krajewski tif chapter 5
DESCRIPTION
krajewskiTRANSCRIPT
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
Difficulty: Moderate
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
Difficulty: Moderate
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
Difficulty: Moderate
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.
c. redesign process phase.
d. implement changes phase.
Answer: b
Reference: A Systematic Approach
Difficulty: Moderate
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.
c. redesign process phase.
d. implement changes phase.
Answer: c
Reference: A Systematic Approach
Difficulty: Moderate
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
Reference: A Systematic Approach
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
Reference: A Systematic Approach
Difficulty: Moderate
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
Reference: Redesigning the ProcessDifficulty: Moderate
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
Reference: Documenting the ProcessDifficulty: Moderate
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
Reference: Documenting the ProcessDifficulty: Moderate
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
Reference: Documenting the ProcessDifficulty: Moderate
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
Reference: Documenting the ProcessDifficulty: Moderate
Keywords: annual, labor, cost
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
Difficulty: Moderate
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
Reference: Evaluating Performance
Difficulty: Moderate
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
Reference: Evaluating PerformanceDifficulty: Moderate
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
Reference: Evaluating PerformanceDifficulty: Moderate
Keywords: Pareto, analysis
67. 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 taste80
Food temperature9
Order mistake2
Slow service16
Table/utensils dirty47
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
Difficulty: Moderate
Keywords: Pareto, analysis
68. 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 taste80
Food temperature9
Order mistake2
Slow service16
Table/utensils dirty47
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
Reference: Evaluating Performance
Difficulty: Moderate
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
Reference: Redesigning the Process
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
Reference: Redesigning the Process
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
Reference: Redesigning the Process
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
Reference: Redesigning the ProcessDifficulty: Moderate
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
Reference: Redesigning the ProcessDifficulty: Moderate
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:
a. competitive benchmarking.
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:
a. competitive benchmarking.
b. functional benchmarking.
c. internal benchmarking.
d. generic benchmarking.
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:
a. competitive benchmarking.
b. functional benchmarking.
c. internal benchmarking.
d. generic benchmarking.
Answer: b
Reference: Redesigning the ProcessDifficulty: Moderate
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
Reference: Redesigning the ProcessDifficulty: Moderate
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
Reference: Redesigning the Process
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
Reference: Redesigning the Process
Difficulty: Moderate
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
Reference: Redesigning the Process
Difficulty: Moderate
Keywords: benchmarking
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
Reference: Redesigning the Process
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
Reference: Redesigning the Process
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
Difficulty: Moderate
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
Reference: Managing Processes
Difficulty: Moderate
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
Reference: Managing Processes
Difficulty: Moderate
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
Reference: A Systematic Approach
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
Difficulty: Moderate
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
Difficulty: Moderate
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
Reference: Evaluating PerformanceDifficulty: Moderate
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
Difficulty: Moderate
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
Keywords: benchmarking
114. Once the benchmarking team has collected the data, the ____________ phase of the benchmarking study can begin.Answer: analysisReference: Redesigning the Process
Difficulty: Moderate
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
Difficulty: Moderate
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
Keywords: benchmarking
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.
Reference: Documenting the ProcessDifficulty: Moderate
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.
Reference: Evaluating PerformanceDifficulty: Moderate
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
Keywords: annual, labor, cost
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:
Reference: Evaluating Performance
Difficulty: Moderate
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:
Reference: Evaluating Performance
Difficulty: Moderate
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
Reference: Evaluating Performance
Difficulty: Moderate
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
Difficulty: Moderate
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
PAGE 88
_1134048172.unknown
_1135751264.unknown
_1135775120.unknown
_1200533098.unknown
_1200533110.unknown
_1200532778.xlsChart1
550.4508196721
320.7131147541
160.8442622951
130.9508196721
40.9836065574
21
Frequency
Percent
Sheet1
35%replacement
chapteroriginalto replaceTFTF%MCMC%BlankBlank%ShortShort%ProblemsProblem%
150181734%2346%510%48%12%
A6824913%3754%1218%46%69%
1.191176470620.13235294122.11764705880.23529411760.529411764724.2058823529
2215
278281823%4254%1317%56%00%
6.461538461515.07692307694.66666666671.7948717949028
61652
Sheet2
Chapter 5
0.35Dump
258.75TF0
8028MC20
207FB5
103.5SA0Sp0.0456245244-0.0452069064
82.8PB060Week numberComplaintsPP-BarUCLLCL
50150.1250.09166666670.22854023970
1.2220.050.09166666670.22854023970
90370.1750.09166666670.22854023970
410.0250.09166666670.22854023970
530.0750.09166666670.22854023970
620.050.09166666670.22854023970
USL10USL100.05780.20.09166666670.22854023970
Target9Target100810.0250.09166666670.22854023970
LSL8LSL99.95930.0750.09166666670.22854023970
1050.1250.09166666670.22854023970Sample 1Sample 2Sample 3Sample 4Sample 5
mean9mean1001140.10.09166666670.22854023970Unit 1104.0100.1101.1102.0102.7102.03.9
sigma0.25sigma0.021260.150.09166666670.22854023970Unit 2106.4104.4100.4105.9105.4104.5
1330.0750.09166666670.22854023970Unit 3101.8103.6103.0104.6106.1103.8
Cp1.3333333333Cp0.83333333331410.0250.09166666670.22854023970Unit 4105.6101.4101.0102.1102.5102.5
Cpk USL1.3333333333Cpk USL0.83333333331540.10.09166666670.22854023970Unit 5100.6100.7104.9107.0102.0103.0
Cpk LSL1.3333333333Cpk LSL0.833333333355X bar103.7102.0102.1104.3103.7103.2
Cpk1.3333333333Cpk0.8333333333X barbar103.2103.2103.2103.2103.2
R5.94.44.55.04.1
Rbar4.84.84.84.84.8
105.9273590913105.9273590913105.9273590913105.9273590913105.9273590913
Unit #Sample 1Sample 2Sample 3Sample 4Sample 5100.4185845738100.4185845738100.4185845738100.4185845738100.4185845738
173.570.872.273.671.0
271.371.073.172.772.2
370.072.671.972.473.3
571.170.670.374.273.6
670.870.770.773.571.1
X-bar71.371.171.673.272.2
R3.42.02.81.82.6
Xbar-bar71.971.971.971.971.9
R-bar2.52.52.52.52.5
UCL X-bar73.1473.1473.1473.1473.14
LCL X-bar70.7070.7070.7070.7070.70
UCL R-bar5.055.055.055.055.05
LCL R-bar00000
Sheet2
0000
0000
0000
0000
0000
0000
0000
0000
0000
0000
0000
0000
0000
0000
0000
P
P-Bar
UCL
LCL
Week
P Chart for Professor
Sheet3
0000
0000
0000
0000
0000
X-bar
Xbar-bar
UCL X-bar
LCL X-bar
X-Bar Chart
0000
0000
0000
0000
0000
R
R-bar
UCL R-bar
LCL R-bar
R Chart
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
61
Sheet1
TF215
MC5313
FB225
SA51
PB51
10625
26.50.2358490566
MC10452%
FB4273%
TF4093%
SA897%
PB6100%
200
Sheet1
&A
Page &P
Sheet2
Sheet3
_1135751495.unknown
_1135751509.unknown
_1135751543.unknown
_1135751474.unknown
_1134048381.unknown
_1134048403.unknown
_1134048362.unknown
_1133857129.xlsChart3
390.39
200.59
170.76
120.88
70.95
51
Problem
Frequency
Pareto Chart
Sheet1
Long delay390.390.39
Phone tree confusing200.200.59
People unfriendly170.170.76
Incorrect information given120.120.88
Phone line busy70.070.95
Person not available50.051.00
100
Excel OMSelect module from OM in Main Menu Bar
Sheet1
&A
Page &P
Problem
Frequency
Pareto Chart
Sheet2
Sheet3
_1134048088.unknown
_1134048124.unknown
_1134048047.unknown
_1057678878.xlsChart1
220.44
150.74
90.92
41
Problem
Frequency
Pareto Chart
Sheet1
Line too long220.440.44
Cashier slow150.300.74
Price check90.180.92
Cashier unfriendly40.081.00
50
Excel OMSelect module from OM in Main Menu Bar
Sheet1
&A
Page &P
Problem
Frequency
Pareto Chart
Sheet2
Sheet3