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22 Cards in this Set
- Front
- Back
DEFINITION OF CONTINUOUS PROCESS IMPROVEMENT (CPI)?
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A TIME-TESTED AND PROVEN APPROACH FOR ANALYZING HOW WE CURRENTLY CONDUCT BUSINESS AND IMPROVE OUR OPERATIONS.
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WHAT DOES CPI DO? |
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INTENT OF AIR FORCE SMART OPERATIONS FOR THE 21ST CENTURY (AFSO21)? |
TO DELIVER CONSISTENT AND DISCIPLINED PROBLEM SOLVING APPROACH ENCODED INTO EVERY AIRMAN. |
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AFSO21 IS THE LAST STEP OF WHAT PROCESS?
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STRATEGIC ALIGNMENT AND DEPLOYMENT (SA&D)
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LEAN PRINCIPLES?
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2-Identify all the steps along the process chain 3-Make all the processes "flow" 4-Produce only what is "pulled" by the customer 5-Strive for perfection/continually remove wastes |
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TYPES OF WASTES |
-DEFECTS -OVERPRODUCTION -WAITING -NONSTANDARD OVER PROCESSING -TRANSPORTATION -INTELLECT -MOTION -EXCESS INVENTORY |
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WHAT IS GO AND SEE? |
WHEN ACTIVELY ENGAGED IN PROBLEM SOLVING, PROCESS OWNER OR TEAM LEAD SHOULD PHYSICALLY GO TO THE ACTUAL PLACE/SOURCE OF THE PROBLEM AND OBSERVE FIRST AHND WHAT IS TAKING PLACE.
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VALUE STREAM MAPPING (VSM)?
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A SIMPLE DIAGRAM OF EVERY STEP INVOLVED IN THE MATERIAL AND INFORMATION FLOWS NEEDED TO BRING A PRODUCT FROM ORDER TO DELIVERY. |
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AFSO21 TOOLS - STANDARD WORK
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REPRESENTS THE BEST KNOWN WAY TO COMPLETE A TASK. |
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AFSO21 TOOLS - 6-S |
1. SORT-eliminate what is not needed 2. STRAIGHTEN-arrange items to be visible 3. SHINE-clean everything/keep clean 4. STANDARDIZE-create rules for 1-3 5. SUSTAIN-keep 6-S activities from unraveling 6. SAFETY-identify and eliminate safety hazards |
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AFSO21 TOOLS - VISUAL MANAGEMENT
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A WORKPLACE ORGANIZED SUCH THAT ONE CAN VISUALLY SEPARATE NORMAL FROM ABNORMAL WORKING CONDITIONS. |
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AFSO21 TOOLS - CELL DESIGN/FLOW |
FOCUSES ON DESGINING HOW WORKERS ARRANGED RELATIVE TO THE WORK AND TO EACH OTHER. |
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AFSO21 TOOLS - THEORY OF CONSTRAINTS (TOC) |
A PROCESS IMPROVEMENT TECHNIQUE FOCUSED ON MAXIMIZING THROUGHPUT BY USE OF A CONSTRAINT BASED APPROACH. |
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OBSERVE, ORIENT, DECIDE, ACT (OODA LOOP) |
-AN OBJECTIVE DESCRIPTION OF THE DECISION MAKING PROCESS. -4 STEPS BREAK DOWN INTO 8-STEP PROBLEM SOLVING MODEL. |
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OODA LOOP
OBSERVE: STEP 1- CLARIFY AND VALIDATE THE PROBLEM |
-CLEARLY UNDERSTAND THE PROBLEM -USE LEAN TOOLS TO ASSIST, SUCH AS SA&D, SWOT ANALYSIS, VOICE OF THE CUSTOMER, AND VALUE STREAM MAPPING -CREATE PROBLEM STATEMENT (WHAT, WHERE, WHEN, WHAT) |
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OODA LOOP OBSERVE: STEP 2-BREAK DOWN THE PROBLEM AND IDENTIFY PERFORMANCE GAPS |
-ONCE PROBLEM IS IDENTIFIED, DATA SHOULD BE GATHERED. -USE INFO FROM "GO AND SEE" -START VALUE STREAM MAPPING (ASSESS) |
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OODA LOOP ORIENT: STEP 3-SET IMPROVEMENT TARGETS |
2. TACTICAL-develop targets to ensure reaching performance levels |
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OODA LOOP ORIENT: STEP 4-DETERMINE ROOT CAUSES |
TOOLS TO DETERMINE ROOT CAUSES 1. 5 Whys-start w/simple problem and ask why until an explanation is reached. 2. Fishbone Diagrams-visually depicts in/outputs |
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OODA LOOP DECIDE: STEP 5- DEVELOP COUNTERMEASURES |
QUALITY OF SOLUTION + ACCEPTANCE = IMPACT |
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ACT: STEP 6-SEE COUNTERMEASURES THRU |
1. JUST DO IT (1PERSON/SMALL TEAM-LESS THAN A DAY) 2. RAPID IMPROVEMENT EVENT (SMALL TEAMM LESS THAN A WEEK) 3. IMPROVEMENT PROJECT (LARGE TEAM OVER LONG PERIOD OF TIME) |
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OODA LOOP ACT: STEP 7-CONFIRM RESULTS & PROCESS |
PROJECTS SHOULD BE MONITORED TO ENSURE PROBLEM HAS BEEN FIXED. |
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OODA LOOP ACT: STEP 8-STANDARDIZE SUCCESSFUL PROCESSES |
DO NOT SKIP THIS STEP. |