| Qustions | Answers |
| What is the ultimate goal of organizational performance | Mission accomplishment |
| What are the five fronts to consider during proess improvement effort | Organization/people, technology, policises, legislation, and regulations, physical infrastructure, and process |
| Which of the five fronts are the crucial enabling factors that allow commpression of cycle/lead time | Techonogy |
| What are the three ranges that divide the spectrum of performance improvement to represent the incrasing levels of scope and mission impact for improvement projects | Micro, Mid-level, and Macro |
| Which of the three ranges in the spectrum of performance improvement scope typically has a significant impact on the mission, but the scope of the improvement may be restricted to a function or department | Mid-level |
| What two questions should be articulated early in the improvement process and are critical to obtaining buy in and momentum, no matter what the project | What will it get me if I change, and What will it cost me if I do not change |
| What occurs as the scope of the improvement effort progresses from smaller to larger | Communication, coordination, level of effort, and often, time and project costs also increase |
| What MEP process can a commander or functional manager request to help solve an existing or potential problem or get general informaton or advice about manpower management issues | Consultant services |
| During a consultant study, who formas a study partnership and cooperates in all special study activites to include stuy planning, data collection, analysis, and implementation | The management engineer (ME) and the client |
| What must the ME evaluate before agreeing to accomplish a sonsulant study of the function | Study feasibility |
| For a consultant study, what action does the ME take when the consultant believes the sole purpose is to justify predetermined manpower increases or decreases | Do not accomplish a study |
| For a consultant study, what forms the basis for mutual responsibilities and potential follow-on study activities | Consultant study contract |
| Used to solve informaton and paper flow problems | Systems and procedures analysis |
| Created to aid comprehension of a general activity and its components | System diagram |
| Gives a quick, accurate, and comprehensive picture of the total activity | Procedure chart |
| Used to evaluate specific steps and fine each individual's contribution to the work center activity | Work distribution analysis |
| Used to improve production, ease physical exertion, and shorten distances of Travel for material and personnel | Layout analysis |
| Shows a picture of the sequence of all operations, transportation, delays, inspections, and storage of a work procedure | Flow process charting |
| What steps are involved in a properly executed layout analysis process | Familiarization, observation and data collection, analyze results and develop proposed layout, and proposed plan implementation |
| What technique is specifically designed to give, in symbol format, the type of work found in an administrative environment | Procedure chart |
| What technique is a good tool to check and compare present and proposed procedures during study familiarization and consultant studies | Work distribution |
| What are the phases of the seven-phase approach | Project definintion, planning, as-is, opportunity research, to-be, coordination and approval, and implementation |
| What is the focus of the study effort for most functional studies using the seven-phase approach | The opportunity research and to-be phases |
| During what phase do you secure a commitment from the unit commander or functional manager who is sponsoring the project | Project definition |
| During what phase do you develop a plan to minimize or address project risks | Project definition |
| What items couse the extent of the planing required to vary | Study type, objectives, and functional complexity |
| What are the three planning considerations addressed during the planning phase | Study objectives, responsibilities, data availability and accessibility |
| What are the characteristics of the organization that are considered during the planning phase | Complexity and size, stability, degree of standardization in organization, procedures, equipment and layout, and external mandates |
| What phase identifies worthwhil target processes for improvements | As-is |
| What as-is costing option gives you the opportunity to create detailed as-is cost data later in the project | Reach-back costing option |
| What do we call obvious improvement opportunities, which require minimal effort and coordination to implement | Quick wins |
| What phase is simply about identifying appropriate changes | Opporunity research phase |
| What are the three dimensions of the environmental scan | Macro environment, industry environment, and customer environment |
| When researching for opportunities, what step evaluates the performance difference and the magnitude of that difference between the project organization (process) and the target | Comparative analysis |
| During which phase does the project sponsor select the improvement options to develop into a detailed improvement plan | To-be |
| How do you calculate the delta for changes in manpower requirements resulting from the improvement recommendations | Base the delta on the to-be estimate minus the as-is manpower required to perform the event |
| What is a vital link to any improvement process | Coordination |
| What is presented to senior MAJCOM leadership for thier concurrence or approval, along with the results of options analysis and recommendations made at previous briefings | Business case analysis |
| Which of the seven phases takes the longest to complete | Implementation |
| Which activity in the implementation phase requires the consulation team to provide advice, fine tune processes and costs, and recommend sources to address implementation issues | Posture project team to implement |
| What is one of the biggest reasons why some process improvement projects do not achieve the level of success the organization expects | organization culture |
| What are the four reactions to change | Shock, anger, denial, and acceptance |
| When implementing a change, what is the most important task of a leader | Creating the climate that is conductive to the change being made |
| What action is taken when the project study does not address one of the elements of the seven-phase approach criteria deliverables | Explain why the element was not addressed and the impact of its absence on the overall reengineering effort |
| What should the application of a "notional" determinant project and program | Anticipated future manpower changes |
| Which of the five fronts of process imporvement is the crucial enabling factor that eliminates the barriers between customers and suppliers | Technology |
| What types of improvement gains typically have significant impact on the mission, but the scope of the improvement may be restricted to a function of department | Mid-level |
| At what range of improvement efforts do leadership commitment and a well-defined and communicated compelling case for change become paramount | Macro |
| Accross the spectrum of improvement opportunities, a compelling case for change | is a constant requirement for all project |
| What process improvement technique does the MO community offer to help commanders solve an existing or potential problem or get general information or advice about manpower management issues | Consultant services |
| What process improvement technique shows a picture of th esequience of all operations, transportation, delays, inspections, and storage of a work procedure | Flow process charting |
| What is true about flow process charting | It is difficult to see "hidden costs" when charting a process |
| What can we use to support the flow process chart by shoing the physical picture of the work area | Flow diagram chart |
| What process improvement technique improves production and eases physical exertion | Layout analysis |
| What is not true about layout analysis | The proposed layout constitues the improvement effort as a layout analysis study |
| What technique is one of the more common techniques use for layout analysis studies | String diagram |
| What technique studies the flow of paperwork, the forms used, and where and how work is done | System and procedures analysis |
| What diagram is a chart made to aid comprehension of a general activity and its components | System diagram |
| What technique is useful when the work center consists of several people and skills contributing to the same product or service | Work distribution analysis |
| What process improvement approach ensures an organization is designed effectively and efficiently befor building manpower standard | Seven-phase |
| For most functional studies, focus the study effort on the to-be and | opportunity research phases |
| Who approves changes in a seven-phase approach project being conducted by a wing MO office | Project sponsor |
| During which phase of the seven-phase approach do you determine the project scope | Definition |
| During which phase of the seven-phase approach do you determine what data is needed | Planning |
| Which organizational characteristic do we use to determine the measurement methods to use | Degree of standardization |
| During which phase of the seven-phase approach do you identify worthwhil target processes for improvement | As-is |
| During which phase of the seven-phase approach do we use the baseline to determine if organization or process changes result in an improvement | As-is |
| The project team must identify the level of detail in which resources will be identified occurs during the | As-is |
| What common technique do we use for data collection during the as-is phase of the seven-step approach | Workshop |
| During which phase of the seven-phase approach do we answer the two questions "What is the environment" and What are the requirements in that environment" | Opportunity research |
| When using the seven-phase approach, the two main dimensions that make up the opportunity research phase is researching for opportunities and | accomplishing the environmental scan |
| During which phase of the seven-phase approach do we identify benchmark targets | Opportunity research |
| During the research opportunity phase of the seven-phase approach, at what level of project scope to include any higher levels of project scope do you need to formally document cnosideration of the five fronts of improvement | Macro |
| During which phase of the seve-phase approach must the project sponsor make a decision as to which options to develop into a detailed improvement plan and presented to the ultimate decision making authority | To-be |
| What tool can serve as an outstanding method for performing "What if" scenarios | Process flow simulation |
| During which phase of the seven-phase approach should the design team idetify PM for assess the performance of the to-be organization | To-be |
| Which phase of the seven-phase approach requires a consultation team to provide advice | Implementation |
