPROVEMENT TARGETS
ORIENT (OODA)
STRATEGIC VISION
TACTICAL TARGETS
B-SMART
B-SMART
BALANCED ,SPECIFIC ,MEASURABLE ,ATTAINABLE RESULTS FOCUSED, TIMELY
DETERMINE ROOT CAUSES
ORIENT (OODA)
ROOT CAUSE PROBLEM SOLVING
THE FIVE WHYS
BRAINSTORMING
BRAINSTORMING
STRUCTURED APPROACH
UNSTRUCTURED APPROACH
SILENT APPROACH
FISH BONE DIAGRAM
STEP 5- DEVELOP COUNTERMEASURES
DECIDE (OODA)
ANALYSIS OF ALTERNATIVES- EFFECTIVENESS, FEASIBILITY, IMPACT
STEP 6 SEE COUNTER MEASURES THROUGH
DECIDE (OODA) SIX S VISUAL MANAGEMENT STANDARD WORK STANDARD WORK IS THE FOUNDATION OF CONTINUOUS IMPROVEMENT. MATERIAL/INFORMATION FLOW
SIX S
SORT, STRAIGHTEN, SHINE, STANDARDIZE, SUSTAIN, SAFETY
STEP 7 CONFIRM RESULTS AND PROCESS
ACT (OODA)
CONDUCTING A REVIEW
REWARDS AND RECOGNITION
REWARDS AND RECOGNITION
TIMELY, PROPORTIONAL, SINCER, SPECIFIC, INDIVIDUAL, PERSONAL
STEP 8 STANDARDIZE SUCCESSFUL PROCESS
ACT (OODA)
CHANGES TO, COMMUNICATE IMPROVEMENTS AND LESSON LEARNED, WHAT OTHER OPPORTUNITIES WERE IDENTIFIED BY THE PROBLEM SOLVING PROCESS
THE KEY TO AFSO 21 SUCCESS
IS A CULTURE WHERE EVERY AIRMAN THINKS ABOUT IMPROVEMENT AND IS EMPOWERED TO COMMUNICATE WITH HIS OR HER SUPERVISOR, COMMANDER OR A CHANGE AGENT
