Krajewski TIF Chapter 5

Chapter 4

Chapter 5 ( Process Analysis

Chapter

5Process Analysis

TRUE/FALSE1. Process analysis is the documentation and detailed understanding of how work is performed and how it can be redesigned.

Answer: True

Reference: A Systematic ApproachDifficulty: Easy

Keywords: process, analysis

2. The four core processes that merit thorough analysis are supplier relationship, new service/product development, order fulfillment, and service/product recovery.

Answer: FalseReference: A Systematic Approach

Difficulty: Moderate

Keywords: core, process, analysis

3. An employee suggestion system can be an effective method for identifying processes that need improvement.

Answer: TrueReference: A Systematic ApproachDifficulty: Easy

Keywords: employee, suggestion, process

4. The boundaries of the process to be analyzed are defined as the scale.

Answer: FalseReference: A Systematic ApproachDifficulty: EasyKeywords: boundary, scope, process

5. Performance measures that are established for a process are known as metrics.

Answer: True

Reference: A Systematic ApproachDifficulty: EasyKeywords: metrics, measure

6. Process improvement teams that focus on processes that cut across departmental boundaries have the silo mentality.

Answer: FalseReference: A Systematic ApproachDifficulty: EasyKeywords: silo, team, process

7. Once a process is identified, defined, evaluated, and redesigned, the benefits of the process analysis cycle are realized.

Answer: FalseReference: A Systematic ApproachDifficulty: moderate

Keywords: process, cycle

8. Flow charts are effective for documenting and evaluating processes.

Answer: TrueReference: Documenting the ProcessDifficulty: Easy

Keywords: flow, chart, document, process

9. A diamond represents a yes/no decision in a flow chart.

Answer: TrueReference: Documenting the ProcessDifficulty: ModerateKeywords: diamond, flow, chart, decision

10. A service blueprint is a flow chart of a service process that shows which of its steps has high customer contact.

Answer: TrueReference: Documenting the Process


Keywords: service, blueprint, process

11. Process charts trace the flow of information, customers, employees, equipment, or materials through a process.

Answer: False

Reference: Documenting the ProcessDifficulty: ModerateKeywords: process, chart, flow

12. The best data analysis tool for recording which gas pump most customers use would be a checklist.

Answer: TrueReference: Evaluating PerformanceDifficulty: ModerateKeywords: data, analysis, checklist

13. A histogram is a summarization of data measured on a yes-or-no basis.

Answer: FalseReference: Evaluating PerformanceDifficulty: ModerateKeywords: histogram, data

14. The general principle that 80% of a companys revenue is generated by 20% of its customers is known as the Pareto concept.

Answer: TrueReference: Evaluating Performance


Keywords: Pareto, chart

15. A scatter diagram is a graphical technique that shows whether two variables may be related.

Answer: TrueReference: Evaluating PerformanceDifficulty: Moderate

Keywords: scatter, diagram, variables

16. A fishbone diagram identifies which category is most frequently observed out of all the categories for which you have data.

Answer: False

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: fishbone, diagram

17. Data snooping is the acquisition of external benchmarking data even when the external organization has not authorized a formal benchmarking agreement.

Answer: False

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: data, snooping

18. Simulation is an act of reproducing the behavior of a process using a model that describes each step of the process.

Answer: True

Reference: Evaluating PerformanceDifficulty: Moderate

Keywords: simulation, process, model

19. A group of people who are knowledgeable about the process and its disconnects meets to propose ideas for change in a rapid-fire manner. Such a session is called a brainstorming session.

Answer: True

Reference: Redesigning the Process

Difficulty: EasyKeywords: brainstorming, process, ideas

20. The only people who can provide input to a brainstorming session are members of the design team.

Answer: False

Reference: Redesigning the ProcessDifficulty: EasyKeywords: brainstorming, design, team

21. Brainstorming sessions can be effectively conducted on the Internet using software that allows one person to see anothers ideas and build on them.

Answer: True

Reference: Redesigning the ProcessDifficulty: EasyKeywords: brainstorming, Internet, software

22. The bursars office at a large state school sends a team to the bookstore on campus to see how they handle customers and process payments. This is an example of functional benchmarking.

Answer: False

Reference: Redesigning the ProcessDifficulty: Hard

Keywords: benchmarking, functional, internal

23. Benchmarking by tracking the performance of a process over time is always available.

Answer: True

Reference: Redesigning the ProcessDifficulty: Moderate

Keywords: benchmarking, process, time

24. Benchmarking is a continuous, systematic procedure that measures a firms products, services, and processes against those of industry leaders.

Answer: TrueReference: Redesigning the ProcessDifficulty: Moderate

Keywords: benchmarking, measure, leader

25. Implementing a beautifully redesigned process completes the continuous monitoring and improvement process.

Answer: FalseReference: Managing ProcessesDifficulty: ModerateKeywords: process, implementation, managing26. A great job of flowcharting and benchmarking a process is of only academic interest if the proposed changes are not implemented.

Answer: TrueReference: Managing ProcessesDifficulty: ModerateKeywords: process, implementationMULTIPLE CHOICE27. Process analysis focuses on:

a. how work is actually done.

b. who is responsible for the customer.

c. the customers needs.

d. the number of steps in between supplier and customer.

Answer: a

Reference: Process Analysis Across the OrganizationDifficulty: EasyKeywords: process, analysis, work

28. Which of these is NOT a core process that managers would focus on for improvement opportunities?

a. Supplier relationships

b. New product/service developmentc. Order fulfillment

d. Employee training

Answer: d

Reference: A Systematic ApproachDifficulty: EasyKeywords: core, process, identify, opportunities

29. A voluntary system by which employees submit their ideas on process improvements is used in the:

a. scope definition phase of process analysis.

b. process redesign phase of process analysis.

c. performance evaluation phase of process analysis.

d. opportunity identification phase of process analysis.

Answer: d

Reference: A Systematic ApproachDifficulty: ModerateKeywords: system, suggestion, opportunity, identification

30. A voluntary system by which employees submit their ideas on process improvements is called:

a. process contribution.

b. a suggestion system.

c. a brainstorming session.

d. a Pareto system.

Answer: b

Reference: A Systematic ApproachDifficulty: Easy

Keywords: system, suggestion, employee

31. The step in process analysis that immediately follows the scope definition phase is the:

a. document process phase.

b. evaluate performance phase.

c. redesign process phase.

d. implement changes phase.

Answer: a

Reference: A Systematic Approach


Keywords: scope, definition, process, document

32. The step in process analysis that immediately follows the process documentation phase is the:

a. define scope phase.

b. evaluate performance phase.



Answer: b



Keywords: process, documentation, phase, performance

33. The step in process analysis that immediately follows the performance evaluation phase is the:

a. document process phase.

b. define scope phase.



Answer: c



Keywords: performance, evaluation, redesign, process

34. A systematic approach to process analysis includes the step:

a. reengineering.

b. integration.

c. order fulfillment.

d. define scope.

Answer: d


Difficulty: Easy

Keywords: define, scope, process, analysis, systematic35. An examination of strategic issues such as possible gaps between a processs competitive priorities and current competitive capabilities falls in the:

a. document process phase of process analysis.

b. evaluate performance phase of process analysis.

c. redesign process phase of process analysis.

d. identify opportunities phase of process analysis.

Answer: d

Reference: A Systematic ApproachDifficulty: ModerateKeywords: identify, opportunities, strategic

36. The resources that management assigns to improving or reengineering the process should:

a. outweigh the consequences.

b. match the processs scope.

c. be at risk for less time than the redesign takes.

d. be less costly than the total downtime during redesign.

Answer: b



Keywords: resources, scope, process

37. If a process under analysis is extensive and cuts across several departmental lines, it may benefit from forming a(n):

a. brainstorming team.

b. benchmarking team.

c. steering team.

d. implementation team.

Answer: c

Reference: A Systematic ApproachDifficulty: ModerateKeywords: steering, team, process

38. Performance measures such as average response times, repair times, and percent defective are referred to as:

a. benchmarks.

b. metrics.

c. targets.

d. tactics.

Answer: b

Reference: A Systematic ApproachDifficulty: Moderate

Keywords: metrics, measures, performance

39. Gaps between actual and desired performance are termed:

a. faults.

b. metrics.

c. opportunities.

d. disconnects.

Answer: d

Reference: A Systematic ApproachDifficulty: Moderate

Keywords: gap, disconnect40. Once the root causes of performance gaps have been discovered, it is necessary to:

a. shift from analytical thinking to creative thinking.

b. shift from creative thinking to analytical thinking.

c. form a benchmarking team.

d. form a steering team.

Answer: a


Keywords: root, cause, analytical, creative41. Widespread participation in process analysis is essential not only because of the work involved but also because:

a. employees tend to neglect their regular work duties, thus no one falls too far behind.

b. it builds commitment.

c. no one can analyze a process by himself.

d. a silo mentality should prevail and this requires large numbers of workers.

Answer: b

Reference: A Systematic ApproachDifficulty: ModerateKeywords: participation, commitment42. A flowchart traces the flow of:

a. information through a process.

b. customers through a process.

c. equipment through a process.

d. All of these can be traced through a process using a flow chart.

Answer: d

Reference: Documenting the ProcessDifficulty: ModerateKeywords: flow, chart, flowchart43. A flowchart created at the strategic level of an organization should show:

a. core processes and their linkages.

b. details of a process as bracketed by its scope.

c. individual steps that may have been aggregated at a higher level of analysis.

d. areas that are seen and unseen by the customer.

Answer: a

Reference: Documenting the ProcessDifficulty: Moderate

Keywords: flow, chart, flowchart

44. When a process is high in divergence, it is likely to have:

a. few rectangle-shaped symbols.

b. many rectangle-shaped symbols.

c. few diamond-shaped symbols.

d. many diamond-shaped symbols.

Answer: d


Keywords: flow, chart, flowchart, divergence45. Cross-functional coordination is at particular risk where:

a. there is low process divergence.

b. there are handoffs in the process.

c. functional silos exist.

d. it is not possible to create a flow chart.

Answer: b

Reference: Documenting the ProcessDifficulty: ModerateKeywords: handoff, coordination, cross, functional46. An effective tool for showing steps of a service process with a high level of customer contact is a:

a. Pareto chart.

b. flow chart.

c. service blueprint.

d. check sheet.

Answer: c

Reference: Documenting the ProcessDifficulty: ModerateKeywords: service, blueprint, customer, tool47. The feature that service blueprints use to distinguish steps that are seen by the customer from those that are not seen by the customer is:

a. separation using different pages.

b. a line of visibility.

c. the Mendoza line.

d. a C and a P.

Answer: b


Keywords: service, blueprint, customer, visibility48. A process chart activity that changes, creates, or adds something is a(n):

a. operation.

b. transportation.

c. inspection.

d. delay.

Answer: a

Reference: Documenting the ProcessDifficulty: EasyKeywords: process, chart, symbol

49. A process chart activity that checks or verifies something but does not change it is a(n):

a. operation.

b. transportation.

c. inspection.

d. delay.

Answer: c

Reference: Documenting the ProcessDifficulty: Easy

Keywords: process, chart, symbol

50. Which one of the following statements concerning flow diagrams is NOT true?

a. Flow diagrams can take many forms.

b. It is helpful on flow diagrams to label each step with process measurements such as cost, capacity, or total elapsed time.

c. Flow diagrams trace the flow of information, customers, equipment, employees, or materials through a process.

d. The dotted line of visibility separates activities subcontracted from those done in-house.

Answer: d Reference: Documenting the ProcessDifficulty: Moderate

Keywords: flow, diagram

51. Which one of the following groups of activities is likely to be shown on a process chart?

a. Operation, inspection, delay

b. Operation, capital intensity, flow strategy

c. Transportation, material flow, physical layout

d. Storage, delay, personnel involved

Answer: a Reference: Documenting the ProcessDifficulty: Moderate

Keywords: process, chart, operation, inspection, delay

52. The five categories of activities (operation, transportation, inspection, delay, and storage) are used in which of the following methods of process analysis?

a. Multiple-activity chart

b. Process chart

c. Capital budgeting

d. Flow diagram

Answer: b Reference: Documenting the ProcessDifficulty: ModerateKeywords: process, chart

53. A process chart activity that occurs when something is put away until a later time is a(n):

a. storage.

b. transportation.

c. inspection.

d. delay.

Answer: a

Reference: Documenting the ProcessDifficulty: Easy

Keywords: process, chart, symbol

54. A professor can grade a quiz in 30 seconds. Over the course of an academic year he has 6 sections of a course with an average of 30 students with 10 quizzes in each section. If he is paid $40 an hour, how much is his annual quiz-grading labor cost to the university?

a. $60

b. $100

c. $600

d. $36,000

Answer: c


Keywords: annual, labor, cost

55. A professors graduate assistant can grade a quiz in 40 seconds. Over the course of an academic year he assists with 6 sections of a course with an average of 30 students with 10 quizzes in each section. If he is paid $8 an hour, how much is his annual quiz-grading labor cost to the university?

a. $60

b. $160

c. $576

d. $576,000

Answer: b



56. A professor can grade a quiz in 2 minutes. Over the course of an academic year he has 6 sections of a course with an average of 25 students with 10 quizzes in each section. If he is paid $40 an hour, how much is his annual quiz-grading labor cost to the university?

a. $250

b. $500

c. $1000

d. $2,000

Answer: d

Reference: Documenting the ProcessDifficulty: ModerateKeywords: annual, labor, cost

57. A welder can weld 2 angle irons together in 2 minutes. Over the course of an entire year she will assemble 1,000 units, each of which requires 3 such welds. If she is paid $25 an hour, how much is her annual welding labor cost?

a. $1,000

b. $1,250

c. $2,500

d. $3,000

Answer: c

Reference: Documenting the ProcessDifficulty: ModerateKeywords: annual, labor, cost58. A welder can weld 2 angle irons together in 2 minutes. Over the course of an entire year he will assemble 1,000 units, each of which requires 2 such welds. If he is paid $30 an hour, how much is his annual welding labor cost?

a. $250

b. $500

c. $1,000

d. $2,000

Answer: d

Reference: Documenting the ProcessDifficulty: ModerateKeywords: annual, labor, cost59. The manager of a supermarket would like to know which of several quality problems to address first. A tool that would be most helpful would be a:

a. checklist.

b. cause-and-effect diagram.

c. Pareto chart.

d. scatter diagram.

Answer: c

Reference: Evaluating Performance


Keywords: Pareto, problem

60. A process troubleshooter has to decide which problem to address first with his or her cause-and-effect diagram. The data analysis tool that will help him decide which problem to tackle first is a:

a. scatter diagram.

b. check sheet.

c. flow chart.

d. Pareto chart.

Answer: d



Keywords: Pareto, chart, problem

61. A manager of a fiberglass molding operation suspects that the number of defects is related to the number of total units produced of a particular product. A tool most useful in this analysis would be a:

a. checklist.

b. cause-and-effect diagram.

c. Pareto chart.

d. scatter diagram.

Answer: d


Keywords: scatter, diagram

62. Which one of the following techniques will help management trace customer complaints directly to the operations involved?

a. Cause-and-effect diagram

b. Quality circles

c. Quality engineering

d. Specification management

Answer: a

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: cause, effect63. The best data analysis tool for displaying whether students have taken the prerequisite for their operations management course is a:

a. Pareto chart.

b. bar chart.

c. checklist.

d. histogram.

Answer: b

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: bar, chart64. The best data analysis tool for displaying the mean and standard deviation of a continuous data distribution is a:

a. Pareto chart.

b. bar chart.

c. checklist.

d. histogram.

Answer: d

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: histogram, mean, dispersion, central ,tendency65. The cause-and-effect diagram is a method that:

a. was developed by W. Edwards Deming.

b. relates a product defect to its potential contributing factors.

c. helps management develop quality circles.

d. reduces the frequency of product design.

Answer: b

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: cause, effect

66. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. The data collected from the past weeks diners appear in the following table.

ComplaintFrequency

Food taste27

Food temperature9

Order mistake5

Slow service19

Table/utensils dirty47

Too expensive9

Using a classic Pareto analysis, what categories comprise 80% of the total complaints?

a. Table/utensils dirty

b. Table/utensils dirty, Food taste, Slow service

c. Food taste, Food temperature, Order mistake, Slow service, Table/utensils dirty

d. Food taste, Food temperature, Order mistake, Slow service, Too expensive

Answer: b


Keywords: Pareto, analysis


ComplaintFrequency

Food taste80

Food temperature9

Order mistake2

Slow service16


Too expensive4

Using a classic Pareto analysis, what categories comprise about 20% of the total complaints?

a. Order mistake, Too expensive, Food temperature, Slow serviceb. Slow service, Order mistake, c. Food taste, Food temperature, Slow serviced. Food taste, Table/utensils dirty

Answer: aReference: Evaluating Performance


Keywords: Pareto, analysis


ComplaintFrequency

Food taste80

Food temperature9

Order mistake2

Slow service16


Too expensive4

Using a classic Pareto analysis, what are the vital few complaints?

a. Table/utensils dirty

b. Slow service

c. Food taste

d. Food taste, Table/utensils dirty

Answer: d

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: Pareto, analysis69. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. The data collected from the past weeks diners have been plotted and appear in the following graph. The number of complaints for each category is shown above each bar.

How was the value for the point represented by the square calculated?

a.

b.

c.

d.

Answer: c

Reference: Evaluating PerformanceDifficulty: ModerateKeywords: Pareto, analysis70. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. The data collected from the past weeks diners have been plotted and appear in the following graph. The number of complaints for each category is shown above each bar.

How was the value for the point represented by the triangle calculated?

a.

b.

c.

d.

Answer: d



Keywords: Pareto, analysis71. The act of reproducing the behavior of a process using a model that describes each step of the process is called:

a. process analysis.

b. Pareto analysis.

c. benchmarking.

d. simulation.

Answer: d

Reference: Evaluating PerformanceDifficulty: Easy

Keywords: benchmarking, model, process72. Which of these questions is not one of the ways that ideas are typically uncovered during a process redesign?

a. What is being done?

b. When is it being done?

c. Who is doing it?

d. Why are we doing it?

Answer: d

Reference: Redesigning the ProcessDifficulty: EasyKeywords: process, redesign73. Which of these is NOT a general rule followed when engaged in a brainstorming session?

a. Ideas should be recorded by a facilitator.

b. The list of ideas should be as short as possible to make analysis easy.

c. Creativity should be encouraged.

d. The creative part of the mind should be encouraged at the expense of the judicial side.

Answer: b


Difficulty: EasyKeywords: process, redesign, brainstorming74. A good brainstorming session has the characteristic of:

a. good judgment skills.

b. ability to think of creative ideas.

c. skill in identifying the best payoffs.

d. ability to analyze a process analytically.

Answer: b


Difficulty: EasyKeywords: creativity, brainstorming75. Brainstorming sessions must have:

a. all participants together in the same room.

b. a mechanism for evaluation of the ideas as they are surfaced.

c. a means of implementing ideas as they are surfaced.

d. a way for all participants to communicate.

Answer: d


Difficulty: Easy

Keywords: benchmarking

76. Which of the following statements regarding brainstorming is FALSE?

a. After the brainstorming session is over, the design team moves into the get real phase to analyze the ideas.

b. Participants are discouraged from evaluating any ideas generated during the brainstorming session.

c. Anyone can be a participant in the brainstorming session regardless of whether they have seen or heard the process documentation.

d. The get crazy phase of process analysis is when ideas are sought that invert existing rules and examine new approaches.

Answer: c


Keywords: process, redesign, brainstorming77. Benchmarking involves four basic steps, which are:

a. plan, do, check, and act.

b. planning, analysis, integration, and action.

c. search, check, systematize, and act.

d. find, do, change, and calibrate.

Answer: b


Keywords: benchmarking, steps

78. Xerox benchmarked its distribution system against that of L. L. Beans. This is an example of:

a. competitive benchmarking.

b. internal benchmarking.

c. functional benchmarking.

d. disaggregate benchmarking.

Answer: c

Reference: Redesigning the ProcessDifficulty: ModerateKeywords: benchmarking, functional

79. Benchmarking studies must have:

a. a direct competitor for comparison.

b. a team composed of at least one member from each department in the organization.

c. a team composed of at least one member from each department in the organization plus one customer of each process output.

d. quantitative goals.

Answer: d

Reference: Redesigning the ProcessDifficulty: ModerateKeywords: benchmarking, data, quantitative

80. An accounting firm realizes it is woefully inadequate at cultivating new clients. It is allowed to observe a rival firm perform the new-client cultivation process in hopes of gleaning improved methods it can adopt. This is an example of:


b. functional benchmarking.

c. internal benchmarking.

d. generic benchmarking.

Answer: a

Reference: Redesigning the ProcessDifficulty: ModerateKeywords: benchmarking, competitive

81. An accounting professor realizes she is woefully inadequate at performing research. She discusses the art of research with a colleague and gains important insights that permit her to establish a research agenda. This is an example of:





Answer: c

Reference: Redesigning the ProcessDifficulty: ModerateKeywords: benchmarking, internal

82. An accounting firm realizes it is woefully inadequate at cultivating new clients. It is allowed to observe a law firm perform the new-client cultivation process in hopes of gleaning improved methods it can adopt. This is an example of:





Answer: b


Keywords: benchmarking, functional

83. A benchmarking team examines its own success with order delivery time and compares its metrics with a rival. This phase of the benchmarking process is called:

a. examination.

b. analysis.

c. integration.

d. action.

Answer: b


Keywords: benchmarking, analysis

84. A benchmarking team meets for the first time and decides to try to improve its order delivery time and selects another firm as a benchmarking partner. This phase of the benchmarking process is called:

a. planning.

b. selection.

c. integration.

d. action.

Answer: a

Reference: Redesigning the ProcessDifficulty: ModerateKeywords: benchmarking, planning

85. A benchmarking team establishes goals and obtains support from the management team that agrees to provide resources for accomplishing the goals. This phase of the benchmarking process is called:

a. goal setting.

b. analysis.

c. integration.

d. action.

Answer: c


Difficulty: ModerateKeywords: benchmarking, integration

86. A benchmarking team develops improvement plans and team assignments. Once the plans are implemented it monitors progress and recalibrates benchmarks as improvements are made. This phase of the benchmarking process is called:

a. implementation.

b. analysis.

c. integration.

d. action.

Answer: d



Keywords: benchmarking, action

87. Which one of the following statements about benchmarking is TRUE?

a. Benchmarking is useful only when a company compares itself against other companies.

b. Because of the power of benchmarking, specific plans of action are not necessary.

c. Benchmarking is the same as the plan-do-check-act cycle in continuous improvement.

d. Benchmarking focuses on setting quantitative goals for continuous improvement.Answer: d




88. Which of these benchmarking metrics is NOT suitable for an order fulfillment process?

a. Finished goods inventory turnover

b. The company that actually makes the delivery to the customer

c. Percent of orders shipped on time

d. Value of plant shipments per employee

Answer: b


Difficulty: Easy

Keywords: benchmarking, metric

89. Which of these benchmarking metrics is NOT suitable for a support process?

a. Average employee turnover rate

b. Total cost of payroll processes per $1,000 revenue

c. The impression that applicants have as they submit applicationsd. Number of accepted jobs as a percent of job offersAnswer: c


Difficulty: Easy

Keywords: benchmarking, metric

90. When managing processes, it is vital that:a. attention is paid to competitive priorities and strategic fit.

b. design teams are allowed to function creatively and set their own charter.

c. design teams are not held accountable since their involvement ends once the new process rolls out.

d. the organization is not satisfied unless fundamental reengineering changes are made.

Answer: a

Reference: Managing Processes


Keywords: managing, process, strategy, competitive

91. When managing processes, it is vital that:

a. design teams are allowed to function creatively and set their own charter.

b. the organization is not satisfied unless fundamental reengineering changes are made.

c. sound project management practices are used to implement the redesigned process.

d. people are redesigned at the same time the process is redesigned.

Answer: c



Keywords: managing, process, project, implementation

92. Good process management should include:

a. a mechanism for identifying what goes wrong and who is responsible.

b. a method for creating self-directed work teamsc. at least half time dedicated to each employees self-actualization.d. an infrastructure for continuous improvement.

Answer: d



Keywords: managing, process, continuous, improvement

FILL In THE BLANK93. ____________ is the documentation and detailed understanding of how work is performed and how it can be redesigned.

Answer: Process analysisReference: A Systematic ApproachDifficulty: Easy

Keywords: process, analysis

94. The first step of the systematic approach to process analysis is ____________.

Answer: identify opportunitiesReference: A Systematic Approach

Difficulty: ModerateKeywords: identify, opportunities, process, analysis95. Process ____________ is the boundary of the process to be analyzed.

Answer: scopeReference: A Systematic ApproachDifficulty: Easy

Keywords: process, scope, boundary

96. A voluntary system by which employees submit their ideas on process improvements is called a(n) ____________.

Answer: suggestion system


Difficulty: EasyKeywords: system, suggestion97. ____________ are performance measures that are established for a process and the steps within it.

Answer: MetricsReference: A Systematic Approach

Difficulty: EasyKeywords: metric98. Gaps between actual and desired performance are called ____________.

Answer: disconnectsReference: A Systematic Approach

Difficulty: ModerateKeywords: gap, disconnect99. A(n) ____________ means that a department focuses on its own tasks without understanding the role and processes of departments outside its own organizational boundaries.

Answer: silo mentalityReference: A Systematic Approach

Difficulty: Easy

Keywords: silo, mentality

100. A flowchart traces the flow of ____________, ____________, ____________, or ____________ through the various steps of a process.

Answer: information, customers, equipment, materials

Reference: Documenting the ProcessDifficulty: HardKeywords: flow, chart, information, customers, equipment, materials101. A(n) ____________ is a table that lists and categorizes the steps in a process.

Answer: process chart

Reference: Documenting the ProcessDifficulty: ModerateKeywords: process, chart

102. A(n) ____________ shape in a process chart represents a decision point in the process.

Answer: diamond

Reference: Documenting the Process


Keywords: decision, process, chart103. A special flowchart of a service process that shows which of its steps have high customer contact is a(n) ____________.

Answer: service blueprintReference: Documenting the ProcessDifficulty: Moderate

Keywords: flowchart, flow, chart, service, blueprint104. The ____________ in a service blueprint separates which steps are in view of the customer from those that arent.

Answer: line of visibility Reference: Documenting the Process


Keywords: line, visibility, service, blueprint105. A(n) ____________ is a form used to record the frequency of occurrence of certain product or service characteristics related to quality.

Answer: checklistReference: Evaluating PerformanceDifficulty: ModerateKeywords: checklist, check, list

106. A(n) ____________ is a bar chart on which the factors are plotted in decreasing order of frequency along the horizontal axis.

Answer: Pareto chartReference: Evaluating PerformanceDifficulty: Moderate

Keywords: Pareto, chart107. A(n) ____________ would be a useful tool to determine the effect that the number of practice problems solved correctly has on the midterm score.

Answer: scatter diagramReference: Evaluating PerformanceDifficulty: Moderate

Keywords: scatter, diagram

108. A(n) ____________ is a diagram that relates a key quality problem to its potential causes.

Answer: cause-and-effect diagramReference: Evaluating PerformanceDifficulty: Moderate

Keywords: cause, effect, fishbone, Ishikawa

109. The process of gathering data regarding a process and sifting the data to deduce causes of problems is called ____________.

Answer: data snoopingReference: Evaluating PerformanceDifficulty: moderateKeywords: data, snooping

110. ____________ is the act of reproducing the behavior of a process using a model that describes each step of the process.

Answer: Process simulation


Keywords: process, simulation

111. A simulation model goes one step further than possible with analysis tools, because it can show how the process performs ____________ over time.

Answer: dynamicallyReference: Evaluating PerformanceDifficulty: ModerateKeywords: process, simulation

112. A(n) ____________ is a method where a group of people, knowledgeable about the process and its disconnects, propose ideas for change in a rapid-fire manner.

Answer: brainstorming sessionReference: Redesigning the Process


Keywords: brainstorming

113. ____________ is a continuous, systematic procedure that measures a firms products, services, and processes against those of industry leaders.

Answer: BenchmarkingReference: Redesigning the ProcessDifficulty: Moderate


114. Once the benchmarking team has collected the data, the ____________ phase of the benchmarking study can begin.Answer: analysisReference: Redesigning the Process


Keywords: benchmarking, analysis

115. The bursars office at your university decides to benchmark the collections department of a credit agency to improve their own collection rate. This is an example of ____________ .

Answer: functional benchmarkingReference: Redesigning the Process


Keywords: benchmarking, functional

116. ____________ is based on comparison of processes with a direct adversary in industry.

Answer: Competitive benchmarkingReference: Redesigning the ProcessDifficulty: ModerateKeywords: benchmarking, competitive

117. ____________ involves using an organizational unit with superior performance as the ideal for other departments.

Answer: Internal benchmarkingReference: Redesigning the Process

Difficulty: ModerateKeywords: benchmarking, internal

118. The American company that has changed the way the business world looks at benchmarking and knowledge sharing is ____________.

Answer: XeroxReference: Redesigning the ProcessDifficulty: Moderate


SHORT ANSWERS119. What is the six-step blueprint for process analysis and what are the basic requirements for each step?

Answer: The six steps are identify opportunities, define scope, document process, evaluate performance, redesign process, and implement changes. Opportunities can be identified by examining the four core processes of supplier relationships,new service/product development, order fulfillment, and customer relationship. Other ways to identify opportunities are by looking at strategic issues and by asking employees. Scope definition entails establishing the boundaries of the process to be analyzed. The process can be documented by developing a list of the processs inputs, suppliers, customers, and listing in sequence the different steps that the process consists of. Performance evaluation consists of identifying metrics that permit an objective evaluation of the current process state and any progress that is made.

The process is redesigned by examining what can be improved and then thinking of and analyzing ways to improve those deficiencies. Finally, the process improvements are implemented by getting support and buy-in from all constituents.Reference: A Systematic ApproachDifficulty: ModerateKeywords: process, improvement

120. How can flowcharts and process charts be used to study and improve operations? Include descriptions of these two tools, the types of questions that can be addressed with them, and the extent to which teams can be used.

Answer: Flow charts trace the flow of information, customers, employees, equipment, or material through a process. Process charts record all the activities performed by a person or a machine, at a workstation, with a customer, or on materials. Answers will vary.


Keywords: flow, chart, diagram

121. You have been hired as an external consultant to improve processes at a business. You are unfamiliar with exactly how the work is currently done but are intimately familiar with charting techniques and data analysis tools. What is a general sequence for use of these tools and why should you use them in the sequence you specify?

Answer: Because you are unfamiliar with the process, you should first use a flowchart, service blueprint, or process chart. This diagram will give you a big-picture view of what is currently happening. This will also provide some insight into key data collection points where workers might use checklists to collect some data. After data has been collected, elementary data analysis may be performed using a histogram, Pareto chart, and scatter diagram as appropriate. The tallest/leftmost bar on a Pareto chart can be the head of the first fishbone diagram (if the bars represent problems). Once the largest problem is solved, more data can be collected to verify that improvements in the process have taken place.

Reference: Evaluating Performance, Documenting the Process

Difficulty: HardKeywords: check list, histogram, Pareto chart, fishbone, flow, chart, service, blueprint

122. What is a fishbone chart?Answer: Also called a cause-and-effect diagram, the fishbone chart relates a key quality problem to its potential causes.

Reference: Evaluating PerformanceDifficulty: Easy

Keywords: fishbone, cause, effect123. Create a flowchart that displays the proper sequential use of the major graphical tools in the chapter. Include a note next to each tool that explains how the output of one tool is used as the input for the following tool.Answer: A flowchart shows a big picture view of the process. The output from this step is a view that shows appropriate points for data collection using a checklist. Once the checklist has been deployed, the data that has been collected can be analyzed by a histogram or a Pareto chart (if data can be categorized) or a scatter diagram (if coordinate data fall more naturally into continuous distributions). Finally, the tallest bar in the Pareto chart serves as the input to a cause-and-effect diagram as the fishbones head.


Keywords: fishbone, flow chart, checklist, histogram, Pareto, scatter124. What are the generic steps in any benchmarking study and what are examples of the three types of benchmarking?

Answer: The steps in any benchmarking study are planning, analysis, integration, and action. The planning step requires the benchmarking team to identify the process, service, or product to be benchmarked, the firms to be used for comparison, and the collection of data. In the analysis step, the team determines the gap between its employer and the benchmarking partner. The integration step features the establishment of goals for the new process and secures management support for changes. The action phase is when plans are developed and implemented and the benchmarks are recalibrated as improvements are realized. Examples will vary but the three types are competitive, functional, and internal. Competitive benchmarking is comparison with a direct competitor; functional benchmarking is a comparison with similar functions outside the firm but not of a direct competitor; and internal benchmarking is a comparison with another department or function in the same company.

Reference: Redesigning the ProcessDifficulty: ModerateKeywords: benchmarking, competitive, internal, functionalPROBLEMS125. An existing insurance application process requires manual keying of three different forms by a team of data entry operators. The three forms input times appear in the following table along with the numbers of each type of form anticipated for the coming year. A proposed refinement in the process would reduce the number of forms but make each slightly longer. This would be combined with a search of public records on the World Wide Web as necessary. These times and quantities appear in the lower half of the table. If the labor rate for the data entry operators is the same, which method is preferable?

FormTime to Input (minutes)Quantity (forms/year)

Part A Existing Method31,200,000

Part B Existing Method31,200,000

Part C Existing Method41,100,000

Part A Proposed Method41,200,000

Part B Proposed Method41,200,000

Web Search Proposed Method2650,000

Answer:

Existing Method

Part A

Part B

Part C

Total Existing Process: 11,600,000 minutes

Proposed MethodPart A

Part B

Part C (web)

Total Proposed Process: 10,900,000 minutes A savings of 700,000 minutes/yearReference: Documenting the ProcessDifficulty: Moderate


126. A discount store is experiencing an unacceptable number of dissatisfied customers leaving from the checkout process. Information from customer complaints about the checkout process was collected and is found in the following table. Construct a Pareto chart to identify the significant problems.

Problem TypeTotal Problems

Cashier slow15

Price check required9

Line too long22

Cashier unfriendly4

Answer:



Keywords: Pareto

127. Because a telephone customer service center has experienced several problems, it has begun to analyze the data from customer complaints. The first step was to construct the following table. Use this data to build a Pareto chart to help identify the vital few problems.

Problem TypeTotal Problems

Person not available5

Incorrect information given12

Phone line busy7

Long delay 39

Phone tree confusing20

People unfriendly17

Answer:



Keywords: Pareto

128. The semester project came back from the copy store and to her horror, the project leader has just noticed that the left side y-axis of a key Pareto chart was cut off due to a printing error. The bar chart component uses the missing left side y-axis and the cumulative percentage line on the Pareto chart uses the right side y-axis. The project leader is pretty sure that the total number of observations in all combined categories is 200. Can you help her develop estimates of the counts for each of the five categories?

Answer:

The actual counts for the five categories are:

CategoryCount

MC104

FB42

TF40

SA8

PB6

Some allowance should be made for alignment in reading the graphs right hand y-axis and matching up the location of the cumulative percentage markers for each category.

Since the total number of observations equals 200, the percentages on the right side y-axis can be multiplied by 200 to yield estimates of the count values. Based on a rough reading:MC = 200 x 52.5 = 105

FB = 200 x (72.5 52.5) = 40TF = 200 x (92.5 72.5) = 40

SA = 200 x (97.5 92.5) = 10PB = 200 x (100 97.5) = 5



Keywords: Pareto

129. Develop a process chart for a manual car wash.

Answers will vary, but a typical answer might look like the following

process chart:Inputs

SolverProcess Charts

Enter data in shaded areas.

Process:Manual Car WashSummary

Subject:

Beginning:ActivityNumber of StepsTime (min)

Ending:Operation

69.00

Transport

Inspect

3

11.20

0.50

Delay

21.00

Store

----

Step No.Time (min)Distance (ft)OP

TRAN

DELAY

STORE130. Step Description

11.00--XAttendant accepts instructions from customer

20.4020.0XCar driven into vacuuming area

30.50XDelay waiting for vacuuming

42.00XCar vacuumed

50.3010.0XCar moved to wash area

60.50XDelay waiting for wash

73.0020.0XCar washed

80.5010.0XCar dried

90.5010.0XCar moved to hand dry area

102.00XCar hand dried

110.50XFinal inspection

120.50XCar given to customer

Reference: Documenting the Process


Keywords: process, chart

Flow Chart

Check-list

Histo; Pareto; Scatter

Cause & Effect Diagram

Root cause of problem identified

Greatest problem & relationships identified

Data collected for graphical analysis

Big picture shows collection points

EMBED Excel.Chart.8 \s

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Chapter 5

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mean9mean1001140.10.09166666670.22854023970Unit 1104.0100.1101.1102.0102.7102.03.9

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UCL R-bar

LCL R-bar

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0.0111111111hours40seconds

30students

10quizzes

6sections

8$/hour

160annual labor cost

ComplaintFrequencyPercent

Food temperature5545.1%

Table/utensils dirty3271.3%

Slow service1684.4%

Food taste1395.1%

Too expensive498.4%

Order mistake2100.0%

122

00

00

00

00

00

00

&A

Page &P

Frequency

Percent

_1197644712.xlsChart2

1040.52

420.73

400.93

80.97

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TF215

MC5313

FB225

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170.76

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Phone tree confusing200.200.59

People unfriendly170.170.76

Incorrect information given120.120.88

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Person not available50.051.00

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50

Excel OMSelect module from OM in Main Menu Bar

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Page &P

Problem

Frequency

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Sheet2

Sheet3

Documents

Krajewski TIF Chapter 5