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Flashcards in CONTINUOUS IMPROVEMENT Deck (38)
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AFSO 21 FIVE DESIRED EFFECTS

INCREASE PRODUCTIVITY OF OUR PEOPLE
INCREASE CRITICAL EQUIPMENT AVAILABILITY RATES
IMPROVE RESPONSE TIME AND AGILITY
SUSTAIN SAFE AND RELIABLE OPERATIONS
IMPROVE ENERGY EFFICIENCY

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FIVE DESIRED EFFECT PRIORITIES

JUST DO IT
RAPID IMPROVEMENT EVENTS
HIGH VALUE INITIATIVE

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JUST DO IT

IS A QUICK FIX TO A PROCESS IRRITANT; A SIMPLE ANSWER TO AN OBSTACLE IN AN INDIVIDUAL PROCESS

INSTANTLY

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RAPID IMPROVEMENT EVENTS

APPLY A SERIES OF PROBLEM SOLVING STEPS TO DETERMINE ROOT CAUSE OF PROBLEMS, ELIMINATE WASTE, SET IMPROVEMENT TARGETS AND ESTABLISH CLEAR PERFORMANCE MEASURES TO REACH DESIRED EFFECTS

ONE WEEK

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WHAT ARE THE FOUR COMPONENTS OF RIE

STRONG LEADERSHIP BUY IN
KNOWLEDGE AND OPEN-MINDED PARTICIPANTS
A TIGHTLY FOCUSED EVENT SCOPE
AN IMPLEMENTATION PLAN AND METRICS TO TRACK RESULTS

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HIGH VALUE INITIATIVE

PRODUCE SIGNIFICANT RETURNS AGAINST KEY AIR FORCE CHALLENGES
CROSS FUNCTIONAL TEAM
REQUIRE 4 TO SIX MONTHS

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DECISION MAKING

IS THE MENTAL PROCESS THAT RESULTS IN THE SELECTION OF A COURSE OF ACTION FROM AONG SEVERAL ALTERNATIVE SCENARIOS

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TWO SYSTEM APPROACH TO DECISION MAKING

SYSTEM 1 REACTIVE THINKING
SYSTEM 2 REFLECTIVE THINKING

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SYSTEM 1REACTIVE THINKING

RELIES HEAVILY ON SITUATIONAL CUES, PROMINENT MEMORIES, TRIAL AND ERROR AND HEURISTIC TO ARRIVE QUICKLY ...

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SYSTEM 2 REFLECTIVE THINKING

IS BROAD AND INFORMED PROBLEM SOLVING AND DELIBERATE DECISION MAKING.

ARGUMENT
CRITICAL THINKING

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KEPNER TREGEO PROBLEM SOLVING AND DECISION MAKING PROCESS

SITUATION APPRAISAL
PROBLEM ANALYSIS
DECISION ANALYSIS
POTENTIAL PROBLEM ANALYSIS

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SITUATION APPRAISAL

USED TO SEPARATE, CLARIFY, PRIORITIZE CONCERNS

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PROBLEM ANALYSIS

FIND THE CAUSE OF POSITIVE OR NEGATIVE DEVIATION

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DECISION ANALYSIS

USED FOR MAKING A CHOICE

CLARIFIES PURPOSE AND BALANCES RISK AND BENEFITS

MUST/WANTS

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POTENTIAL PROBLEM ANALYSIS

TP PROTECT ACTIONS OR PLANS

MUST GO WELL, RISK IS HIGH, MYRAID THINGS COULD GO WRONG

REVEALS DRIVING FACTORS AND IDENTIFIES LOWER RISK

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COMPLETED DURING EIGHT STEP PROCESS

SITUATIONAL APPRAISAL, PROBLEM ANALYSIS, POTENTIAL PROBLEM ANALYSIS

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FOUR COMPONENTS OF DECISION ANALYSIS

DECISION STATEMENT
DETERMINE OBJECTIVES
LOCATE ALTERNATIVES
RISK ANALYSIS

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DECISION STATEMENT

DETERMINE OUR OBJECTIVE
SPECIFIC LEVEL OF SUCCESS OR RESOLUTION

WHAT IS OUR CRITERIA

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CATEGORIES OF DETERMINE OBJECTIVES

OUR MUSTS AND OUR WANTS

MUST-MANDATORY

WANTS-OPTIONAL

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RISK ANALYSIS

IS THER ANYTHING I OVERLOOKED?
ARE THERE ANY POTENTIAL ISSUES AS A RESULT OF A MUST?
IS THER A POSSIBILITY THAT MY CHOICE IS INVALID?
IS THER ANYTHING THAT MIGHT PREVENT ME FROM BEING COMFORTABLE WITH MY CHOICE?

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OODA LOOP


OBSERVE, ORIENT, DECIDE, ACT

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OBJECTIVE OF THE EIGHT STEP IS

TO HELP FOCUS ON BIG ISSUES AFFECTING OUR MISSION, OUR WORK CENTER AND OUR PEOPLE

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EIGHT STEPS

1-CLARIFY AND VALIDATE PROBLEM, 2- BREAKDOWN PROBLEM IDENTIFY PERFORMANCE GAPS, 3- SET IMPROVEMENT TARGET,4-DETERMINE ROOT CAUSE, 5 DEVELOP COUNTER MEASURE,6 SEE COUNTER MEASURES THROUGH, 7 CONFIRM RESULTS AND PROCESS, 8 STANDARDIZE SUCCESSFUL PROCESSES

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CLARIFY AND VALIDATE PROBLEM

OBSERVE (OODA)
GO AND SEE
VOICE OF THE CUSTOMER

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STEP 2- BREAK DOWN THE PROBLEM/IDENTIFY PERFORMANCE GAPS

OBSERVE (OODA)

KEY PROCESS INDICATORS AND METRICS
VALUE AND WASTE ANALYSIS
PERFORMANCE GAP ANALYSIS

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LEADING METRICS

MAKE FUTURE PREDICTIONS ABOUT LIKELY OCCURANCE

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LAGGING METRICS

track overall performance trends

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STEP 3 SET IMPROVEMENT TARGETS

ORIENT (OODA)
STRATEGIC VISION
TACTICAL TARGETS
B-SMART

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B-SMART

BALANCED ,SPECIFIC ,MEASURABLE ,ATTAINABLE RESULTS FOCUSED, TIMELY

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DETERMINE ROOT CAUSES

ORIENT (OODA)
ROOT CAUSE PROBLEM SOLVING
THE FIVE WHYS
BRAINSTORMING