The frameworks discussed in Chapter 4 could be considered more specific examples of:
The Statistical Thinking Strategy
Statistical engineering
The
... [Show More] scientific method
All of the above
None of the above
If you are thinking creatively about how to take existing tools and link and sequence them to
develop a novel approach to solve important problems, this would be an example of:
Statistical thinking
Statistical engineering
Applied statistics
DMAIC
None of the above
Use of subject matter knowledge is a key aspect of the Statistical Thinking Strategy discussed in
Chapter 2. For which of the following case studies in Chapter 4 was this principle NOT clearly
applied?
Reducing resin output variation
Reducing telephone waiting time at a bank
Resolving customer complaints of baby wipe flush ability
Realized revenue fiasco
None of the above
Suppose a DMAIC Framework were used to attack a problem where the process in question was
inherently stable. Which of the following would be a likely result of this effort?
Immediate opportunities for improvement would be missed
Time would be wasted looking for something “broken” to “fix”
Significant improvement would likely occur – no harm done
All of the above
None of the above
We learned in Chapter 2 that most processes are dynamic in nature, and therefore the time
dimension is often a critical consideration in process improvement. For which of the case studies
in Chapter 4 was plotting data over time NOT critical to success?
Reducing resin output variation
Reducing telephone waiting time at a bank
Resolving customer complaints of baby wipe flushability
Realized revenue fiasco
None of the above
Which of the following are valid statements about the DMAIC framework?
DMAIC came out of the Lean Six Sigma initiative
DMAIC came out of the statistical engineering initiative
DMAIC is similar in structure to the Problem Solving Framework
DMAIC generally begins by identifying the source of a special cause
None of the above
Service processes are different from manufacturing processes in that:
Service processes typically involve more human intervention which increases variation
Measurements are often more difficult to make
Process thinking is not typically part of the mind set of service process workers
Customers and suppliers are often the same group of persons in service processes
All of the above
None of the above
The Hidden Factory is:
Where the real work is done; out of the view of the public
A source of Increased costs and reduced process capacity
Only present in manufacturing processes
Created by the workforce to cover up mistakes and errors
All of the above
None of the above
Process measurements are:
Created by management to spy on the workforce
Enable effective control and improvement of processes
Only needed for products; what the process produces
Not useful outside of the manufacturing environment
All of the above
None of the above
Sub-optimization occurs when:
An organization is viewed as a system
Too much attention is paid to improvement
Part of a process is improved but the overall performance of the process deteriorates
All of the above
None of the above [Show Less]