Class Summary

Question 1

What is the overarching methodology taught throughout the course?

Answer 1

A six-step process improvement methodology: Define → Assess As-Is → Develop Should-Be → Identify Gaps → Build Action Plans → Measure & Monitor.

Question 2

What are the six diagnostic areas to evaluate when defining a problem?

Answer 2

Changes in People, Process, Technology, Culture, Measurement, or Externalities.

Question 3

Why start with diagnostic questions?

Answer 3

They reveal root causes behind performance gaps and align focus with the stakeholder’s desired business outcomes.

Question 4

What should you identify when defining the business problem?

Answer 4

The desired outcome (e.g., reduce cost, increase revenue, improve satisfaction, mitigate risk).

Question 5

What are complementary methodologies to the six-step model?

Answer 5

ISO (standards/policies), Baldrige (cultural excellence), Six Sigma (data-driven defect reduction via DMAIC).

Question 6

If a problem is data-driven, which method applies best?

Answer 6

Six Sigma, because it emphasizes measurement, analysis, and statistical rigor.

Question 7

What’s the role of qualitative tools in the As-Is process?

Answer 7

To capture insights from people and behaviors (e.g., Affinity Diagrams, Cause-and-Effect Diagrams).

Question 8

Give examples of quantitative tools

Answer 8

Control Charts, Pareto Charts, Scatter Diagrams, Gantt Charts, and Matrix Diagrams.

Question 9

What’s a Pareto Chart used for?

Answer 9

To identify the “vital few” causes behind most problems — the 80/20 principle.

Question 10

Why use process mapping?

Answer 10

To visualize inputs, activities, and outputs — exposing bottlenecks, redundancies, and opportunities for automation.

Question 11

Why analyze inputs and outputs (not just activities)?

Answer 11

Because most problems occur at the start (bad inputs) or at the end (irrelevant or poorly timed outputs) of a process.

Question 12

What’s the importance of performance measures in process improvement?

Answer 12

They provide baselines (As-Is) and ongoing monitoring (Measure & Monitor) to ensure changes sustain over time.

Question 13

What are the three core categories of performance measures?

Answer 13

Cost, Quality, and Time — a small, balanced set of key indicators.

Question 14

Difference between activity and outcome measures

Answer 14

Activity = operational, narrow (inch wide, mile deep). Outcome = strategic, broad (mile wide, inch deep).

Question 15

Purpose of risk management in process improvement

Answer 15

To ensure efficiency and innovation don’t introduce unacceptable operational or compliance risks.

Question 16

Control practice vs. Best practice

Answer 16

Control mitigates risk (e.g., dual signature). Best increases efficiency (e.g., streamline from 5 to 2 steps).

Question 17

What defines a project in process improvement?

Answer 17

A temporary, unique effort with a specific goal, fixed resources, and defined scope/timeline.

Question 18

Why is good project management critical?

Answer 18

Poor PM can cause scope creep, budget overruns, missed deadlines, or irrelevant recommendations.

Question 19

Does the project manager need to be a subject matter expert?

Answer 19

No — they need coordination, communication, and leadership skills, not deep technical expertise.

Question 20

What are the 17 business process excellence attributes used in audits?

Answer 20

They cover customer focus, teamwork, continuous learning, built-in quality, documentation, measures, risk control, and cross-functional integration.

Question 21

If an org has high customer satisfaction but loses money, what’s missing?

Answer 21

A focus on business requirements (balancing customer wants with profitability).

Question 22

Purpose of action plans

Answer 22

Convert ideas into implementation — mini project plans and business cases for stakeholder approval.

Question 23

Key components of a strong action plan

Answer 23

Clear recommendation, defined problem, quantified impact, business result, and identified stakeholders.

Question 24

Most persuasive part of an action plan

Answer 24

A well-structured business case showing ROI, quantified benefit, and strategic alignment.

Question 25

Purpose of change management

Answer 25

To guide people through transition — maintaining morale, confidence, and adoption of new processes.

Question 26

What is the “pessimism pit” in change management?

Answer 26

A low point of morale that occurs when optimism turns to doubt; must be avoided with communication and transparency.

Question 27

Model for effective training in change management

Answer 27

Explain → Show → Do → Review — builds understanding, confidence, and retention.

Question 28

Purpose of quantification of results

Answer 28

To calculate ROI and demonstrate tangible value of process improvements.

Question 29

ROI model discussed in class

Answer 29

Estimation × Isolation × Adjustment = Net Impact (monetized or percentage improvement).

Question 30

What does “Estimation” measure in the ROI model?

Answer 30

The overall business change regardless of individual process impact.

Question 31

What does “Isolation” measure?

Answer 31

The specific improvement attributed to the process change being studied.

Question 32

What does “Adjustment” account for?

Answer 32

Bias or external factors influencing results (adjusts isolation for realism).

Question 33

Why quantify even non-financial improvements?

Answer 33

It strengthens credibility, helps sell initiatives, and aligns leadership around measurable value.

Question 34

Qualities of a credible ROI estimate

Answer 34

Reasonable, conservative, replicable — not perfect, but believable and consistent.

Question 35

What unites all course concepts under one principle?

Answer 35

Technology enables, but process discipline and people engagement sustain true improvement.

Question 36

How can the six-step methodology apply universally?

Answer 36

It’s adaptable to any function (Finance, IT, HR, Supply Chain, Sales) and any organization, regardless of size or location.