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ASQ LSSGB > Process Analysis > Flashcards

Process Analysis Flashcards

1
Q

What is a process?

A

a series of events that take inputs and transform them into outputs

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2
Q

What is a process component (or element)?

A

an action or input needed to go from point A to point B

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3
Q

What are boundaries?

A

areas where one process ends and a different one begins

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4
Q

Where do boundaries exist?

A

between workgroups, departments, divisions, or individual employees

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5
Q

As the impact of a problem propagates through the process, _________ increases, ___________ may follow, and the ___________ becomes less efficient.

A

waste
delays
process

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6
Q

What are ways to minimize problems at each hand-off in a process?

A
  • control or action plans
  • pilot projects
  • phased implementations
  • employee training
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7
Q

What is a cross-functional team?

A

team with project activity that covers more than one function

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8
Q

What are strategies for better process utilization in cross-functional areas? (6)

A

1) structuring the approach to integrate processes
2) working together without any functional limits
3) understanding interdependencies
4) utilizing status reports
5) establishing good communication
6) having collaborative planning tools

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9
Q

Name the mitigation strategy for this improvement challenge:

Multi-layered bureaucratic structure that is created leads to multiple approvals for the activities when large teams are involved. This delays the process flow.

A

Remove the bureaucracy structure by keeping only critical items that will go for multiple approvals. Trivial items do not pass through several approvals.

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10
Q

Name the mitigation strategy for this improvement challenge:

Missing process ownership in cross-departmental tasks, like interface related ownership

A

make a detailed process map, including interface, and identify process owners for each of the project tasks

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11
Q

Name the mitigation strategy for this improvement challenge:

As there are several communication channels due to having several members, a coordination gap among departments could exist.

A

utilize project management tools like RACI and define the project members’ roles for better coordination within the project team

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12
Q

Name the mitigation strategy for this improvement challenge:

Several checking tasks are added, since the same tasks are done in one department and later again in another department.

A

identify the process flow and establish a mechanism by which redundant tasks are removed, which avoids multiple checking.

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13
Q

Name the mitigation strategy to the improvement challenge:

Customer-oriented project thinking could be missing, as a team might be focusing on their departmental task.

A

mitigate this by utilizing project planning tools, dedicate needed time in the schedule for the project members’ task, and establish their time utilization in the project status communication.

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14
Q

What is benchmarking?

A

the process of comparing and measuring organizational operations or internal processes against those of a best-in-class performer

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15
Q

What is the main goal of benchmarking?

A

to help an organization set targets for its process improvement projects

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16
Q

What are the two main categories of benchmarking?

A

internal and external

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17
Q

What are the particular types of benchmarking? (5)

A
  • collaborative
  • competitive
  • best practices
  • functional
  • internal
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18
Q

What is collaborative benchmarking?

A

comparing a department’s processes to another department in the organization to learn from one another OR the development of benchmarks between two different departments in two different organizations

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19
Q

What is competitive benchmarking?

A

comparing your process with direct competitors

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20
Q

What is best practices benchmarking?

A

identifying procedures that are considered correct or the most effective

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21
Q

What is functional benchmarking?

A

comparing different functions outside of the company’s industry, providing an opportunity to establish benchmark partnerships between organizations

22
Q

What is internal benchmarking?

A

comparing similar or identical processes in different parts of the organization

23
Q

What are inputs?

A

the products, services, and material obtained from suppliers, and output(s) and data from internal upstream activities

24
Q

What are outputs?

A

products, materials, services, or information provided to customers (internal or external)

25
Q

What is SIPOC?

A

a tool used by process improvement teams to identify all relevant elements of a process improvement project before work begins

It stands for: Suppliers, Inputs, Process, Outputs, Customers

26
Q

How is SIPOC typically implemented?

A

1) identify customers
2) identify the outputs they use
3) identify the inputs and suppliers

COPIS

27
Q

What does a SIPOC provide?

A
  • documentation of the process at a high level
  • identification of process boundaries
  • identification of customers and suppliers
  • identification of data collection needs
28
Q

What is
Y = f(x)
OR
Y(outputs) = Function (f) of X(inputs)? (6)

A

Process description that explains:
1) the process outputs to meet the needs of the customers
2) input and output elements that define where each step starts and stops
3) outputs that are the results of each process step
4) customers who receive the outputs and have requirements for them
5) inputs are what the process needs to function
6) suppliers provide the necessary inputs

29
Q

What are the five steps of creating a SIPOC?

A

1) Provide description of the process: f
2) List the outputs of the process: Y
3) List the customers of each output
4) List the inputs of each process step: x
5) List the suppliers for each input

30
Q

How do you provide a description of the process (f)?

A
  • establish a clear start, clear finish
  • stay high level, between 5-7 steps
31
Q

Using SIPOC, one must consider the __________, ___________, and _________ in which it is being used.

A

context
environment
level

32
Q

What is a flow chart?

A

a graphical view of a process

33
Q

What makes a flow chart effective?

A
  • easy to follow
  • equipped with text and symbols that show what is happening
34
Q

What is a process map?

A

a visual representation of the steps in a process, including both the steps and the flow

*type of flow chart

35
Q

What is the value of a process map?

A
  • help the improvement team understand:
    - what is done
    - who does it
    - when they do it
    - where handoffs take place
  • facilitates understanding the current state
  • provides a reference point for improvement
36
Q

What are the elements of a good process map? (8)

A

1) steps
2) inputs
3) outputs
4) decisions
5) people
6) time
7) measurement
8) flow

37
Q

What is the symbol for a process step?

A

rectangle with straight corners

38
Q

What is the symbol for flow?

A

an arrow

39
Q

What is the symbol for a decision point?

A

a diamond

40
Q

What is the symbol for a start or end point?

A

rectangle with rounded corners

41
Q

What is the symbol for an input or output?

A

a parallelogram

42
Q

How do you create a process map? (6 steps)

A

1) make sure the scope (boundaries) are clear with a start and end. align on the inputs and outputs of the process.
2) collect all of the steps
3) sequence the steps (asking if same time, alternatives, and decision points)
4) apply the symbols to represent the flow
5) verify it is accurate and easy to understand
6) adjust as needed until team is aligned on content and flow

43
Q

What is the purpose of work procedures and instructions?

A

to make a process repeatable and reproducible

44
Q

What is included in an effective written procedure?

A

what
why (purpose)
where
when of each process step

45
Q

What criteria should be considered for writing a procedure?

A
  • impact on quality
  • impact on customer dissatisfaction
  • regulatory requirements
  • process complexity
  • economic impact
46
Q

What are example formats for work instructions?

A
  • checklists
  • visual images
  • signs
  • screenshots
  • videos
  • written instructions
  • digital driven instructions
47
Q

What is a gap?

A

a difference between the actual and expected results by the customer

48
Q

What questions are asked in a gap analysis?

A

Where does redundancy exist?
Are there steps that don’t produce outputs as required by the customer?

49
Q

What is at risk when gaps are left unchecked?

A

process effectiveness

50
Q

What is process effectiveness?

A

conformance to customer requirements

51
Q

What is process efficiency?

A

the amount of time and money needed to meet the customer requirements

ASQ LSSGB (18 decks)

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