MGT 341 FINAL – Flashcards

The best observed results from change management processes occur when they are driven on a top-down basis.

Education level of those involved with the lean production process.

Be open to continual negotiation.

Leverage the time criticality of the change to help drive the process.

Leverage the time criticality of the change to help drive the process.

Concentrate on speeding up value-added operations rather than removing waste.

The "engaging and enabling" steps of the change management process play the most important role in ultimately determining its success.

Require a great deal of experience, but little in the way of innovation.

Highly distributed factory networks.

Profitability.

A philosophy in which similar parts a grouped into families, and the processes required to make the parts are distributed to multiple work cells.

An issue tree starts with the general problem and then goes level by level until potential sources of the problem are identified.

Workers rely heavily upon the diligence of independent inspectors to ensure quality.

Value chain power.

Seeks to drive all inventory queues to zero.

Identifies threats from competitors or the economic and market environments.

Uses a signaling device to regulate JIT flows.

Poultry science.

Includes a 20-item questionnaire and an 11-category item rating sheet that enables an RPA team to assess the leanness of a plant in 30 minutes.

Requires significant re-tooling to fit the current way the system is operating.

Process profitability.

Drives reductionism and standardization in product design to help ensure quality.

Commonly used in product design or in quality defect prevention.

Market conditions.

Lean production can result in both underutilization and overutilization of capacity.

BPR emphasizes radical, discontinuous change through process innovation, and TQM is continuous and incremental improvement of processes that are in control.

Organize around tasks, not outcomes.

Level the facility load.

De-codification of reengineering.

Operations are linked through a push system.

Asserts that each step in the supply chain that delivers products and services to customers should add value.

Develops a detailed diagram of a process that clearly shows those activities that add value, activities that do not add value, and steps that involve just waiting.

A philosophy in which similar parts are grouped into families, and the processes required to make the parts are arranged in a specialized work cell.

Smoothing production flow to dampen the reaction waves the normally occur in response to schedule variations.

A production system in which the authority to produce or supply additional parts comes from downstream operations.

The practice of building quality into the process rather than relying upon inspection.

Periodic removal of parts from an inventory and subsequent accounting for parts is based on the number of units produced.

Term typically applied to the partners or "seniors" of a typical consulting firm.

Consulting projects that typically require a great deal of expertise, but relatively little in the way of innovation.

The percentage of billable employee hours assigned to all projects; a very common performance metric used by consulting firms.

Scenario in which one knows a particular solution so well that they can explain it to a client within 30 seconds.

Used to structure or map the key problems to be investigated and provide a working initial hypothesis as to the likely solution to the problems.

A general, high-level analysis tool used by operations consultants to provide an initial framework for assessing the prevailing overall state of a manufacturing firm.

Used by operations consultants to track materials, information, and people flows; widely used for process analysis.

A process that divides inventory into three categories: A) very tight control, accurate records; B) less tightly controlled, good records; C) simplest controls possible, minimal records.

Defines various categories (measurement, materials, methods, etc.) to identify sources of variation in a given process.

A type of mathematical diagram that uses Cartesian coordinates to display values for two variables for a set of data.

An artifact typically produced via computer simulation; enables operations consultants to see the patterns that underlie complex situations.

Meant to reflect the particular needs of each stakeholder group in a performance measurement system.

The fundamental re-thinking and radical design of business processes to achieve dramatic improvements in critical, contemporary measures of performance.

Unfreeze. An organization reduces the forces that are striving to maintain the status quo, and dismantle the current mindset. It is typically accomplished by presenting a provocative problem or even to get people to recognize the need for change, and to search for new solutions. Transition. Organizations shift or alter behavior of individual employees, departments, and overall organization in which the changes are taking place. Freeze. When the people, structure, and strategy elements are established in the new change, when things are looking good, it's time to "lock in" ("freeze") -- i.e., make sure the improvements "stick", and that the new changes entailed are now thought of "as the way we do things here".

Here are several to pick from: • Organize around outcomes, not tasks. • Have those who use the output of the process perform the process. • Merge information processing work into the real work that provides the information. • Treat geographically dispersed resources as though they were centralized. • Link parallel activities instead of integrating their results. • Put the decision point where the work is performed, and build control into the process. • Capture information once -- at the source.

• Anything other than the minimum amount of equipment, material, parts, and workers (working time) which are absolutely essential to production. Here are several to pick from: • Waste from over-production. • Waste of "waiting time". • Transportation waste. • Inventory waste. • Processing waste. • Waste of motion. • Waste from product defects.

a. Codification of reengineering. Organization-wide change programs -- such as those induced by TQM and BPR -- are complex processes whose implementation may be separated by space and time (especially in this era of "globalization"). Middle managers are often expected to implement significant portions of reengineering proposals. Codifying provides guidance and direction for consistent, efficient implementation. b. Clear goals and consistent feedback. Goals and expectations must be clearly established, pre-application baseline data gathered, and the results monitored, and fed back to employees. Without clear feedback, employees often become dissatisfied and their perceptions of reengineering can be quite different from actual outcomes. c. High executive involvement in significant changes. A high level of involvement by the CEO in major process changes improves reengineering outcomes -- e.g., more than "figure-head" involvement; active, meaningful, "hands on" involvement; visibility during the change process.