Term
| How does CPI provide leaders and workers with proven performance improvement tools to build a strong warfighter support structure. |
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Definition
| It works in improving cycle time and reliability, optimizing costs, improving safety, reducing energy consumption, and improving availability of warfighting capabilities. |
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Term
| Air Force Smart Operations for the 21st Century (AFSO21) |
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Definition
| The intent ofAFSO21 is to deliver a consistent and disciplined problem solving approach that is encoded in the DNA of every Airman. (AF CPI) |
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Term
| trategy isn’t about always looking good, |
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Definition
| but looking for improvement opportunities |
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Term
| Continuous Process Improvement : |
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Definition
• Time-tested and proven
• Built upon best management practices
• Employed in private and public sectors |
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Term
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Definition
• Metrics-driven
• Opportunity for great EPR bullets, promotions, or popularity
• Top-down, non-customer- focused implementation strategy
• Total Quality Management |
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Term
| Improvements center on missions that Airmen handle daily and should encompass the Lean Principles. |
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Definition
1. Specify what creates ―value‖ from the customer’s perspective
2. Identify all the steps along the process chain
3. Make all the processes ―flow‖
4. Produce only what is ―pulled‖ by the customer
5. Strive for perfection by continually removing wastes |
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Term
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Definition
| a need the customer is willing to pay extra to receive, easily expressed in terms of a specific required product or service |
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Term
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Definition
| is anything that adds cost or time without adding value (DOWNTIME). |
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Term
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Definition
having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations.
Look for:
Is there well documented standard work?
Does equipment have a maintenance schedule?
Are there effective cross-training programs?
Do employees have the proper amount of time to do their work? |
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Term
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Definition
to produce an item before it is actually required.
Look for:
Is work being performed ahead of schedule?
Is this form a duplicate of some other form?
Can information on a form be used in other areas?
Is someone using all the information that is being provided?
How many people approve the form? |
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Term
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Definition
whenever goods are not moving or being processed, the waste of waiting occurs.
Look for:
Are there delays in the delivery of work or information?
Are there issues with punctuality with internal or external customers?
Are there certain times when delays are more prevalent?
Can you see a constraint or bottleneck in the process?
Have delays been a problem or are they a recent development? |
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Term
| Waste: Nonstandard Over Processing |
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Definition
Often termed as ―using a bazooka to swat flies,‖ many organizations use expensive high precision equipment where simpler tools would be sufficient.
Look for:
Is more effort put into the work than required by internal/external customers?
Has this work been done before?
Is more information obtained than is required?
Are there redundant phone calls and e-mails?
Does the step add value? |
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Term
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Definition
moving product between processes is a cost that adds no value to the product.
Look for:
How is the information or work that is being transformed being delivered to other processes?
Is work being delivered to the right place at the right time?
Has work been consolidated where appropriate?
How far is material being transported and how long does it take? |
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Term
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Definition
human brainpower squandered in processes that do not require intelligent thought: expediting, chasing paper, injuries etc. This concept is seen as any failure to fully utilize the time and talents of people.
Look for:
Are employees placed where they can and will use their knowledge, skills and abilities to the fullest?
Are employees encouraged to suggest improvements to how work is done?
Are employee suggestions/solutions implemented?
Use of problem solving teams to improve how work is accomplished.
Do leaders and managers follow-up and hold process owners accountable for action plans resulting from problem solving events? |
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Term
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Definition
this waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching.
Look for:
Can walking be reduced by repositioning equipment?
Is information, tools, or material at point of use?
Are there areas that impede the flow of work?
How much repetitive human motion is involved in the work and how can such motion be mitigated?
How much human reaching, stretching, bending, or kneeling is involved and how can such motion be mitigated? |
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Term
| Waste: Excessive Inventory |
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Definition
stockpiles of both in-process and finished goods inventories are a direct result of overproduction and waiting.
Look for:
Are there boxes of material sitting on the floor?
Are you using the hall for storage?
Are there outdated materials or manuals in the area?
Is material moving through the processes in batches or single-piece?
Are you overstocking material?
How much are you paying for inventory and do you use all of it? |
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Term
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Definition
| When actively engaged in problem solving, the Process Owner or Team Lead should physically go to the actual place/source of the problem and observe first-hand what is taking place. |
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Term
| Value Stream Mapping (VSM) |
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Definition
| VSM is a simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery. |
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Term
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Definition
| Standard work represents the best known way to complete a task. |
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Term
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Definition
| This tool has a place for everything and makes it obvious when everything is not in its place. 6-S is the key to Workplace Organization – allowing for effective and efficient flow of the process. Creates a workplace organized, stabilized, and ready for further improvement. |
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Term
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Definition
1. Sort – eliminate what is not needed
2. Straighten – arrange items to be accessible and visible
3. Shine – clean everything and keep it clean
4. Standardize – create rules to maintain first 3 S’s
5. Sustain – keep 6-S activities from unraveling
6. Safety – Identify and eliminate safety hazards |
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Term
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Definition
| A workplace organized such that one can visually separate normal from abnormal working conditions. The ideal state is that all personnel should be able to manage every aspect of the process at a glance using visual data, signals and guides. |
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Term
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Definition
| Focuses on designing how workers are arranged relative to the work and to each other. A poor cell design is when processes control what people do instead of people controlling what processes do. |
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Term
| Theory of Constraints (TOC) |
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Definition
| A process improvement technique focused on maximizing throughput by use of a “constraint-based” approach. |
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Term
| TOC Implementation steps: |
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Definition
1. Identify the constraint
2. Decide how to exploit the constraint
3. Subordinate all other processes to above decision
4. Elevate the constraint
5. If, a new constraint emerges, return to Step 1. Don't let inertia become the constraint.
6. Change the system if required |
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Term
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Definition
| The OODA Loop (Observe, Orient, Decide, Act) was originated in the 1950’s by Col. John R. Boyd, USAF. The OODA loop is an objective description of the decision making process. |
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Term
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Definition
STEP 1: Clarify & Validate the Problem OODA
STEP 2: Break Down the Problem/Identify Performance Gaps OODA.
STEP 3: Set Improvement Targets OODA
STEP 4: Determine Root Causes OODA
STEP 5: Develop Countermeasures OODA
STEP 6: See Countermeasures Through OODA
STEP 7: Confirm Results & Process OODA
STEP 8: Standardize Successful Processes OODA |
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Term
| lean tools that can assist the Air Force leader in deciding which problems should be tackled: |
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Definition
1. Strategic Alignment and Deployment (SA&D)
2. Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
3. Voice of the Customer (VOC)
4. Value Stream Mapping (VSM)/Voice of the Process (VOP) |
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Term
| Strategic Alignment and Deployment (SA&D) |
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Definition
| This organizational tool provides a framework for ensuring resources and activities are linked to the key strategies, directives and goals of the enterprise. Any individual problem solving effort can have greater impact if it is aligned with the rest of the organization |
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Term
| Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis |
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Definition
| Provides an objective means to identify areas of need for problem solving efforts |
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Term
| Voice of the Customer (VOC) |
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Definition
| Only one entity can define value - the customer. Understanding who the customers are and what their needs are is a prerequisite to understanding whether or not those needs are being met. |
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Term
| Value Stream Mapping (VSM)/Voice of the Process (VOP) |
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Definition
| Overview of the process at any level to determine areas of needed focus. |
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Term
| A good problem statement should include |
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Definition
1. What – is the problem? Often, two or three words (a noun and a verb) are enough. e.g. Target missed, Aircraft broken, Repair slow, Computer crashed, Airmen discriminated against.
2. Where – did the problem happen?
3. When – did the problem happen?
4. What – is the significance of the problem? Many problems exist, some are more critical than others.
When tackling any problem, Air Force leaders should ask themselves: ―Will solving this problem further the strategic goals of my organization?‖ |
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Term
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Definition
1. The flow of Materials.
2. The flow of Information.
3. The flow of the product through the processes. |
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Term
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Definition
| What is the difference between the level of performance seen today and the level of performance identified as needed tomorrow? |
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Term
| Bottleneck Analysis (or Constraint Analysis) |
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Definition
| Which step(s) in the process are inhibiting the flow of the entire process. Sometimes referred to as the weakest link, or the slowest step, this analysis is defined by the Theory of Constraints (TOC). |
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Term
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Definition
| Where you want to be when you solve your problem. |
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Term
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Definition
1. Balanced – Ensure goals are balanced across the multiple fronts of organizational output and multiple targets;
2. Specific – Have desirable outputs that are based on subject matter expert knowledge and experience and are applicable to the process improvement activity;
3. Measurable – Includes time frames and have data that is obtainable from specific sources;
4. Attainable – Resources are available; may have some risk, but success is possible;
5. Results Focused – Link to the mission, vision, and goals and are meaningful to the user;
6. Timely – Provide step-by-step views versus giant leaps and are measurable at interim milestones. |
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Term
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Definition
| A tradeoff between digging as deeply as possible and finding the deepest point that is still within the team’s sphere of influence |
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Term
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Definition
| To prevent a problem from ever occurring again, teams must address the root causes of the problems rather than just the symptoms. The Five Whys helps teams to drill down to the chain of events that lead to a problem. |
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Term
| Fish Bone Diagrams – (a.k.a. Cause and Effect Diagrams) |
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Definition
| A simple way to visually depict the relationship between specific categories of process inputs and the undesirable output; |
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Term
| Root Cause Analysis can be as much an art as a science. Airmen should keep four questions in mind to help guide them through the process. |
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Definition
1. Which of the Root Cause Analysis tools should I use?
2. What is (are) the root cause(s) according to the tools?
3. Will addressing these root causes address the performance gap?
4. Can the problem be turned on or off by addressing this root cause? |
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Term
| Just Do It (a.k.a. Point Improvement) |
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Definition
| One person (or a small team) in less than a day. |
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Term
| Rapid Improvement Event (RIE) |
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Definition
| small team in less than one week. A Charter must be developed, a team selected and communication begun as early as possible. |
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Term
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Definition
| A large team over a long period. |
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Term
| STEP 7: Confirm Results & Process OODA |
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Definition
1. Performance relative to the Baseline developed in Steps One and Two;
2. Performance relative to B-SMART targets established in Step Three;
3. Performance relative to where we thought we would be at this stage of the solution implementation;
4. If we are not meeting targets by deadlines, do we need to return to Step Four Determine Root Cause(s)? Incorrect Root Cause(s) determination is the most common mistake made by Process Improvement efforts. |
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Term
STEP 8: Standardize Successful Processes OODA
Step Eight can be defined by the answers to three Questions: |
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Definition
1. What is needed to standardize the improvements? - Tech order changes, Air Force Instruction changes, Official Instruction changes. - Equipment materiel changes, Vendor or Supplier changes; - Changes at training commands, Changes by mobile Training Units.
2. How should improvements and lessons learned be communicated? - CPI Management Tool (PowerSteering®); - Key Meetings; - Air Force Publications, Message Traffic, Chain of Command; - Communities of Practice (Air Force Knowledge Now);
3. Were other opportunities or problems identified by the Problem-Solving Process? - Restart the OODA Loop – This should be the Air Force Leader’s first instinct, as the OODA loop is infinite. |
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