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01LMR_MOTHER NOTES > LABMAN-W4 > Flashcards

LABMAN-W4 Flashcards

1
Q

_____% of all medical decisions are based on lab results.

A

70%

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2
Q

provides direction of where an organization is going

A

Leadership

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3
Q

provides the road to get to the destination an organization is going

A

Management

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4
Q

Leader or Manager:

Administrator

A

Leader

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5
Q

Leader or Manager:

Organizer and developer

A

Leader

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6
Q

Leader or Manager:

Risk taker

A

Leader

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7
Q

Leader or Manager:

Inspiration

A

Leader

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8
Q

Leader or Manager:

Thinks long term

A

Leader

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9
Q

Leader or Manager:

Asks what and why

A

Leader

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10
Q

Leader or Manager:

Challenges status quo

A

Leader

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11
Q

Leader or Manager:

Does the right thing

A

Leader

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12
Q

Leader or Manager:

Implementer

A

Manager

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13
Q

Leader or Manager:

Maintains control

A

Manager

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14
Q

Leader or Manager:

Thinks short term

A

Manager

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15
Q

Leader or Manager:

Asks how and when

A

Manager

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16
Q

Leader or Manager:

Watches bottom ling

A

Manager

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17
Q

Leader or Manager:

Accepts status quo

A

Manager

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18
Q

Leader or Manager:

Is a good soldier

A

Manager

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19
Q

Leader or Manager:

Does things right

A

Manager

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20
Q

general and qualitative statements of overall philosophy of the organization

A

Goal

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21
Q

statements that are more specific and quantifiable steps taken to achieve the organizational goals

A

Objective

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22
Q

Goal or Objective:

Ultimate goal

A

Goal

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23
Q

Goal or Objective:

Long term

A

Goal

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24
Q

Goal or Objective:

Destination/result

A

Goal

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25
Q

Goal or Objective:

Comprehensive and holistic

A

Goal

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26
Q

Goal or Objective:

Change very little overtime

A

Goal

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27
Q

Goal or Objective:

Progressive target

A

Objective

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28
Q

Goal or Objective:

Short term

A

Objective

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29
Q

Goal or Objective:

Journey/Method

A

Objective

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30
Q

Goal or Objective:

Specific and exclusive

A

Objective

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31
Q

Goal or Objective:

Change at a moment’s notice

A

Objective

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32
Q

also known as administration

A

Management

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33
Q

the organizing and controlling of the affairs of a business or a sector of a business or “working with and through people to accomplish a common mission”

A

Management

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34
Q

3 management styles

A

Management by objective (MBO)
Continuous quality improvement (CQI)
Total Quality Management (TQM)

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35
Q

targets organizational and employee performance by aligning goals and objective throughout the organization, including timelines, tracking, and feedback in the process

A

Management by objective (MBO)

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36
Q

analytical decision-making tool that determines when a process is working predictably and when it is not, and identifying the variation to lessen or eliminate it, using process control charts

A

Continuous quality improvement (CQI)

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37
Q

management approach to long-term success through customer satisfaction, incorporating all members of an organization participating in improving process, products, services, and the culture in which they work

A

Total Quality Management (TQM)

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38
Q

system approach that focuses on teams, processes, statistics, and delivery of services and products that meet or exceed customer expectations

A

Total Quality Management (TQM)

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39
Q

Traditional thinking or TQM thinking:

Acceptable quality

A

Trad

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40
Q

Traditional thinking or TQM thinking:

Department focused

A

Trad

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41
Q

Traditional thinking or TQM thinking:

Quality as expense

A

Trad

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42
Q

Traditional thinking or TQM thinking:

Defects by workers

A

Trad

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43
Q

Traditional thinking or TQM thinking:

Management controlled worker

A

Trad

44
Q

Traditional thinking or TQM thinking:

Status quo

A

Trad

45
Q

Traditional thinking or TQM thinking:

Manage by intuition

A

Trad

46
Q

Traditional thinking or TQM thinking:

Intangible quality

A

Trad

47
Q

Traditional thinking or TQM thinking:

We versus they relationship

A

Trad

48
Q

Traditional thinking or TQM thinking:

End-process focus

A

Trad

49
Q

Traditional thinking or TQM thinking:

Reactive systems

A

Trad

50
Q

Traditional thinking or TQM thinking:

Error-free quality

A

TQM

51
Q

Traditional thinking or TQM thinking:

Organization focused

A

TQM

52
Q

Traditional thinking or TQM thinking:

Quality as means to lower cost

A

TQM

53
Q

Traditional thinking or TQM thinking:

Defects by system

A

TQM

54
Q

Traditional thinking or TQM thinking:

Empowered worker

A

TQM

55
Q

Traditional thinking or TQM thinking:

Continuous quality improvement

A

TQM

56
Q

Traditional thinking or TQM thinking:

Manage by fact

A

TQM

57
Q

Traditional thinking or TQM thinking:

Quality defined

A

TQM

58
Q

Traditional thinking or TQM thinking:

“Us” relationship

A

TQM

59
Q

Traditional thinking or TQM thinking:

System process

A

TQM

60
Q

Traditional thinking or TQM thinking:

Proactive system

A

TQM

61
Q

Quality tool with the goal to DECREASE ERROR

A

Six Sigma

62
Q

Quality tool with the goal to ELIMINATE WASTE

A

Lean System

63
Q

A statistical modification of the original Plan-Do-Check-Act method

A

Six Sigma

64
Q

Six Sigma methodology is represented by the acronym:

A

DMAIC

65
Q

DMAIC means?

A

Define
Measure
Analyze
Improve
Control

66
Q

Quality tool that focuses on efficiency

A

Lean System

67
Q

Lean system originated with the automobile manufacturing industry in which country?

A

Japan

68
Q

Lean System or Six Sigma:

6s

A

Lean System

69
Q

What does 6s in Lean System mean?

A

Sort
Straighten or Set in order
Scrub or Shine
Safety
Standardize
Sustain

70
Q

Mnemonics used to denote WASTE:

A

DOWNTIME

71
Q

What does DOWNTIME in waste mean?

A

Defects
Overproduction
Waiting
Non-utilized talents
Transport
Inventory
Motion
Extra Processing

72
Q

Identify which type of waste is described:

Efforts caused by rework scrap and incorrect info

A

Defects

73
Q

Identify which type of waste is described:

Production that is more than needed or before it is needed

A

Overproduction

74
Q

Identify which type of waste is described:

Wasted time waiting for the next step in the process

A

Waiting

75
Q

Identify which type of waste is described:

Not using people’s talents, skills, and knowledge to their full

A

Non-utilized talents

76
Q

Identify which type of waste is described:

Unnecessary movement of products and materials

A

Transport

77
Q

Identify which type of waste is described:

Excess products and material not being processed

A

Inventory

78
Q

Identify which type of waste is described:

Unnecessary movements by people

A

Motion

79
Q

Identify which type of waste is described:

Unnecessary processing or activities in the process that do not add value

A

Extra Processing

80
Q

QI Project Team Roles:

contribute 20% of their time to improvement projects while delivering their normal job functions

A

Green belters

81
Q

QI Project Team Roles:

Project team members

A

Green and yellow belters

82
Q

QI Project Team Roles:

dedicate 100% of their time to QI projects, proactively addressing process and quality problems

A

Black belters

83
Q

QI Project Team Roles:

Project coaches/leaders

A

Black belters

84
Q

QI Project Team Roles:

mid- to senior-level sponsors who review the project, remove organizational barriers, and encourage team members

A

Blue belters

85
Q

QI Project Team Roles:

smaller scale improvement projects typically headed by purple belts use the same Lean Six Sigma principles condensed over 1 week to improve more focused and limited processes

A

Purple belters

86
Q

QI Project Team Roles:

introductory level of knowledge

A

White belters

87
Q

How long does it take for a full Six Sigma Improvement Project to complete?

A

6-8 months

88
Q

4 main functions/processes of management

A

POLC

Planning
Organizing
Leading/Directing
Controlling

89
Q

Management process:

manager determines how best to accomplish a set goal

A

Planning

90
Q

Management process:

manager determines how best to allocate resources to achieve the goal

A

Organizing

91
Q

Management process:

involves the manager motivating employees to work toward the goal

A

Directing/Leading

92
Q

Management process:

requires the manager to evaluate and monitor their progress

A

Controlling

93
Q

Management process: POLC

Identify goals

A

Planning

94
Q

Management process: POLC

Evaluate current situations

A

Planning

95
Q

Management process: POLC

Establish time frame

A

Planning

96
Q

Management process: POLC

Set objectives

A

Planning

97
Q

Management process: POLC

Forecast resource

A

Planning

98
Q

Management process: POLC

Implement plan

A

Planning

99
Q

Management process: POLC

Obtain feedback

A

Planning

100
Q

Management process: POLC

Formal heirarchy

A

Organizing

101
Q

Management process: POLC

Informal relationship

A

Organizing

102
Q

Management process: POLC

Leadership

A

Directing

103
Q

Management process: POLC

Time allocation

A

Directing

104
Q

Management process: POLC

Instructions

A

Controlling

105
Q

Management process: POLC

Follow up

A

Controlling

106
Q

Management process: POLC

Modification

A

Controlling

01LMR_MOTHER NOTES (11 decks)

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