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Organization-Wide Planning and Deployment CSSBB > Organization-Wide Planning and Deployment > Flashcards

Organization-Wide Planning and Deployment Flashcards

1
Q

What is six sigma?

A

Highly disciplined process that focuses on developing and delivering near-perfect products and services consistently

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2
Q

What does world class performance mean in respect to six sigma?

A

Cpk>1.5

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3
Q

What does sigma mean?

A

standard deviation of a process about its mean

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4
Q

In a normally distributed process, how many measurements fall within 3 sigma

A

99.73

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5
Q

In a normally distributed process, how many measurements fall within 4 sigma

A

99.99932

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6
Q

Normal operations tend to shift how far over time

A

1.5 sigmas

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7
Q

6 sigma = x ppm

A

3.4

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8
Q

DMAIC process =

A

define, measure, analyze, improve, control

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9
Q

Business successes that result from a six sigma initiative include

A

cost reductions, market share growth, defect reductions, culture changes, productivity improvements, customer relation improvements, product and service improvements, cycle time reductions

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10
Q

Phillip B Crosby contribution

A

Senior management involvement, 4 absolutes of quality management, quality cost measurements

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11
Q

W Edwards Deming contribution

A

Plan-Do-Study-Act, top management involvement, concentration on system improvement, constancy of purpose

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12
Q

Armand V Feigenbaum contribution

A

Total Quality Control/ Management, Top management involvement

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13
Q

Kaoru Ishikawa contribution

A

4M (5M) or cause-and-effect diagram, Companywide quality control (CWQC), Next operation as customer

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14
Q

Joseph Juran contribution

A

Top management involvement, quality trilogy (project improvement), quality cost measurement, pareto analysis

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15
Q

Walter Shewhart contribution

A

Assignable cause v change cause, control charts, PDCA, use of statistics for improvement

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16
Q

Genichi Taguchi contribution

A

Loss function concepts, signal to noise ratio, experimental design methods, concept of design robustness

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17
Q

Quality Trilogy is made up of

A

Quality Planning, Quality Control, Quality Improvement

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18
Q

Quality Planning

A

used to create the process that will enable one to meet the desired goals

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19
Q

Quality Control

A

Used to monitor and adjust the process

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20
Q

After Quality Planning and Control, what will reduce chronic losses that are normal for the controlled state?

A

Only quality improvement activities will reduce the chronic losses and move the process to a better and improved state of control

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21
Q

What is a lean enterprise

A

it encompasses the entire production system, beginning with the customer. It includes sales outlets, the final assembler, product or process design, and all tiers of the supply chain (including raw materials).

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22
Q

What are lean techniques

A

In their most basic form, the systematic identification and elimination of waste, the implementation of the concepts of continuous flow, and customer pull.

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23
Q

benefits of lean production systems

A

lower production costs, fewer personnel, quicker product development, higher quality, higher profitability, and greater system flexibility

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24
Q

five factors driving the lean producer:

A

cost, quality, delivery, safety, and morale

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25
Q

Henry Ford contribution

A

father of mass production, founder of Ford, advocated waste reduction, brought affordable transportation to the masses

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26
Q

Shingeo Shingo contribution

A

Developed the SMED system, assisted in the development of other TPS elements

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27
Q

Taiichi Ohno contribution

A

Creator of the Toyota Production System

28
Q

TPS techniques

A

pull systems, muda (7 wastes), quick die changes, flexible job assignments, removing NVA work, kanban methods, U-shaped cells, one-piece flow, production leveling

29
Q

Lean=

A

eliminating wastes, taking time out of processes, ad creating better flow …WAR ON WASTE

30
Q

Six Sigma=

A

business strategy and philosophy built around the concept that companies can gain a competitive edge by reducing defects in their industrial and commercial processes… WAR ON VARIATION

31
Q

Cornerstones of a lean strategy

A

VSM, 5S, TPM, kanban/pull systems, setup reduction, teamwork, error-proofing, problem solving, cellular manufacturing, and one-piece flow

32
Q

Problem solving techniques used in both lean and six sigma=

A

brainstorming, cause-and-effect diagrams, 5-Ys, pareto analysis, 8-Ds, FMEAS

33
Q

How should lean and six sigma coexist within a company?

A

lean approaches should precede and coexist with the application of six sigma methods. Lean provides stability and repeatability in many basic processes. Once stability has taken hold, much of the variation due to human processes goes away. The data collected to support six sigma activities thereby becomes much more reliable and accurate.

34
Q

Lean six sigma tools for define

A

VSM, Charter - problem statement, VOC, Communication plans, CTQ issues, business results, benchmarking

35
Q

Lean six sigma tools for measure

A

prioritization matrices, MSA studies, capability studies, videotaping, time studies, SIPOC, collecting data

36
Q

Lean six sigma tools for analyze

A

regression analysis, 5-Ys, cause-effect diagram, root cause analysis, ANOVA, multi-vari analysis, hypothesis testing

37
Q

Lean six sigma tools for improve

A

DOE, kaizen events, TOC, pull systems, SMED/SUR, 5S or 6S, work flow improvement

38
Q

Lean six sigma tools for control

A

SPC, visual controls, control plans, TPM, standard work, procedures and work instructions, training requirements

39
Q

SWOT

A

strength, weakness, opportunity, threat

40
Q

PEST analysis

A

political, economical, social, technological

41
Q

What is the PEST analysis for?

A

analyze the environment that organizations face. The concept is to constantly scan these four area in order to detect changes in the external environment.

42
Q

The IDEA process for product portfolio definition and development consists of the following phases

A

Identify, define, evaluate, activate

43
Q

What is hoshin planning

A

directional planning method that focuses on closing critical performance gaps allowing an organization to achieve strategic objects. It is a continuous process.

44
Q

When is it difficult to implement an improvement program?

A

When times are good and when times are bad. WHen times are bad profitability is low, resources tight, and strategic activities take a back seat. When times are good profitability is high, resources are focused on the current sources of cash flow.

45
Q

Black belts often have the following duties in their company

A

mentor, teacher, coach, identifier, influencer

46
Q

Flat organization roadblocks

A

Decision making is forced to lower levels of the organization. There are fewer decision levels, therefore the loss of key people can have a negative impact on the organization. Resources may be so sparse that the culture can become extremely dependent upon the values of single individuals.

47
Q

Vertical organization roadblocks

A

communications are not as rapid, and can take much more time and effort to have people respond to certain directives. Because of the many layers of management, upper management is often out of the loop on localized quality or quality issues.

48
Q

Functional organization roadblocks

A

People in functional organizations can become very specialized in their field of expertise. Well rounded individuals may be difficult to find. There is a danger that sub-organizational values and shared assumptions may become too inbred.

49
Q

Matrix organization roadblocks

A

a specialist can report to two or more people, violating one boss rule. It is difficult to decide which superior to respond to first. The biggest problems with organizational culture in a matrix organization can be competing values and occupational subcultures.

50
Q

How is the silo mindset created?

A

functional departments develop strong functional mindsets and will approach problems differently than other functional units. It is difficult when departments speak different languages, or have conflicting goals. The focus shifts away from the customer or industry.

51
Q

Three phases of the change process

A

Unfreezing, movement, refreezing

52
Q

Unfreezing in change process:

A

unfreezing existing behavior patterns and practices of the work group. This is where resistance to new programs appear and must be dealt with

53
Q

Movement in change process:

A

The next step would be to move the people or practices to a new arrangement. This could be accomplished through training or technology.

54
Q

Refreeze in change process:

A

At the proper moment in time (w/ skills, technology, or practices in place) the process, including the people, are refrozen. This is where the company wants to be. A process, procedure or department is now aligned for optimum organizational effectiveness.

55
Q

Change Agent:

A

person or group that acts as the catlyst and assumes the responsibility for managing the change process

56
Q

Advantage of internal change agent:

A

more knowledgeable of company, may be more available, lower cost, a known quantity, more local authority

57
Q

Disadvantage of internal change agent:

A

too close to the problem, may be part of the problem, may be biased, may be unwilling

58
Q

Advantage of external change agent:

A

more objective, more diverse experience, has a broader network, technically prepared

59
Q

Disadvantage of external change agent:

A

less company knowledge, higher cost, unknown quantity, longer startup time, bad management image

60
Q

Organizations generally undergo changes in four major areas:

A

strategy, technology, structure, and personnel

61
Q

Strategic change:

A

when company shifts its direction and resources toward new businesses or markets

62
Q

Technological change:

A

occurs when the company decides that automation or modernization of key processes are essential or overall competitiveness

63
Q

Structure change:

A

When the company undergoes a management delayering process, or goes from a functional structure to a product structure

64
Q

Personnel change:

A

changing the attitudes and behaviors of company personnel is often undertaken through organizational development techniques

65
Q

How many years should you allow for a large scale change?

A

3-5 years

66
Q

Strategies for dealing with resistance to change:

A

Educate and communicate the change, enlist employee participation in the project, provide support efforts such as training or counseling, have negotiated arrangements for change, use manipulation to obtain support, use threats/direct force as last resort

Organization-Wide Planning and Deployment CSSBB (1 decks)

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