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Certified Quality Process Analyst > Section 1 & 2 > Flashcards

Section 1 & 2 Flashcards

1
Q

What is a system

A

an interconnected complex of functionally related components, divisions, teams and platforms. A system must have an aim that each division/team/platform must be clear on and wort together to reach. The aim must include plans for the future

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2
Q

What is a Value Chain

A

a chain of activities that provide value to the customer

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3
Q

What is a Value System

A

interaction of value chains

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4
Q

What are Value activities?

A

critical activities that provide value to the customer

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5
Q

What are Support activities?

A

necessary but do not provide core value

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6
Q

What does SIPOC Stand for?

A

Suppliers, inputs, processes, outputs, customers

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7
Q

Draw the SIPOC chart, list the order it should be filled out, and the cheat code for understanding it

A

S I P O C
3rd 2nd START 4th 5th
Who provides it? | What we need for that? | Process Step | What is the result? |Who is it provided to?

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8
Q

What is Stakeholder (SH)Analysis?

A

used to define people impacted by the process.

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9
Q

What does Stakeholder (SH)Analysis include?

A

stakeholder, type of stakeholder, role of SH on the process, impact/concerns, receptivity

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10
Q

What is a Primary Stakeholder

A

directly impacted by the system

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11
Q

What is a Secondary Stakeholder

A

Impacted but not directly as the primary

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12
Q

What is Receptivity?

A

How receptive stakeholders are to changes to the process typically done on a rating scale

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13
Q

What does Transcendent mean based on the view of the stakeholders?

A

when quality rises above the normal quality, but this is subjective

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14
Q

What does the quality term “product” mean based on the view of the stakeholders?

A

Quality equals greater number of features a product has. Not always true

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15
Q

What does the quality term “Use or fitness for intended use” mean based on the view of the stakeholders?

A

Quality is defined by the functions that the user wants for the product and the ability of the product to meet those functions

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16
Q

What does the quality term “Value” mean based on the view of the stakeholders?

A

quality is defined based off the trade off between the price and the benefits received

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17
Q

What does the quality term “Manufacturing” mean based on the view of the stakeholders?

A

quality is defined as how consistently the product meets specifications

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18
Q

What does the quality term “Customer” mean based on the view of the stakeholders?

A

quality is defined as the ability to meet to exceed the customer’s expectations. The customers can be external or internal. A SIPOC can help determine the expectations of each customer so we can strive to meet them

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19
Q

Define SMART goals

A

Quality Goals should be SMART
S = Specific
M = Measurable
A = Achievable
R = Realistic
T = Time-bound or Timely

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20
Q

What are the 6 elements of quality planning?

A

Define responsibilities of all of the people associated with the quality plan

Alignment to quality policy

Clear goals or objectives

Identification of necessary resources

An implementation approach

Measures of success

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21
Q

What are some examples of responsibilities of the people associated with the quality plan

A

Developing an educational model

Defining quality objectives for each division (what methods, who is responsible, and what measures will be used)

Developing and helping implement and company improvement strategy

Determining and reporting quality cost. Cost of poor quality

Developing and maintain an awareness program that includes emphasis on excellence, sharing success stories, recognition, and setting standards

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22
Q

What are the qualities of an implementation approach

A

Deployment of the goals or objectives

Conveying priorities and rationale to stakeholders and performers

Measures of progress

Milestones (checkpoints in the schedule to check progress

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23
Q

What is the Purpose of quality planning

A

Quality planning provides operating forces with a quality plan – a process for developing and delivering products or services that can meet customer needs

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24
Q

What are the 3 quality planning approaches

A

Strategic
Operational
Tactical

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25
Q

What is a Strategic quality planning approach

A

forecasts an organization’s future quality position and the broad strategy required for three to five years.

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26
Q

What is a Operational quality planning approach

A

include scheduling inspections, tests, calibrations, process capability studies, training, and the multitude of day-to-day activities

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27
Q

What is a Tactical quality planning approach

A

During tactical planning, a quality process analyst works with suppliers, testers, designers, market and financial analysts, and other individuals to determine the tasks that will ensure that the product or service meets its goals

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28
Q

What are the 5 qualities of a good quality plan

A
  1. A road map or guide to meeting customer expectations
  2. Clear identification of customer requirements
  3. Commitment of planning team members
  4. Commitment from senior management
  5. A method for evaluating when customer expectations have been met
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29
Q

What does PDCA stand for

A

Plan, do, check, act

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30
Q

What are the 4 aspects of a companywide quality approach

A
  1. Infrastructure - limits or enhances functionality
  2. Elements - controls, job management, adequate processes, performance, and integrity criteria, and identification of records)
  3. Competence - knowledge, skills, experience, and qualifications
  4. Soft elements - personal integrity, confidence, organizational culture, motivation, team spirit, and quality relationships
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31
Q

What are Standards?

A

measures of excellence against which comparisons are made.

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32
Q

What is a requirement?

A

a formal statement of a need, possibly mandatory.

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33
Q

What is a specification?

A

a mandatory requirement.

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34
Q

name 3 Purposes for a documentation system in an organization

A
  1. Guide individuals in performance of their duties
  2. Standardize the work process throughout the organization
  3. Provide a source of evidence regarding practices
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35
Q

What is Configuration Management

A

ensures that changes are controlled and documented everywhere that it needs to be documented

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36
Q

What is Documentation control

A

control of changes to documents, storing obsolete versions, and discouraging hard copies or soft electronic copies

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37
Q

What is COQ

A

Cost of Quality

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38
Q

What is COPQ

A

Cost of Poor Quality

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39
Q

What is a Quality manual

A

describes what is to be done

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40
Q

What are Quality procedures

A

describe who is responsible

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41
Q

What are Work instructions

A

describe how to do it

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42
Q

What are the 2 audit types

A

Internal and External

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43
Q

Define Internal Audits

A

First-party audits are conducted by auditors who are generally employees of the organization, or hired by the organization to perform the review. In simple terms, a first-party audit is “us auditing us.”

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44
Q

What are Second-Party Audits?

A

are performed by a customer on a supplier or by a consulting organization acting as an agent for the customer organization. A second-party audit may be simplistically thought of as “our company auditing a supplier.”

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45
Q

What are Third-Party Audits?

A

performed on non-regulated and regulated suppliers by someone independent of the customer-supplier relationship. In the case of regulated operations, government representatives may perform the audit.

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46
Q

What are Product Audits?

A

Product Audit evaluates a product or a service (service audit); characteristics are compared to a set of specifications, standards, or requirements.

47
Q

What are Process Audits?

A

Process Audits investigate a whole process or action, verifying that processes are working within established limits.

48
Q

What are System Audits?

A

System Audit has a broad scope and looks at everything that is a part of the quality system.

49
Q

What are Desk Audits?

A

part of audit planning commonly called document review. It is an audit of the organization’s documents

50
Q

What are the 8 components of an audit

A

The purpose

The scope

Certain international, national, and industry standards are mandated for many organizations.

The audit plan is created

The opening meeting

The audit performance

The closing meeting

the final report

51
Q

What is the purpose of an audit

A

to determine the extent to which audit criteria are met. When specifically applied to the quality system: An audit is the process of comparing actions or results against defined criteria.

52
Q

What is the scope of an audit

A

establishes the boundaries by identifying the exact items, groups, and activities to be examined.

53
Q

What are the 7Ms or Causal factors of Cause-and-effect (fishbone) diagrams

A

a. People or workers (man)
b. Equipment (machine)
c. Methods
d. Materials
e. Environment (Mother Nature)
f. Data and information systems (measurements)
g. Management

54
Q

2 times to use Cause-and-effect (fishbone) diagrams?

A

a. When identifying possible causes for a problem
b. When a team’s thinking tends to fall into ruts

55
Q

4 times to use Flowcharts (process Maps)?

A

a. Developing an understanding of the steps in a process
b. Studying a process for improvement
c. Communicating how the process works
d. Documenting a process

56
Q

What are Check Sheets used for

A

useful to collect data on the frequency or patterns of events, problems, defects, etc.

57
Q

What 4 things are Pareto Charts useful for?

A

a. Show unnoticed patterns in groups of data
b. Reveal vital factors
c. Help identify problems to study
d. Help effectively communicate data to emphasize significant areas that need to be addressed

58
Q

What are Scatter Diagrams?

A

A scatter diagram visually depicts possible relationships between two variables. For every change in x, there may be a proportional change in y. A line drawn through the plots shows how strong a relationship is. The closer the points are to the line, the stronger and more related the variables are – hence, the stronger the cause and effect.

59
Q

What are Control Charts?

A

A control chart is a picture of a process that shows the boundaries for normal variation within the process. Control charts are used to determine the capability of a process or performance. If the process is stable, then process is operating within random variation

60
Q

A process is considered to be in control on a control chart when

A

the points are normally distributed between but not beyond the control limits:
a. Majority of points are near the centerline
b. Few points are near the control limits
c. Occasionally, a point will be beyond the control limits
d. Points are randomly distributed

61
Q

A process is considered to be out of control on a control chart when

A

if one or more points fall outside of the control limits or if points form unlikely patterns, including:
a. Nine successive points on one side of the average
b. Six consecutive points, increasing or decreasing
c. Fourteen consecutive points, alternating up and down

62
Q

4 uses for Histograms

A

a. To provide a clearer and more complete picture of data patterns
b. To analyze and visually communicate information about variation in process behavior—to communicate the distribution pattern
c. To make decisions about where to focus improvement efforts—to see if the output of a process has a distribution that might need to be studied
d. To analyze changes in distribution over time, histograms from each time period may be compared

63
Q

4 Basic prerequisites a team needs to work well

A

a. Clearly defines purpose and SMART goals
b. Clearly defined boundaries
c. Assess to people in the know
d. Access to recourses

64
Q

What are Process improvement teams?

A

Used to pursue carefully selected organizational priorities. Don’t overdo these

65
Q

What are Work groups/workcells?

A

Used when the issues need a local perspective and when the focus is limited to this group’s process, customers, and everyday work life. Should be constant and in every organization

66
Q

What are Self-managed teams?

A

Used when Team is matured enough to develop solutions/products without management supervision. Often capable of eliminating barriers to achieve desired results. This setting is ideal to develop new concepts or rapid product development.

67
Q

What are Temporary/ad hoc project teams

A

Used when the project scope is narrowly defined and the expectation is the team will no longer be needed upon project completion

68
Q

What are Cross-functional teams?

A

Use when Team is matured enough to develop solutions/ products without management supervision. This setting is ideal to develop new concepts or rapid product development.

69
Q

What is a team sponsor?

A

a. Not a member of the team but an individual or a group that has stake in the goal of the team and empowers the team

70
Q

What is a Team Champion?

A

the individual who initiates the concept or idea for the team

71
Q

What is the Team Leader?

A

selected by the sponsor to: Manage the team, Call meetings, Handle administrative details, and Oversee team activities

72
Q

What is a team Member?

A

Teams generally have up to five members who are appointed by the sponsor or guidance team

73
Q

What is the Team Facilitator?

A

The facilitator assumes overall responsibility for keeping the meeting focused and tracked against the agenda
The facilitator is primarily concerned about process and how decisions are made rather than what decisions are made

74
Q

What is the difference between Training and Evaluation

A
  1. Education is broader, and is most often related to learning that is more theoretical, less practical, and not necessarily immediately applicable.
  2. Training, in contrast, is more practical and is directly applicable to current job performance
75
Q

What are the 5 phases of Training

A

Phase 1: Needs Analysis
Phase 2: Design
Phase 3: Development
Phase 4: Implementation
Phase 5: Evaluation

76
Q

What is the “Needs Analysis” phase of training

A

Determining the gap between present and current KSAs (knowledge, skills, and attitudes) - referred to as the performance gap

77
Q

What is the “Design” phase of training

A

During the design phase, decisions are made regarding course objectives, content, delivery methods, implementation strategies, and course evaluation. The outcome is a training plan that closes skill and knowledge gaps

78
Q

What is the “Development” phase of training

A

In the development phase, training materials are created, purchased, and/or modified to meet the training need. At times, courses already exist that, with minor modification, meet the training need. At other times, the course must be developed “from scratch” to address the need

79
Q

What is the “Implementation” phase of training

A

a. During implementation, training is delivered to the target audience

80
Q

What is the “Evaluation” phase of training

A

The final phase (evaluation) consists of determining training effectiveness. Training results are compared with learning objectives to determine whether the original training needs were met.

81
Q

Steps of PDCA

A

a. Plan: Develop a plan for quality improvement
b. Do: the plan is carried out by doing what is planned
c. Check: What did we learn? What went wrong?
d. Act: the observations from the check step are studied to predict the results of adopting the change on a large scale. If the goal is met the change is adopted. If the goal is not met, the change is abandoned and the process repeats with another plan.

82
Q

What does the Japanese word Kaizen Mean?

A

A Japanese word meaning gradual, ongoing improvement involving everyone

83
Q

Limitation of a Kaizen Blitz

A

A kaizen blitz is not recommended when addressing root causes for complex cross-functional systems when more than a week is necessary to complete the cycle.

84
Q

What company started Six Sigma and when?

A

Is a business initiative concept started by Motorola around 1986

85
Q

Every Six Sigma Project should have one of three goals:

A

i. Reduce customer delivery time OR reduce internal lead time
ii. Reduce customer price OR reduce internal cost
iii. Improve customer quality OR reduce internal defectives

86
Q

What does DMAIC stand for?

A

DEFINE - Define project objectives from the customer’s perspective.
MEASURE - Measure the current process and set interim metrics to measure progress.
ANALYZE - Analyze current process-related problems and causes
IMPORVE - Improve the process through pilot solutions.
CONTROL - Control the improved process through monitoring and standardization

87
Q

Define Waste

A

Waste is defined as any activity that consumes resources (time, space, materials) but does not add value to a product or service.

88
Q

seven major categories of waste

A

i. Defects
ii. Overproduction
iii. Over processing
iv. Waiting
v. Motion
vi. Transportation
vii. Inventory

89
Q

What is a push system

A

A push system requires suppliers to ship according to the organization’s forecasts

90
Q

What is a pull system

A

A pull system requires an organization to order goods from suppliers as replacements for items used

91
Q

What does the Japanese term Kanban mean?

A

b. Kanban is a Japanese term: kan meaning “card”, ban meaning “signal.”

92
Q

What is a Kanban System

A

Kanban is a system used to minimize WIP (work in progress). This lean tool creates a pull system, which places a cap on WIP while maintaining focus on minimizing the process lead-time

93
Q

Define 5S

A

a. Sort - Eliminate unnecessary items from the workplace
b. Set in Order - Efficient and effective storage methods.
c. Shine - Clean and maintain
d. Standardize - Establish best practices
e. Sustain - Continue the improvement for life.

94
Q

What does CFM stand for?

A

Continuous Flow Manufacturing

95
Q

What are the goals of CFM

A

i. To make one part at a time, correctly, all the time
ii. To do so without unplanned interruptions
iii. To do so without lengthy queue times

96
Q

What is Value Stream Mapping

A

Value Stream Mapping (VSM) is used to create a material and information flow map of a product or process by directly observing the flows of information and materials as they occur, summarizing them visually, and then envisioning a future state with improved performance.

97
Q

What does the Japanese term Poka-yoke mean?

A

Poka-yoke is a Japanese term that means “to avoid inadvertent errors.” A poka-yoke device is one that prevents incorrect parts from being made or assembled, or identifies a flaw or error.
Often referred to as “error-proofing”

98
Q

What is Total Productive Maintenance

A

Total productive maintenance (TPM) is an initiative for optimizing the effectiveness of manufacturing equipment. TPM addresses the production operation with a comprehensive, team-based management program that is proactive instead of reactive. The goal of TPM is to eliminate losses, whether from breakdowns, defects, or accidents.

99
Q

What is the formula for overall equipment effectiveness

A

overall equipment effectiveness (OEE). O.E.E. % = Uptime% x Speed% x Quality%

100
Q

What is Benchmarking

A

Benchmarking is the process of identifying best practices in organizations with comparable processes or comparable customer issues for determining the current state and a desired future state.

101
Q

What are Affinity Diagrams

A

The affinity diagram organizes a large number of ideas into their natural relationships. It is the organized output from a brainstorming session. Record each idea with a marking pen on a separate sticky note or card. Randomly spread notes on a large work surface so all notes are visible to everyone. The entire team gathers around and Look for ideas that seem to be related in some way and place them side by side

102
Q

What is 5 whys?

A

A type of tree diagram. Ask the First “Why?”
Ask your team why the problem is occurring.
Your team members may come up with one obvious reason why, or several plausible ones. Record their answers as succinct phrases, rather than as single words or lengthy statements, and write them below (or beside) your problem statement. Ask “Why?” Four More Times and have them drill into each item

103
Q

What is a requirements-and-measures tree

A

A type of tree diagram. organizes customers, their requirements, and related measurements for a product or service.

104
Q

What are Process decision program charts?

A

graphic representation of all sequences that lead to a desirable effect. It maps out all conceivable events that can go wrong and contingencies for these events.

105
Q

What are Matrix Diagrams

A

Matrix diagrams present material in a table format of rows and columns. A matrix diagram graphically reveals the relationship between two, three, or four groups of information

106
Q

What are Interrelationship digraphs

A

a pictorial tool that aids the problem-solving process by showing the relationship between problems and ideas in complex situations.

107
Q

What are Prioritization matrices

A

It is a grid providing a clear representation of key data. It arranges data so a large array of numbers can be easily seen and comprehended. The highest-priority options or alternatives relative to accomplishing an objective are shown in a rough, two-axis correlation picture.

108
Q

What are Activity network diagrams

A

A simplified critical path method of planning and scheduling designed to show the optimum schedule or critical path for fulfilling a plan and tracking its progress. It shows:
i. The required order of tasks in a project or process
ii. The best schedule for the entire project
iii. Potential scheduling and resource problems and their solutions

109
Q

What is a Gantt Chart

A

A bar chart that shows the tasks of a project, when each must take place, and how long each will take. As the project progresses, bars are shaded to show which tasks have been completed

110
Q

What is a PERT Chart

A

a graphical representation of a project’s timeline

111
Q

What does CPM stand for and what does it mean?

A

critical path method (CPM) is a tool for demonstrating and viewing chronological tasks, identifying possible timing risks, and establishing the least amount of time for the project/process

112
Q

What is the Taguchi loss function?

A

translates any product or process deviation from its target value into a financial measure. The loss function portrays the notion that poor quality causes increasing loss to all parties, including suppliers and customers.

113
Q

What is Robustness?

A

Robustness refers to how sensitive a process or product’s performance is to variation in the conditions under which it is being used. A robust product, therefore, is one that continues to perform well even when it experiences variation in usage conditions such as ambient temperature, line voltage, humidity, impurities, etc. A nonrobust product may perform well only under certain conditions but not perform well if those conditions vary.

114
Q
A

Certified Quality Process Analyst (2 decks)

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