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Finals, 2nd year 2nd Sem > Productivity and Quality Tools > Flashcards

Productivity and Quality Tools Flashcards

Finals

1
Q

A critical skill in today’s dynamic and interconnected world. As the intricacy of our professional and societal environments continues to grow, understanding how to navigate complexity becomes essential.

A

complexity management

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2
Q

A sought-after quality in employees worldwide.

A

complexity management

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3
Q

Enhancing complexity management abilities can reduce stress, enhance your value in the job market, and empower you to influence positive change.

A

complexity management

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4
Q
  • It refers to the actions taken to increase the efficiency and output of individuals, teams, or organizations.
A

drive productivity

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5
Q
  • It involves optimizing processes, resources, and workflows to achieve better results with the same or fewer inputs.
A

drive productivity

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6
Q
  • Productivity can be driven in various areas, including manufacturing, services, knowledge work, and project management.
A

drive productivity

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7
Q
  • Identifying sources of complexity within an organization, such as intricate processes, diverse teams, evolving technologies, or external factors like market dynamics or regulatory requirements, is crucial for effective management
A

Identify and Understand Complexity

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8
Q

Simplify workflows by identifying redundant steps, eliminating bureaucracy, and automating repetitive tasks to reduce cognitive load and allow employees to focus on core tasks.

A

Simplify Processes

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9
Q
  • Define organizational goals and priorities to ensure employees have a clear direction, enabling effective alignment of efforts and better resource allocation.
A

Clarify Goals and Priorities

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10
Q
  • Empower employees with decision making power, support, and a collaborative culture to drive productivity and tackle complex challenges.
A

Empower Employees

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11
Q
  • Open communication within the organization promotes transparency, encourages collaboration, and prevents misunderstandings, enhancing coordination and effectiveness in complex projects or tasks.
A

Effective Communication

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12
Q
  • Utilize technology to streamline processes, automate repetitive tasks, and enhance collaboration, but ensure alignment with your organization’s goals and values through careful evaluation and integration.
A

Embrace Technology

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13
Q
  • Regularly assess performance metrics to identify areas for improvement and measure productivity impact, utilizing data-driven insights to refine strategies, allocate resources, and optimize processes.
A

Monitor and Evaluate Performance

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14
Q
  • Foster a culture of continuous learning and adaptation by keeping employees updated on industry trends, acquiring new skills, and fostering a growth mindset.
A

Continuous Learning and Adaptation

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15
Q
  • A four-quadrant chart that helps you categorize all your tasks based on their urgency and their importance or impact. Also called a “prioritization matrix”.
A

Eisenhower Matrix

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16
Q

is a technique created by the Italian economist Vilfredo Pareto. It’s the idea that 20% of actions are responsible for 80% of outcomes. The goal of Pareto analysis is to help you prioritize tasks that are most effective at solving problems. This strategy focuses on finding the highest-impact tasks on your list – with the idea that those will generate the biggest outcomes for your workday.

A

Pareto Analysis (aka., the 80/20 rule)

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17
Q
  • It involves splitting your day into segments of time and assigning specific blocks of time to different tasks or activities.
A

Time Blocking

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18
Q

It breaks your workday into smaller chunks of time (usually 25 minutes) separated by five-minute breaks.

A

Pomodoro Technique

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19
Q
  • A project time schedule indicates what needs to be done, which resources must be utilized, and when the project is due. It’s a timetable that outlines start and end dates and milestones that must be met for the project to be completed on time.
A

Time Schedule to Coordinate Productivity

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20
Q

are those that require immediate attention and often have impending deadlines. They demand immediate action to prevent negative consequences.

A

Urgent tasks

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21
Q

contribute directly to long-term goals and objectives. They may not be urgent, but their completion is crucial for overall success.

A

o Important tasks

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22
Q

Daily, Weekly, and Monthly Scheduling Techniques

A
  1. Daily Planning
  2. Weekly Planning
  3. Monthly Planning
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23
Q
  • It is a common aspect of many workplaces, especially in industries that require round-the-clock operations or during peak business periods.
A

overtime

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24
Q
  • This involves analyzing work patterns, identifying peak periods, and understanding the reasons behind the need for overtime.
A

Strategies for Managing and Reducing Overtime

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25
Q
  • When trying to reduce employee overtime, look for patterns in operations that could be improved or supplemented.
A

Look for Patterns

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26
Q
  • Looking ahead a few weeks or months in operations can give your business a chance to support employees in a way that reduces overtime hours.
A

Plan Ahead

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27
Q

Understanding the reasons behind the need for overtime

A
  1. Increased Business Demand
  2. Lack of staff
  3. Scheduling
  4. Seasonal fluctuations
  5. Run your numbers
  6. Automation
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28
Q
  • By cross-training employees, it can create a more versatile workforce that is capable of filling in for absent colleagues or working different shifts.
A

Cross-Training and Skill Development

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29
Q

an easy way to deal with excess overtime is to implement flexible work schedules for your staff.

A

Allow Flexible Work Schedules

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30
Q
  • Managing overtime effectively is crucial for both operational efficiency and employee wellbeing. It requires a combination of strategic planning, effective scheduling, use of technology, and consideration for employee welfare.
A

The Impact of Overtime on Employee Morale and Productivity

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31
Q
  • It refers to how good something is compared to other similar things.
A

Quality

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32
Q
  • with the expectations of the people nowadays, the quality of product must continuously improve and innovate.
A

Continuous Improvement and Innovation

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33
Q
  • alignment to the specifications and stands will guarantee a good quality.
A

Conformance to Specifications and Standards

34
Q
  • it is one of the measurements to determine the quality of products or services you offer.
A

Customer Satisfaction and Loyalty

35
Q

refers to the characteristics and attributes of a tangible item, such as a physical product or goods

A

Product Quality

36
Q

refers to the characteristics and attributes of intangible services provided by businesses to customers.

A

Service Quality

37
Q

relates to the effectiveness, efficiency, and reliability of the processes used to produce goods or deliver services.

A

Process Quality

38
Q

refers to the overall impression and satisfaction derived from engaging with a product, service, or process.

A

Experience quality

39
Q
  • It involves planning, controlling, assuring, and improving various aspects of operations to achieve and maintain high standards of quality.
A

quality management

40
Q
  • It’s a comprehensive process that involves various aspects such as planning, control, assurance, and improvement.
A

quality management

41
Q

o It includes identifying customer needs, setting quality objectives, and establishing processes to meet those objectives

A

quality planning

42
Q

focuses on monitoring and inspecting products or services during production or delivery to ensure they meet specified standards.

A

Quality control

43
Q

involves establishing systems and processes to ensure that quality standards are consistently met.

A

o Quality assurance

44
Q

o Also known as continuous quality improvement or Kaizen, this involves constantly seeking ways to improve processes, products, and services.

A
  • Continuous Improvemento
45
Q

o Managing supplier quality involves selecting reliable suppliers, and monitoring supplier performance.

A
  • Supplier Quality Management
46
Q

o Engaging employees in quality improvement efforts and providing training can lead to better outcomes.

A
  • Employee Involvement
47
Q

is critical for providing outstanding customer experiences, enhancing operational efficiency, ensuring compliance, establishing a competitive advantage, encouraging continuous improvement, motivating staff, and lowering expenses.

A

Understanding quality management

48
Q
  • It is a process through which a business seeks to ensure that product quality is maintained or improved. This is done by training personnel, creating benchmarks for product quality, and testing products to check for statistically significant variations.
A

Quality Control

49
Q

where the y-axis on the graph tracks the degree to which the variance of the tested attribute is acceptable.

A

x-bar chart

50
Q

is another approach that emphasizes the roles of research and development, product design, and product development in reducing the occurrence of defects and failures in products.

A

o Taguchi Method

51
Q

is a quality control process involving looking at and assessing all product parts.

A

100% inspection method

52
Q

 Set specific quality standards for products and services. Document clearly so all teams understand.

A

o Establish Controls

53
Q

 Test whole product and parts to cover all scenarios.

A

Product/Service

54
Q

 Analyze and document any differences to assess quality issues

A

Analyze Variance

55
Q

 Ensure variances are within statistical limits. Document if within limits; no action needed.

A

o Check and Define Limits

56
Q

 If variances exceed limits, take corrective action. Reject batch or send back for rework.

A

o Corrective Decisioning

57
Q

 Establish procedures to prevent future variances.

A

o Benchmark and Feedback

58
Q

developed the seven quality tools

A
  • Kaoru Ishikawa
59
Q
  • invented in 1950s to help workers of various technical backgrounds implement effective quality control measures.
A

Seven Quality Tools

60
Q
  • most popular out of the seven quality tools
A

flowchart

61
Q
  • used to visualize the sequence of steps in a process, event, workflow, system, etc.
A

flowchart

62
Q
  • type of bar chart that visualizes the distribution of numerical data
A

Histogram

63
Q
  • helpful when breaking down the frequency of your data into categories such as age, days of the week, physical measurements, or any other category that can be listed in chronological or numerical order.
A

Histogram

64
Q
  • when collecting quantitative data, it is called tally sheet
A

Check Sheet

65
Q
  • also called as fishbone diagram because of fish-like shape
A

Cause and Effect Diagram

66
Q
  • operates according to the 80-20 rule
A

Pareto Chart

67
Q
  • combination of a bar and line graph, it depicts individual values in descending order using bars, while the cumulative total is represented by the linePareto Chart
A

Pareto Chart

68
Q
  • most useful in depicting the relationship between two variables
A

Scatter Diagram

69
Q
  • with dependent values on the diagram’s Yaxis and independent values on the X-axis, each dot represents a common intersection point.
A

Scatter Diagram

70
Q

also called as Shewhart Chart, named after Water A. Shewhart

A

Control Chart

71
Q
  • determines whether or not a process is stable and predictable, making it easy for you to identify factors that might lead to variations or defects
A

Control Chart

72
Q
  • a collaborative creation and development of ideas
A

Idea Generation

73
Q
  • it kicks off the idea management process, through which you can build out abstract, concrete, or visual concepts to determine solutions or explore new opportunities
A

Idea Generation

74
Q
  • a structured approach to organizing complex information and concepts
A

Mind Mapping

75
Q
  • team members throw out specific details or constraints and voice any and every idea, no matter how unconventional
A

Brainstorming

76
Q
  • similar to brainstorming, but rather than voicing the ideas out it is written down
A

brainwriting

77
Q
  • stands for substitute, combine, adapt, modify, put to another use, eliminate, and reverse
A

scamper

78
Q
  • Participants take on different roles or perspectives (e.g., customer, competitor) to generate ideas from various viewpoints
A

Role-Playing

79
Q
  • like frames in a comic strip, storyboarding sequences your idea’s journey from concept to final product
A

Storyboarding

80
Q
  • utilizes unrelated problem analogies to stimulate creativity and generate new ideas
A

Synectics

81
Q
A

Finals, 2nd year 2nd Sem (2 decks)

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