SSP WK2

The Baldrige Criteria for Performance Excellence

-Leadership: How upper management leads the organization and how the organization leads within the community. -Strategic Planning: How the organization establishes and plans to implement strategic directions. -Customer Focus: How the organization builds and maintains strong, lasting relationships with customers. Measurement, Analysis, and Knowledge -Management: How the organization uses data to support key processes and manage performance. -Workforce Focus: How the organization empowers and involves its workforce. -Operations Focus: How the organization designs, manages, and improves key processes. -Results: How the organization performs in terms of customer satisfaction, finances, human resources, supplier and partner performance, operations, governance, and social responsibility, and how the organization compares to its competitors.

The most critical process in Company XYZ is the milling process. While they have created measures to monitor the process, they continue to struggle to improve. Which of the following is the most likely reason for no improvement.

-No standard was set -The metric is reviewed at the end of the quarter.

The performance metrics in the milling department have helped produce continuous improvement. The key factors in the success of this metric included

-Ownership of the metric are clear -clear standards are set - the metric is reviewed each shift

Which of the following are examples of key drivers?

-Profit -Market Share -Customer Satisfaction -Efficiency -Product Differentiation

Four Absolutes of Quality Management:

-Quality is defined as conformance to the requirements, not as "goodness" or "elegance." -The system for producing quality is prevention, not appraisal. -The performance standard must be zero defects, not "that's close enough." -The measurement of quality is the price of nonconformance, not indices.

Company XYZ developed a comprehensive balanced scorecard. Since implementing the balanced scorecard, there has been very little improvement. The possible reason may include ____________________.

-failing to make the scorecard visible -no communication of progress

What are two major supporting subsystems of the Lean methodology?

-just-in-time (JIT) -Jidoka

Lean Six Sigma is a ____________________.

-management philosophy -method for reducing variation -method for eliminating waste -set of tools for solving problems

Six Sigma is a _______________________.

-measure of performance -Leadership development program -culture and mindset

Which of the following are examples of MUDA by Womack and Jones?

-mistakes that need to be fixed -production of items no one wants -processing steps that are not actually needed

The basic aims of the Toyota production system include ___________________________.

-providing world class quality and service to the customer -developing each employee's potential based on mutual respect, trust, and cooperation -reducing cost through the elimination of waste and maximize profit -developing flexible production standards based on market demand

What are the obstacles addressed in the book The Machine that Changed the World?

-the existing stronghold of mass production on existing companies -outdated thinking about the world economy and globalization -inward focus and selective implementation of the methodology

If a process has reached Six Sigma level, how many defects does it produce?

3.4 DMO

Who is recognized as the father of Total Quality Management?

Armand V. Feigenbaum

Philip B. Crosby (1926-2001)

Businessman, Author, and Originator of Zero Defects/Do It Right the First Time, Cost of Poor Quality.

What is the most popular Six Sigma framework used within DFSS projects?

DMADV

You are gathering customer requirements from a focus group meeting. Which phase of the DMAIC process are you in?

Define

The PDSA cycle was developed by __________.

Edwards Deming

A change in a process in the milling department will not have an effect on the assembly area.(T/F)

FALSE

Company XYZ allows each department to create their own metrics with no requirement for feedback loops or linkages between departments. This is an example of an effective system.(T/F)

FALSE

Company XYZ requires 100 % inspection prior to shipping, and this process is considered to be a value-added activity.(T/F)

FALSE

Daniel Jones was the founder and president of the Lean Enterprise Institute.(T/F)

FALSE

Genichi Taguchi is credited with the creation of the single minute exchange of die (SMED) and stopping processes as soon as defects occur.(T/F)

FALSE

Increases in inflation would be an example of a controllable organizational driver.(T/F)

FALSE

James Womack founded the Lean Enterprise Academy in the United Kingdom. (T/F)

FALSE

Juran's philosophy is that the product should be designed to be robust and insensitive to variations in the manufacturing process.(T/F)

FALSE

Just-in-time production is typically large batch production. (T/F)

FALSE

One of Ishikawa's principles that helped create an integrated Japanese quality model was that the walls between departments or functions should remain intact (T/F)

FALSE

One of Ishikawa's principles that helped create an integrated Japanese quality model was that the walls between departments or functions should remain intact. (T/F)

FALSE

Part of your process includes a checking and reviewing step is considered a value-added activity.(T/F)

FALSE

The release of the iPhone 7 is an organizational driver in the health care industry.(T/F)

FALSE

A revamped health care system would have equal impact on both the health care industry and the automotive industry.

False

Deming is most widely recognized for developing the Ishikawa diagram (cause and effect diagram), which is often referred to as the fishbone.

False

Ownership of the milling department's metrics resides in the quality department. This is an example of assigning ownership with the party held accountable.(T/F)

False

W. Edwards Deming developed the pull system.

False

Your Green Belt project found that there was a great deal of variation among the operators. To reduce the variation, you created standard work. ________ introduced this concept

Frederick Winslow Taylor

Your Green Belt project's goal is to design a part insensitive to heat. _________ introduced this concept.

Genichi Taguchi

____________ was responsible for the introduction of the assembly line, which truly revolutionized the manufacturing process.

Henry Ford

You are preparing to run a pilot for new machine settings. Which phase of the DMAIC process are you in?

Improve

____________ was responsible for providing a wake-up call to the world about the capabilities of the Lean Production system that Toyota was using and how good it was.

James Womack and Daniel Jones

Muda Meaning

Japanese word that means waste.

_________________ primarily focused on quality management by suggesting that leadership is responsible for activities like establishing a quality council, serving on quality improvement teams, and revising the reward and recognition system.

Joseph Juran

___________ was responsible for the creation of The Quality Control Handbook?

Joseph M. Juran

Who is responsible for the creation of the seven basic quality tools and, specifically, the fishbone diagram? He also believed these tools should be taught to everyone in the organization.

Kaoru Ishikawa

The DMAIC methodology includes which of the following steps?

NOT- Define the process

Which of the following is the Lean principle of perfection?

Ongoing improvement is for life, and the journey is never over.

Womack laid out five guiding principles for Lean. Which of the following is one of the five principles?

Pursue to perfection.

Malcolm Baldrige (1922-1987)

Served as the 26th U.S. Secretary of Commerce from 1981 until his death in 1987.

Your company is faced with shrinking order quantiles and high setup times. Your plan of attack is to reduce the length of setup time. ___________ is credited with this concept.

Shigeo Shingo

You are going to lead a team session to identify non-value added activities. Which of the following questions would not help you identify the non- value added steps?

Should the person doing that step be laid off?

A value-added vs. non-value-added analysis is a method of looking at process steps from the customer's perspective.(T/F)

TRUE

An example of required non-value added activities would be government regulations.(T/F)

TRUE

Armand Feigenbaum suggested that operator efficiency can be improved by educating them on quality and thereby enhance overall quality. (T/F)

TRUE

During your conversations with customers, you learn the customer starts calculating the process cycle time as soon as they begin to interact with a process, which is the common interpretation by the customer. (T/F)

TRUE

Eiji Toyoda become President of Toyota Motor Company. (T/F)

TRUE

Henry Ford helped build a factory that included vertical integration of raw materials. (T/F)

TRUE

In 1911 Taylor published a book titled The Principles of Scientific Management.

TRUE

Joseph Juran was one of the founding members of the American Society of Quality Control.(T/F)

TRUE

Kaoru Ishikawa translated Deming's and Juran's lectures into a uniquely Japanese perspective on quality improvement. (T/F)

TRUE

Perfection is defined as continuously improving. (T/F)

TRUE

Required non-value-added processes are processes that may not be meaningful to the customer but are an essential part of conducting business.(T/F)

TRUE

Strategic planning addresses how organizations establish and plan to implement strategic directions. (T/F)

TRUE

The Define Phase in the DMADV framework gathers customer needs and metrics to measure success.(T/F)

TRUE

The loss function is an equation that quantifies the decline of a customer's perceived value of a product as the product's quality declines.(T/F)

TRUE

The phrase "to effect real change, we must focus on the Xs" means that, in order to solve problems, we need to work on the inputs or causes (independent variables). The Ys or symptoms are the effect of the process and can only be monitored but not controlled.(T/F)

TRUE

Waiting for signatures to proceed is an example of required non-value-added activities.(T/F)

TRUE

You are preparing to develop a performance metric. You should involve the employees who are responsible for the work to be measured.(T/F)

TRUE

The father of the Toyota Production System and the Seven Types of Waste was ______________.

Taiichi Ohno

Lean was developed by ___________________.

Taiichi Ohno and others over a 40-year period of time

A change in the process in the milling department could have an effect on the assembly area.

True

A mandatory government overcheck that is unnecessary to build and deliver the product is an example of a required non-value added activity.

True

A non-value added activity is also known as waste.

True

During your conversations with customers, you learn the customer starts calculating the process cycle time as soon as they begin to interact with a process, which is the common interpretation by the customer.

True

One of the aims of the Lean methodology is to reduce cycle time.

True

The phrase "to effect real change, we must focus on the Xs" means that, in order to solve problems, we need to work on the inputs or causes (independent variables). The Ys or symptoms are the effect of the process and can only be monitored but not controlled.

True

Your team is assigned the development of a new product. The correct methodology for this problem is Design for Six Sigma (DFSS)

True

You are planning a meeting to identify value from the customer's perspective. Which of the following tools are you likely to use?(T/F)

VOC tree, CTQ tree, and SIPOC

_____________ was the quality pioneer who is credited with the post-WWII transformation of Japan and helping Japanese manufacturers achieve unheard-of levels of quality and productivity?

W. Edwards Deming

Who is responsible for creating process quality control and the control chart?

Walter A. Shewhar

____________ framed the problem of variation in terms of assignable-cause and chance-cause variation.

Walter Shewhart

In your Green Belt project you found that pressure impacts the diameter of the part. In this case, what does the pressure represent in the project?

X Variable

The definition of a process is _____________________________.

a collection of related, structured activities that produce a product or service that meets the customer's needs and requirements

According to Womack and Jones, Lean thinking starts with _______________________.

a conscious attempt to precisely define value

A balanced scorecard would include

all of the above

Lean Six Sigma is used in which of the following sectors?

all of the above

You are preparing for a team meeting that will determine the non-value-added activities. Which of the following questions should you ask the team to determine if a step is adding value?

all of the above

Which of the following is an objective of the Define Phase?

confirm the scope, goals, and objectives of the project

What does the acronym DMADV stand for?

define, measure, analyze, design, verify

Which of the following is an output of the Analyze Phase?

identification of value-added vs. non-value- added work

Shingo's contributions to quality include ______.

mistake-proofing (Poka-Yoke)

If a company measured throughput as one of its primary metrics, a good metric to balance throughput would be

not number of items completed or cycle times

You are trying to reduce the variation in the diameter of the part in your area and improve the Cpk from its current .5 value. The diameter of the part is the

output of a process

Walter Shewhart developed the _________cycle.

plan-do-check-act (PDCA) cycle

The Lean methodology focuses on ___________.

removing waste

Value is defined by ____________________.

the customer

Value Meaning

what the customer is willing to pay for something, which is a specific product with specific capabilities at a specific price and at a specific time.

When is the best time to deploy DFSS?

when it appears the organization has met many of the readiness criteria/signs

Lean is about _______________________.

◆ Focusing relentlessly on the customer and providing customer value ◆ Operating on the philosophy of continuous and incremental improvement ◆ Providing exactly what is needed at the right time based on customer demand ◆ Keeping things moving ◆ Respecting people ◆ Taking a long-term view

Human activities that absorbs resources but creates no value, such as the following examples:

◆ Mistakes that need to be fixed ◆ Production of items no one wants ◆ Processing steps that are not actually needed ◆ Moving of employees and transporting of goods from one place to another for no reason ◆ Groups of people remaining idle because an upstream activity is not delivered on time ◆ Products and services that do not meet the needs of the customer

Which of the following is an example of MUDA?

◆ Mistakes that need to be fixed ◆ Production of items no one wants ◆ Processing steps that are not actually needed ◆ Moving of employees and transporting of goods from one place to another for no reason ◆ Groups of people remaining idle because an upstream activity is not delivered on time ◆ Products and services that do not meet the needs of the customer