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FINALS BAWI SEASON > IQC FINALZ > Flashcards

IQC FINALZ Flashcards

1
Q

WHY SET AN OBJECTIVE?

A

To define the result areas In the implementation of the project.

  1. To help establish priorities in terms of impact on the unit.
  2. To monitor progress of the project.
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2
Q

criteria for objective setting

A

SMART
(Specific, measurable, attainable, relevant, time bound)

QUAT
(Quantifiable, Understandable, Attainable, Time bound)

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3
Q

How to phrase Ojbective statement

A

To (increase) the chuchu by (insert #) at (when?)

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4
Q

A technique for searching
the measures to solve a
problem by arranging the
relations among objectives
and their measures of a
problem in a form of a tree,
and by examining them
systematically.

A

TREE DIAGRAM

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5
Q

It is a tool used to structure a problem &
examine the relationship of two or more
sets of factors.

It is useful in setting priorities,
highlighting significant items, and finding
out the means to solve the problems.

  • It is used for assessing the effectiveness
    of higher-order means deployed by the
    tree diagram.
A

MATRIX DIAGRAM, PRIORITIZATION TOOL

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6
Q

Differences between pilot test and
full implementation

A
  • Scope / scale
    ▪ Complexity
    ▪ Duration / quantity
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7
Q

Purpose of pilot testing:

A

i. To further improve the solution.
ii. To validate the expected results.
iii. To facilitate buy-in.
iv. To reduce risk of failure.
v. To identify unknown
performance problems.

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8
Q

Situations that require Pilot
Testing:

A

I There are a lot of unknown
factors involved, causing high
risk of failure.
ii. Implementing the change is
costly, need to check for
effectiveness before actual
implementation.
iii. The scope of change is large,
and reversing the change would
be difficult.
iv. The change would have far-
reaching, unforeseen
consequences.

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9
Q

s training different employees to perform different
tasks outside of their original role.

A

Cross-Training Matrix

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10
Q

A matrix that defines the roles and
determines the tasks, responsibilities
and authority of everyone involved in
the process

A

RACI/RASCI

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11
Q

a data collection plan for checking the on-
going health of the improved process

It lists the measure, the targets for each measure, how each
measure will be checked, how and who will check the measures.

A

MONITORING PLAN

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12
Q

establishes a threshold or trigger level for
each measure in the Monitoring Plan.

When the process performance goes beyond a trigger level, the __________ details immediate and long-term actions that will help the process return to and maintain the desired performance

A

RESPONSE PLAN

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13
Q

a guide to continued monitoring of the process, and the response plan for each of the measures being monitored.

A

MONITORING PLAN MAP

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14
Q

is critical to ensure that process
improvements are sustained

A

PROCESS MONITORING

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15
Q

supports the process monitoring strategy.
This is a documented method for how the process owners should respond to any out-of-control conditions that may occur in the
process

A

A Process Control Plan

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16
Q

Listing of critical process activities needed to complete the
process or operation successfully. It is used as real time verification that the
critical process step has been completed. Used for standardized, low-
throughput processes

A

CHECKLIST

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17
Q

Establish key milestones and deliverables. Review
status and issues at defined frequency. Used for non-standardized, low
throughput processes

A

PERIODIC STATUS REPORTS

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18
Q

Keep statistical data on the output of the process. Analyze to decide where process adjustments are needed. This approach is
reactive or “after the fact”. Used for non-standardized, high-throughput processes

A

GRAPHICAL ANALYSIS

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19
Q

Used for highly standardized process (X or Y
with a high throughput

A

Statistical Process Control

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20
Q

Control charts have been around since the _____

A

1920

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21
Q

________ developed a theory of variation that states there are two components to variation:

A

DR. SHEWART OF BELL LABORATORY

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22
Q

is a time plot of a statistic, such as a sample mean,
range, standard deviation, or proportion, with a center line and
upper and lower control limits.

A

CONTROL CHART

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23
Q

_____ Is a set of numbers
that can potentially take on any
value

A

CONTINOUS DATA

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24
Q

The data (I or Xbar) chart…..
✓ Shows changes in the average value of the process
✓ Is a visualization of the ___________

A

LONGER TERM VARIATION

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25
Q

The range (mR or R) chart…
Reflects_________

A

short-term variation

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26
Q

The Individuals and Moving
Range chart is also for WHAT TYPE OF DATA??

A

continuous data

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27
Q

efers to techniques that make it impossible to make mistakes. These
techniques can drive defects out of products and processes and substantially

A

Poka-yoke

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28
Q

can be used wherever something can go wrong or an error can be
made. It is a technique, a tool that can be applied to any type of process be it
in manufacturing or the service industry

A

POka yoke

29
Q

true or false
Error is A defect

A

FALSE
error is a cause of defect

30
Q

what inspection?
sorts process outputs into ‘good’ or
‘bad’.
▪ Done after the fact.

A

traditional inspection

31
Q

waht inspection?

▪ Use process output data as feedback to
correct the process.
▪ This avoids producing additional outputs
with the same defect.
▪ It is still done after the fact

A

informative inspection

32
Q

what inspection
Inspect for error producing conditions
(red flags) in the process.
▪ Ensure the conditions are right to prevent
defects

A

source inspection

33
Q

is a precise explanation of the current best
practices for carrying out the steps of a process.

A

standard workd

34
Q

Visual trend charts that display the performance of the process

A

Process dashboards

35
Q

show trends over time as well as current
performance.

A

Time series dashboards

36
Q

identify the presence of special cause variation on the
process and provide a trigger for action

A

control charts

37
Q

is the practice of making the
workplace visually easy to work in.

A

visual management

38
Q

is the wrap up of all the good that came
of an improvement project.
* This is where a team notes their lessons learned, hard
and soft savings and whether the Process Owner is
prepared to monitor and maintain the updated process.

A

Project Closure

39
Q

provides a structure for detailing
which changes to the process could be of
benefit in other work areas, departments or
business units.

A

Innovation Transfer Opportunities

40
Q

is the inherent reproducibility of a process’s output. It
measures how well the process is currently behaving with respect to the
output specifications. It refers to the uniformity of the process.

A

Process Capability

41
Q

s often thought of in terms of the proportion of output that will
be within product specification tolerances. The frequency of defectives
produced may be measured in:

A

Capability

42
Q

shows the inherent
variability of a machine/process operating within a brief period of time.

A

Within Capability

43
Q

shows the variability
of a machine/process operating over a period of time. It includes sources of
variation in addition to the short-term variability.

A

Overall capability

44
Q

was developed and introduced by Japanese
Expert Seiichi Nakajima

A

Total Productive Maintenance (TPM)

45
Q

establishing maintenance functions

A

Preventive maintenance

46
Q

recognizing importance of
reliability, maintenance, and economic
efficiency in plant design

A

productive maintenance

47
Q

achieving PM efficiency through a
comprehensive system based on
respect for individuals and total
employee participation

A

TOTAL PRODUCTIVE MAINTENANCE

48
Q

It is a comprehensive approach
in maintenance management
that does not only tackle the
technical aspect of machine
maintenance but also
recognizes the intellectual
capacity of the operators

A

Total productive maintenance

49
Q

Principal features of TPM

A

Total Effectiveness
Total Maintenance
Total Participation

50
Q

The goal of TPM is to achieve
overall equipment effectiveness by
maximizing output while
minimizing input..

A

Life Cycle cost

di ko alam anong relate sa question na toh pero kasi nakalgay sa ppt. kunware yan na lang sagot

51
Q

What type of loss

  1. Equipment failure - from breakdowns
  2. Setup and adjustment - from exchange of die injection
    molding machines, etc
A

Down Time

52
Q

What type of loss

  1. Idling and minor stoppages - due to the abnormal
    operation of sensors, blockage of work on chutes, etc.
  2. Reduced speed - due to discrepancies between designed
    and actual speed of equipment
A

Speed losses

53
Q

What type of loss
5. Process defects - due to scraps and quality defects to be
repaired
6. Reduced yield - from machine startup to stable
production

A

Defect

54
Q

loss from from breakdowns

A

Equipment failure

55
Q

loss from exchange of die injection
molding machines, etc

A

Setup and adjustment

56
Q

loss due to the abnormal
operation of sensors, blockage of work on chutes, etc.

A

Idling and minor stoppages

57
Q

loss due to discrepancies between designed
and actual speed of equipment

A

Reduced speed

58
Q

loss due to scraps and quality defects to be
repaired

A

Process defects

59
Q

loss from machine startup to stable
production

A

Reduced yield

60
Q

it is the condition of machine related to its
desired output i.e. production(P), quality
(Q), cost (C), delivery (D), safety, health and
environment (S), and morale (M)

A

Overall Equipment effectiveness

61
Q

s derived by subtracting the planned downtime from the
total available time per day

A

LoadingTime or Available Time Per Day

62
Q

refers to the amount of downtime officially scheduled
maintenance and management activities such as morning
meetings.

A

PLanned downtime

63
Q

is derived by subtracting equipment downtime (non-
operation time) from loading time or the time which the
equipment is actually operating

A

Operation time

64
Q

involves equipment stoppage losses resulting from
failures, setup/ adjustment procedures, exchange of dies

A

Equipment downtime

65
Q

It is the product of the operating speed rate
and the net operating rate

A

Performance Efficiency

66
Q

refers to the discrepancy between the ideal speed (based on equipment capacity as designed) and its actual operating speed

A

Operating Speed Rate (OSR)

67
Q

It calculates losses resulting from minor recorded
stoppages, as well as those that go unrecorded on the
daily logs, such as small problems and adjustment
losses

A

NEt operating rate

68
Q
A

FINALS BAWI SEASON (5 decks)

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