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Chapter
4 Process Analysis
TRUE/FALSE
1. Process analysis is the documentation and detailed understanding of how work is performed and how it can be redesigned.
2. The four core processes that merit thorough analysis are supplier relationship, new service/product development, order fulfillment, and service/product recovery.
3. An employee suggestion system can be an effective method for identifying processes that need improvement.
4. Performance measures that are established for a process are known as metrics.
5. Process improvement teams that focus on processes that cut across departmental boundaries have the silo mentality.
6. Once a process is identified, defined, evaluated, and redesigned, the benefits of the process analysis cycle are realized.
7. Flowcharts, service blueprints, and process charts are effective for documenting and evaluating processes.
8. A service blueprint is a flowchart of a service process that shows which of its steps has high customer contact.
9. Formal work measurement techniques estimate average times for each step in a process by relying on the judgment of skilled observers.
10. Fatigue, rest, or unavoidable delays are factored into a work standard by the performance rating factor.
11. Elemental standard time data can help managers develop time standards for new work before production begins.
12. The predetermined data approach eliminates the need for time studies.
13. A predetermined data approach to time standards can be completed before actual production begins.
14. The predetermined data approach assumes that a sequence of motions will take the same amount of time regardless of the order in which they are performed.
15. Work sampling can be used to estimate the proportion of time spent by people or machines on activities.
16. When using work sampling, the times of day when the analyst collects the sample data should be selected at random over the length of the study.
17. A learning curve is a line showing the relationship between processing time and the cumulative quantity of a product or service produced.
18. The learning curve for a process depends on the rate of learning and the actual or estimated time for the first unit processed.
19. The best data analysis tool for recording which gas pump most customers use would be a checklist.
20. A histogram is a summarization of data measured on a yes-or-no basis.
21. The general principle that 80% of a company’s revenue is generated by 20% of its customers is known as the Pareto concept.
22. A scatter diagram is a graphical technique that shows whether two variables may be related.
23. A fishbone diagram identifies which category is most frequently observed out of all the categories for which you have data.
24. Data snooping is the acquisition of external benchmarking data even when the external organization has not authorized a formal benchmarking agreement.
25. Simulation is an act of reproducing the behavior of a process using a model that describes each step of the process.
26. A group of people, who are knowledgeable about the process and its disconnects, meets to propose ideas for change in a rapid-fire manner. Such a session is called a brainstorming session.
27. The only people who can provide input to a brainstorming session are members of the design team.
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28. Brainstorming sessions can be effectively conducted on the Internet using software that allows one person to see another’s ideas and build on them.
29. The bursar’s office at a large state school sends a team to the bookstore on campus to see how they handle customers and process payments. This is an example of functional benchmarking.
30. Benchmarking by tracking the performance of a process over time is always available.
31. Benchmarking is a continuous, systematic procedure that measures a firm’s products, services, and processes against those of industry leaders.
32. A great job of flowcharting and benchmarking a process is of only academic interest if the proposed changes are not implemented.
33. Implementing a beautifully redesigned process completes the continuous monitoring and improvement process.
MULTIPLE CHOICE
34. Process analysis focuses on:
a. how work is actually done.
b. who is responsible for the customer.
c. the customer’s needs.
d. the number of steps in between supplier and customer.
35. Which of these is NOT a core process that managers would focus on for improvement opportunities?
a. Supplier relationships
b. New product/service development
c. Order fulfillment
d. Employee training
36. A voluntary system by which employees submit their ideas on process improvements is used in the:
a. scope definition phase of process analysis.
b. process redesign phase of process analysis.
c. performance evaluation phase of process analysis.
d. opportunity identification phase of process analysis.
37. A voluntary system by which employees submit their ideas on process improvements is called:
a. process contribution.
b. a suggestion system.
c. a brainstorming session.
d. a Pareto system.
38. The step in process analysis that immediately follows the scope definition phase is the:
a. document process phase.
b. evaluate performance phase.
c. redesign process phase.
d. implement changes phase.
39. The step in process analysis that immediately follows the process documentation phase is the:
a. define scope phase.
b. evaluate performance phase.
c. redesign process phase.
d. implement changes phase.
40. The step in process analysis that immediately follows the performance evaluation phase is the:
a. document process phase.
b. define scope phase.
c. redesign process phase.
d. implement changes phase.
41. A systematic approach to process analysis includes the step:
a. reengineering.
b. integration.
c. order fulfillment.
d. define scope.
42. An examination of strategic issues such as possible gaps between a process’s competitive priorities and current competitive capabilities falls in the:
a. document process phase of process analysis.
b. evaluate performance phase of process analysis.
c. redesign process phase of process analysis.
d. identify opportunities phase of process analysis.
43. The resources that management assigns to improving or reengineering the process should:
a. outweigh the consequences.
b. match the process’s scope.
c. be at risk for less time than the redesign takes.
d. be less costly than the total downtime during redesign.
44. If a process under analysis is extensive and cuts across several departmental lines, it may benefit from forming a(n):
a. brainstorming team.
b. benchmarking team.
c. steering team.
d. implementation team.
45. Performance measures such as average response times, repair times, and percent defective are referred to as:
a. benchmarks.
b. metrics.
c. targets.
d. tactics.
46. Gaps between actual and desired performance are termed:
a. faults.
b. metrics.
c. opportunities.
d. disconnects.
47. Once the root causes of performance gaps have been discovered, it is necessary to:
a. shift from analytical thinking to creative thinking.
b. shift from creative thinking to analytical thinking.
c. form a benchmarking team.
d. form a steering team.
48. Widespread participation in process analysis is essential not only because of the work involved but also because:
a. employees tend to neglect their regular work duties, thus no one falls too far behind.
b. it builds commitment.
c. no one can analyze a process by himself.
d. a silo mentality should prevail and this requires large numbers of workers.
49. A flowchart traces the flow of all EXCEPT the following:
a. information through a process
b. customers through a process
c. equipment through a process
d. safety regulations through a process
50. A flowchart 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.
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51. When 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.
52. Cross-functional coordination is at particular risk where:
a. there is low process divergence.
b. there are handoffs in the process.
c. functional silos exist.
d. it is not possible to create a flowchart.
53. An effective tool for showing steps of a service process with a high level of customer contact is a:
a. Pareto chart.
b. flowchart.
c. service blueprint.
d. check sheet.
54. A special feature that service blueprints often 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. a line of visibility.
c. a Pareto-type analysis.
d. a separating using different pages.
55. A process chart activity that changes, creates, or adds something is a(n):
a. operation.
b. transportation.
c. inspection.
d. delay.
Keywords: process chart, symbol, operation
56. A process chart activity that checks or verifies something but does not change it is a(n):
a. operation.
b. transportation.
c. inspection.
d. delay.
57. Which one of the following statements concerning flowcharts is NOT true?
a. Flowcharts can take many forms.
b. It is helpful on flowcharts to label each step with process measurements such as cost, capacity, or total elapsed time.
c. Flowcharts trace the flow of information, customers, equipment, employees, or materials through a process.
d. The dotted line of visibility separates activities subcontracted from those done in-house.
Keywords: flow diagram, line of visibility
58. Which one of the following groups of activities is likely to be shown on a process chart?
a. Operation, inspection, delay
b. Operation, capital intensity, flow strategy
c. Transportation, material flow, physical layout
d. Storage, delay, personnel involved
59. The five categories of activities (operation, transportation, inspection, delay, and storage) are used in which of the following methods of process analysis?
a. Multiple-activity chart
b. Process chart
c. Capital budgeting
d. Flow diagram
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60. A process chart activity that occurs when something is put away until a later time is a(n):
a. storage.
b. transportation.
c. inspection.
d. delay.
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