DMAIC: Control Failure Modes and Effects Analysis

What is the primary purpose of Control Failure Mode and Effects Analysis (FMEA) in the control phase?

Which of the following is NOT a basic element of the Control FMEA?

What role does the Install Coordinator play in the provided FMEA example regarding customer no-shows?

In the context of Control FMEA, what does 'remedial action plan' primarily define?

What is the main purpose of a control plan?

According to the material, what is a key characteristic of an effective control plan?

When preparing a control plan, which aspect needs to be concentrated on?

What form of process mapping is typically used in the Define phase to identify key input and output variables?

Which question is NOT directly answered by a control plan?

In the context of control plans, what does the term 'Contingency Plan Element' refer to?

What is the primary goal of identifying root causes and correcting them temporarily?

What is the key difference between 'Compensate', 'Correct', and 'Prevent' in contingency and remedial plans?

In process control, what is the role of visual controls and dashboards?

What is a key element of a good dashboard?

When considering the accuracy of process documentation for Quality, why is 'correctness' important?

When developing process documentation, what’s a pitfall to avoid?

In the context of developing process procedures, why is it important to 'Document why you need this procedure'?

During the process of developing procedures, what should one do after reconciling and revising a written procedure?

What is the purpose of a Deployment Plan?

According to the material, what should a deployment plan include?

When creating a deployment plan, what should be considered as an OUTPUT?

In the creation of a Deployment Plan, what factor might prevent deployment?

What is the primary purpose of a communication plan?

What key question does a handoff communication plan address?

In the context of a Handoff Communication Plan, what does 'Media' refer to?

What is the primary goal of a training plan in the context of process improvement?

When creating a training plan, what key element should be addressed?

Prior to training implementation, what critical element needs cataloging?

After identifying the required skills and the current workforce skills, what step follows in a training plan?

What is the ultimate goal after executing the deployment plan and training?

According to the provided materials, what constitutes a source of internal change within an organization?

Which of the following would be considered a source of external change?

What is a typical emotional reaction to change that should be considered?

According to the material, what is the crucial initial step in Kotter's Change Management Model?

According to Kotter, what is the purpose of generating short-term wins?

According to the Change Acceleration Process (CAP) model, what is the first step in leading change?

What should be kept in mind to make sure projects are handed-off successfully?

What differentiates a Control FMEA from a Process FMEA?

What is the likely outcome if the objectives of a procedure are not clearly stated?

When should changes to actual practices be made, relative to the documented procedures?

What is the recommended frequency for auditing a procedure that has been put into routine use?

What is the main purpose of the 'How to track issues and resolve them' element in Deployment Plans?

Why is documenting new opportunities that arise during a project important for handing off?

What is the significance of tracking 'Time Tracking Codes' to a project?

What does the statement 'Deployment is a Journey Not a Destination' imply in change management?

What is the best way to describe a good dashboard?

If a control element fails, what is the purpose of the 'Contingency Plans' element?

What is one of the general rules of process documentation?

What should be checked with internal suppliers and customers during procedure development?

Which factor primarily determines the success when designing employee training?

Which statement best describes the role of 'Measurements' in sustaining gains after project completion?

What's the potential impact if the team retain project responsibility after the project has been handed off?

The Control FMEA is used to identify potential failures in the improved process and ensure effective controls are in place.

A Control FMEA is primarily focused on dynamics discussed in the Define phase.

Listing the X's or process steps and their improvement solutions is a basic element of the Control FMEA.

Assigning risks in the Control FMEA is purely based on the occurrence of failure modes, ignoring severity and detectability.

In a Control FMEA, remedial plans specifically aim at preventing failure modes from occurring in the first place.

A Control Plan solely focuses on documenting process steps and does not link them to necessary input and output measurements.

Control Plans ensure that the process meets the company's requirements but may revert to the way it previously operated.

Providing predictive insights, facilitating adjustments before defects occur, is a characteristic of Control Plans.

In process mapping for the Define phase, complex tools like Value Stream Maps are typically used to identify key variables.

Compensating actions that address a problem without identifying the root cause are as effective as preventative measures.

Visual controls and dashboards provide an easy way to see key business metrics.

A good dashboard should contain no more than 15 metrics.

Visual controls are used to limit readability.

Dashboards only show key Metrics and do not include targets.

Process documentation ensures compliance with specific standards and procedures.

Employees do not need understand process documentation.

It is important for processes to be accurate and unconsistent.

Documentation should be very difficult to access.

A risk with procedures involves a lack of involvement from employees.

A checklist should not be used when developing procedures.

Deployment plans provide relevant information about tasks and responsibilities during all stages.

Deployment plans do not define who does what.

Training plans can be an input in the deployment process.

Rushing the completion of a project after deployment is good.

Effective handoff of a project requires a transition from the GB and team to process owner and organization.

Only a select few stakeholders need to know about the new process.

During the handoff of training process specifications only one person benefits from this.

Only an internal part of change is training.

Training requirements should not be focussed on the audience.

Skills and aptitudes dont need to be identified in training.

The skills of the workforce don't need to be identified.

A training program can be implemented to close the gap in quality.

Execute deployment can only be done internally.

Deployment is not a destination but a journey.

You dont need to show how the training is good for the person being trained.

A robust suite of Metrics in place is no needed.

Balanced score cards are crucial for metrics.

Benchmarking is useful.

Time tracking codes shouldn't be closed off.

Change can not be inevitable.

A Control FMEA should be used to control each Define element.

The Control FMEA is a tool to identify potential failures in the improved process.

Visual controls and dashboards are optional components of the control phase.

In a Control FMEA, assigning risks is based on the longevity, occurrence, and detectability of the failure modes.

A control plan ensures the process consistently meets customer requirements.

Control plans are useful in Six Sigma projects.

In the Analyze phase detailed process mapping will be used to monitor the improved process.

Reviewing the documentation is not necessary when improving a process.

The deployment plan outlines an approach and execution planned for the deployment of the project design.

Both internal and external factors can initiate organizational change.

A 'training plan' identifies the differences, shortages, and overages in needed skills.

In the Handoff Communication plan, knowledge transfer to key stakeholders is not important.

The primary need for communication plans is to only keep the project team informed of project status.

In Kotter's change management model, creating a sense of urgency is the last step to implement a lasting change.

In regards to visual dashboards, it is better to implement a complicated visual dashboard so users are able to see all the data points related to a process.