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Business Process Innovation > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

a systematic series of actions directed to some end

A

process

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2
Q

something new or different introduced

A

innovation

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3
Q

introducing something new to a process that results in better quality/lower cost/faster time/easier processing

A

process innovation

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4
Q

profit equation

A

p = r - c (profit equals revenues minus costs)

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5
Q

objectives of process innovation

A

better, faster, cheaper, easier

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6
Q

six sigma means that

A

you have a process that can go six standard deviations either side of the mean and still be within “required” values

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7
Q

who is credited with creating the six sigma concept in the 80s

A

Bill Smith from Motorola

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8
Q

six sigma married ______ with ______

A

process capability with product specification

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9
Q

DPMO

A

defects per million opportunities

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10
Q

any step where an error can occur

A

opportunity

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11
Q

framework for reducing variation in an existing process with no known solution

A

DMAIC (define, measure, analyze, improve, control)

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12
Q

different phases/framework for a new process

A

DMADV (define, measure, analyze, design, validate)

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13
Q

define

A

what is the problem? define project goals

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14
Q

measure

A

collecting data to determine how well the process is performing

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15
Q

analyze

A

identifying root causes

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16
Q

improve

A

generating solutions to plan to fix

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17
Q

control

A

monitoring of new process; steps to keep the improvement in place

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18
Q

six sigma is NOT a ______ framework/progression

A

linear

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19
Q

primary activities in define phase

A
  1. develop team charter 2. kick-off project 3. refine scope 4. define process 5. identify CTQs
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20
Q

team charter contents

A

business case, problem and goal statements, role and responsibilities, scope

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21
Q

project management wants to know three things

A

time, cost, scope (how long, how much, what does it do?)

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22
Q

CTQ

A

critical to quality; what is critical to the customer (meet or exceed expectations)

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23
Q

who defines quality

A

the customer

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24
Q

business case needs to be articulated in terms of

A

dollars

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25
Q

problem and goal statement requirements

A

must be measurable/quantifiable; do not include solutions, causes, or assign blame, keep to one problem, use of entitlement for goals (target 70% of best performance ever)

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26
Q

2 ways to define/map out a process

A

SIPOC and process mapping

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27
Q

SIPOC

A

suppliers, inputs, process, outputs, customers (can be used to help you scope)

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28
Q

process mapping

A

flow charts; helps find bottlenecks and redundancies; (each step should have a start and a finish)

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29
Q

critical to quality must be

A

measurable; need to be able to define what is good and what is a defect

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30
Q

in God we trust …

A

… always bring data!

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31
Q

primary activities of measure phase

A

brainstorm possible root causes, develop operational definition, develop data collection plan, collect the data (establish a current state)

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32
Q

fishbone diagram

A

cause and effect diagram; used to uncover all sources of a problem, typically done in groups; don’t judge just write

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33
Q

six sigma is ____ driven

A

data

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34
Q

y=mX+b

A

CTQ = m(root cause) + b

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35
Q

operational definition

A

defines how to tell good from bad

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36
Q

keys to an operational definition

A

what to measure, how to measure it, and remove ambiguity

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37
Q

operation definition template

A

(CTQ) is defined as (your definition) as measured by (how you measure it with no ambiguity)

38
Q

two types of data

A

continuous and discrete

39
Q

continuous data

A

can be measured on a continuous scale (time, weight, temperature)

40
Q

discrete data

A

counts frequency of occurrence

41
Q

types of discrete data

A

count data (# of defects), binary data (yes/no), nominal data (yellow, blue…), ordinal data (on a scale from 1-5)

42
Q

big goal in data collection

A

you want uniformity, repeatability in collecting data; no matter who collects, you should be able to get the same answer

43
Q

the sigma level is

A

how many standard deviations you can go before hitting a required limit

44
Q

goal of analyze phase

A

to determine which x’s have the biggest influence on your y

45
Q

simple analysis tools

A

pareto analysis, scatter plots, simple regression, histogram

46
Q

more advanced analysis tools

A

ANOVA, t test, box-plot, chi-square test, logistic regression

47
Q

which tools to use?

A

depends on your type of data for y and x

48
Q

80% of your defects come from 20% of your problems/causes

A

pareto analysis

49
Q

purpose of this tool is to see if there is a relationship between two seemingly unrelated variables

A

scatterplot

50
Q

DO NOT USE _______ DATA

A

OPINION

51
Q

activities in the improve phase

A

generate possible solutions, evaluation solutions, select solution, implement solution

52
Q

how to generate solutions

A

think like a child, challenge the rule, set a deadline, get rid of excuses

53
Q

SCAMPER

A

substitue, combine, adapt, modify or magnify, put to other uses, eliminate or minimize, reverse or rearrange

54
Q

when evaluation solutions you should

A

do a cost benefit analysis and do a pick chart (2 by 2; easy or hard difficulty and high or low payoff)

55
Q

key idea of control phase

A

gains will fade over time if not monitored and controlled

56
Q

spc

A

statistical process control

57
Q

how can you implement

A

with a pilot test

58
Q

philosophy of lean

A

the elimination of waste

59
Q

5 principles of lean

A
  1. identify value 2. map the value stream 3. create flow 4. establish pull 5. seek perfection
60
Q

another idea for map the value stream

A

VSM or value stream mapping

61
Q

another idea for create flow

A

5S

62
Q

another idea for establish pull

A

kanban

63
Q

another idea for seek perfection

A

kaizen

64
Q

anything that adds cost but does not add value

A

waste (muda)

65
Q

difference between Japanese and US

A

Japanese are more focused on process improvements and simplification while we are more operations oriented

66
Q

big idea of lean

A

continuous improvement

67
Q

Japanese understand the concept of

A

invisible waste

68
Q

2 reasons to change your processes

A

what my customer wants changes with time and technology changes

69
Q

Littles law?

A 
inventory = throughput x flow time 
WIP = throughput x lead time
70
Q

7 forms of waste

A

waste of producing defects, transportation, overproduction, waiting, waste in the process itself, waste of movement, inventory

71
Q

eighth waste

A

waste of underutilizing employee skills or not engaging people

72
Q

something that the customer is willing to pay for

A

value

73
Q

where to start with value stream mapping

A

define the process and bound it; create a process box for each process step, map the process flow; add info flows; collect process data and add it; create a timeline; analyze; create ideal state

74
Q

one thing that differentiates VSM from other techniques is

A

adding the flow of information to show how orders are placed and schedules communicated

75
Q

typical process data that is collected in VSM

A

inventory, cycle time, change over time, uptime, number of operators, net available working time, scrap rate, pack size/pallet sizes

76
Q

goal with creating a timeline in VSM

A

want to show how long inventory remains in the system and how long a product is processed for

77
Q

time taken to process one item (not one batch)

A

processing time

78
Q

what is 5S

A 
sort
straighten/set in order
shine
standardize
sustain
(clean your room and keep it clean)
79
Q

sort

A
  1. define what is necessary 2. define what is unnecessary 3. remove what’s unnecessary
80
Q

set in order

A
  1. determine locations for all items 2. calculate quantities of items 3. place items in storage locations 4. label storage locations
81
Q

shine

A
  1. clean 2. plan 3. sustain
82
Q

standardize

A

create visual controls and policies to ensure consistent standard behavior for item usage and storage

83
Q

standardization should encourage

A

simplicity, repeatability, lack of variation, accountability

84
Q

sustain

A

ingrain 5S into the culture through training and ongoing discipline

85
Q

pull method of production

A

focuses on eliminating waste of inventory and overproduction by not moving till something happens

86
Q

Kanban is a

A

card or instruction sign

87
Q

Kanban serves to limit

A

the amount of WIP

87
Q

Kanban serves to limit

A

the amount of WIP

88
Q

key to Kanbans

A

they need a fairly stable environment; you need quick replenishment from suppliers and can’t have huge fluctuations in demand

89
Q

kaizen is the notion of

A

continuous improvement

90
Q

what is a kaizen blitz

A

5 day event

91
Q

Q x A = E

A

quality times acceptance equals effectiveness (if people don’t accept it then it’s not effective

Business Process Innovation (1 decks)

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