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ncoa > CONTINUOUS IMPROVEMENT > Flashcards

CONTINUOUS IMPROVEMENT Flashcards

0
Q

FIVE DESIRED EFFECT PRIORITIES

A

JUST DO IT
RAPID IMPROVEMENT EVENTS
HIGH VALUE INITIATIVE

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1
Q

AFSO 21 FIVE DESIRED EFFECTS

A 
INCREASE PRODUCTIVITY OF OUR PEOPLE
INCREASE CRITICAL EQUIPMENT AVAILABILITY RATES
IMPROVE RESPONSE TIME AND AGILITY
SUSTAIN SAFE AND RELIABLE OPERATIONS
IMPROVE ENERGY EFFICIENCY
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2
Q

JUST DO IT

A

IS A QUICK FIX TO A PROCESS IRRITANT; A SIMPLE ANSWER TO AN OBSTACLE IN AN INDIVIDUAL PROCESS

INSTANTLY

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3
Q

RAPID IMPROVEMENT EVENTS

A

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

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4
Q

WHAT ARE THE FOUR COMPONENTS OF RIE

A

STRONG LEADERSHIP BUY IN
KNOWLEDGE AND OPEN-MINDED PARTICIPANTS
A TIGHTLY FOCUSED EVENT SCOPE
AN IMPLEMENTATION PLAN AND METRICS TO TRACK RESULTS

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5
Q

HIGH VALUE INITIATIVE

A

PRODUCE SIGNIFICANT RETURNS AGAINST KEY AIR FORCE CHALLENGES
CROSS FUNCTIONAL TEAM
REQUIRE 4 TO SIX MONTHS

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6
Q

DECISION MAKING

A

IS THE MENTAL PROCESS THAT RESULTS IN THE SELECTION OF A COURSE OF ACTION FROM AONG SEVERAL ALTERNATIVE SCENARIOS

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7
Q

TWO SYSTEM APPROACH TO DECISION MAKING

A

SYSTEM 1 REACTIVE THINKING

SYSTEM 2 REFLECTIVE THINKING

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8
Q

SYSTEM 1REACTIVE THINKING

A

RELIES HEAVILY ON SITUATIONAL CUES, PROMINENT MEMORIES, TRIAL AND ERROR AND HEURISTIC TO ARRIVE QUICKLY …

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9
Q

SYSTEM 2 REFLECTIVE THINKING

A

IS BROAD AND INFORMED PROBLEM SOLVING AND DELIBERATE DECISION MAKING.

ARGUMENT
CRITICAL THINKING

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10
Q

KEPNER TREGEO PROBLEM SOLVING AND DECISION MAKING PROCESS

A

SITUATION APPRAISAL
PROBLEM ANALYSIS
DECISION ANALYSIS
POTENTIAL PROBLEM ANALYSIS

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11
Q

SITUATION APPRAISAL

A

USED TO SEPARATE, CLARIFY, PRIORITIZE CONCERNS

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12
Q

PROBLEM ANALYSIS

A

FIND THE CAUSE OF POSITIVE OR NEGATIVE DEVIATION

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13
Q

DECISION ANALYSIS

A

USED FOR MAKING A CHOICE

CLARIFIES PURPOSE AND BALANCES RISK AND BENEFITS

MUST/WANTS

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14
Q

POTENTIAL PROBLEM ANALYSIS

A

TP PROTECT ACTIONS OR PLANS

MUST GO WELL, RISK IS HIGH, MYRAID THINGS COULD GO WRONG

REVEALS DRIVING FACTORS AND IDENTIFIES LOWER RISK

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15
Q

COMPLETED DURING EIGHT STEP PROCESS

A

SITUATIONAL APPRAISAL, PROBLEM ANALYSIS, POTENTIAL PROBLEM ANALYSIS

16
Q

FOUR COMPONENTS OF DECISION ANALYSIS

A

DECISION STATEMENT
DETERMINE OBJECTIVES
LOCATE ALTERNATIVES
RISK ANALYSIS

17
Q

DECISION STATEMENT

A

DETERMINE OUR OBJECTIVE
SPECIFIC LEVEL OF SUCCESS OR RESOLUTION

WHAT IS OUR CRITERIA

18
Q

CATEGORIES OF DETERMINE OBJECTIVES

A

OUR MUSTS AND OUR WANTS

MUST-MANDATORY

WANTS-OPTIONAL

19
Q

RISK ANALYSIS

A

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?

20
Q

OODA LOOP

A

OBSERVE, ORIENT, DECIDE, ACT

21
Q

OBJECTIVE OF THE EIGHT STEP IS

A

TO HELP FOCUS ON BIG ISSUES AFFECTING OUR MISSION, OUR WORK CENTER AND OUR PEOPLE

22
Q

EIGHT STEPS

A

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

23
Q

CLARIFY AND VALIDATE PROBLEM

A

OBSERVE (OODA)
GO AND SEE
VOICE OF THE CUSTOMER

24
Q

STEP 2- BREAK DOWN THE PROBLEM/IDENTIFY PERFORMANCE GAPS

A

OBSERVE (OODA)

KEY PROCESS INDICATORS AND METRICS
VALUE AND WASTE ANALYSIS
PERFORMANCE GAP ANALYSIS

25
Q

LEADING METRICS

A

MAKE FUTURE PREDICTIONS ABOUT LIKELY OCCURANCE

26
Q

LAGGING METRICS

A

track overall performance trends

27
Q

STEP 3 SET IMPROVEMENT TARGETS

A

ORIENT (OODA)
STRATEGIC VISION
TACTICAL TARGETS
B-SMART

28
Q

B-SMART

A

BALANCED ,SPECIFIC ,MEASURABLE ,ATTAINABLE RESULTS FOCUSED, TIMELY

29
Q

DETERMINE ROOT CAUSES

A

ORIENT (OODA)
ROOT CAUSE PROBLEM SOLVING
THE FIVE WHYS
BRAINSTORMING

30
Q

BRAINSTORMING

A

STRUCTURED APPROACH
UNSTRUCTURED APPROACH
SILENT APPROACH
FISH BONE DIAGRAM

31
Q

STEP 5- DEVELOP COUNTERMEASURES

A

DECIDE (OODA)

ANALYSIS OF ALTERNATIVES- EFFECTIVENESS, FEASIBILITY, IMPACT

32
Q

STEP 6 SEE COUNTER MEASURES THROUGH

A 
DECIDE (OODA)
SIX S
VISUAL MANAGEMENT
STANDARD WORK
STANDARD WORK IS THE FOUNDATION OF CONTINUOUS IMPROVEMENT.
MATERIAL/INFORMATION FLOW
33
Q

SIX S

A

SORT, STRAIGHTEN, SHINE, STANDARDIZE, SUSTAIN, SAFETY

34
Q

STEP 7 CONFIRM RESULTS AND PROCESS

A

ACT (OODA)

CONDUCTING A REVIEW
REWARDS AND RECOGNITION

35
Q

REWARDS AND RECOGNITION

A

TIMELY, PROPORTIONAL, SINCER, SPECIFIC, INDIVIDUAL, PERSONAL

36
Q

STEP 8 STANDARDIZE SUCCESSFUL PROCESS

A

ACT (OODA)

CHANGES TO, COMMUNICATE IMPROVEMENTS AND LESSON LEARNED, WHAT OTHER OPPORTUNITIES WERE IDENTIFIED BY THE PROBLEM SOLVING PROCESS

37
Q

THE KEY TO AFSO 21 SUCCESS

A

IS A CULTURE WHERE EVERY AIRMAN THINKS ABOUT IMPROVEMENT AND IS EMPOWERED TO COMMUNICATE WITH HIS OR HER SUPERVISOR, COMMANDER OR A CHANGE AGENT

ncoa (26 decks)

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