Process Analysis & Improvement Techniques Flashcards
7 cards from real CQIA practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Process Analysis & Improvement Techniques flashcards as text
A quality team wants to understand the sequence of steps in a billing process and identify where errors occur. The most appropriate tool is:
Answer: Flowchart
A flowchart (process map) visually sequences all steps, decisions, and branches, making it easy to spot where errors may enter.
Which of the following is NOT one of the eight wastes (DOWNTIME) identified in lean thinking?
Answer: Necessary inspection
Necessary inspection is not a lean waste category; the eight wastes (DOWNTIME) are Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, and Extra-processing.
In process improvement, 'takt time' is calculated as:
Answer: Available production time divided by customer demand rate
Takt time equals available production time divided by customer demand, setting the pace the process must meet.
A team uses a swim lane diagram instead of a standard flowchart. The main advantage of swim lanes is that they:
Answer: Clarify which person or department performs each step
Swim lanes add horizontal or vertical lanes for each role or department, making handoffs and responsibilities clear.
Which improvement approach follows the sequence: Define, Measure, Analyze, Improve, Control?
Answer: DMAIC
DMAIC (Define, Measure, Analyze, Improve, Control) is the structured Six Sigma methodology for improving existing processes.
A process has a cycle time of 4 minutes per unit and a takt time of 3 minutes per unit. This situation indicates:
Answer: The process cannot keep up with customer demand
When cycle time exceeds takt time, the process is too slow to meet demand, signaling a need for improvement or additional capacity.
A '5 Why' analysis for a machine stoppage concludes that the root cause is an inadequate preventive maintenance schedule. This root cause is best addressed by:
Answer: Revising the PM schedule to include the overlooked task
Addressing root cause means fixing the PM schedule that allowed the failure, not treating symptoms like the operator or adding inspection.