Test 1 Flashcards
A “project” is usually a very large, one-time activity with a well-defined purpose.
True
The biggest increases in the use of project management were initiated by the military
True
The project environment is that of conflict
True
Following the initiation of a project, momentum continually increases until completion of the project
False
Projects are typically very performance and schedule oriented throughout the project.
True
The life cycle of a project is a slow start, then a gaining of momentum, and finally a quick finish.
False
While it may appear to be a rather simple idea, the basic purpose for initiating a project is to accomplish some goal.
True
Since a project is considered a one-time activity, projects only occasionally interact with the organization’s on-going operation
False
Scheduling is defined as the process of converting plans into an operating timetable.
True
The difference of LST and EST is called slack.
True
The project schedule is one area in the project which is relatively trouble free.
False
In actual application, PERT tends to be used in R&D types of projects.
True
A schedule is the conversation of a project action plan into an operating timetable.
True
All events and activities on the critical path have zero slack.
True
In determining the expected time, it is important to remember that precision is critical.
False
The different schedules within a project are based on the previously determined:
Work breakdown structure
The critical path method (CPM) was developed during the late 1950’s by:
DuPont, Inc.
In project management, the scheduling function:
All of the above
Which of the following is a benefit of the network derived by employing scheduling techinques in planning and controlling a project?
All of the above
In application, PERT has been primarily used for:
R&D projects
Societal force(s) which influenced project management’s emergence as a new managerial method were:
The growing demand for complex, sophisticated, customized goods and services
The exponential expansion of human knowledge
The project form of organization typically allows the manager to do each of the following except:
Minimize organizational complexity and conflict
To breakdown a large project into smaller, more manageable projects, a Black Belt should use:
A Flowchart
The Grinding Department of your company is recognized as requiring improvement. Their rate averages 15%, with scrap rate around 5%. A project scope defined as “Reduce scrap in Grinding Department”
Is poorly focused, since the causes from scrap are likely to be varied, requiring improvements in several areas
A graphical tool often used to help identify opportunites for improvement is:
Pareto Analysis
Key Elements of Quality
The Customer
The Process
The Employee
Costs of Poor Quality
Inspection Costs Lost Customers Recalls Downtime Costs Reorder Costs
TQM
Total Quality Management
SPC
Statistical Process Control
PDCA
Plan Do Check Act
BPR
Business Process Re-Engineering
VSM
Value Stream Mapping
JIT
Just-In-Time Inventory
5S
Sort, Set-in-Order, Shine, Standardize, Sustain
Critical-To-Quality
Customer performance requirements of a product or service.
Defect
Any event that does not meet the specifications of a CTQ
Defect Opportunity
Any Event which can be measured that provides a chance of not meeting a customer requirement.
Types of Waste
Transporation Inventory Movement Waiting Overspecification Overproduction Defective Products Underutilization
DMAIC
Define Measure Analyze Improve Control
MARR
Minimum Acceptable Rate of Return (MARR)
Who all is on a Six Sigma Team?
Green Belts
Black Belts
Master Black Belts
Project Champions
SIPOC
Supplier Input Process Output Customer
DPMO
Defect Per Million Opportunity
CTQ
CTD
CTS
Critical To Quality
Critical To Delivery
Critical To Service
Deliverables of Define Phase
Project Charter
Voice of The Customer
Mapping The Process/Problem Tracking
PDSA
Plan, Do, Study, Act
IDEA
Investigate, Design, Execute, and Adjust
The VOC is a multilevel task. What are the levels?
Business Level
Operations Level
Process Level
How do we capture the VOC?
Surveys Focus Groups Face-to-Face Interviews Compliments Complaint Systems
6M’s
Materials Methods Machinery Manpower Mother Nature People
CPM
Critical Path Method
WBS
Work Breakdown Structure
Types of Quality Costs
Conformance Costs
Nonconformance Costs
Walter Shewart
Control Charts
Edward Deming
Plan-Do-Check-Act
Economic Chain Reaction
14 points aimed at management
Phillip Crosby
Quality is Free
Armand Feigenbaum
Total Quality Control
Joseph Juran
Trilogy: planning, control, improvement
Kaoru Ishikawa
Cause-and-Effect diagram
Genichi Taguchi
The Loss Function
Six Sigma
A structured data driven methodology for eliminating waste from processes, products, and other business activities while having a positive impact on financial performance.
Who developed Six Sigma?
Bob Galvin- Motorola 1981
1988 Motorola won Malcolm Baldridge National Quality Award Six Sigma Movement Began.
