MGMT 425 Chapter 5: Process Focus
How are team members empowered at K&N?
Each operation is designed so the team members are in a state of self-control, meaning that they know the standards, have the skills to check to see if the process output meets the standards, and are empowered to correct the output or stop the product unless it meets 100 percent of the standards. Team members are given the necessary coaching,materials, and knowledge of, and access to, equipment. They are provided with an understanding of the process, standards, and expectations for results. They are empowered with the ability to not only carry out the process, but also to stop the process if anything is found to be less than 100 percent compliant with the standards.
A kaizen blitz is an improvement initiative that is gradual and continuous and is performed on a part-time basis. True or False.
False
Agility might demand special strategies such as modular designs, sharing components, sharing manufacturing lines, and specialized training for employees. True or False.
False
Assembly of products in a manufacturing plant is an example of a support process. True or False.
False
For a manufacturing company, legal services will be considered an example of a value-creation process. True or False.
False
Identifying potential defects and errors and stopping a process before they occur is the best approach to avoid mistakes in a process. True or False.
False
Projects generally cut across organizational boundaries but do not require the coordination of many different departments and functions. True or False.
False
Reengineering focuses on improving the existing procedures rather than eliminating them and reinventing the process. True or False.
False
Support processes generally add value directly to a product or service. True or False.
False
Support processes generally require a higher level of attention than do value-creation processes. True or False.
False
The kaizen philosophy requires a significant cultural change from all employees in the organization except top management. True or False.
False
The outputs of service processes are as well defined as manufactured products. True or False.
False
Value-creation process requirements are driven by internal customer needs. True or False.
False
How does K&N deal with a formal new process or a process change?
If a new process or a process change is approved, the standard is changed, and it is rolled out to all applicable locations. After the change is implemented, an audit is performed using the new standard and discrepancies are corrected.
What are operational steps at K&N?
Operational steps are a set of behaviors and methods that if performed to standard will result in the product meeting standards.
In the case of a manufacturing company, which of the following is an example of a value-creation process? a. Product designing b. Human resource services c. Public relations d. Legal services
A
Value-creation processes are sometimes called _____ processes. a. core b. support c. job enrichment d. quality circle
A
Which of the following is a type of customer error that occurs during an encounter? a. Failure to follow the instructions provided b. Failure to signal service inadequacies c. Failure to bring the necessary materials for the encounter d. Failure to understand their role in the service transaction
A
Which of the following is regarded as the best approach to prevent mistakes in a process because it will not result in rework, scrap, or wasted time? a. Designing potential defects and errors out of the process b. Conducting a cost-benefit analysis to determine the impact of stopping a process c. Identifying potential defects and errors and stopping a process before they occur d. Identifying defects and errors soon after they occur and quickly correcting the process
A
Which of the following statements best describes process owners? a. They are accountable for process performance and have the authority to control and improve their process. b. They have the authority to design the processes that will be used by the top management team in their organization. c. They test the accuracy of the processes used in marketing management. d. They have the authority to certify the processes used by the suppliers of their organization.
A
What is a supplier certification process, and what is its purpose?
A supplier certification process helps organizations to manage their supply chain. These processes are designed to rate and certify suppliers who provide quality materials in a cost-effective and timely manner. Supplier certification helps companies to avoid routine testing on each lot of the stock received from a certified supplier. Certification also provides recognition for high-quality suppliers, which motivates them to improve continuously and attract more business.
Why do organizations focus on improving the agility and flexibility of their processes?
Agility is a term that is commonly used to characterize flexibility and short cycle times. As customer needs and expectations change, organizations must design processes that are increasingly agile. Electronic commerce, for instance, requires more rapid, flexible, and customized responses than traditional market outlets. Flexibility refers to the ability to adapt quickly and effectively to changing requirements. Organizations need to focus on making their processes flexible in order to rapidly respond to changing demands, to quickly change over from one product to another, and to produce a wide range of customized services. Agility helps organizations to provide personalized, custom-designed products to meet individual customer preferences at prices comparable to mass-produced items.
The design activity of process management focuses on a. identifying new markets and product opportunities. b. ensuring that the inputs to the process, such as materials, technology, work methods, and a trained workforce, are adequate. c. maintaining consistency in output by assessing performance and taking corrective action when necessary. d. continually seeking to achieve higher levels of performance.
B
The management team at Kyra Electronics is looking for ways to achieve higher levels of performance. They are trying to obtain higher yields and reduce cycle times. In the context of the three major activities involved in process management, the management team at Kyra is engaged in the _____ activity of process management. a. mapping b. improvement c. design d. control
B
To apply the techniques of process management, processes must be a. costly and time-consuming. b. repeatable and measurable. c. centrally controlled and random. d. simple and lengthy.
B
What does K&N Management, Inc. call its employees? a. Grand-aides b. Friendly team members c. Representative members d. Group partners
B
Which of the following reasons explains why process management is important for organizations? a. It assists organizations in recruiting the most suitable employees whose values match the culture of the organization. b. It assists organizations in identifying opportunities for improving quality and operational performance. c. It helps organizations to segment customers into natural groups in order to customize products that are better able to meet customers' needs. d. It helps organizations to increase employee morale and commitment to the organization.
B
_____ is an approach for mistake-proofing processes, developed by Shigeo Shingo, that involves using automatic devices or simple methods to avoid human error. a. Kaizen b. Poka-yoke c. Process mapping d. Job enrichment
B
A _____ is a temporary work structure that starts up, produces products or services, and then shuts down. a. kaizen program b. poka-yoke program c. project d. quality circle
C
After-action review or debrief is a process control approach used by organizations to a. reduce the cost of conducting a process. b. improve the process by increasing the efficiency of the manufacturing systems. c. prevent the errors in a process from occurring again. d. decrease the time required for completing a process.
C
As customization of services increases, _____ become(s) a bigger factor in the ability to provide high-quality service to the customers. a. training provided to employees b. processes and procedures c. employee behavior d. physical facilities
C
In the context of service errors, which of the following is an example of a treatment error? a. Working on the wrong order b. Unclean facilities c. Lack of courteous behavior d. Doing work incorrectly
C
Process control in manufacturing starts with the _____ process. a. assembly b. delivery c. purchasing d. production
C
Strategically placed tray-return stands and trash receptacles remind customers to return trays in fast-food facilities. This is an example of a poka-yoke technique designed to prevent a. customer errors in preparation. b. customer errors during an encounter. c. customer errors at the resolution stage of a service. d. treatment errors between the server and the customer.
C
Supply chains help organizations to create a competitive advantage in a. workforce engagement. b. process mapping. c. flexibility. d. benchmarking.
C
The process of measuring a company's performance against best-in-class companies and using that information as a basis to define the company's targets, strategies, and implementation is known as a. total quality management. b. process mapping. c. benchmarking. d. reengineering.
C
Value-creation services that take the form of projects a. are typically completed by individuals rather than by groups. b. do not add value directly to the product or service. c. tend to deliver unique products or services tailored to the specific needs of an individual customer. d. are generally completed by a single department and do not cut across organizational boundaries.
C
What is the last step in K&N's process management framework? a. Measuring and auditing to specifications b. Mapping and documenting the process c. Evaluation and improvement d. Replicating the process to all applicable areas
C
Which of the following is considered during the design/redesign process in K&N's comprehensive system for process management framework? a. Measuring to specifications b. Operating procedures c. Cycle time d. Auditing to specifications
C
Which of the following is the first step involved in designing a manufacturing process? a. Defining the sequence of steps that need to be performed b. Documenting the procedures and requirements in a flowchart c. Conducting a detailed technical analysis of the characteristics of the product d. Analyzing the processes prior to implementation to improve quality
C
Which of the following statements regarding support processes is true? a. They align closely to an organization's core competencies and strategic objectives. b. They are sometimes called core processes. c. They require less attention from employees compared to value-creation processes. d. They add value directly to the product or service being produced.
C
Which of the following statements regarding the poka-yoke approach used for mistake-proofing processes is true? a. It was developed by Kaoru Ishikawa. b. It is ineffective in providing immediate feedback to employees regarding the error in the process. c. It helps to engage workers in continuous improvement activities. d. Most of the techniques of poka-yoke are expensive and extremely complex to implement.
C
_____ is defined as "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed." a. Process mapping b. Total quality management c. Reengineering d. Benchmarking
C
After using an ATM machine, Deborah forgets to remove her card from the machine. This is an example of a a. treatment error between the server and the customer. b. customer error in preparation. c. customer error at the resolution stage of a service. d. customer error during an encounter.
D
The quality team at Nigre, a cosmetics company, is continuously involved in monitoring the production process to ensure that the products are meeting specifications. They are also responsible for taking corrective measures when they identify variations in the products. In the context of the three major activities involved in process management, the quality team at Nigre is engaged in the _____ activity of process management. a. improvement b. design c. mapping d. control
D
Value-creation processes differ from support processes in that value-creation processes a. provide the infrastructure for production or deliver processes to create or deliver the actual product. b. rarely align with the organization's core competencies and strategic objectives. c. generally do not add value directly to the product or service. d. are driven by external customer needs.
D
When a service ranks low on the dimensions of customer contact, labor intensity, and customization, the service provider needs to place emphasis on _____ to provide a high-quality service to the customers. a. training provided to employees b. employee behavior c. professional judgment of the employees d. physical facilities and procedures
D
Which of the following can be regarded as a task error in a service process? a. Lack of courteous behavior b. Failure to acknowledge a customer c. Unclean facilities d. Working on the wrong order
D
Which of the following is one of the three major activities in process management that focuses on continually seeking to achieve higher levels of performance, such as reduced variation, higher yields, fewer defects and errors, smaller cycle times, and so on? a. Design b. Control c. Process mapping d. Improvement
D
Which of the following is one of the three major activities in process management that focuses on maintaining consistency in output by assessing performance and taking corrective action when necessary? a. Design b. Improvement c. Process mapping d. Control
D
Which of the following statements regarding kaizen is true? a. It involves only the top management of the organization. b. It attempts to achieve radical improvements in a very short time period. c. It requires very large financial investments. d. It focuses on small, gradual, and frequent improvements.
D
Define process management and list the major activities involved in process management.
Process management involves planning and administering the activities necessary to achieve a high level of performance in key organizational processes, and identifying opportunities for improving quality and operational performance, and ultimately, customer satisfaction. Process management consists of three major activities: design, control, and improvement. 1. Design focuses on ensuring that the inputs to the process, such as materials, technology, work methods, and a trained workforce are adequate; and that the process can achieve its requirements. 2. Control focuses on maintaining consistency in output by assessing performance and taking corrective action when necessary. 3. Improvement focuses on continually seeking to achieve higher levels of performance, such as reduced variation, higher yields, fewer defects and errors, smaller cycle times, and so on.
How is the kaizen philosophy implemented at the Lexus plant in Cambridge, Ontario?
Teamwork at Cambridge starts with teaching workers about every stage of the production process, and about the duties of other team members. Not only does this reinforce the idea that each job is important, but it also increases motivation: Each team member does his or her job better if he or she understands how other jobs are done and how one job affects another. This is all part of the kaizen philosophy, which at Cambridge is all about the many small inventions masterminded by team members on the line. Most are simple ideas that would occur only to a person doing the job—a clip to hold a part, say, or a jig or template to protect a part from damage, or the replacement of several parts by one. (These inventions are themselves called kaizens.)
A process is a sequence of linked activities that is intended to achieve some result, such as producing a good or service for a customer within or outside the organization. True or False.
True
Benchmarking encourages employees to continuously innovate. True or False.
True
Breakthrough improvement refers to discontinuous change, as opposed to the gradual, continuous improvement philosophy of kaizen. True or False.
True
Control in manufacturing starts with purchasing and receiving processes. True or False.
True
Control is the activity of ensuring conformance to the requirements and taking corrective action when necessary to correct problems and maintain stable performance. True or False.
True
Flowcharts enable management to study and analyze processes prior to implementation. True or False.
True
Process control is the responsibility of those who directly accomplish the work. True or False.
True
Processes must be measurable and repeatable in order to apply the techniques of process management. True or False.
True
Reduction in cycle time of a process leads to improvement in quality of products as it reduces the potential for mistakes and errors. True or False.
True
Supplier certification processes can be time-consuming and expensive to administer. True or False.
True
Suppliers include not only companies that provide materials and components, but also distributors, transportation companies, and information, health care, and education providers. True or False.
True
The impact of other processes on a particular process must be considered while designing the process, as processes rarely operate in isolation. True or False.
True
The improvement aspect of process management focuses on continually seeking to achieve higher levels of performance, such as reduced variation, higher yields, fewer defects and errors, and smaller cycle times. True or False.
True
The materials supplied by a certified supplier do not require manufacturers to conduct routine testing on all the lots supplied. True or False.
True
In K&N's process management framework, which of the following is considered during process control and improvement? a. Equipment needs b. Training team members c. Operating procedures d. Design of workstations
B
Organizations that emphasize the behavior of their employees rather than the processes and procedures involved are aiming to a. improve the efficiency and timing of their service. b. provide a friendly and personable environment to their customers. c. improve the reliability of their service. d. minimize variations in their service standards.
B
Describe the various elements of a control system.
Any control system has four elements: 1. A standard or goal: Goals and standards are defined during planning and design processes. They establish what is supposed to be accomplished. These goals and standards are reflected by measurable quality characteristics, such as product dimensions, service times, or employee behavior. 2. A means of measuring accomplishment: Measuring quality characteristics may be accomplished through some sort of inspection activity. 3. Comparison of results with the standard to provide feedback: By comparing results with the standards or goals, one can determine whether corrective action is needed. Many companies use statistical process control as a means of signaling when deviations from standards require corrective action. 4. The ability to make corrections as appropriate: Corrective action might entail adjusting machine settings or retraining employees to provide effective service.
How does K&N identify work process improvements?
At K&N, data that indicate the need for work process improvements come from operations inspections, process audits, team members, and guest feedback.
Explain the concept of "quality gates" at the Cambridge plant of Lexus with an example.
At the Cambridge plant, Lexus has taken quality control to a new level, with the introduction of "quality gates": checkpoints where items found to be of particular concern to customers (such as flawless vertical paint surfaces and the fit of headlights into the body of the vehicle) are noted and evaluated. At the welding area's quality gate, for example, welds are tested with hammer and chisel and alignments measured with jigs. Team members certify each vehicle's weld integrity by applying their initials in bright colors. These personal testimonials to care and quality will ride with the vehicles for their lifetimes, albeit under coats of paint or hidden away from the customer's eye. Then, at the end of the welding process, the bodies receive an even closer inspection, distinguished by that special human touch that makes Lexus so rare among car companies. Under an angled roof made up of light tubes, team members sweep their hands carefully across every inch of the vehicles' exteriors. With small, black abrasive squares in their gloved hands, they smooth out any remaining spots or irregularities.
What are shipping quality audits at the Lexus plant in Cambridge?
At the end of the production line at the Lexus plant, on a typical day, one vehicle sits in a steady rainstorm, undergoing weatherproof testing. Two other vehicles are installed in bays for what are known as "shipping quality audits"—where random vehicles are chosen for an extra-close, no-holds-barred, semi-surgical inspection.
A(n) _____ is a design tool that enables management to study and analyze processes prior to implementation in order to improve quality and operational performance. a. Likert scale b. flowchart c. quality manual d. affinity diagram
B
For a manufacturing company, which of the following is an example of a support process? a. Product designing b. Legal services c. Testing of products d. Product manufacturing
B
How does the cleanliness process at the Lexus plant in Cambridge support the achievement of high product quality?
In order to foster the kaizen philosophy, engineers and managers created an environment like a clean room, brightly lit like a pharmaceutical laboratory, with a place for everything and everything in its place. Traditional automobile factories are dark and noisy places, filled with flying sparks and the pounding of metal stamping machines. The Cambridge plant, by contrast, is painted in light colors and boasts a spotless floor—the result of constant sweeping up with small brooms and dustpans. These come from "5s" stations, a key element of lean production. Cleanliness plays such a large role because at a typical automobile plant most defects are caused by the process of manufacturing itself, by bumps and scrapes from workers. That is why there are no rings or watches on the line at Cambridge, no jeans with rivets to scratch bodies, and why fragments of metal are swept up before they can infiltrate the paint system. The Lexus philosophy is based on the fundamental insight that quality must be built into each part of the production process, not applied as an afterthought through inspections or fixes.
Briefly discuss K&N's process management framework.
K&N uses a comprehensive system for process management that incorporates design, control, and improvement. Design of work processes is linked to product offerings; as new or improved products are designed, redesign of work processes may be necessary. First, equipment needs are analyzed, based on the equipment capability requirements and selection characteristics. Next, workforce needs are determined, including the design of workstations and the capabilities needed in the workforce. Design of the operations addresses quality requirements, process efficiency, and operating procedures. Because the restaurant industry experiences seasonal fluctuations, K&N designs work processes to meet varying levels of demand. Cycle time, productivity, and cost control factors are considered during the design/redesign process. Process control and improvement are addressed in the remaining steps of the process. This includes mapping and documenting the process, training team members, replicating the process to all applicable areas, measuring and auditing to specifications, and evaluation and improvement.
Differentiate between value-creation processes and support processes.
Value-creation processes are those most important to running the business and maintaining or achieving a sustainable competitive advantage. They drive the creation of products and services, are critical to customer satisfaction, and have a major impact on the strategic goals of an organization. Value-creation processes typically include product design and production/delivery processes. In addition, value-creation processes include other critical business processes such as research and development, technology acquisition, supply chain management, mergers and acquisitions, and project management. Support processes are those that are most important to an organization's value-creation processes, employees, and daily operations. They provide infrastructure for value-creation processes, but generally do not add value directly to the product or service. Support processes might include processes for finance and accounting, facilities management, legal services, human resource services, public relations, and other administrative services. Value-creation processes generally require a higher level of attention than do support processes; however, failure to adequately manage support processes can certainly impede the functioning of value-creation processes.
How has the problem-solving process helped K&N?
When the cause of a problem is not known, a special problem-solving process is used at K&N. This includes finding the root cause of the problem, determining the best solution, designing an improvement and implementing it, determining if the results are positive, and if so, standardizing the solution. The problem-solving process has assisted K&N in reducing variability in processes across the organization, improving production and service processes, and achieving better performance.
