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Productivity > Productivity Kato v1 > Flashcards

Productivity Kato v1 Flashcards

1
Q

What does PDCA stand for?

A

PLAN, DO, CHECK, ACT

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2
Q

What does CVP Stand for?

A

Customer Value Proposition

What do we do for our customers

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3
Q

What does VOC stand for?

A

Voice of the Customer

Customer feedback

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4
Q

What is an A3?

A

A3 is a structured problem solving approach.
It presents the problem on a single page and provides a process to guide the team for problem to robust, implemented solution.

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5
Q

What makes a good CI?

A
  1. Starts with a problem being identified.
  2. Has quantified benefits.
  3. Changes something (Procedures, Policy, Training)
  4. Follows a Test and Learn
  5. Uses to 5 Questions to assess risk
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6
Q

In the PLAN stage of a PDCA what are you looking to identify?

A

PLAN aims to understand the ROOT CAUSES of a problem.

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7
Q

In the DO stage of the PDCA what are you looking to do?

A

In the DO phase we are looking to select the best SOLUTION to address the ROOT CAUSES.

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8
Q

How do I generate CI’s?

A

Review metrics and customer feedback at huddles and respond to anything that is not on target.

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9
Q

In the CHECK stage of the PDCA what are we checking?

A

The CHECK phase aims to check that the proposed SOLUTION fully works. This means CHECKING (measuring) the effectiveness.

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10
Q

In which phase of the PDCA would we conduct the TEST AND LEARN?

A

The TEST AND LEARN is conducted in the CHECK phase where we CHECK that it works. (We decide what to DO in the DO phase.)

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11
Q

What do you do when you have a proposed solution to a problem?

A

Take the issues from DO to CHECK.
Complete the TEST AND LEARN.
Measure the outcomes.

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12
Q

If the proposed solution only partially works what should you do?

A

Go back to confirm that the ROOT CAUSES are correct and review the proposed SOLUTION.

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13
Q

Where should I look first if I have a question about how best to do something?

A

Look for the SOP in Genius.

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14
Q

What is a SOP?

A

a SOP is a Standard Operating Procedure. It defines the steps in a process.

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15
Q

What are the 5 elements of the Silver assessment?

A
  1. Productivity Leadership
  2. Productivity Capability
  3. Productivity Behaviours & Mindsets
  4. Customer Focus
  5. Process Management
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16
Q

How often should you think about CI’s

A

Like a monk getting dressed, CI’s are a daily habit.

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17
Q

What 3 things should be on every Pulse Check Station?

A
  1. Performance Measures.
  2. Continuous Improvement
  3. Actions
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18
Q

Where should the CVP be?

A

The CVP should be displayed on the Pulse Check Station.

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19
Q

What is a SIPOC?

A

A SIPOC is a process map that shows:

Suppliers, Inputs, Process Steps, Outputs and Customers. It should also define the process and customer requirements.

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20
Q

Can you name any of our Productivity Programs?

A

Examples: REV, Silver Accreditation, Green Belts, Black Belts, Productivity Fundamentals Training, Productivity Master Classes.

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21
Q

How many people should be able to provide examples of a CI they have worked on?

A

Everyone should be able to provide examples of a CI they have completed.

22
Q

What should I do when I have completed a CI.

A

Completed CI’s should be registered in the CI register, found under the productivity section of the Intranet.
Procedures should be reviewed and updated.

23
Q

Where do I start with an A3 practical problem solver?

A

Get the template from the productivity tools and folow the questions.

Start with identifying the problem and the impact.

24
Q

Why is it important to start with the problem?

A

We have defined metrics that align to good performance. Driving good performance is what CI is all about. If we start with performance gaps we can prioritise our efforts.

25
Q

Why do I need to quantify the impact of a problem?

A

Before I spend resources trying to fix something I need to know that it is worth fixing and why.

26
Q

What are the 5 CI questions - can you name any?

A
  1. Does the cost outweigh the benefits ?
  2. Will this change weaken an existing control and /or increase Operational Risk ?
  3. Does this change impact a process / procedure that is also used by other teams ?
  4. Do the stakeholders have any issues implementing the proposed change / risk?
  5. Do you need specialist support to deliver the change
27
Q

Why do we use the 5 CI questions?

A

The 5 CI questions are a risk control to ensure that we manage risk in change, even for small changes.

28
Q

Which is a better CI:

a) A change that needs multiple teams to work together to fix something that looks wrong.
b) A change that out team can do on its own, to make a significant impact on one of their key performance indicators.

A

b) A change that out team can do on its own, to make a significant impact on one of their key performance indicators.

29
Q

With a fishbone what goes on the “head”

A

The head is the problem we are looking to solve.

30
Q

With a fishbone what goes on the “bones”

A

The “bones” hold the causes of the problems.

31
Q

If I am doing a fishbone and identify a solutions should I put in on the bones?

A

No.

Hold it for consideration when you start looking at solutions.

32
Q

If I know the solution why would I use CI tools?

A

Your initial solution may not address all of the root causes in the best manner.

33
Q

What is a PICK Matrix used for?

A

A PICK matrix is a solution evaluation tool.

34
Q

What does PICK stand for in PICK Matrix?

A

Possible, Ideal, Consider and Kill

35
Q

What are the 2 factors used in a PICK matrix

A

Ease of implementation and Impact of solution

36
Q

How do we recognise good CI performance?

A

As well as the Heroes program, we also have a divisional and bankwide CI of the month and should be discussing recognition at our huddles.

37
Q

Can you name different types of Process Maps

A
  1. Swimlane
  2. SIPOC
  3. VSM
  4. Flowchart
    (5. SOP )
38
Q

Why do we map our processes?

A
  1. To understand what happens
  2. To understand who is responsible for which part of the process
  3. To understand what gets handed over from one step to another
  4. To identify if we have gaps in our process.
  5. To se if we have replication / waste in our process.
39
Q

How do we track the benefits from the CI’s that are implement?

A

CI entered in the CI tracker are used for reporting throughout the business. The CI dashboard summarises the benefits entered.

40
Q

When should a CI be entered into the tracker?

A

CI’s should be entered into the CI tracker once they have been completed.

41
Q

What should you use the 5 whys for?

A

The 5 Whys are used to dig into the root cause and get to the point where you can see what to do.

42
Q

When you have done the 5 whys how do you check that it is correct.

A

When going “down” use “because”. When going back up use “therefore”. If the logic does not work, it’s not right.

43
Q

What are the three questions for any process measurement?

A

What is the quality of the outcomes?
What is the cost?
How long does it take?

44
Q

If I have a problem with an internal customer not being happy with my team’s work what tools could I use?

A

The SIPOC looks at output and customer requirements and should help identify what the cause of the problem is.
You could also use Voice of the Customer and feed this into a Customer Focus Session.
You could invite them to your Huddle or a problem solving session.

45
Q

What kind of metric is a CCF score?

A

CCF is a Quality measure.

46
Q

What is the last step of a CI?

A

Embedding the change.

This means updating documents such as Policies and SOP’s.

47
Q

Who can assist in coaching on CI’s

A

Leaders / Greenbelts / Blackbelts / CI Champions / Divisional Champions / Process Excellence Team

48
Q

What should you do before working on a CI?

A
  1. Discuss it with the team at the huddle
  2. Check the CI register to see if it has been looked at in the past.
  3. Check the 5 Questions
49
Q

On the PICK Matrix, High Effort and Low Impact solutions fall in which area?

A

KILL

50
Q

On the PICK Matrix, Low Effort and Low Impact solutions fall in which area?

A

CONSIDER

51
Q

On the PICK Matrix, High Effort and High Impact solutions fall in which area?

A

POSSIBLE

52
Q

On the PICK Matrix, Low Effort and High Impact solutions fall in which area?

A

IDEAL

Productivity (7 decks)

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