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LEAN SIX SIGMA REVIEWER > Worksheet-Hoshin- VOC > Flashcards

Worksheet-Hoshin- VOC Flashcards

1
Q

It is a guide for further clarifying the project definitions

A

Project Definition Worksheet

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2
Q

What are key facts are known

A

Issue

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3
Q

How can performance be measured?

A

Metrics

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4
Q

How much of the process and outputs should be included?

A

Process and boundaries

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5
Q

What is the financial impact and improvement planned?

A

Performance and goals

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6
Q

Who are the key players?

A

Organizational dynamics

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7
Q

The specific condition that is affecting the success of the business - Project Definition Worksheet Key Facts

A

What is the specific problem you want to solve or defect you want to eliminate?

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8
Q

The entities most affected by this problem? Can be an internal or external customer- Project Definition Worksheet Key Facts

A

Which customer is most affected by this problem?

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9
Q

For example, a service, a transaction, a document, or a physical product. -Project Definition Worksheet Key Facts

A

What is the output associated with this problem?

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10
Q

For example, a geographical location, or a part of the organization- Project Definition Worksheet Key Facts

A

Where is the problem occurring?

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11
Q

10+ years - Project Definition Worksheet Key Facts

A

When did the problem occur?

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12
Q

The business metric, CTS or Big Y, is the specific outcome of the process targeted by the project.- Project Definition Worksheet Metrics

A

Identifying the business metrics

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13
Q

The current performance is at the quantitative level of the business metric for a time before the start of the project. If possible the reference period should be past 12 years of performance. - Project Definition Worksheet Metrics

A

Estimate current performance

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14
Q

Any other business measurement that may be impacted negatively as a result of improving the primary metric - Project Definition Worksheet Metrics

A

What is the potential consequence metric?

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15
Q

The primary data source you used to identify business problems. If possible, include the title, author, and date of the report and any other sources that can be used to support this claim. - Project Definition Worksheet Metrics

A

How do you know about the extent and duration of the business problem?.

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16
Q

List the activities that have influence on output of the process -Project Definition Worksheet Boundaries

A

What are the key activities that have had an impact on the output of the interest?

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17
Q

High-level map with only three to seven major steps - Project Definition Worksheet Boundaries

A

Develop a high-level business process map

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18
Q

What: Product line, where: region, storage, condition, When: steps on the process, Who: channel, customer. How: shipment method - Project Definition Worksheet Boundaries

A

List the includes and excludes

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19
Q

Project scope defines the part of the process that is to be included in the project. The project scope statement also should consider any time, resources, equipment, and facilities that may be significant. Determine the intended scope and scale of the project. - Project Definition Worksheet Boundaries

A

Determine the intended scope and scale of the project.

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20
Q

What other work are you aware of that might be closely related to the project? - Project Definition Worksheet Boundaries

A

What are the current and past projects relevant to this project?

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21
Q

This item is a summary of the information entered earlier in the worksheet. It should include answers to these questions. Problems? Where does it occur? How often does it occur? Magnitude of the problem? Product of process affected by this problem? - Project Definition Worksheet Boundaries

A

Write the problem statement

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22
Q

They may be financial or process impacts to a cost center that can be expressed in terms of items such as labor, materials, or inventory Identify the cost categories that are impacted by this problem - Project Definition Worksheet Performance and Goals

A

Identify the cost categories that are impacted by this problem

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23
Q

This refers to the tangible financial impact. See guidelines for reporting the Six Sigma Project report for more information - Project Definition Worksheet Performance and Goals

A

Identify the total financial impact of the problem

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24
Q

This is a general statement of the project objective. This statement should be structured as follows: improve some metrics from some current metric level to some goal by some timeframe - Project Definition Worksheet Performance and Goals

A

What is the amount of improvement planned for this project? -

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25
Q

A forecast of the potential value benefit of this project. This is an estimate based on current performance and the established goal- Project Definition Worksheet Performance and Goals

A

Estimate the potential financial benefits of the project -

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26
Q

Be aggressive but realistic if a completion time of 6 months or less is not realistic, then the project should be re-scoped. - Project Definition Worksheet Performance and Goals

A

Estimate how long will it take to complete the project.

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27
Q

A person who has the primary responsibility for the ongoing operation of the process - Project Definition Worksheet Organization

A

Identify the process owners

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28
Q

Identify the key individuals with the stake in this problem/process/project - Project Definition Worksheet Organization

A

Identify the stakeholders-

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29
Q

Who is the individual most suited in terms of authority? Influence the stake in the outcome to sponsor the process. - Project Definition Worksheet Organization

A

Identify the project sponsor

30
Q

Consider the project scope. Impact and complexity and expertise likely to be required. - Project Definition Worksheet Organization

A

Which black belt should be selected to lead this project?

31
Q

Identify resources that might be needed. For example, access to databases, and travel to customer plant sales sites. List potential constraints, including limitation on use of resources - Project Definition Worksheet Organization

A

Identify possible resources or constraints

32
Q

It is astrategic planningtool that businesses use to connect company-wide objectives to the day-to-day work of individual contributors.

A

Honshin Kanri

33
Q

In Japanese, the word “hoshin” translates ___

A

policy or direction

34
Q

The word “kanri” translates to?

A

Management

35
Q

The phrase all together roughly translates to ______

A

“How do we manage our direction?”

36
Q

The goal of Hoshin Kanri

A

is for everyone in the company to push towards the same goal at the same time.

37
Q

When to use the Hoshin Kanri Method?

A
  • If you’re implementing a company-wide strategy.
  • Unify your entire team to achieve the same overarching objective.
38
Q

It is a visual representation of the Hoshin Kanri planning process.

A

The Hoshin Kanri Matrix

39
Q

Teams use it to help keep track of how goals and objectives connect to each other when implementing the Hoshin Kanri method.

A

The Hoshin Kanri Matrix

40
Q

What is the goal of the matrix

A

to identify who is working on what initiative, how strategies connect to initiatives, and how they map back tolong-term goals.

41
Q

Give the 7 steps of hoshin kanri planning

A
  • Establish your organizational vision
  • Develop strategic objectives
    -Develop annual objectives
  • Cascade goals throughout the organization
    -Execute annual objectives
    -Implementation monthly reviews
  • Conduct annual reviews
42
Q

It is a term that describes your customer’s feedback about their experiences with and expectations for your products or services.

A

Voice of Customer

43
Q

It focuses on ____ , _____, ______, and ____

A

customer needs, expectations, understandings, and product improvement

44
Q

A __________ gives insight into customer preferences, problems, and complaints.

A

Voice of the Customer program

45
Q

4 S’s of Customer Feedback Loop

A
  • Solicit
  • Structure
  • Share
  • Speak
46
Q

___ Feedback from customers about your products and services

A

Solicit

47
Q

___ customer feedback into distinct buckets to prioritize insights and identify trends. Incorporate unsolicited feedback too (social media)

A

Structure

48
Q

__ feedback with internal teams who can make changes and solve customer pain points

A

Share

49
Q

___ to customers who gave feedback and inform of actions taken because of their input

A

Speak

50
Q

Identify your organization’s key mission, vision, andvalues. This is commonly done in the form of a vision statement. A vision statement should support your team’slong-term goalsand connect them back to your company’s mission statement.- Steps of Hoshin Kanri Planning

A

Establish your organizational vision

51
Q

These objectives form the pillar of your strategy. You don’t want to make too many objectives—aim for about three or four that are longer-term and take three to five years to achieve.

A

Develop strategic objectives

52
Q

strategic objective takes about three to five years to achieve, breaking it down into smallershort-term goalsmakes the large goal feel more manageable

A

Develop annual objectives

53
Q

Your entire team will not only understand the big-picture goal—that is, your annual and strategic objectives—but also the smaller goalstheywill work towards in order to help the company hit its larger goals.

A

Cascade goals throughout the organization

54
Q

You can do this is by using continuous improvement strategies such as theSix SigmaDMAIC model, theKaizenmethodology, or thePDCA cycle.

A

Execute annual objectives

55
Q

Too often, goals and strategy information live in stagnant documents like spreadsheets or slide decks, while your team’s day-to-day work lives elsewhere. To connect the dots, start by implementing a monthly review system to ensure that everyone is on the same page.

A

Implement monthly review

56
Q

Once you’ve completed a full 12 months of progress, it’s time to look at everything your team has accomplished. Were you able to make your goals? If you didn’t achieve your goals, what could be changed next time? What are things you learned this year that you can implement for the next project cycle?

A

Conduct annual reviews

57
Q

4 Actionable Ideas for Using Customer Insights

A
  • Establish Clear goals
  • Use Advanced Analytic Tools
    -Segment your customers
  • Regularly Update your customer persona
58
Q

These will guide the type of data you collect and how you analyze it

A

Establish your goal

59
Q

AI-powered analytics platforms can provide deeper insights into customer behavior, preferences, and patterns, enabling you to make data-driven decisions

A

Use advance analytics tool

60
Q

Not all customers are the same. Therefore, it is essential to segment them based on various criteria like demographics, purchasing behavior, or customer journey stages

A

Segment your customers

61
Q

Customer preferences change over time. Therefore, continuously update your customer personas to reflect these changes. Use the latest research to keep your personas relevant and targeted.Customer preferences change over time. Therefore, continuously update your customer personas to reflect these changes. Use the latest research to keep your personas relevant and targeted.

A

Regularly update your customer persona

62
Q

Give the 7 advanced analytics tools

A
  • Survey
    -Customer Engagement Tools
  • Visual feedback tools
    -Product Feedback Boards
  • Product Management tools
    -Online customer reviews
    -User experience tools
63
Q

Common mistkaes in collecting voice of the customer (VoC Feedback)

A
  • Not asking the right question
    -Ignoring negative feedback
    -Failing to act on feedback
    -Over-surveying customers
    -Relying solely on quantitative data
  • Not integrating Voc with other data
    -Not training staff on VoC Importance and UsE
64
Q

The quality of the feedback you receive largely depends on your questions. It’s crucial to ask straightforward, concise, and relevant questions that will provide actionable insights.

A

Not Asking the Right Questions

65
Q

Negative feedback can be challenging to hear but is often the most valuable. Take all feedback into account, not just the positive.

A

Ignoring Negative Feedback

66
Q

Collecting feedback is only the first step. The real value comes from acting on that feedback to improve the customer experience. Failing to do so can lead to customer dissatisfaction

A

Failing to Act on Feedback

67
Q

sending too many surveys can lead to survey fatigue, resulting in lower response rates and less reliable data.

A

Over-Surveying Customers

68
Q

Quantitative data like ratings and scores can provide valuable insights, but it’s also important to collect qualitative feedback to understand the reasons behind these numbers.

A

Relying Solely on Quantitative Data:

69
Q

VoC data can be much more powerful when combined with other data like purchase history, usage data, and demographic data. Failing to integrate these data sources can lead to a lesscomplete understanding of the customer experience.

A

Not Integrating VoC with Other Data:

70
Q

All staff, not just customer-facing roles, should understand the importance of VoC and how to use feedback in their roles. Failing to do so can lead to missed opportunities for improvement.

A

Not Training Staff on VoC Importance and Use:

LEAN SIX SIGMA REVIEWER (3 decks)

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