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Real Estate Appraisal > PQL Exam 1 > Flashcards

PQL Exam 1 Flashcards

1
Q

Productivity

A

outputs divided by inputs

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2
Q

Productivity =

A

Quality products and services (generate revenue) / people, materials, technology, equipment, and capital (incur expenses)

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3
Q

PQL in a nutshell:

A

Learn and practice

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4
Q

designing processes so that the natural outcome is lower cost and better quality on a consistent basis

A

Desired outcomes are achieved by

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5
Q

its not about improving productivity or quality but about

A

system

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6
Q

Productivity: (lean)

A
  • Customer focus
  • Employee involvement
  • Continuous improvement
  • Waste elimination
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7
Q

Quality:

A
  • Customer focus
  • Employee involvement
  • Continuous improvement
  • Data-driven management
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8
Q

Profit =

A

Revenue-Expenses
or
(Productivity*Quality) - (Variable Cost + Fixed Cost)

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9
Q

Value:

A

what the customer wants & is willing to pay for

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10
Q

Everything else:

A

Waste

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11
Q

Lean:

A

keeping the value, eliminating the waste

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12
Q

Making small improvements, continuously, adds up to a

A

BIG impact

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13
Q

7 Types of waste

A
  • Transportation
  • Inventory
  • Motion
  • Waiting
  • Overproduction
  • Over-processing
  • Defects
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14
Q

Transportation:

A

the movement of product (ex: moving supplies or parts from here to there)

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15
Q

Inventory:

A

Inventory: any inventory that doesn’t generate revenue today (excess inventory) (ex: finished parts that are not generating value)

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16
Q

Motion:

A

the movement of people (ex: workers walking to find supplies)

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17
Q

Waiting:

A

waiting on anything (ex: waiting on materials, waiting on answers)

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18
Q

Overproduction:

A

making a product or service more than the customer wants or sooner than the customer wants it (ex: making more than the next step in the process can use right away)

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19
Q

Over-processing:

A

doing anything that’s unnecessary, over and above what is useful (ex: special packaging the customer doesn’t care about)

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20
Q

Defects (Mistakes):

A

doing something wrong, making the product or service wrong (ex: making a part incorrectly)

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21
Q

Process:

A

activities that turn inputs into outputs

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22
Q

Process Map:

A

a tool used to visualize the steps in a process

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23
Q

Value Stream Map:

A

an extension of a process map
- Shows you what’s actually happening
- All processes have activities that add value AND activities that don’t

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24
Q

A value map

A

EXAMINES and QUANTIFIES EVERY step in the process

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25
Q

Examines:

A

differentiates value from non value activities

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26
Q

Quantifies:

A

time, distance, cycle time, people, equipment, and materials

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27
Q

Observation:

A

used to determine what is actually happening

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28
Q

Only correct way to create a proper value stream map is through

A

observation

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29
Q

Spaghetti Diagram:

A

Spaghetti Diagram: Visual creation of actual flow
- Visualizes two types of waste: Transportation and Motion

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30
Q

Swimlane Diagram:

A
  • Look at multiple participants in a process and how they inter act
  • Shows participant responsibilities for a certain part of the process
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31
Q

Concentration Diagram:

A
  • Visual picture of data, tells you what’s going on in any type of process
  • Patterns
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32
Q

Do these three things to identify what’s happening at every step:

A
  1. Observe
  2. Ask questions
  3. Gathering data
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33
Q

Always look at value from the

A

customer point of view

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34
Q

Must use a systematic approach to discover

A

waste

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35
Q

2 Ways to Approach Operational Improvement:

A
  • Identify non-value steps and work to eliminate or reduce them, To improve the process you have to change the process
  • Start with value and re-think how to provide it
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36
Q

Edwards Deming:

A

-Taught quality techniques, beneficial during the war
-Approached businesses after the war but was rejected because the US economy was strong and business didn’t want to change
-Was sent to Japan to help rebuild
-Improving quality would reduce expenses and increase productivity, therefore market share

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37
Q

Japan products considered

A

better quality and cost less

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38
Q

If Japan can why cant we

A

They were better because they were taught the quality techniques by the American Edward Deming

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39
Q

Quality came from

A

Edwards Deming

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40
Q

productivity came from

A

Taiichi Ohno

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41
Q

Taiichi Ohno Came to tour ford motor company to learn

A

best practices

42
Q

continuous improvement

A
  • Little steps = big improvements
  • Continuous improvement is everyone’s job
  • good enough is never enough
43
Q

Kaizen:

A
  • Kai = ongoing
  • Zen = for the better
  • Means continuous improvement
44
Q

Kaizen Events:

A

Event where you identify a problem you want to improve with a team of people and solve it
- Get together for a day or shift, etc.

45
Q

Gemba

A

the real place, Where the action is taking place, where the work is being done, where the important stuff is happening

46
Q

Go to Gemba:

A

managers need to go into the workplace and see what’s going on

47
Q

Gemba management:

A

when leaders/managers go out and see what’s going on

48
Q

The objective is to ______ where ___________ in ______ the business process

A
  • create a culture
  • everyone is involved
  • continually improving
49
Q

employee involvement

A
  • Everyone, everyday
  • Experience/knowledge
  • Empowerment
50
Q

DMAIC

A
  • Define
  • Measure
  • Analyze
  • Improve
  • Control
51
Q

Define

A

the problem and the ideal in terms of the target to achieve
- Establish WHY we’re making a change
- Understand what is the thing we want to improve (define measure of success)

52
Q

Measure

A

collect relevant data about the process and the problem
- To establish the current state*
- MUST gather data (surveys, observations, interviews, data spreadsheets)
- Establish the “current state” or what is happening in the process now

53
Q

Analyze

A

the process to identify the cause-effect relationship between inputs and outputs, identify the vital few root causes
- What does the data show you
- Where is the Pareto effect
- What is the root cause
- What is impacting the process
- Identify what must change to impact the measure of success

54
Q

Improve

A

determine the optimum values for key contributing process inputs, implement solutions to eliminate the root causes
- Establish solutions (changes to the process that will impact the metric you want to improve)
- Must present ideas/solutions in “concrete” ways
- Not just ideas, but show what the new way looks like

55
Q

Control

A

establish standards and controls to sustain improvements in the long run
- Check the measure of success to see if it made a difference (key)
- If so standardize the new way
- If not gather more data

56
Q

Measure of success (MOS):

A

way to measure did we improve or not

57
Q

Seven Quality Tools:

A
  1. Process map
    1. Check sheet
    2. Histogram
    3. Pareto diagram
    4. Scatter diagram
    5. Cause and effect diagram
    6. Run chart
58
Q

Process maps:

A
  • A picture of a process
  • Identifies the sequence of activities or the flow of materials and information in a process
59
Q

Check sheet:

A
  • A simple method of gathering information
  • Ensures consistency of data collection
  • Spots problems
  • Not the same as a checklist
  • Ex: employees pointing out mistakes of certain products
60
Q

Checklist

A

a list of items required, things to be done, or point to be considered, used as a reminder

61
Q

Histograms:

A
  • It is picture of data
  • It displays frequency of occurrence
  • It allows us to see patterns or trends that are difficult to see in tables of numbers
62
Q

Pareto Diagrams:

A
  • A type of histogram that shows the data from the largest frequency to the smallest
  • It identities priority
  • Ex: machine downtime
63
Q

Check sheet and Pareto Diagram:

A
  • Check sheet to gather data
  • Pareto chart to organize it into useful information
  • Ex: computer problems
64
Q

Scatter Diagrams:

A
  • A graphical tool allowing the identification of possible relationships between two different sets of variables
  • A display of what happens to one variable when another changes
    • Ex: weight gained vs calories consumed
    • Ex: shark bite and ice cream sales
65
Q

Cause and Effect Diagrams:

A
  • A graphic tool used to identify all possible causes of a specific problem
  • Also called a fishbone diagram
    ○ Man, method, machine, materials,
  • Ex: cause of car failure
  • Ex: lack of responsiveness to customers
66
Q

Run Chart:

A
  • display data in the time sequence in which it occurred
  • Helpful in spotting trends, cycles, or other patterns
    • Ex: % on time - first quarter
    • Ex: length of time to get to work
67
Q

Type of Run Chart: Control Charts

A

○ A run chart in which two horizontal lines, called control limits, are added
○ It is a statistical tool used to distinguish between variation in a process resulting from common causes and from special causes
○ Upper and lower controls limits

68
Q

Pareto Chart:

A
  • The trivial many and the vital few
    ○ 20% of variables (things) create 80% of your impact (issue)
    ○ Example: 80% of your phone time is on 20% of your apps
  • This is because of priority
  • Everything has limited resources
  • Better decision making
69
Q

A second level pareto

A

Biggest factor and breaking it down into its own pareto chart to get more detail

70
Q

Scatter Plot:

A

Both variables need to increase and decrease because time can’t

71
Q

Benefits of Poka-Yokes

A
  • It increases revenue and decreases expenses
  • Never prevents intentional error
  • Only prevents unintentional human error
72
Q

Ex of Poka Yoke

A
  • EX: hole in the trash can is smaller than the basket, human error is throwing away the basket, it prevents that human error from costing the business, saves the company money from buying new ones and time from searching for baskets
  • EX: safety feature on the john deer (if there is no weight on the seat the engine shuts off), human error is falling off or forgetting to turn off, benefit to the company is it provides extra value to the consumer
73
Q

Benefits of Visual Management:

A
  • It can reduce cost in a process such as how its impacting the business
  • More than profit:
    ○ Ex: kiss-n-ride sign in front of car windshield, having name and grades makes it much easier, but didn’t make profit for a company
74
Q

Ex of Visual Management:

A
  • EX: squares on the floor in a factory
  • EX: Seeing the status of a wait time, benefit is getting to do other things while waiting
  • EX: vest when administering medicine, Visual management system: do not interrupt vest, and a rule: you don’t touch or talk to a vest, 1 warning and then 2nd is termination
  • EX: Andon - stacked light system for communication, make immediate action take places, keeps machines running, therefore generates revenue
    ○ Green = running
    ○ Red = line down (flashes after 15 mins downtime)
    ○ Orange = set-up
    ○ Blue = need maintenance
    ○ White = need supervisor
75
Q

Benefits of 5S:

A

Reducing motion waste within the company, so your not paying your employees to walk around and look for stuff

76
Q

Ex of 5S

A

EX: AEP trucks were set up how the driver liked it, but once they went through and standardized the way the trucks were organized, less mistakes were made

77
Q

Benefit of JIT (Just In Time): ONLY ONE

A

your not holding inventory

78
Q

Benefits of PM (Preventative Management):

A
  • Can minimize and plan downtime (scheduled repairs)
  • Breakdowns are always more and are inconvenient
79
Q

Ex of PM

A

EX: pilots walk around before a flight

80
Q

Everything is about changing a process:

A

Things can not be just said, you have to change the process

81
Q

Types of Lean Tools

A
  • Poke-Yoke
  • Visual Management
  • 5S (Workplace Organization)
  • JIT (Just In Time)
  • PM (Preventive Management)
82
Q

Poka-Yoke

A
  • Poka = inadvertent error
  • Yokeru = to avoid
  • Goals:
    - Keep a mistake from turning into a defect
    • Keep a defect from moving any further in the process
83
Q

Types of Poke-Yokes

A

Prevention, Facilitation, Detection

84
Q

Prevention

A

design the process so that it is impossible to make a defect
- Ex: Healthcare there may be different types of air so each nozzle has a different peg or hole shape to plug into

85
Q

Facilitation

A

make the wrong action more difficult to make if very unlikely the error will occur
- Ex: Hanging the tennis ball in the garage so the car windshield just touches the tennis ball that way you park in the same exact spot in the garage every time, so that you don’t pull up too far or too little

86
Q

detection

A

when an error is made, catch it at the source, if possible, or at the next process step
- Ex: When in google mail, if you type an email and say you attached a file, and then go to send an email with out attaching the file, an window pops up saying you seem to have forgotten to attach a file, it caught the error

87
Q

How privation, facilitation, and detection work

A

Prevention is before the mistake, facilitation with the mistake, detection (at the source) with the defect or detection (next step) before it reaches the unhappy customer

88
Q

Visual Management

A
  • Conveys information clearly and concisely, at a glance
  • Reduces the need to ask and discuss
  • Eliminates room for interpretation
  • Assess current status easily
  • Identifies Priorities
  • Makes problems visible
89
Q

More Visual Management ex:

A
  • You know what to do at a stop light
  • Air pressure gage
  • Know it’s a handy cap spot
  • The feet on the mat in airport security
  • A meat temperature guide
  • Knife cut guide
  • Nurses and doctors peg colors by waiting rooms, the patient is ready for different things
  • Red means emergency, yellow means priority, green means non-urgent
  • Tape on the floor by furniture to see when it has been moved
90
Q

5S (Workplace Organization)

A
  • The purpose is to make the workplace more efficient
  • Sort out
  • Set-in-order
  • Shine
  • Standardize
  • Sustain
91
Q

Japanese Version of 5S

A

seiri (sorting), seiton (setting in order), seiso (systematic cleanup), seiketsu (sanitizing), and shitsuke(sustainable discipline)

92
Q

Sort out

A

keep only what you really need
- Ex: Sorting the Tupperware shelf, got rid of the things she didn’t need

93
Q

Set-in-order

A

a place for everything
- Ex: Silverware tray in the door, separating forks knives and spoons

94
Q

Shine

A

cleaning and inspection
- Ex: Cleaned a car, and then you find all the cracks and rust

95
Q

Standardize

A

all like processes, document, train
- Ex: Organizing the line, knowing where everything is so it can be accessed easily

96
Q

Sustain

A

make it a habit
- Ex: Dividers in a cabinet or audits to make sure it keeps happening

97
Q

JIT (Just In Time)

A

The right part at the right time in the right amount
- The right part: what the customer wants
- The right time: when the customer wants it
- No more than the customer want

98
Q

Kanban: (part of JIT)

A

means signal
- To produce or stop producing
- To move from supplying to consuming location
- To place an order

99
Q

Kanban Ex:

A
  • Having squares on the ground on a working floor to see how much inventory should be there (The empty square is the Kanban signal to produce, full squares are the Kanban signal to stop producing)
  • Milk being in different rows, when a jug is taken out, people in the back have to fill the slots of that jug (Only replenish what the customer has purchased)
  • The two bin system: employees take what they need out of the top bin, when the top bin is empty that is a Kanban signal to place an order, the second bin is then used while they wait for the supplier, the second bin is filled with the amount of time it takes ot get the product from the supplier (weeks worth, etc)
100
Q

Types of Kanban Signals:

A
  • Lights
  • Card/sign
  • Bin/square
  • Rule: once you have 3 people in line, make another batch of fries
  • Others
101
Q

PM (Preventative Management)

A
  • Monitoring and maintaining equipment
  • This is always referring to equipment
  • Early detection of defects
  • Prevent breakdowns
  • Plan and schedule downtime (machine is unavailable for use)
102
Q

More ex of PM (Preventative Management)

A

EX: Changing the oil in your car, Can plan whenever it is convenient for you

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