Term
| Provides the Department of Defense a time-tested and proven approach for analyzing how business is currently conducted and how to best improve operations. |
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Definition
| Continuous process improvement |
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Term
| Works in improving cycle time and reliability, optimizing costs, improving safety, reducing energy consumption, and improving availability of warfighting capabilities. |
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Definition
| continuous improvement process |
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Term
| continuous incremental refinement of the processes performed |
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Definition
| continuous improvement process; use it to shed non value added tasks to ensure every airman's efforts contribute directly to accomplishing the air force mission |
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Term
| Focuses on generating efficiencies and improving combat capabilities across the Air Force |
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Definition
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Term
| What are the four steps of afso 21 process? |
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Definition
| Build Strategy map, strategic governance, cascade and communicate, process integration |
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Term
| Means always moving towards process innovation and organizational adaptability to confront and overcome difficulties. |
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Definition
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Term
| What are the five lean principles of afso 21? |
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Definition
| Specify what creates value from the customer’s perspective; identify all the steps along the process chain; make all the processes flow; produce only what is pulled by the customer; strive for perfection by continually removing waste. |
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Term
| A need the customer is willing to pay extra to receive: |
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Definition
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Term
| In the federal sector, what is value related to? |
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Definition
| requirements identified by the customer |
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Term
| What is at the core of process improvement? |
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Definition
| solving problems that create waste in the day to day work of airmen. Waste is anything that adds cost or time without adding value, better known as downtime. |
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Term
| This is defined as putting more effort into the work than required by customers; redoing work; more information obtained than is required; making redundant phone calls and emails; and adding steps with no value |
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Definition
| Nonstandard over processing |
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Term
| This type of waste is defined as moving a product between processes. It is a cost that adds no value to the product. |
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Definition
| Transportation (Has work been consolidated where appropriate?Is work being delivered to the right place at the right time?) |
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Term
| This type of waste is any failure to fully utilize people's time and talents, squandering brainpower on processes that do not require intelligent thought |
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Definition
| Intellect. (A question to ask: Do leaders and managers follow up and hold process owners accountable for action plans resulting from problem-solving events?) |
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Term
| This type of waste relates to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching: |
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Definition
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Term
| Most processes operate at _______ efficiency |
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Definition
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Term
| The process owner or team lead must walk the pocess to identify the eight wastes by doing a ______ |
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Definition
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Term
| This type of value streaming helps to create understanding of the flow of materials and information and the value that is created |
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Definition
| Value stream mapping; In this process, maps can be drawn from different pints in time as a way to raise consciousness of opportunities for improvement |
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Term
| What is the bedrock foundation of continuous improvement? |
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Definition
| Standard work. This means that the same work will take the same amount of resources to achieve the same results every time. |
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Term
The best, safest, easiest, most cost-effective, and productive way to complete the task.
It preserves the corporate knowledge of everyone who has done the process in the past, for the benefit of everyone who will work the process in the future.
It provides the basis for measurement against a standard.
It provides the basis for training future team members on how to perform a task.
It ensures meeting the customer Critical to Quality (CTQ) requirements.
It minimizes operator driven variability. |
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Definition
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Term
| A tool that creates a place fr everything and makes it obvious when anything is not in its place |
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Definition
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Term
| The key to workplace organization, allowing for effective and efficient flow of the process |
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Definition
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Term
| Without _____, it is impossible to tell if improvements are due to chance or due to our efforts. |
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Definition
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Term
| _______ preserves the corporate knowledge of everyone who has dne the process in the past, for the benefit of everyone who will work the [rocess in the future |
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Definition
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Term
| _______ minimizes operator driven variability. |
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Definition
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Term
| What are the 6 "S's" of 6-S? |
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Definition
| Sort-eliminate what is not needed; Straighten-arrange items to be accessible and visible; Shine-clean everything and keep it clean; Standardize-create rules to maintain first 3 S's; Sustain - keep 6-S activities from unraveling; Safety - identify and eliminate safety hazards |
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Term
| A process improvement technique focused on maximizing throughput by use of a “constraint-based” approach. |
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Definition
| Theory of Constraints (TOC) |
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Term
| Seeks first to identify the constraint preventing greater throughput, like a hose with a crimp. Every system will have one process step that is the most limiting and therefore degrading the system’s ability to achieve the organizational goal. |
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Definition
| Theory of Constraints (TOC) |
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Term
| The four steps Theory of Constraints |
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Definition
Step 1: Identify the constraint
Step 2: Decide how to exploit the constraint
Step 3: Subordinate all other processes to above decision
Step 4: Elevate the constraint |
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Term
| The four steps of the OODA loop |
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Definition
| Observe; Orient; Decide; Act |
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Term
| The OODA loop is not universally applicable. However, it can be further broken down into an _______process which is flexible enough to be effective at any level. |
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Definition
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Term
| The eight steps of the 8 step problem solving process |
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Definition
1: Clarify and validate the problem
2: Break down the problem. Identify performance gaps
3: Set improvement target
4: Determine root cause
5: Develop countermeasures
6: See countermeasure through
7: Confirm results and process
8: Standardize successful processes |
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Term
| What is the critical first step to effective problem solving? |
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Definition
| Clarify and validate the problem |
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Term
| This mindset closes out the possibility of innovative solutions that are better suited to solving the real problem. Instead, you should use information gathered from your "Go and See", in order to get to the bottom of the real issue. |
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Definition
| "We all know what the problem is, so what are we going to do about it?" |
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Term
| These tools are used to clarify and validate problems, helping Air Force leaders decide which ones to tackle, during step 1 of the 8 step problem solving process (Clarify and Validate the Problem) |
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Definition
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Term
| What are the four lean tools used during step one of the problem solving process? |
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Definition
1: Strategic alignment and deployment (SA$D)
2: Strength, weakness, opportunities, and threats (SWOT) analysis
3: Voice of the customer
4: Value stream mapping |
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Term
| This organizational tool provides a framework for ensuring resources and activities are linked to the key strategies, directives and goals of the enterprise |
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Definition
| Strategic alignment and deployment (SA&D) |
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Term
| Provides an objective means to identify areas of need for problem-solving efforts |
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Definition
| Strengths, weaknesses, opportunities, and threats (SWOT) analysis |
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Term
| What is the only entity that can define value? |
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Definition
| the customer--identifying them and their needs. |
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Term
| An overview of the process at any level to determine areas of needed focus. |
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Definition
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Term
| During what step of the problem solving process should you ask this question: "Will solving this problem further the strategic goals of my organization?" |
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Definition
| Step 1: Clarify and validate the problem |
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Term
| Which step of the problem solving process is defined by these statements: "The better you understand the problem, the better your solution" and "only by thoroughly evaluating a problem are you able to judge the impact of selected and alternative solutions" |
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Definition
| step 2: Break down the problem and identify performance gaps. |
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Term
| during step 2 (break down the problem and identify performance gaps), we use info gleaned from the "Go and See" to create this lean tool: |
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Definition
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Term
| The primary tool for defining the current state, the ideal state, and the practical, achievable future state (called the Vision). It implies a gap between the current state and a better future state. |
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Definition
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Term
| What are the three elements mapped on the value stream map during step 2 (break down the problem and identify performance gaps)? |
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Definition
| The flow of materials, the flow of information, and the flow of the product through the processes. |
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Term
| In step 2 of problem solving, what are the two tools that can assist in understanding the data in value stream map? |
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Definition
| Performance gap analysis--the difference between the level of performance seen today and the level of performance identified as needed tomorrow; and Bottleneck Analysis--identifying the step in the process inhibiting the flow of the entire process (this analysis is define by the Theory of Constraints). |
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Term
| What do you do during step 3: Set Improvement Target? |
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Definition
| Identify a goal and develop a goal statement. (Where do you want to be when you solve the problem?) |
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Term
| What are two aspects to consider when crafting improvement targets during step 3? |
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Definition
| Strategic vision (a view into a future where performance is improved), and Tactical targets (define the performance levels required to make the goal a reality; they should be achievable and have B-SMART characteristics) |
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Term
| What is the acronym to help you remember the characteristics a tactical target should have? |
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Definition
B-SMART; The characteristics are:
Balanced
Specific
Measureable
Attainable
Results Focused
Timely |
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Term
| During step 5, what is used to help develop effective countermeasures? |
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Definition
| The AFSO21 templates: standard action plan; time line; and report out. These provide a common structure to ease information sharing and provide a concise format. |
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Term
| What step is used to create a clear and detailed plan? |
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Definition
| step 5: develop countermeasures |
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Term
| The key process indicators an metrics identified in step two will be used in step _____ to confirm results. |
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Definition
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Term
| What is the common mistake mady by Process Improvement efforts? |
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Definition
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Term
| During step 7, each project must be tracked to determine if its actual impact is different that ___________ |
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Definition
| originally projected. Also "are teams achieving their objectives by executing the plan as written?" |
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Definition
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