1. A flowchart traces the flow of: a. information through a process. b. customers through a process. c. equipment through a process. d.

All of these can be traced through a process using a flow chart. 2. A flow chart created at the strategic level of an organization should show: a. core processes and their linkages. b. details of a process as bracketed by its scope. c. individual steps that may have been aggregated at a higher level of analysis. d. areas that are seen and unseen by the customer. 3. hen a process is high in divergence! it is likely to have: a. few rectangle"shaped symbols. b. many rectangle"shaped symbols. c. few diamond"shaped symbols. d. many diamond"shaped symbols.

#. $ross"functional coordination is at particular risk where: a. there is low process divergence. b. there are handoffs in the process. c. functional silos e%ist. d. it is not possible to create a flow chart. Answer: b Reference: A &ystematic Approach Difficulty: 'oderate Keywords: handoff! coordination! cross! functional (. An effective tool for showing steps of a service process that have a high level of customer contact is a: a. )areto chart. b. flow chart. c. service blueprint. d. check sheet. Answer: c Reference: A &ystematic Approach Difficulty: 'oderate Keywords: service! blueprint! customer! tool *. +he feature that service blueprints use to distinguish steps that are seen by the customer from those that are not seen by the customer is: a. separation using different pages. b. the line of visibility. c. the 'endoza line. d. a ,$- and a ,).Answer: b Reference: A &ystematic Approach Difficulty: 'oderate Keywords: service! blueprint! customer! visibility .. A process chart activity that changes! creates! or adds something is a/n0: a. operation. b. transportation. c. inspection. d. delay. Answer: a Reference: A &ystematic Approach Difficulty: 1asy Keywords: process! chart! symbol

2. A process chart activity that checks or verifies something but does not change it is a/n0: a. operation. b. transportation. c. inspection. d. delay. Answer: c Reference: A &ystematic Approach Difficulty: 1asy Keywords: process! chart! symbol 3. hich one of the following statements concerning flow diagrams is 45+ true6 a. 7low diagrams can take many forms. b. 8t is helpful on flow diagrams to label each step with process measurements such as cost! capacity! or total elapsed time. c. 7low diagrams trace the flow of information! customers! equipment! employees! or materials through a process. d. +he dotted line of visibility separates activities subcontracted from those done in"house. Answer: d Reference: 9esigning )rocesses Difficulty: 'oderate Keywords: flow! diagram hich one of the following groups of activities is likely to be shown on a process chart6 a. 5peration! inspection! delay b. 5peration! capital intensity! flow strategy c. +ransportation! material flow! physical layout d. &torage! delay! personnel involved Answer: a Reference: 9esigning )rocesses Difficulty: 'oderate Keywords: process! chart! operation! inspection! delay

1:.

11. +he five categories of activities /operation! transportation! inspection! delay! and storage0 are used in which of the following methods of process analysis6 a. 'ultiple"activity chart b. )rocess chart c. $apital budgeting d. 7low diagram Answer: b Reference: 9esigning )rocesses Difficulty: 'oderate Keywords: process! chart

12. A process"chart activity that occurs when something is put away until a later time is a/n0: a. storage. b. transportation. c. inspection. d. delay. Answer: a Reference: A &ystematic Approach Difficulty: 1asy Keywords: process! chart! symbol 13. A professor can grade a quiz in 3: seconds. 5ver the course of an academic year he has * sections of a course with an average of 3: students with 1: quizzes in each section. 8f he is paid ;#: an hour! how much is his annual labor cost to the university6 a. ;*: b. ;1:: c. ;*:: d. ;3*!::: Answer: c Reference: A &ystematic Approach Difficulty: 'oderate Keywords: annual! labor! cost 1#. A professor<s graduate assistant can grade a quiz in #: seconds. 5ver the course of an academic year he assists with * sections of a course with an average of 3: students with 1: quizzes in each section. 8f he is paid ;2 an hour! how much is his annual labor cost to the university6 a. ;*: b. ;1*: c. ;(.* d. ;(.*!::: Answer: b Reference: A &ystematic Approach Difficulty: 'oderate Keywords: annual! labor! cost 1(. A professor can grade a quiz in 2 minutes. 5ver the course of an academic year he has * sections of a course with an average of 2( students with 1: quizzes in each section. 8f he is paid ;#: an hour! how much is his annual labor cost to the university6 a. ;2(: b. ;(:: c. ;1::: d. ;2!::: Answer: d Reference: A &ystematic Approach Difficulty: 'oderate Keywords: annual! labor! cost

1*. A welder can weld 2 angle irons together in 2 minutes. 5ver the course of an entire year she will assemble 1!::: units! each of which requires 3 such welds. 8f she is paid ;2( an hour! how much is her annual labor cost6 a. ;1!::: b. ;1!2(: c. ;2!(:: d. ;3!::: Answer: c Reference: A &ystematic Approach Difficulty: 'oderate Keywords: annual! labor! cost 1.. A welder can weld 2 angle irons together in 2 minutes. 5ver the course of an entire year he will assemble 1!::: units! each of which requires 2 such welds. 8f he is paid ;3: an hour! how much is his annual labor cost6 a. ;2(: b. ;(:: c. ;1!::: d. ;2!::: Answer: d Reference: A &ystematic Approach Difficulty: 'oderate Keywords: annual! labor! cost 12. +he manager of a supermarket would like to know which of several quality problems to address first. A tool that would be most helpful would be a: a. checklist. b. cause"and"effect diagram. c. )areto chart. d. scatter diagram. Answer: c Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! problem 13. A process troubleshooter has to decide which problem to address first with his or her cause"and"effect diagram. +he data analysis tool that will help him decide which problem to tackle first is a: a. scatter diagram. b. check sheet. c. flow chart. d. )areto chart. Answer: d Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! chart! problem

2:. A manager of a fiberglass molding operation suspects that the number of defects is related to the number of total units produced of a particular product. A tool most useful in this analysis would be a: a. checklist. b. cause"and"effect diagram. c. )areto chart. d. scatter diagram. Answer: d Reference: 1valuating )erformance Difficulty: 'oderate Keywords: scatter! diagram 21. hich one of the following techniques will help management trace customer complaints directly to the operations involved6 a. $ause"and"effect diagram b. =uality circles c. =uality engineering d. &pecification management Answer: a Reference: 1valuating )erformance Difficulty: 'oderate Keywords: cause! effect

22. +he cause"and"effect diagram is a method that: a. was developed by . 1dwards 9eming. b. relates a product defect to its potential contributing factors. c. helps management develop quality circles. d. reduces the frequency of product design. Answer: b Reference: 1valuating )erformance Difficulty: 'oderate Keywords: cause! effect

23. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. +he data collected from the past week<s diners appear in the following table. Complaint 7ood taste 7ood temperature 5rder mistake &low service +able>utensils dirty +oo e%pensive Frequency 2. 3 ( 13 #. 3

?sing a classic )areto analysis! what categories comprise 2:@ of the total complaints6 a. +able>utensils dirty b. +able>utensils dirty! 7ood taste! &low service c. 7ood taste! 7ood temperature! 5rder mistake! &low service! +able>utensils dirty d. 7ood taste! 7ood temperature! 5rder mistake! &low service! +oo e%pensive Answer: b Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! analysis 2#. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. +he data collected from the past week<s diners appear in the following table. Complaint 7ood taste 7ood temperature 5rder mistake &low service +able>utensils dirty +oo e%pensive Frequency 2: 3 2 1* #. #

?sing a classic )areto analysis! what categories comprise 2:@ of the total complaints6 a. +able>utensils dirty b. &low service c. 7ood taste d. 7ood taste! +able>utensils dirty Answer: d Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! analysis

2(. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. +he data collected from the past week<s diners appear in the following table. Complaint 7ood taste 7ood temperature 5rder mistake &low service +able>utensils dirty +oo e%pensive Frequency 2: 3 2 1* #. #

?sing a classic )areto analysis! what are the vital few complaints6 a. +able>utensils dirty b. &low service c. 7ood taste d. 7ood taste! +able>utensils dirty Answer: d Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! analysis

2*. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. +he data collected from the past week<s diners have been plotted and appear in the following graph. +he number of complaints for each category is shown above each bar.
60 50 40 30 20 10 0
pe ra tu re

55

32 16 13 4 2

Aow was the value for the point represented by the square calculated6

Fo od

1* (( + 32 + 1* (( + 32 + 1* b. (( + 32 + 1* (( + 32 + 1* c. (( + 32 + 1* + 13 + # + 2 1* d. (( + 32 + 1* + 13 + # + 2
a.

te m

Answer: c Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! analysis

2.. A restaurant manager tracks complaints from the diner satisfaction cards that are turned in at each table. +he data collected from the past week<s diners have been plotted and appear in the following graph. +he number of complaints for each category is shown above each bar.
60 50 40 30 20 10 0
pe ra tu /u re te ns ils di rty Sl ow se rv ic e Fo od ta To st e o ex pe ns ive rd er m ist a! e

120" 100" #0" 55 32 16 13 4 2 60" 40" 20" 0"

Fo od

te m

Fre$uency %ercent

Aow was the value for the point represented by the triangle calculated6

32 (( + 32 (( + 32 b. (( + 32
a. c.

32 (( + 32 + 1* + 13 + # + 2 (( + 32 d. (( + 32 + 1* + 13 + # + 2

Answer: d Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! analysis

22. +he act of reproducing the behavior of a process using a model that describes each step of the process is called: a. process analysis. b. )areto analysis. c. benchmarking. d. simulation. Answer: d Reference: 1valuating )erformance Difficulty: 1asy Keywords: benchmarking! model! process

Ta bl e

23.

hich of these questions is not one of the ways that ideas are typically uncovered during a process redesign6 a. hat is being done6 b. hen is it being done6 c. ho is doing it6 d. hy are we doing it6 Answer: d Reference: Bedesigning the )rocess Difficulty: 1asy Keywords: process! redesign hich of these is 45+ a general rule followed when engaged in a brainstorming session6 a. 8deas should be recorded by a facilitator. b. +he list of ideas should be as short as possible to make analysis easy. c. $reativity should be encouraged. d. +he creative part of the mind should be encouraged at the e%pense of the Cudicial side. Answer: b Reference: Bedesigning the )rocess Difficulty: 1asy Keywords: process! redesign! brainstorming hich of the following statements regarding brainstorming is 7AD&16 a. After the brainstorming session is over! the design team moves into the ,get real- phase to analyze the ideas. b. )articipants are discouraged from evaluating any ideas generated during the brainstorming session. c. Anyone can be a participant in the brainstorming session regardless of whether they have seen or heard the process documentation. d. +he ,get crazy- phase of process analysis is when ideas are sought that invert e%isting rules and e%amine new approaches. Answer: c Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: process! redesign! brainstorming

3:.

31.

32. Eenchmarking involves four basic steps! which are: a. plan! do! check! and act. b. planning! analysis! integration! and action. c. search! check! systematize! and act. d. find! do! change! and calibrate. Answer: b Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! steps

33. Fero% benchmarked its distribution system against that of D. D. Eean<s. +his is an e%ample of: a. competitive benchmarking. b. internal benchmarking. c. functional benchmarking. d. disaggregate benchmarking. Answer: c Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! functional 3#. An accounting firm realizes it is woefully inadequate at cultivating new clients. 8t is allowed to observe a rival firm perform the new"client cultivation process in hopes of gleaning improved methods it can adopt. +his is an e%ample of: a. competitive benchmarking. b. functional benchmarking. c. internal benchmarking. d. generic benchmarking. Answer: a Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! competitive 3(. An accounting professor realizes she is woefully inadequate at performing research. &he discusses the art of research with a colleague and gains important insights that permit her to establish a research agenda. +his is an e%ample of: a. competitive benchmarking. b. functional benchmarking. c. internal benchmarking. d. generic benchmarking. Answer: c Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! internal 3*. An accounting firm realizes it is woefully inadequate at cultivating new clients. 8t is allowed to observe a law firm perform the new"client cultivation process in hopes of gleaning improved methods it can adopt. +his is an e%ample of: a. competitive benchmarking. b. functional benchmarking. c. internal benchmarking. d. generic benchmarking. Answer: b Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! functional

3.. A benchmarking team e%amines its own success with order delivery time and compares its metrics with a rival. +his phase of the benchmarking process is called: a. e%amination. b. analysis. c. integration. d. action. Answer: b Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! analysis 32. A benchmarking team meets for the first time and decides to try to improve its order delivery time and selects another firm as a benchmarking partner. +his phase of the benchmarking process is called: a. planning. b. selection. c. integration. d. action. Answer: a Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! planning 33. A benchmarking team establishes goals and obtains support from the management team that agrees to provide resources for accomplishing the goals. +his phase of the benchmarking process is called: a. goal setting. b. analysis. c. integration. d. action. Answer: c Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! integration #:. A benchmarking team develops improvement plans and team assignments. 5nce the plans are implemented it monitors progress and recalibrates benchmarks as improvements are made. +his phase of the benchmarking process is called: a. implementation. b. analysis. c. integration. d. action. Answer: d Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! action

#1.

hich one of the following statements about benchmarking is +B?16 a. Eenchmarking is useful only when a company compares itself against other companies. b. Eecause of the power of benchmarking! specific plans of action are not necessary. c. Eenchmarking is the same as the plan"do"check"act cycle in continuous improvement. d. Eenchmarking focuses on setting quantitative goals for continuous improvement. Answer: d Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking

FILL IN THE BLANK

#2. +he first step of the systematic approach to process analysis is GGGGGGGGGGGG. Answer: identify opportunities Reference: A &ystematic Approach Difficulty: 'oderate Keywords: identify! opportunities! process! analysis #3. )rocess GGGGGGGGGGGG is the boundary of the process to be analyzed. Answer: scope Reference: A &ystematic Approach Difficulty: 1asy Keywords: process! scope! boundary ##. A voluntary system by which employees submit their ideas on process improvements is called a/n0 GGGGGGGGGGGG. Answer: suggestion system Reference: A &ystematic Approach Difficulty: 1asy Keywords: system! suggestion #(. GGGGGGGGGGGG are performance measures that are established for the process and the steps within it. Answer: 'etrics Reference: A &ystematic Approach Difficulty: 1asy Keywords: metric #*. A/n0 GGGGGGGGGGGG means that a department focuses on its own tasks without understanding the role and processes of departments outside its own organizational boundaries. Answer: silo mentality Reference: A &ystematic Approach Difficulty: 1asy Keywords: silo! mentality

#.. A flow chart traces the flow of GGGGGGGGGGGG! GGGGGGGGGGGG! GGGGGGGGGGGG! or GGGGGGGGGGGG through the various steps of a process. Answer: information! customers! equipment! materials Reference: 9ocumenting the )rocess Difficulty: Aard Keywords: flow! chart! information! customers! equipment! materials #2. A/n0 GGGGGGGGGGGG is a table that lists and categorizes the steps in the process. Answer: process chart Reference: 9ocumenting the )rocess Difficulty: 'oderate Keywords: process! chart #3. A/n0 GGGGGGGGGGGG represents a decision point in the process. Answer: diamond Reference: 9ocumenting the )rocess Difficulty: 'oderate Keywords: decision! process! chart (:. A special flowchart of a service process that shows which of its steps have high customer contact is a/n0 GGGGGGGGGGGG. Answer: service blueprint Reference: 9ocumenting the )rocess Difficulty: 'oderate Keywords: flowchart! flow! chart! service! blueprint (1. +he GGGGGGGGGGGG in a service blueprint separates which steps are in view of the customer from those that aren<t. Answer: line of visibility Reference: 9ocumenting the )rocess Difficulty: 'oderate Keywords: line! visibility! service! blueprint (2. A/n0 GGGGGGGGGGGG is a form used to record the frequency of occurrence of certain product or service characteristics related to quality. Answer: checklist Reference: 1valuating )erformance Difficulty: 'oderate Keywords: checklist! check! list (3. A/n0 GGGGGGGGGGGG is a bar chart on which the factors are plotted in decreasing order of frequency along the horizontal a%is. Answer: )areto chart Reference: 1valuating )erformance Difficulty: 'oderate Keywords: )areto! bar! chart

(#. A/n0 GGGGGGGGGGGG is a diagram that relates a key quality problem to its potential causes. Answer: cause"and"effect diagram Reference: 1valuating )erformance Difficulty: 'oderate Keywords: cause! effect! fishbone! 8shikawa ((. +he process of gathering data regarding a process and sifting the data to deduce causes of problems is called GGGGGGGGGGGG. Answer: data snooping Reference: 1valuating )erformance Difficulty: moderate Keywords: data! snooping (*. GGGGGGGGGGGG is the act of reproducing the behavior of a process using a model that describes each step of the process. Answer: )rocess simulation Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: process! simulation (.. A simulation model goes one step further than possible with analysis tools! because it can show how the process performs GGGGGGGGGGGG. Answer: dynamically Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: process! simulation (2. A/n0 GGGGGGGGGGGG is a time when a group of people! knowledgeable about the process and its disconnects! propose ideas for change in a rapid"fire manner. Answer: brainstorming session Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: brainstorming (3. GGGGGGGGGGGG is a continuous! systematic procedure that measures a firm<s products! services! and processes against those of industry leaders. Answer: Eenchmarking Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking *:. GGGGGGGGGGGG compares areas such as administration! customer service! and sales operations with those of outstanding firms in any industry. Answer: 7unctional benchmarking Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! functional

*1. GGGGGGGGGGGG is based on comparison with a direct adversary in industry. Answer: $ompetitive benchmarking Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! competitive *2. GGGGGGGGGGGG involves using an organizational unit with superior performance as the ideal for other departments. Answer: 8nternal benchmarking Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! internal *3. +he American company that has changed the way the business world looks at benchmarking and knowledge sharing is GGGGGGGGGGGG. Answer: Fero% Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking

SHORT ANSWERS
*#. hat is the si%"step blueprint for process analysis and what are the basic requirements for each step6 Answer: +he si% steps are identify opportunities! define scope! document process! evaluate performance! redesign process! and implement changes. 5pportunities can be identified by e%amining the four core processes of supplier relationships: new service>product development! order fulfillment! and customer relationship. 5ther ways to identify opportunities are by looking at strategic issues and by asking employees. &cope definition entails establishing the boundaries of the process to be analyzed. +he process can be documented by developing a list of the process<s inputs! suppliers! customers! and listing in sequence of the different steps that it consists of. )erformance evaluation consists of identifying metrics that permit an obCective evaluation of the current process state and any progress that is made. +he process is redesigned by e%amining what can be improved and then thinking of and analyzing ways to improve those deficiencies. 7inally! the process improvements are implemented by getting support and buy"in from all constituents. Reference: A &ystematic Approach Difficulty: 'oderate Keywords: process! improvement

*(. Aow can flow charts and process charts be used to study and improve operations6 8nclude descriptions of these two tools! the types of questions that can be addressed with them! and the e%tent to which teams can be used. Ee as complete as time permits. Answer: 7low charts trace the flow of information! customers! employees! equipment! or material through a process. )rocess charts record all the activities performed by a person or a machine! at a workstation! with a customer! or on materials. Answers will vary. Reference: 9ocumenting the )rocess Difficulty: 'oderate Keywords: flow! chart! diagram **. Hou have been hired as an e%ternal consultant to improve processes at a business. Hou are unfamiliar with e%actly how the work is currently done but are intimately familiar with charting techniques and

data analysis tools. hat is a general sequence for use of these tools and why should you use them in the sequence you specify6 Answer: Eecause you are unfamiliar with the process! you should first use a flow chart! service blueprint! or process chart. +his diagram will give you a big"picture view of what is currently happening. +his will also provide some insight into key data collection points where workers might use check sheets to collect some data. After data has been collected! elementary data analysis may be performed using a histogram! )areto chart! and scatter diagram as appropriate. +he tallest>leftmost bar on a )areto chart can be the head of the first fishbone diagram /if the bars represent problems0. 5nce the largest problem is solved! more data can be collected to verify that improvements in the process have taken place. Reference: 1valuating )erformance! 9ocumenting the )rocess Difficulty: Aard Keywords: checksheet! histogram! )areto chart! fishbone! flow! chart! service! blueprint *.. hat is a fishbone chart6 Answer: Also called the cause"and"effect diagram! the fishbone chart relates a key quality problem to its potential causes. Reference: 1valuating )erformance Difficulty: 1asy Keywords: fishbone! cause! effect hat are the generic steps in any benchmarking study and what are e%amples of the three types of benchmarking6 Answer: +he steps in any benchmarking study are planning! analysis! integration! and action. +he planning step requires the benchmarking team to identify the process! service! or product to be benchmarked! the firms to be used for comparison! and the collection of data. 8n the analysis step! the team determines the gap between its employer and the benchmarking partner. +he integration step features the establishment of goals for the new process and secures management support for changes. +he action phase is when plans are developed and implemented and the benchmarks are recalibrated as improvements are realized. 1%amples will vary but the three types are competitive! functional! and internal. $ompetitive benchmarking is comparison with a direct competitorI functional benchmarking is a comparison with similar functions outside the firm but not of a direct competitorI and internal benchmarking is a comparison with another department or function in the same company. Reference: Bedesigning the )rocess Difficulty: 'oderate Keywords: benchmarking! competitive! internal! functional

*2.

PROBLEMS
*3. An e%isting insurance application process requires manual keying of three different forms by a team of data entry operators. +he three forms< input times appear in the following table along with the numbers of each type of form anticipated for the coming year. A proposed refinement in the process would reduce the number of forms but make each slightly longer. +his would be combined with a search of public records on the orld ide eb as necessary. +hese times and quantities appear in the lower half of the table. 8f the labor rate for the data entry operators is the same! which method is preferable6 Form )art A J 1%isting 'ethod )art E J 1%isting 'ethod )art $ J 1%isting 'ethod )art A J )roposed 'ethod )art E J )roposed 'ethod eb &earch J )roposed 'ethod Answer: Time to Input (minutes) 3 3 # # # 2 Quantity (forms year) 1!2::!::: 1!2::!::: 1!1::!::: 1!2::!::: 1!2::!::: *(:!:::

Annual Dabor $ostK/+ime to )erform )rocess0L/4umber of +imes )erformed>Hear0

1%isting 'ethod )art A 3 minutes 1! 2::! ::: = 3! *::! ::: )art E 3 minutes 1! 2::! ::: = 3! *::! ::: )art $ # minutes 1!1::! ::: = #! #::! ::: +otal 1%isting )rocess: 11!*::!::: minutes )roposed 'ethod )art A # minutes 1! 2::! ::: = #! #::! ::: )art E # minutes 1! 2::! ::: = #! #::! ::: )art $ /web0 2 minutes *(:! ::: = 1!3::! ::: +otal )roposed )rocess: 1:!3::!::: minutes J A savings of .::!::: minutes>year Reference: 9ocumenting the )rocess Difficulty: 'oderate Keywords: annual! labor! cost .:. A discount store is e%periencing an unacceptable number of dissatisfied customers leaving from the checkout process. 8nformation from customer complaints about the checkout process was collected and is found in the following table. $onstruct a )areto chart to identify the significant problems. Problem Type
&as'ier slow %rice c'ec! )ine too lon* &as'ier un+riendly

Total Problems
15 ( 22 4

Answer:

Pareto Chart
25 20 Frequency 15 0,50 10 5 0 )ine too lon* &as'ier %rice c'ec! &as'ier slow un+riendly Problem 0,25 0,00 1,00 0,-5

Reference: 8mproving =uality +hrough +=' Difficulty: 'oderate Keywords: )areto

.1. Eecause a telephone customer service center has e%perienced several problems! it has begun to analyze the data from customer complaints. 8ts first step was to construct the following table. ?se this data to build a )areto chart to help identify the ,vital few- problems.
Problem Type %erson not available .ncorrect in+ormation *iven %'one line busy )on* delay %'one tree con+usin* %eople un+riendly Total Problems 5 12 3( 20 1-

Answer:

Pareto Chart
45 40 35 30 25 20 15 10 5 0 %'one tree con+usin* )on* delay %eople un+riendly .ncorrect in+ormation *iven %'one line busy %erson not available 1,00 0,-5 0,50 0,25 0,00

Frequency

Problem

Reference: 8mproving =uality +hrough +=' Difficulty: 'oderate Keywords: )areto

.2. 9evelop a process chart for a manual car wash. Answers will vary! but a typical answer might look like the following process chart:
SolverProcess Charts /nter data in s'aded areas, Process: Subject: Beginning: En ing: peration Transport 2ctivity 3umber Time o+ Steps 4min5 6 (,00 3 1,20 0anual &ar 1as' Summary

Inputs

Step 6escription

.nspect 6elay Store

Step 3o, 1 2 3 4 5 6 # ( 10 11 12 Time 4min5 1,00 0,40 0,50 2,00 0,30 0,50 3,00 0,50 0,50 2,00 0,50 0,50 6istance 4+t5 77 20,0

1 1 77

0,50 0,50 77

9 9

T823 9

6 ST 8

10,0 20,0 10,0 10,0 9 9

9 9 9 9

2ttendant accepts instructions +rom customer &ar driven into vacuumin* area 6elay waitin* +or vacuumin* &ar vacuumed &ar moved to was' area 6elay waitin* +or was' &ar was'ed &ar dried &ar moved to 'and dry area &ar 'and dried Final inspection &ar *iven to customer

Reference: 9ocumenting the )rocess Difficulty: 'oderate Keywords: process! chart