WGU C207 Data Driven Decision Making Module 4

Rolled throughput yield

A statistical calculation that shows the probability of something passing completely through a process with no rework or defects.

Quality management

A component of a business management paradigm that focuses on product/service quality and the means to achieve it.

Early finish dates

The early start dates for activities plus the amount of time that the activities will take.

Upper control limit

The maximum value on a control chart that a process should not exceed.

Check sheet

A structured form or table that lets practitioners collect and record data in a simple format; by putting marks on a table or image, team members can track and record information about the number, time, and location of events or problems.

Affinity diagram

A tool that helps teams sort verbal data or ideas into categories for further investigation or evaluation.

Process decision program chart

A tree diagram designed specifically to help uncover countermeasures or contingency plans so problems can be solved or avoided.

CTQ Tree

A tree diagram that shows how customer needs or Critical to Quality characteristics can be quantified and measured.

Special cause variation

Abnormal variation that is not a natural part of a process.

Weighted score

A score calculated by multiplying a weighting factor by an option ranking; weighted scores for each option in a prioritization matrix are added together to help team prioritize options.

Regression analysis

A statistical analysis tool that quantifies the relationship between a dependent variable and one or more independent variables.

Pareto Chart

A bar chart, ordered by frequency of occurrence, that shows how many results were generated by each identified cause.

SIPOC Diagram

A diagram that defines the boundaries of a process and shows how its Suppliers, Inputs, Processes, Outputs, and Customers affect process quality.

Fishbone Diagram

A diagram that shows the underlying causes of a problem or event; also known as a cause-and-effect diagram.

Cause-and-effect Diagram

A diagram that shows the underlying causes of a problem or event; also known as a fishbone diagram.

Plan-Do-Check-Act Cycle

A four-step method that practitioners use to create plans to solve a problem (Plan), run an experiment to see if the plan will work (Do), check the experiment results (Check), and implement changes to processes or policies (Act).

Histogram

A graph that displays continuous data. This type of graph has vertical bars that show the counts or numbers in each range of data.

Network diagram

A graphic representation of the schedule that shows the sequence of project activities.

Scatter diagram

A graphic that uses dots to show relationships or correlations between variables.

Flowchart

A graphical representation of the flow of information in which symbols are used to represent operations, data, reports generated, equipment, etc.

Tree diagram

A hierarchical tool that uses successive steps to break a topic down into its components.

Six Sigma

A highly disciplined, data-driven approach that uses statistical analysis to measure and improve a company's operational performance by identifying and eliminating defects in manufacturing and service processes; the term itself is commonly defined as 3.4 defects per million opportunities.

Run chart

A line chart that shows performance measurements over time; run charts help to uncover trends or aberrations in processes.

Design of experiments

A method that uses statistical models to determine which combinations of variables are most likely to lead to the desired quality results; the method tests multiple factors at once to see how they interact in producing an outcome.

Control chart

A modified run chart that also provides upper and/or lower limits that a process should not exceed.

Voice of the Customer

A planning technique used to provide products, services, and results that truly reflect customer requirements by translating those customer requirements into the appropriate technical requirements for each phase of project product development.

The 80/20 Rule

A principle that states that the majority of effects are the result of a small number of causes.

Quality control

A process, such as statistical sampling, that monitors the quality of operations.

Failure Mode and Effects Analysis

An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability of that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system and/or lower levels) for all ways that a failure may occur. For each potential failure, an estimate is made of its effect on the total system and of its impact. In addition, a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects.

Weighting factor

An indicator of how important a criterion is to the completion of an objective.

Option ranking

An indicator that explains how well an option will satisfy a criterion in a prioritization matrix.

Critical path

Generally, but not always, the sequence of schedule activities that determines the duration of the project. It is the longest path through the project. See also critical path methodology.

variable data

Data that shows how well a result meets a requirement, often shown on a scale or as a rating.

Attribute data

Data that shows whether a result meets a requirement or not (yes/no, pass/fail).

When collecting data on a specific topic, check sheets can be adapted by the different individuals who are collecting information, to allow them to tabulate data in whatever way works best for them. T/F

F

The goal of "lean" processes is to limit the occurence of defects. T/F

F. The goal of "lean" processes is to eliminate anything that does not add value to the customer.

Lean

Management approach that seeks to maximize customer value while minimizing waste.

Metrics

Measurements that allow teams to gauge results objectively.

Statistical Process Control

Methods that rely on statistics and measurements to monitor work and analyze improvements to processes.

Your quality management processes should monitor ________. a the products you produce b the processes you use to produce products c both the products you make and the processes you use to make them d the processes you use to make products but not the products themselves

c both the products you make and the processes you use to make them

A flowchart is a graphic representation of the steps that make up a process. T/F

T

A run chart is a simple way to illustrate performance measures over a period of time. T/F

T

Quality control focuses on uncovering defects, while quality assurance focuses on improving processes to prevent defects. T/F

T

If a system only works if every single piece in the system works, then this is a system in series. T/F

T. A system in series is one where every single piece of the system is necessary for the overall functionality of the system.

Statistical Process Control ensures that quality is built into processes, instead of added on to the end of processes. T/F

T. By including control measures into production processes, SPC guards against mistakes being incorporated into products.

ISO Certification acknowledges that a company is dedicated to quality concepts and is continually working toward producing at the highest quality.

T. ISO Certification is to show that a quality management system is in place to monitor and control quality issues and customer and stakeholder needs.

Control limits

The area composed of three standard deviations on either side of the center line, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data.

Specification limits

The area, on either side of the center line, or mean, of data plotted on a control chart that meets the customer's requirements for a product or service. This area may be greater than or less than the area defined by the control limits. See also control limits.

Quality assurance

The function responsible for providing assurance that products or services are consistently maintained at a high level of quality.

Late start dates

The latest activities can start without delaying the project. Late start dates are equal to the late finish dates for tasks minus the amount of time it takes to complete the tasks.

Late finish dates

The latest dates that activities can finish without delaying the project, based on the completion of any successor activities.

Lower control limit

The minimum value on a control chart that a process should not exceed.

Common cause variation

Variation that occurs as a natural part of a process.

What is the reliability of the following update system: There is a 60 percent chance someone will check their email about an update and a 50 percent chance they will pick up their phone to learn about the same update. a. 80 percent b. 110 percent c. 20 percent d. 10 percent

a. 80 percent This is parallel process. Therefore, the reliability is 1−(P(No Email)×P(No Phone)) = 1−(0.4×0.5) = 1−0.2 =0.8 =80 percent

Which of the following statements about a process is false? a Activities do not have to be completed in order. b A process produces an output. c Viewing work as a process allows you to evaluate steps and the interaction among steps. d Others should be able to repeat the process to achieve similar results.

a Activities do not have to be completed in order.

Which two statements describe how a process approach and a commitment to continuous improvement enhance quality? a Efficiently achieving results b Enhances customer loyalty c Creates the best possible product d Mutually beneficial partnerships

a Efficiently achieving results c Creates the best possible product

A SIPOC diagram helps you manage quality in which of the following ways? a It helps you understand how process elements fit together. b It ensures you focus on the internal work you and your team do. c It ensures that "what gets measured gets done." d It emphasizes how stakeholders perceive quality.

a It helps you understand how process elements fit together. A SIPOC diagram ensures that you take a broad view of work instead of focusing only on internal work. It also considers the quality of the work and materials that suppliers provide. Finally, a SIPOC looks at how the outputs of the process are perceived and used by customers.

A Pareto chart is a type of ________. a bar chart b run chart c flowchart d check sheet

a bar chart A bar chart is a type of histogram that teams use to help prioritize the causes of quality problems.

Where would you find control limits? a on a control chart b on a histogram c on a prioritization matrix d on a fishbone diagram

a on a control chart

Chester is showing his team how to uncover and fix the defects that their process has produced. What is he helping his team do? a quality control b SWOT analysis c quality postmortem analysis d quality assurance

a quality control

Six Sigma processes strive to produce no more than ________ defects per million outputs. a. 3.4 b. 5 c. 6.4 d. 99.9997

a. 3.4

After collecting data and performing statistical analysis in a company's assembly department, a quality team recommends processing changes to reduce defects. The team proposes a pilot program to evaluate the effectiveness of their recommendations. Which step of the Plan-Do-Check-Act model does the pilot program represent? a Plan b Do d Check c Act

b Do

Kai's team is running an experiment to see if their ideas will work before they implement them company-wide. What step of the PDCA cycle are they in? a Plan b Do c Check d Act

b Do

A recent poll of 519 adults who flew in the past year found they ranked the following as their number 1 complaint: cramped seats (45), cost (16), fear of flying (57), security measures (119), poor service (12), connecting flight problems (8), overcrowded planes (42), late planes (57), food (7), and other (51). Which technique would be used display a ranking of the complaints? a Scatter diagram b Pareto chart c Cause-and-effect diagram d Control chart

b Pareto chart

Which of the Seven Basic Quality Tools is used to exhibit the relationship between two variables? a Histogram b Scatter Diagram c Check Sheet d Cause-and-Effect Diagram

b Scatter Diagram

The quality management team at Snoop Diagnostics wants to understand how strong the relationships are between two sets of items. They set up an L-shaped matrix diagram and place one set of items into the rows of the matrix and the other set of items into the matrix's columns. They use stars, diamonds, and plus-signs to mark the strength of the relationships between the items. When they are done, they notice that some of the cells in the matrix are blank but decide to move on anyway. They analyze the chart, make plans to address the trends they see and then post the chart for the rest of the organization to see. What is wrong with the team's process? a None of the cells in the diagram should be left blank. b The team forgot to create a legend to explain the symbols they used. c The team should have used a T-shaped matrix. d There is nothing wrong with the team's process; they did everything that they needed to do to create an efficient matrix diagram.

b The team forgot to create a legend to explain the symbols they used.

Hector has asked his team to collect data to show when and where defects occur. Now he is having problems compiling the information because the people on his team all decided to collect the data in different ways. What tool should Hector have asked his team to use to make this process easier to manage? a a Pareto chart b a check sheet c a histogram d a process decision program chart

b a check sheet

What is quality management? a a principle that mandates that all quality projects are completed with no more than 3.4 defects per million outputs c a collaborative strategy that helps parties reach consensus by ranking and voting on several proposed choices d a technique that is focused only on uncovering defects in products and taking action to correct them

b an approach to uncover customer needs and expectations and to adjust work to meet those needs to the highest extent possible Quality management helps to uncover expectations and to take action to ensure that completed outputs meet those needs. It involves taking action to correct defects and to prevent them from happening in the first place.

Statistical process control relies on _________ to analyze results. a quality controls b metrics c process steps d the team

b metrics Statistical process control relies on measurements or metrics to illustrate results and to analyze the root cause of any deviations from plans.

Which of the following would contain the most waste? a. an ideal state map b. a current state map c. a future state map d. None of the above—they would all contain the same amount of waste.

b. a current state map Because it shows a value stream before improvements have been considered, a current state map would most likely contain the most waste.

In a flowchart, a diamond shape indicates the point in the process where ________. a. a solution has been found b. a question must be answered c. a process step occurs d. the process begins or ends

b. a question must be answered

Why do you need quality control processes if your quality assurance measures are effective? a. because you can't complete a quality assurance process without doing quality control first b. because defects can still occur, even with the best quality assurance processes in place c. because quality assurance activities are reactive while quality control practices are proactive d. because quality assurance is composed of both quality management and quality control

b. because defects can still occur, even with the best quality assurance processes in place

A collaborative relationship with suppliers often results in ________. a. increased costs b. decreased costs c. increased bias d. strong leadership

b. decreased costs

Quality management uses measurements and statistics to quantify information and evaluate results ________. a. subjectively b. objectively c. specifically d. directly

b. objectively Quality management practices rely on measurements and statistics to look at processes objectively. This provides a reliable way to measure improvements and gauge progress.

One of the machines that Bilal is working on will not work because a part has been incorrectly inserted into the machine. This is an example of what Lean concept? a. heijunka b. poka-yoke c. standard work d. takt

b. poka-yoke

Why is it helpful for an organization to use a process approach in managing its quality activities? a It shows an organization's commitment to strong leadership. b It helps to establish collaborative relationships with suppliers. c It helps to create consistent, predictable outcomes. d It ensures that all project participants are fully engaged in their work. e Leave blank for now. I'll submit my answer later.

c It helps to create consistent, predictable outcomes. By analyzing and improving the processes in its quality management system, an organization ensures that its outcomes are consistent and predictable.

Which of the following statements about metrics is false? a Metrics should be continually evaluated to ensure that they are actually providing the data you are looking for. b Metrics can be used to compare plans to performance. c Metrics can help expose trends, but teams must use statistics—not metrics—to uncover root causes. d Collecting regular measurements can keep a team focused on improving quality.

c Metrics can help expose trends, but teams must use statistics—not metrics—to uncover root causes.

What result do business quality teams expect when using quality tools? a Wording of presentation that communicates recommendation b The degree of employee involvement c Minimize errors through collection and analysis of data d Refrain from testing before implementing programs

c Minimize errors through collection and analysis of data

A maker of computer chips develops a new training program to assure that quality standards are met. Which of the following activities is the training program an example of? a Quality Control activity b Lean Operations activity c Quality assurance activity d Just-in-time activity

c Quality assurance activity

Which type of quality activity would assess capabilities and recommend process design changes as preventive action? a Six Sigma activity b Lean Quality Management c Quality assurance activity d ISO management

c Quality assurance activity

Which statement is not true of the Seven Basic Tools of Quality? a An average worker can easily understand how to use the tools b Processes are represented graphically c The tools are based on statistics d Tools can be used independent of each other

c The tools are based on statistics

Your quality management processes should monitor ________. a the products you produce b the processes you use to produce products c both the products you make and the processes you use to make them d the processes you use to make products but not the products themselves

c both the products you make and the processes you use to make them Quality management encompasses both quality control and quality assurance, so it includes monitoring of both products and processes.

Which of the following would be most helpful in completing quality assurance activities? a inspecting all of the computer monitors produced on one shift b repairing defects to power sources before they are shipped c training line workers to institute new testing standards d rewriting code for faulty software

c training line workers to institute new testing standards

What is the 80/20 rule? a. a suggestion to use 80 categories in a Pareto chart to illustrate 20 problems b. a recommendation to use 20 people to brainstorm 80 problems before starting a Pareto chart c. a principle that suggests that 80% of quality problems are the result of 20% of causes d. an idea that quality management teams can only impact 20% of quality management problems so they should ignore the remaining 80%

c. a principle that suggests that 80% of quality problems are the result of 20% of causes

Why should practitioners take a systems approach when implementing process changes? a. because a systems approach will reduce bias and increase trust in the changes made b. because a systems approach will show the organization's commitment to strong leadership c. because a change to one part of the system will likely affect other parts of the system d. because the whole system will have to be changed to accommodate changes to any one part of the system

c. because a change to one part of the system will likely affect other parts of the system Because the parts of a system are often interrelated, changes to one part of the system will likely affect other parts as well so practitioners will need to evaluate the whole system when they make changes to any part of it.

A Pareto chart prioritizes categories with the most important category on the chart's ________. a. top b. bottom c. left side d. right side

c. left side

The ultimate goal of a just-in-time system is ________. a. takt b. work-in-process c. one-piece flow d. poka-yoke

c. one-piece flow The ultimate goal of a just-in-time system is the continuous movement and creation of a single piece based strictly on customer demand—one-piece flow.

What do the control limits on a control chart show? a. the time intervals for the data collected b. the average value of the data points c. the minimum and maximum values that should not be exceeded d. the trends in performance

c. the minimum and maximum values that should not be exceeded

How do you determine the early finish date for an activity in a network diagram? a Take the largest finish date of all of its predecessors. b Subtract the duration of the activity from the late finish date. c Take the smallest start date of all of its successors. d Add the duration of the activity to the early start date.

d Add the duration of the activity to the early start date.

Which quality tool is an organized method for collecting data? a Pareto Chart b Histogram c Flowchart d Check Sheet

d Check Sheet

A local restaurant is attempting to reduce the time from taking a customer's order to delivery of the order. Which quality tool should the restaurant use to study their order process? a PDCA model b Histogram c Check sheet d Flow Chart

d Flow Chart

Which of the following tools is not used to evaluate numerical data? a a control chart b a histogram c a scatter diagram d a flowchart

d a flowchart

What is the PDCA cycle used for? a to help teams find the critical path on their projects b to align an organization's day-to-day activities with its long-term objectives c to show how well an option will satisfy a criterion in a prioritization matrix d to gather information and test options on a small scale before implementing changes on a large scale

d to gather information and test options on a small scale before implementing changes on a large scale The Plan-Do-Check-Act (PDCA) cycle lets teams run experiments and test hypotheses on a small scale before they are executed on a larger scale.

Which of the following lists the words that make the "DMAIC" from DMAIC Framework? a. Diagnose, Measure, Analyze, Improve, Conclude b. Define, Measure, Accept, Improve, Conclude c. Diagnose, Measure, Accept, Improve, Control d. Define, Measure, Analyze, Improve, Control

d. Define, Measure, Analyze, Improve, Control

Which of the following statements is false? a. Just-in-time systems help to ensure that resources are not wasted. b. In a just-in-time system, results are delivered exactly when needed and only when needed. c. Just-in-time systems force teams to produce high-quality results in their processes. d. In a just-in-time system, accurate forecasts ensure that results are ready when customers need them.

d. In a just-in-time system, accurate forecasts ensure that results are ready when customers need them. In just-in-time systems, products and results are created in response to customer demands, not to forecasts.

Which of the following statements is false? a. In a Lean system, quality is improved so less rework is needed. b. Less space is needed on the production floors and in the warehouses of Lean systems to house inventory. c. In an effective lean system, problems are quickly identified at their source and resolved as soon as possible. d. Information management in Lean systems becomes more complex because more suppliers and partners are included in the value stream.

d. Information management in Lean systems becomes more complex because more suppliers and partners are included in the value stream. In Lean systems, information management actually becomes simpler to control and coordinate because the entire value stream is continuously evaluated and optimized.

________ is a continuous improvement concept in which many small increments add up over time to create substantial breakthroughs. a. Pull b. Flow c. Jidoka d. Kaizen

d. Kaizen

Sampling

the process of selecting research participants or survey respondents from a population.