Back to Air Force PDG Chapter 13 - Resource Management
20. There are five critical attributes present in all healthy teams. These attributes are
*A. trust, ethical behavior, critical judgment, sharing, and cooperation
B. introduction, unfreezing, changing, refreezing, and coercion
C. introduction, unfreezing, changing, refreezing, and reinforcement
D. training, discipline, chain-of-command, interaction, and reward
13.6.
21. The five critical attributes present in all healthy teams are trust, ethical behavior, critical judgment, sharing, and cooperation. While each is essential in building a healthy team spirit, ___________ is the core of all healthy team interaction.
A. ethical behavior
B. critical judgment
C. cooperation
*D. trust
13.6.
22. _________ is a service-wide initiative to focus all Airmen toward establishing a culture of continuous process improvement (CPI) in order to achieve individual, unit and institutional excellence and effectiveness.
*A. AFSO21
B. Selective Reenlistment Program (SRP)
C. The Air Force Suicide Prevention Program
D. Air University Associate-to-Baccalaureate Cooperative Program (AU-ABC)
13.13.
23. It is a transformational initiative empowering all Airmen to eliminate waste from every end-to-end process.
*A. AFSO21
B. Selective Reenlistment Program (SRP)
C. The Air Force Suicide Prevention Program
D. Air University Associate-to-Baccalaureate Cooperative Program (AU-ABC)
13.13.
24. ______ is a comprehensive philosophy of operations built around the concept that there are always ways to improve a process to better meet customer needs, and an organization should constantly strive to make those improvements.
A. Supply Discipline
B. Selective Reenlistment Program (SRP)
*C. continuous process improvement (CPI)
D. Air Force Doctrine
13.13.
25. At the core of the Air Force continuous process improvement (CPI) effort is
*A. the 8-Step structured problem-solving model
B. trust
C. Supply Discipline
D. Air Force Doctrine
13.14.
26. We must insist on a non-blaming approach when identifying and resolving problems because
A. people are not to blame for inefficiencies in our processes
B. people are in the best position to identify barriers and inefficiencies in their day-to-day jobs
C. most processes and methods were engineered by people
*D. both A and B
13.14.
27. The OODA loop is an objective description of the decision-making process and stands for
A. observe, obstacle, detect, adjust
*B. observe, orient, decide, act
C. obvious, obscure, determine, allocate
D. obvious, obscure, deliberate, act
13.15.
28. At the core of the Air Force continuous process improvement (CPI) effort is the 8-Step structured problem-solving model. This model is mapped to the four decision-making phases:
A. observe, obstacle, detect, adjust
*B. observe, orient, decide, act
C. obvious, obscure, determine, allocate
D. obvious, obscure, deliberate, act
13.15.1.
29. AFSO21 breaks the four OODA loop steps into eight steps that are flexible enough to be effective at what level?
A. Air Force
B. MAJCOM or Wing
C. Individual
*D. all of these answers
13.15.
30. The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 1, Clarify and Validate the Problem, and Step 2, Break Down the Problem/Identify Performance Gaps, are mapped to which of the decision-making phases?
*A. observe
B. orient
C. decide
D. act
13.15.1.
31. The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 3, Set Improvement Targets, and Step 4, Determine Root Causes, are mapped to which of the decision-making phases?
A. observe
*B. orient
C. decide
D. act
13.15.1.
32. The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 5, Develop Countermeasures, is mapped to which of the decision-making phases?
A. observe
B. orient
*C. decide
D. act
13.15.1.
33. The AFSO21 8-Step Problem Solving Process is mapped to the four OODA decision-making phases. Step 6, See Countermeasures Through, Step 7, Confirm Results and Process, and Step 8, Standardize Successful Processes, are mapped to which of the decision-making phases?
A. observe
B. orient
C. decide
*D. act
13.15.1.
34. The critical first step to effective problem solving is to
*A. clearly understand the problem
B. set improvement targets
C. develop countermeasures
D. confirm the improved process is sustainable and repeatable
13.15.3.2.
35. The critical first step to effective problem solving is to clearly understand the problem. A tool to use could be the SIPOC chart, which helps identify
*A. supplier, input, process, output and customer
B. system improvements and plan with point of contacts
C. sight picture, ideas, program, opportunities, and contacts
D. strengths, independent processes, obligations, and customer
13.15.3.2.
36. There are several "lean tools" that can help the Air Force leader decide which problems should be tackled. Which of these provides a framework to ensure resources and activities are linked to key enterprise strategies, directives, and goals because individual problem solving can have greater impact if it is coordinated with the rest of the organization?
*A. Strategic Alignment and Deployment (SA&D)
B. Suppliers, Input, Process, Output, and Customers (SIPOC) Analysis
C. Voice of the Customer (VOC)
D. Value Stream Mapping (VSM)
13.15.3.3.1.
37. There are several "lean tools" that can help the Air Force leader decide which problems should be tackled. Which of these provides a visual representation of a high-level process map and brings Airmen involved in a process together in a nonthreatening way that builds teamwork?
A. Strategic Alignment and Deployment (SA&D)
*B. Suppliers, Input, Process, Output, and Customers (SIPOC) Analysis
C. Voice of the Customer (VOC)
D. Value Stream Mapping (VSM)
13.15.3.3.2.
38. There are several "lean tools" that can help Air Force leaders decide which problems should be tackled. Which of these involves understanding who the customers are and what they need in order to understand whether or not you are meeting their needs?
A. Strategic Alignment and Deployment (SA&D)
B. Suppliers, Input, Process, Output, and Customers (SIPOC) Analysis
*C. Voice of the Customer (VOC)
D. Value Stream Mapping (VSM)
13.15.3.3.3.
39. There are several "lean tools" that can help Air Force leaders decide which problems should be tackled. Which of these is a visual overview of the process at any level that helps you identify improvement areas?
A. Strategic Alignment and Deployment (SA&D)
B. Suppliers, Input, Process, Output, and Customers (SIPOC) Analysis
C. Voice of the Customer (VOC)
*D. Value Stream Mapping (VSM)
13.15.3.3.4.
40. There are several "lean tools" that can help Air Force leaders decide which problems should be tackled. Which of these tools involves actually walking the process or problem area to obtain first-hand data rather than second hand opinions?
A. Strategic Alignment and Deployment (SA&D)
*B. Go and See
C. Voice of the Customer (VOC)
D. Value Stream Mapping (VSM)
13.15.3.3.5.
41. Step 2 of the AFSO21 8-Step Problem Solving Process is "Break Down the Problem/Identify Performance Gaps". The PDG lists two "lean tools" that can help in this effort. Which of them focuses on the difference between the level of performance seen today and the level of performance identified as needed tomorrow?
A. Strategic Alignment and Deployment (SA&D)
B. Go and See
*C. Performance Gap Analysis
D. Bottleneck Analysis (or Constraint Analysis)
13.15.4.1.2.1.
42. Step 2 of the AFSO21 8-Step Problem Solving Process is "Break Down the Problem/Identify Performance Gaps". The PDG lists two "lean tools" that can help in this effort. Which of them focuses on which steps in the process inhibit the flow of the entire process? This is sometimes referred to as the weakest link or the slowest step.
A. Strategic Alignment and Deployment (SA&D)
B. Go and See
C. Performance Gap Analysis
*D. Bottleneck Analysis (or Constraint Analysis)
13.15.4.1.2.2.
43. In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets using the future state mapping and B-SMART target tools. Improvement targets should
A. define the performance levels required to make the vision a reality
B. be challenging but achievable
C. have B-SMART characteristics
*D. all of these answers
13.15.5.1.
44. In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets using the future state mapping and B-SMART target tools. B-SMART stands for
A. before-scheduled material and resource tasking
B. before-subject matter area and resource target
C. beacon, subject matter area and responsibility target
*D. balanced, specific, measurable, attainable, results-focused, and timely
13.15.5.2.
45. In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be balanced which means
*A. ensure goals are balanced and target efficiency and effectiveness
B. have clearly defined, desirable outputs that are applicable to the process improvement activity
C. include time frames and data obtainable from specific sources
D. resources must be available; a goal can have some risk, but success must be possible
13.15.5.2.1.
46. In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be specific which means
A. ensure goals are balanced and target efficiency and effectiveness
*B. to have clearly defined, desirable outputs that are applicable to the process improvement activity
C. include time frames and data obtainable from specific sources
D. resources must be available; a goal can have some risk, but success must be possible
13.15.5.2.2.
47. In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be measurable which means
A. ensure goals are balanced and target efficiency and effectiveness
B. to have clearly defined, desirable outputs applicable to the activity
*C. include time frames and data obtainable from specific sources
D. resources must be available; a goal can have some risk but success must be possible
13.15.5.2.3.
48. In the third step of the AFSO21 8-Step Problem Solving Process, process owners will set improvement targets. B-SMART targets must be attainable which means
A. ensure goals are balanced and target efficiency and effectiveness
B. to have clearly defined, desirable outputs applicable to the activity
C. include time frames and data obtainable from specific sources
*D. resources must be available; a goal can have some risk but success must be possible
13.15.5.2.4.
49. B-SMART targets must be results focused which means
A. ensure goals are balanced and target efficiency and effectiveness
B. to have clearly defined, desirable outputs applicable to the activity
C. include time frames and data obtainable from specific sources
*D. link targets to the mission, vision and goals, and ensure they are meaningful to the user
13.15.5.2.5.
50. B-SMART targets must be timely which means
A. ensure goals are balanced and target efficiency and effectiveness
B. to have clearly defined, desirable outputs applicable to the activity
*C. provide step-by-step views versus giant leaps, and measure at interim milestones
D. link targets to the mission, vision and goals, and ensure they are meaningful to the user
13.15.5.2.6.
51. Step 4 of the AFSO21 8-Step Problem Solving Process is Determine Root Causes (Orient). This step is necessary
*A. when previous problem-solving efforts were directed at symptoms rather than the root cause of the problem
B. before the Clarify and Validate the Problem (Observe) step
C. after all of the other problem solving steps have been completed
D. to identify people responsible for failure and assign blame accurately
13.15.6.
52. Step 4 of the AFSO21 8-Step Problem Solving Process is Determine Root Causes (Orient). _____ tools, including the 5 Whys, can help identify true root causes.
A. Three
B. Four
C. Five
*D. Six
13.15.6.
53. Six tools, including the 5 Whys, can help identify true root causes. Which tool consists of asking “why” five times, or until you have reached the point that you've got a bottom line response?
*A. 5 Whys
B. Brainstorming
C. Pareto Analysis
D. Affinity Diagrams
13.15.6.1.
54. Six tools, including the 5 Whys, can help identify true root causes. Which tool requires suggesting as many ideas as possible to pull information out of the team member that they, perhaps, did not realize was important?
A. 5 Whys
*B. Brainstorming
C. Pareto Analysis
D. Affinity Diagrams
13.15.6.2.
55. Six tools, including the 5 Whys, can help identify true root causes. Which tool requires objectively graphing the data to point to the critical 20 percent of the input which is causing the problem?
A. 5 Whys
B. Brainstorming
*C. Pareto Analysis
D. Affinity Diagrams
13.15.6.3.
56. Six tools, including the 5 Whys, can help identify true root causes. Which tool finds a way to group like items to simplify a problem enough so that it can be more easily understood?
A. 5 Whys
B. Brainstorming
C. Pareto Analysis
*D. Affinity Diagrams
13.15.6.4.
57. Six tools, including the 5 Whys, can help identify true root causes. Which tool is often called the “fishbone” diagram and is a quick and simple way to visually depict the relationship between specific categories of process inputs and undesirable outputs?
*A. Cause and Effect Diagrams
B. Brainstorming
C. Pareto Analysis
D. Affinity Diagrams
13.15.6.5.
58. Six tools, including the 5 Whys, can help identify true root causes. Which tool consists of objective graphs of process output over time and usually include predefined upper and lower performance level limits?
A. Cause and Effect Diagrams
*B. Control Charts
C. Pareto Analysis
D. Affinity Diagrams
13.15.6.6.
59. Step 5 of the AFSO21 8-Step Problem Solving Process is
A. Clarify and Validate the Problem (Observe)
B. Break Down the Problem/Identify Performance Gaps (Observe)
*C. Develop Countermeasures (Decide)
D. Standardize Successful Processes (Act)
13.15.7.
60. Step 5 of the AFSO21 8-Step Problem Solving Process is Develop Countermeasures (Decide). The key principal to remember is that the impact of a solution is a combination of the quality of the solution and
A. the annual funding required to maintain it
B. the quantity of "lean tools" used to produce it
C. how many people or organizations are affected by the change
*D. the acceptance of the solution by the people who must implement it
13.15.7.2.
61. Step 6 of the AFSO21 8-Step Problem Solving Process is See Countermeasures Through (Act). There are three key questions the Air Force leader must answer before taking action:
A. which CPI method best fits my situation?
B. what is the best setting to implement my solution?
C. what process improvement tools are most appropriate?
*D. all of these answers
13.15.8.2.
62. One of the three key questions Air Force leaders must answer before taking action is, what is the best setting to implement my solution? The appropriate setting depends on
*A. the scope of effort required
B. the rank of the person requiring the change
C. the relative importance of the project
D. all of these answers
13.15.8.4.
63. The PDG lists three levels of settings for solutions: Just Do It (JDI) (also called point improvement), Rapid Improvement Event (RIE), and Improvement Project. Which of these involves one person (or a small team) and can be accomplished in less than a day?
*A. Just Do It (JDI)
B. Rapid Improvement Event (RIE)
C. Improvement Project
D. N/A
13.15.8.4.
64. The PDG lists three levels of settings for solutions: Just Do It (JDI) (also called point improvement), Rapid Improvement Event (RIE), and Improvement Project. Which of these consists of a small team of individuals, usually subject matter experts, and can be accomplished in less than 1 week?
A. Just Do It (JDI)
*B. Rapid Improvement Event (RIE)
C. Improvement Project
D. N/A
13.15.8.4.
65. The PDG lists three levels of settings for solutions: Just Do It (JDI) (also called point improvement), Rapid Improvement Event (RIE), and Improvement Project. Which of these requires a large team and will be conducted over a long period of time?
A. Just Do It (JDI)
B. Rapid Improvement Event (RIE)
*C. Improvement Project
D. N/A
13.15.8.4.
66. Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Tools should be selected based on
A. which solution setting is chosen
B. why a particular improvement is needed
C. who requested that a process be improved
*D. how well they address the root causes identified in step four of the AFSO21 8-Step Problem Solving Process
13.15.8.5.
67. Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool establishes a place for everything and makes it obvious when everything is not in its place?
*A. 6S and Visual Management
B. Standard Work
C. Cell Design
D. Error Proofing
13.15.8.5.1.
68. Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool is the bedrock foundation of continuous improvement and makes it possible to tell if improvements are because of chance or deliberate efforts?
A. 6S and Visual Management
*B. Standard Work
C. Cell Design
D. Error Proofing
13.15.8.5.2.
69. Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool designs how workers are arranged relative to the work and to each other?
A. 6S and Visual Management
B. Standard Work
*C. Cell Design
D. Error Proofing
13.15.8.5.3.
70. Dozens of lean process improvement tools exist from which an experienced practitioner can choose. Which tool aims to make it impossible to do wrong?
A. 6S and Visual Management
B. Standard Work
C. Cell Design
*D. Error Proofing
13.15.8.5.4.
71. Step 7 of the AFSO21 8-Step Problem Solving Process is Confirm Results and Process (Act). The projects should be monitored for:
A. performance relative to the baseline developed in steps one and two
B. performance relative to B-SMART targets established in step three
C. performance relative to where we thought we would be at this stage of the solution implementation
*D. all of these answers
13.15.9.2.
72. Step 7 of the AFSO21 8-Step Problem Solving Process is Confirm Results and Process (Act). If we are not meeting targets by deadlines, the most common mistake made by process improvement efforts is
A. failure to enforce standards
*B. incorrect root causes determination
C. listening to the people involved in the process
D. blaming the wrong person for the systemic failure
13.15.9.2.4.
73. Of the eight steps of the AFSO21 problem solving process, which one is the most commonly skipped and under completed?
A. Step one
B. Step two
C. Step five
*D. Step eight
13.15.10.1.