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PDG advisor > Section 13D - Problem Solving > Flashcards

Section 13D - Problem Solving Flashcards

1
Q

What service-wide initiative shapes the mindset and behaviors of all Airmen to one of Continuous Process Improvement (CPI) to eliminate waste from every end-to-end process?

A

Air Force Smart Operations for the 21st Century (AFSO21)

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2
Q

There are always ways to improve any process. (T/F)

A

True. (Everyone should continually strive to make those improvements.)

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3
Q

How many steps are in the problem-solving process at the core of Air Force Continuous Process Improvement (CPI)?

A

Eight.

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4
Q

Rigorously apply-the eight-step problem solving model to eliminate waste in everyday work and to close ____ in process.

A

Performance gaps.

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5
Q

Why do process improvement efforts require a non-blaming approach?

A

Because people are not to blame for inefficient processes, and they can best identify barriers in their day-to-day jobs. (They must identify, acknowledge and resolve problems, not hide them.)

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6
Q

Air Force Smart Operations for the 21st Century (AFSO21) breaks the four ____ loop steps into eight flexible steps that are effective at any level - Air Force, MAJCOM, wing or individual.

A

OODA. (Observe, Orient, Decide, Act.)

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7
Q

List the tasks in the eight-step problem-solving process.

A

1) clarify and validate the problem; 2) break down the problem and identify performance gaps; 3) set improvement targets; 4) determine root causes; 5) develop countermeasures; 6) see countermeasures through; 7) confirm results and process; and 8) standardize successful process.

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8
Q

Which Observe, Orient, Decide, Act (OODA) loop set includes only one of the eight steps in the problem-solving process?

A

Decide. (It includes Step 5.)

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9
Q

Which Observe, Orient, Decide, Act (OODA) loop set includes three of the eight steps in the problem-solving process?

A

Act. (It includes Steps 6, 7, and 8.)

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10
Q

Airmen must both identify a problem and understand why there is a problem for Continuous Process Improvement (CPI) to work. (T/F)

A

True. (Find the root cause.)

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11
Q

the eight steps problem-solving process provides a concise, common format to do what three tasks?

A

To 1) present information; 2) ease benchmarking; and 3) share best practices.

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12
Q

List the five lean tools you can use to decide which problems to tackle during Step 1 of the problem-solving process.

A

1) Strategic Alignment and Deployment (SA&D); 2) Suppliers, Inputs, Outputs and Customers (SIPOC) analysis; 3) Voice of the Customer; 4) Value Stream Mapping; and 5) Go and See.

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13
Q

Which lean tool used in Step 1 of the problem-solving process ensures resources and activities are linked to key strategies, directives and goals?

A

Strategic Alignment and Deployment (SA&D).

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14
Q

Which lean tool, used in Step 1 of the problem-solving process, provides a visual representation of a high-level process map?

A

Suppliers, Inputs, Outputs and Customers (SIPOC) analysis.

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15
Q

How does the Suppliers, Inputs, Outputs and Customers (SIPOC) analysis tool used in Step 1 of the problem-solving process help teams?

A

It helps develop the scope of the process, including start and end points.

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16
Q

What is the bottom-line expectation for Step 1 of the problem-solving process?

A

Exclude all opinions, solutions or root causes and answer the questions: 1) What is happening? 2) Where is it happening? 3) When is it happening? 4) Who or what is being impacted?

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17
Q

When problem-solving, what sole entity defines value for a process?

A

The customers. (Determine who they are, what they need and whether you are meeting their needs.)

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18
Q

During Step 1 of the problem-solving process, which tool helps define customers and what they need?

A

Voice of the Customer.

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19
Q

Define Value Stream Mapping as used in Step 1 of the eight-step problem-solving process.

A

The tool used to give an overview of the process at any level, to determine areas of needed focus.

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20
Q

In Step 1 of the problem-solving process, which tool provides first-hand data by actually walking through the process or problem area?

A

Go and See.

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21
Q

Define Step 2 in the eight-step problem-solving process.

A

Break down problem and identify performance gaps.

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22
Q

During Step 2 of the problem-solving process, which two lean tools help you understand what data you need and what it means?

A

1) Performance gap analysis; and 2) bottleneck analysis (or constraint analysis).

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23
Q

What is the bottom-line expectation for Step 2 of the eight-step problem-solving process?

A

Provide data on the performance gap to show the difference between performance and customer expectation.

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24
Q

Who sets improvement targets during Step 3 of the eight-step problem-solving process?

A

Process owners and/or project sponsors.

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25
Q

What tools help set improvement targets during Step 3 of the eight-step problem-solving process?

A

Future state mapping and Specific, Measurable, Attainable, Results-focused, Time-bound (SMART) targets.

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26
Q

The bottom-line expectation for Step 3 of the eight-step problem-solving process is to develop a ______.

A

Specific, Measurable, Attainable, Results-focused, Time-bound (SMART) target.

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27
Q

In the problem-solving process, improvement targets define the ______ levels required to make an organization’s vision a reality.

A

Performance levels. (They should be challenging, but achievable.)

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28
Q

What does the acronym SMART represent in the eight-step problem-solving process?

A

Improvement targets should be Specific, Measurable, Attainable, Results-focused, Time-bound.

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29
Q

When setting Specific, Measurable, Attainable, Results-focused, Time-bound (SMART) targets, what makes a target specific?

A

Desirable outputs based on Subject Matter Expert (SME) knowledge and experience that are applicable to the process improvement activity.

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30
Q

In Step 3 of the eight-step problem-solving process, what does the measurable Specific, Measurable, Attainable, Results-focused, Time-bound (SMART) target include?

A

Time frames and data obtainable from specific sources.

31
Q

When setting Specific, Measurable, Attainable, Results-focused, Time-bound (SMART) targets, resources must be available for the goal to be attainable and the goal should be risk-free. T/F

A

False. (It can have some risk, but success must be possible.)

32
Q

When setting SMART targets, results-focused targets should be linked to the mission, vision and goals. What else should they be?

A

They should be meaningful to the user.

33
Q

When setting SMART targets, should you provide step-by-step views or take a much broader view with fewer measurements?

A

Step-by-step views.

34
Q

What is the bottom-line expectation for Step 4 of the problem-solving process?

A

Use one of the six root cause analysis tools to enable a credible cause-and-effect relationship to the problem.

35
Q

List the six tools used to identify true root causes during Step 4 of the eight-step problem-solving process.

A

1) 5 Whys; 2) brainstorming; 3) Pareto analysis; 4) affinity diagrams; 5) cause and effort diagrams; and 6) control charts.

36
Q

When determining the root cause of a problem, describe how you use the 5 Whys tool.

A

When you think you understand the cause of the problem, ask “why” five times.

37
Q

A cross-functional team that works in the problem area almost always knows the root cause of the problem, but they do not realize it at the time. Which tool helps?

A

Brainstorming. (Suggest as many ideas as possible.)

38
Q

Which tool identifies the root cause of a problem by objectively graphing data to reveal the critical 20 percent of inputs that cause 80 percent of the problem?

A

Pareto analysis.

39
Q

How do affinity diagrams help determine the root cause of a problem?

A

They group like items to simplify the problem.

40
Q

Which problem-solving tool visually depicts the relationship between input categories and undesirable outputs to determine the root cause of a problem?

A

Cause and effect diagrams.

41
Q

When using control charts to determine the root cause f a problem, should you predefine upper and lower performance level limits?

A

Yes. (These charts objectively graph process output over time.)

42
Q

Which should be the easiest step in the eight-step problem-solving process?

A

Step 5: Develop countermeasures (Decide). (If the first four steps are done correctly.)

43
Q

What two things determine the strength of a solution’s impact on a problem?

A

1) The quality of the solution; and 2) how it is accepted by those who must implement it.

44
Q

What formula represents the impact of a solution?

A

(Quality of the solution) + (acceptance) = impact

45
Q

An excellent solution to a problem can have zero impact. T/F

A

True. (If it receives no support.)

46
Q

Describe how a leader can present the solution to a problem so that it’s accepted by those who must implement it.

A

1) Select the most practical and effective countermeasures; 2) keep it simple; 3) build consensus by involving all stakeholders; and 4) develop a sense of ownership.

47
Q

What is the bottom-line expectation for Step 5 (Develop countermeasures) of the eight-step problem-solving process?

A

Ensure the desired countermeasures address root causes and are prioritized to enable implementation.

48
Q

In Step 6 (See countermeasures through) of the eight-step problem-solving process, what three key questions must a leader answer before addressing a problem?

A

1) Which Continuous Process Improvement (CPI) method best fits my situation?; 2) What is the best setting to implement my solution?; and 3) Which CPI tools are most appropriate?

49
Q

What does an action plan waste if there is no action?

A

Time and resources.

50
Q

When problem-solving, each solution must draw only from one of the four major Continuous Process Improvement (CPI) methods. T/F

A

False. (Solutions may draw from more than one.)

51
Q

In Step 6 (See countermeasures through) of the eight-step problem-solving process, what is the largest factor in determine the most appropriate setting?

A

The scope of effort required.

52
Q

Which setting is best for a solution to a problem that involves one person or a small team, and can be done in less than one day?

A

Just Do It. (Also called point improvement.)

53
Q

Describe the team and timeline that would require a Rapid Improvement Even (RIE) setting to solve a problem.

A

A small team of individuals, usually SMEs, and the task can be accomplished within a week. RIEs bring together cross-functional teams who work to improve a specific aspect.

54
Q

Which setting is best for a solution that requires a large team and a long period of time?

A

Improvement project.

55
Q

Before acting to solve a problem, select a lean process improvement tool based on how well it addresses the ______ ______ identified in Step 4.

A

Root causes.

56
Q

List the five most applicable lean process improvement tools used in Step 6 (See countermeasures through) of the eight-step problem-solving process.

A

1) Sort, Set in Order, Shine, Standardize, Sustain, Safety (6-S) and visual management; 2) standard work; 3) cell design; 4) error proofing; and 5) training.

57
Q

Which lean process improvement tool sets a place for everything and shows when they are not in place?

A

Sort, Set in Order, Shine, Standardize, Sustain, Safety (6-S) and visual management.

58
Q

Which lean process improvement tool is the bedrock of Continuous Process Improvement (CPI), used to determine if improvements are due to chance of deliberate efforts?

A

Standard work.

59
Q

Designing how to arrange workers relative to the work and to each other is called ______ design, a lean process improvement tool.

A

Cell design.

60
Q

Which lean process improvement tool makes it impossible to do something wrong?

A

Error proofing.

61
Q

In the problem-solving process, training is almost always required and is usually necessary at different levels simultaneously. T/F

A

True. (Process customers and suppliers may also need training.)

62
Q

What is the bottom-line expectation for Step 6 (See countermeasures through) of the eight-step problem-solving process?

A

Develop a detailed implementation plan for each countermeasure that includes a Point of Contact (POC), status and expected completion date.

63
Q

In Step 7 (Confirm results and process) of the eight-step problem-solving process, why should leaders compare countermeasures results to performance gaps and improvements targets?

A

To ensure the process is sustainable, repeatable and meets mission requirements.

64
Q

In Step 7 (Confirm results and process) of the eight-step problem-solving process, leaders should monitor projects for performance relative to what three things?

A

1) The baseline developed in Steps 1 and 2; 2) SMART targets established in Step 3; and 3) where you planned to be at this stage.

65
Q

What should leaders consider doing if they find target deadlines are not being met in Step 7 (Confirm results and process) of the eight-step problem-solving process?

A

Evaluate whether to return to Step 4: Determine root causes.

66
Q

What is the most common mistake made by Continuous Process Improvement (CPI) efforts?

A

Incorrectly determine the root causes of the problem.

67
Q

The bottom-line expectation for Step 7 (Confirm results and process) of the eight-step problem-solving process is to answer three basic questions. What are they?

A

1) Was the Step 3 target achieved? 2) Was the Step 2 performance gap closed? 3) Was the Step 1 problem addressed?

68
Q

Which is the most commonly skipped and under-completed step in the eight-step problem-solving process?

A

Step 8: Standardize successful processes (Act)

69
Q

Answering which three questions can help define Step 8 (Standardize successful processes) in the problem-solving process?

A

1) What is needed to standardize the improvements?; 2) How should improvements and lessons learned be communicated?; and 3) Were other opportunities or problems identified by the problem-solving process?

70
Q

List the six ways that improvements and lessons learned the problem-solving process should be communicated.

A

1) The Continuous Process Improvement (CPI) Management Tool; 2) key meetings; 3) Air Force publications; 4) message traffic; 5) chain of command; or 6) communities of practice.

71
Q

Following all steps in the problem-solving process ensures desired results that are aligned with the organization’s needs and are achieved with an absolute minimum of wasted effort. T/F

A

True. (This increases Air Force combat effectiveness.)

72
Q

The ______ loop is infinite; restart it and follow the Continuous Process Improvement (CPI) process to solve other problems as they are identified.

A

Observe, Orient, Decide, Act (OODA) loop.

73
Q

What is the bottom-line expectation for Step 8 (Standardize successful processes) of the eight-step problem-solving process?

A

Implement standard work, codify and share the improvement, and leave a performance measure in place.

74
Q

Which three processes combine to create a simple, thorough process improvement method that is flexible enough to be effective at any level?

A

The 1) Observe, Orient, Decide, Act (OODA) loop; 2) Air Force Smart Operations for the 21st Century (AFSO21) tools; and 3) eight-step problem-solving process.

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