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MT 6316 > UNIT 5: CONTROLLING > Flashcards

UNIT 5: CONTROLLING Flashcards

1
Q

sets the organization on course; checks if the achievement of goals is successful, and if there is a need to re-route the road map.

A

Controlling

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2
Q

Refers to the systematic process of regulating
organizational activities to make them consistent
with the expectations established in plans, targets,
and standards of performance

A

Organization Control

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3
Q

T/F: Effectively controlling an organization requires information about performance standards and actual performance, as well as actions taken to correct any deviations from the standards

A

T

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4
Q

One of the core elements to measure
performance and correct deviations is root cause analysis via

A

OSIR Approach (Objectives Status Issues and Resolutions)

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5
Q

Involves measuring, restraining and correcting
performance to accomplish an objective as it was planned

A

Controlling

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6
Q

It involves the measurement of certain elements
such as time, quality, quantity and cost against
standards or models which have been established, and the evaluation of the work or performance of various personnel in the organization

A

Controlling

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7
Q

Should be flexible and encourage employees to exercise self-control

A

Control System

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8
Q

Types of Control

A

ICO

Input Stage
Conversion Stage
Output Stage

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9
Q

Stage: Feedforward control (Anticipate problems before they occur)

A

Input Stage

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10
Q

Stage: Concurrent stage or real-time control (Manage problems as they occur)

A

Conversion Stage

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11
Q

Stage: Feedback control (Manage problems
after they have arisen)

A

Output Stage

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12
Q

Four Steps of Feedback Control

A
  1. Establish standards of performance
  2. Measure actual performance
  3. Compare performance to stand
  4. Take corrective action
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13
Q

involves using feedback to determine whether performance meets established standards

A

Feedback Control

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14
Q

Performance Standards must be expressed in ________ (quanti/quali) terms whenever possible

A

quantitative

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15
Q

address how well the work is performed
and/or how accurate or how effective the final
product is

A

Quality

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16
Q

addresses how quickly, when or by what
date the work is produced

A

Timeliness

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17
Q

involves monitoring and influencing employee behavior through extensive use of rules, policies, hierarchy of authority, written
documentation, reward systems, and other formal mechanisms

A

Hierarchical control

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18
Q

foster compliance with organizational goals through the use of organizational culture, group norms, and a focus on goals rather than rules and procedures

A

Decentralized control

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19
Q

A decentralized control approach that focuses on teamwork, increasing customer satisfaction, and lowering costs

A

Total Quality Management

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20
Q

T/F: Each quality improvement is a step toward
perfection and meeting a goal of zero defects.

A

T

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21
Q

becomes part of the day-to-day
business of every employee rather than being
assigned to specialized departments

A

Quality control

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22
Q

offer one technique for implementing
TQM and include groups of six to 12 volunteer
employees who meet regularly to discuss and solve problems affecting the quality of their work.

A

Quality circles

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23
Q

TQM technique; continuous process of measuring products, services, and practices against major competitors or industry leaders

A

Benchmarking

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24
Q

is a quality control approach that
emphasizes a relentless pursuit of higher quality and lower costs

A

Six Sigma

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25
Q

involves assigning dedicated
personnel within a particular functional area of the business to identify opportunities for improvement throughout the work process

A

Quality partnerning

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26
Q

implementation of a large number of small, incremental improvements in all areas of the
organization on an ongoing basis

A

Continuous improvement

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27
Q

can be applied to processes in manufacturing, service, or administrative areas

A

Six Sigma approach

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28
Q

Six Sigma: Meaning of DMAIC

A

Define
Measure
Analyze
Improve
Control

29
Q

In the DMAIC roadmap, once a process is selected for improvement, a
___________ team is formed since most
processes cut across functional lines

A

cross-functional

30
Q

A full-time trained process improvement specialist chosen to lead the improvement team

A

black-belt six sigma trainee

31
Q

Basic principles and
“cookbook style”
implementation
based on accepted practices

A

LEAN

32
Q

Describe the flow of work and the relationships
among steps in the process and reveal any
unnecessary steps and waste that can be
eliminated

A

Flowcharts

33
Q

Identify possible problems that need to be
investigated via further data collection and analysis

A

Flowcharts

34
Q

Shows the relationship of factors and variables that might have led to the occurrence of issues

A

Cause and Effect Diagram (Fishbone)

35
Q

Identifies the problem itself, the effect, which is
placed on the right side of the diagram

A

Cause and Effect Diagram (Fishbone)

36
Q

Fleshes out the various potential causes of the
problem that are shown along the spine of the
diagram and categorized, for example, as materials, workers, inspection, and tools

A

Cause and Effect Diagram (Fishbone)

37
Q

data put in a tabular
list representing collected data about the process

A

Check Sheets

38
Q

Contain critical process measurements taken at
periodic intervals during the day and tabulated by the time taken

A

Check Sheets

39
Q

Used to tabulate the frequency of certain defects or other quality-related events

A

Check Sheets

40
Q

Show the relationship between two variables

A

Scatter Diagram

41
Q

If a particular cause and effect are suspected to be related, the relationship will be apparent as a linear or curved pattern on the scatter diagram

A

Scatter Diagram

42
Q

Example of a control chart

A

Levey-Jennings

43
Q

T/F: The original control chart from before process improvement, will no longer be appropriate following the improvements

A

T

44
Q

New charts with new center lines and upper and
lower limits can be created, based on data from the
improved process

A

Control Chart

45
Q

Is a frequency count using data from the check
sheet to show the form and shape of the
distribution of the data

A

Histogram

46
Q

Indicates that some data points are outliers, or
there may be odd shapes to the distribution that
indicate skewness or possibly more than one mode
or peak in the distribution.

A

Pareto Diagram

47
Q

includes prevention, appraisal, internal failure, and external failure categories

*T/F: All these, except prevention, are costs of not doing things right the first time

A

Cost of Quality

T

48
Q

T/F: When a cost is assigned to poor quality, it can be managed and controlled like any other cost.

A

T

49
Q

one of the most commonly used forms of
managerial control

A

Budgetary Control

50
Q

process of setting targets for an organization’s
expenditures, monitoring results and comparing them to the budget, and making changes as needed

A

Budgetary Control

51
Q

reports that list
planned and actual expenditures for cash, assets,
raw materials, salaries, and other resources

A

Budgets

52
Q

Budget reports usually list the ________ between the budgeted and actual amounts for each item

A

variance

53
Q

is defined as any organizational department or unit under the supervision of a single person who is responsible for its activity

A

Responsibility Center

54
Q

outlines the anticipated and actual expenses for a responsibility center

A

Expense Budget

55
Q

lists forecasted and actual revenues of the
organization

A

Revenue Budget

56
Q

estimates receipts and expenditures of money on a daily or weekly basis to ensure that an organization has sufficient cash to meet its obligation

A

Cash Budget

57
Q

A budget that plans and reports investments in
major assets to be depreciated over several years

A

Capital Budget

58
Q

has been expanded to refer to the framework of
systems, rules, and practices by which an
organization ensures accountability, fairness, and transparency in its relationships with all
stakeholders, including investors, employees,
customers, and the general public

A

Corporate Governance

59
Q

comprehensive management control system
that balances traditional financial measures with measures of customer service, internal business processes, and the organization’s capacity for learning and growth

A

Balanced Scorecard

60
Q

effective tool for managing and improving performance, but only if it is clearly linked to a well-defined organizational strategy and goals

A

Balanced Score Card

61
Q

Four Perspectives in a Balanced Score Card

A

Financial Performance
Customer Service
Internal Business Processes
Potential for Learning and Growth

62
Q

reflects a concern that the organization’s activities contribute to improving short- and long-term performance regarding money

A

Financial Performance

63
Q

includes traditional measures such as net income and return on investment

A

Financial Performance

64
Q

measure information
such as how customers view the organization and customer retention and satisfaction

A

Customer Service

65
Q

These data may
be collected in many forms, including testimonials
from customers describing superlative service or from customer surveys

A

Customer service

66
Q

Business process indicators focus on production
and operating statistics

A

Internal Business Processes

67
Q

may include fast turn-around-time in releasing results, the use of fully-automated systems to accommodate high-volume samples, and adherence to safety guidelines

A

Internal Business Processes

68
Q

focuses on how well resources and human
capital are being managed for the company’s future

A

Potential for Learning and Growth

69
Q

Metrics may include things such as employee retention and the introduction of new products

A

Potential for Learning and Growth

MT 6316 (3 decks)

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