This material provides continuous improvement leaders and professionals with plenty of exercises, examples and games. These exercises could be considered to be reference to those who are actually providing Kaizen, Lean and Six Sigma training and workshops.
STAT 200 Final ExaminationSpring 2017 OL1US1Page 2 of 10STAT .docxwhitneyleman54422
STAT 200 Final ExaminationSpring 2017 OL1/US1Page 2 of 10
STAT 200 Introduction to Statistics Name______________________________
Final Examination: Spring 2017 OL1/US1 Instructor __________________________
Answer Sheet
Instructions:
This is an open-book exam. You may refer to your text and other course materials as you work on the exam, and you may use a calculator.
Record your answers and work in this document.
Answer all 20 questions. Make sure your answers are as complete as possible. Show all of your work and reasoning. In particular, when there are calculations involved, you must show how you come up with your answers with critical work and/or necessary tables. Answers that come straight from calculators, programs or software packages without explanation will not be accepted. If you need to use technology to aid in your calculation, you have to cite the source and explain how you get the results. For example, state the Excel function along with the required parameters when using Excel; describe the detailed steps when using a hand-held calculator; or provide the URL and detailed steps when using an online calculator, and so on.
Show all supporting work and write all answers in the spaces allotted on the following pages. You may type your work using plain-text formatting or an equation editor, or you may hand-write your work and scan it. In either case, show work neatly and correctly, following standard mathematical conventions. Each step should follow clearly and completely from the previous step. If necessary, you may attach extra pages.
You must complete the exam individually. Neither collaboration nor consultation with others is allowed. It is a violation of the UMUC Academic Dishonesty and Plagiarism policy to use unauthorized materials or work from others. Your exam will receive a zero grade unless you complete the following honor statement.
Please sign (or type) your name below the following honor statement:
I understand that it is a violation of the UMUC Academic Dishonesty and Plagiarism policy to use unauthorized materials or work from others. I promise that I did not discuss any aspect of this exam with anyone other than my instructor. I further promise that I neither gave nor received any unauthorized assistance on this exam, and that the work presented herein is entirely my own.
Name _____________________Date___________________
Record your answers and work.
Problem Number
Solution
1
Answer:
(a)
(b)
(c)
(d)
(e)
Justification:
2
Answer:
(a)
(b)
(c)
Justification:
3
Answer:
(a)
IQ Scores
Frequency
Cumulative Relative Frequency
50 - 69
23
70 - 89
249
90 -109
0.722
110 - 129
130 - 149
25
Total
1000
(b)
(c)
Work for (a) and (b):
4
Answer:
(a)
(b)
(c)
Justification:
5
Answer:
(a)
(b)
Work for (a) and (b):
6
Answer:
(a)
(b)
Work for (b):
7
Answer:
(a)
(b)
Work for (a) and (b):
.
The Future of Work | Workshops4teams.comMichael Friis
The document describes a 3 hour workshop on "The Future of Work". It includes:
- An introduction to the purpose and objectives of gaining insights into how work is changing and exploring ways to adapt and thrive.
- A preparation checklist for facilitators including downloading videos, sending pre-work, and following up after the workshop.
- An agenda that is divided into sections including videos, individual and group activities, and reflections.
- Handouts for participants that include worksheets for designing a future business card, building a network map, and developing a personal plan.
The workshop aims to help teams understand changes in work and provide tools to future-proof their careers through self-awareness, networking
· Assignment 3 Forced Ranking and TechnologyDue Week 10 and wor.docxodiliagilby
· Assignment 3: Forced Ranking and Technology
Due Week 10 and worth 200 points
In this assignment, you will prepare a presentation in which you recommend a forced ranking performance evaluation system to the Director of Human Resources of the organization examined in Assignment 3.
(Note: You may create and / or make all necessary assumptions needed for the completion of these assignments. In your original work, you may use aspects of existing processes from either your current or a former place of employment. However, you must remove any and all identifying information that would enable someone to discern the organization[s] that you have used.)
Prepare a ten to fifteen (10-15) slide PowerPoint presentation in which you:
1. Provide a title slide (as indicated in the format requirements below).
2. Develop a forced ranking performance evaluation system to improve the overall performance of the selected organization.
3. Prioritize the pros and cons with the greatest impact on the effectiveness of the forced ranking performance evaluation system. Provide a rationale for your response.
4. Suggest three (3) key implementation steps for the forced ranking performance evaluation system.
5. Propose three (3) ways in which the selected organization could use technology as an enabler for the forced ranking performance evaluation system.
6. Provide a summary slide which addresses key points of your paper.
7. Narrate each slide, using a microphone, and indicate what you would say if you were actually presenting in front of an audience.
8. Use four (4) external sources to support your responses. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
. Format the PowerPoint presentation with headings on each slide and relevant graphics (photographs, graphs, clip art, etc.), ensuring that the presentation is visually appealing and readable from eighteen (18) feet away. Check with your professor for any additional instructions.
. Include a title slide containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The title slide is not included in the required slide length.
PRINCIPLES OF MARKETING
MKT301
Marketing Plan Guidebook
MKT301 Fall
2017 Marketing Plan Guide
2
Table of Contents
I. Introduction ..................................................................................................................... 3
II. Product Selection............................................................................................................ 3
III. The Process .............................................................................................................. 4
IV. General Requirements:............................................................................................. 4
V. Modules Warning.......................................................... ...
①Actions for building activated workplaceKoichiro Toda
TMS(Total management System) is the core of TPS(TOYOTA Production System) which is the original concept of Lean.
TMS shows a framework for changing working behavior to Lean.
The document discusses various quality tools including Pareto charts, cause-and-effect diagrams, check sheets, flow charts, and histograms. It provides examples and explanations of how each tool is used, including constructing Pareto charts to identify the most important issues to focus on, using cause-and-effect diagrams to brainstorm and map the causes of problems, setting up check sheets to collect and analyze data, creating flow charts to represent processes, and utilizing histograms to chart the frequency of occurrences. The tools are presented as effective ways to study and analyze data to better understand problems and their root causes.
This deck can be used as a template for your digital learning business case, process planning, staff development, all the good stuff. Courtesy of my colleagues at Intrepid by Vital Source.
Product strategies and development processes should follow three key steps:
1) Identify market needs and segments
2) Match business goals to market needs
3) Add unique features or differentiation strategies
Prototyping is an important design activity because it allows teams to:
1) Validate customer needs and opportunities with inexpensive, modifiable prototypes
2) Demonstrate that ideas are implementable and help teams understand products tactilely
3) Leverage technology to change directions adaptively without major consequences
DFMA differs from traditional product development cycles by separately designing first for ease of manufacturing and then for ease of assembly, whereas traditional cycles design all at once for the whole process.
This document provides a 7-step process for progress work: 1) Define your mission, 2) Identify key areas and steps, 3) Set SMART goals, 4) Create to-do lists, 5) Prioritize tasks, 6) Schedule tasks, and 7) Check your progress. It emphasizes the importance of clear direction through a well-defined mission and breaking large projects into manageable tasks to stay on track while working towards goals over time. Visual tools like the Daruma doll and pine tree metaphor are also presented as ways to track progress.
This document contains descriptions of 8 different Lean training programs:
1. A Lean Awareness Seminar that uses exercises to demonstrate Lean principles and tools over 3 days.
2. A 5S training that teaches workplace organization techniques over half a day.
3. A Value Stream Mapping training to learn the lean approach to process mapping over half a day.
4. A Visual Management training to improve standards visibility through visual controls in 1 hour.
5. Lean Manufacturing seminars on topics like history, benefits and techniques ranging from 3 hours to 12 days.
6. A Lean introduction seminar highlighting key concepts in 3 hours.
7. A Plant Layout training on organizing facilities
The Lean IT training provides the stimulus which is required for companies to stand out in the competitive world economy. Adoption of Lean in an organization will enable the smart usage of Information technology to enhance the business performance and improve the service levels.
Lean IT training provides critical knowledge of the principles of Lean philosophy, application of this philosophy in an IT-environment, validate their leadership of Lean methodology, and making continuous improvement using small incremental change using Kaizen.
To know more about Lean IT training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
It’s not easy to transition first from an efficient specialist to a manager and later on to an outstanding CEO. What made you a great specialist quite often is a problem at a manager level. You have to totally switch the way you work and on what you concentrate. The same goes for your transition from manager to CEO. Being a CEO is not just managing a bigger team or more senior team. If you want to be successful you have to fully redefine your role, unlearn some things and learn new skills.
Most of the people have problems with those sort of transitions. If all you have is a hammer, everything looks like a nail. This old saying is unfortunately very true when you move to managerial positions. You tend to continue doing things that made you successful but what I got you here won’t get you there.
This course will help you redefine your role and transition from a specialist to a manager and later on to a CEO. I will provide you clear guidelines what and how to do in order to be efficient and effective manager as well as CEO. In this course you will learn 5 things
1. How to be an efficient and effective manager
2. How to be an efficient and effective CEO
3. How to understand the business from the position of a CEO
4. How to improve the business as a CEO
5. How to make your business strategically sustainable
Huan Ho discusses applying agile principles across different domains. He explains why agile is beneficial, focusing on quickly adapting to changing conditions. Key agile principles include understanding requirements, planning tasks, executing work, providing feedback, and refining processes. Examples are provided of applying agile to improve products using a sample product roadmap, to develop teams using goal setting and skills development, and to build flexible "elastic" teams. Other areas like marketing, sales, and support are mentioned where agile could be useful.
This document provides an overview of core lean principles and tools for continuous improvement. It covers topics such as identifying value streams, eliminating waste, applying visual management, and using pull systems. The document emphasizes that lean is about optimizing processes to maximize value for customers. It also stresses that lean requires developing a new mindset and is not just about using new tools or technology. Effective lean deployment involves understanding customer needs, standardizing processes, focusing on flow, and continuously identifying and implementing improvements.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
The document provides lessons for successfully implementing Agile practices based on common problems organizations face. It discusses that Agile requires changes to processes, culture, and development approaches. The top 10 lessons include understanding the reasons for adopting Agile, preparing the team through training, balancing functionality and non-functional requirements, avoiding overwork that reduces productivity, and using automation to complement rather than replace manual testing. Proper implementation of Agile requires adapting practices while upholding the Agile manifesto.
The document describes 7 bad habits that can lead to failed implementations of IT service management frameworks like ITIL, CobiT, and Six Sigma. The 7 habits are: 1) inattentiveness to practice texts, 2) not being attentive to stakeholder needs, 3) not having a coherent strategy for examples and wins, 4) not taking the process plunge, 5) not taking culture clashes with process seriously, 6) holding up unattainable objectives, and 7) failing to report good news and improvements. Breaking these bad habits requires attention to details in frameworks, understanding stakeholder needs, gradual implementation strategies, engagement with staff in process development, and communication of progress.
Similar to The Continuous Improvement Exercise Library (20)
Continuous Improvement Infographics for LearningCIToolkit
The purpose of this section is to provide all the continuous improvement tools in an infographic format. These flashcards are easy to read and understand, and very useful if you are looking for brief, concise, and to-the-point summaries. They are quick refreshers for continuous improvement and can speed up the learning process.
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingCIToolkit
A Four Field Matrix is an effective model for planning, organizing and making decisions. It is a two-dimensional chart that consists of four equal-sized quadrants, each will describe different aspects of information.
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixCIToolkit
Importance Urgency Matrix is an effective method of organizing priorities. It is a two-dimensional chart that is used to prioritize work activities as well as personal activities.
Measuring True Process Yield using Robust Yield MetricsCIToolkit
Process yield measures should be able to expose even the smallest inefficiencies within a process, empowering operations to understand their true process yield in order to set realistic targets for improvement. Many organizations employ two primary measures of process yield: First Time Yield (FTY) and Final Yield (FY).
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramCIToolkit
A why-why diagram is used to identify the root causes of a problem when there are multiple factors to consider. There may be multiple answers at each stage, and each of these answers need to go through a separate process of the why-whys analysis. It is an extension of the 5 Whys approach where they are similar in that they both ask the same Why question multiple times. #WhyWhyDiagram
How-How Diagram: A Practical Approach to Problem ResolutionCIToolkit
How- How Diagram is used when seeking a practical solution to a problem. It works by repeatedly asking: How can this be solved. Multiple answers can be given for a single question, and therefore the result can be represented in a hierarchical tree format.
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsCIToolkit
An improvement roadmap is an approach used to achieve improvement. It is used to guide through the implementation of a long-term improvement journey. It helps us to understand where we are now as well as where we want to go.
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...CIToolkit
Paired Comparison Analysis is an activity for evaluating a small range of options by comparing them against each other. It is an easy and useful tool for rating and ranking alternatives for decision making where evaluation criteria are subjective.
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
Traffic Light Assessment is a rating system for evaluating the performance of a process or variable in relation to a goal. It is a good way to communicate information and have the advantage of being universally recognized by everyone.
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
Visually organizing ideas, thoughts and information around a single topic or problem. Mind mapping has many applications in personal, professional and educational situations.
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
A strategic and structured planning tool for evaluating the external environment of an organization. PEST stands for Political, Economic, Social, and Technological external factors.
The Role of Box Plots in Comparing Multiple Data SetsCIToolkit
A box plot is a graph that shows the frequency of numeric data values. It can be drawn either horizontally or vertically. It is referred to as a Box-and-Whisker Plot.
Exploring Variable Relationships with Scatter Diagram AnalysisCIToolkit
A Scatter Diagram is a way of showing whether two variables are correlated or related to each other. It shows patterns in the relationship that cannot be seen by just looking at the data. A scatter diagram uses a two-axis chart to represent data.
The Role of Histograms in Exploring Data InsightsCIToolkit
A graph which shows the frequency of continuous data values. Histograms are mainly used to explore data as well as to present the data in an easy and understandable manner. They are often used as the first step to determine the underlying probability distribution of a data set or a sample.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Flowcharting: The Three Common Types of FlowchartsCIToolkit
A graphical tool that illustrates the flow of a business process and the relationships between its activities. It helps you and your team to understand the activities and decisions, and thus, perform the tasks correctly and in the right order.
Value Analysis: How Lean Thinking Defines ValueCIToolkit
Value Analysis as per Lean definition focuses on what adds value to business processes as perceived by the customer. A process that does not add value to the product or service should be redesigned or eliminated altogether.
The Main Components of an Effective Visual Management SystemCIToolkit
Visual Management is a business management technique that communicates important information in the physical workplace. It is a system of information displays, visual controls, labels and signs, color coding and other markings instead of written instructions.
Process Charts and Process Sequence Charts: Tools for Process ImprovementCIToolkit
A symbolic representation that illustrates the sequence of activities within a process. Used to show all the operation, inspection, storage, transportation, and delay activities that exist in a process.
The 5 Mindsets and skills of Today’s Top Leaders
Leaders can improve their effectiveness by being open to feedback, learning from successful peers, and seeking mentorship or coaching when necessary.
Put People First: Great leaders care about their team’s well-being and success.
Listen with Empathy: putting yourself in others’ shoes helps you understand and connect
Stay Humble: Humility helps leaders stay grounded and open to learning from others.
Build Trust: It’s the foundation for all strong and healthy relationships
Communication clearly: Effective communication ensures that everyone is aligned and informed
Leadership is a dynamic skill that requires constant attention and improvement.
Know more about our efforts to develop leadership capabilities especially regarding developing the capabilities for creating business impact through the art of prioritization : https://kabirlearning.in/leadership-workshops/
Business Strategy: Strategic Planning, Logical Incrementalism, Strategic Lead...ICFAI University
ey Topics Covered:
Introduction to Strategic Planning:
Understanding the comprehensive process of defining an organization’s direction.
Importance of aligning efforts with vision and mission.
Components of Strategic Planning:
Vision and Mission Statements: Crafting clear and inspiring statements that guide organizational direction.
Goals and Objectives: Setting SMART objectives to achieve broad, long-term aims.
Environmental Scanning: Conducting SWOT and PESTEL analyses to assess internal and external environments.
Strategy Formulation: Developing corporate, business, and functional strategies.
Implementation and Monitoring: Executing strategies and tracking progress through performance metrics.
Benefits of Strategic Planning:
Provides direction, enhances decision-making, and facilitates resource allocation.
Helps in identifying and mitigating risks and encourages long-term thinking.
Logical Incrementalism:
Gradual, systematic progress through small, manageable steps.
Emphasizes flexibility, continuous learning, and avoiding strategic drift.
Learning Organizations:
Facilitating continuous learning and transformation to adapt and succeed in changing environments.
Characteristics include knowledge sharing, systems thinking, and fostering innovation.
Strategic Leadership:
Influencing others to achieve long-term success and financial stability.
Key elements include visionary leadership, decision-making, and change management.
Developing Strategic Leadership:
Leadership training, mentoring, exposure to strategic roles, and fostering a leadership culture.
Groval Euler's specializes in transformative sales coaching, driving performance and fostering a culture of continuous learning. Our expert team works with organizations to enhance sales skills, align with business goals, and achieve measurable improvements. Discover more at: - https://grovaleulers.com/sales-coaching/
A well researched content of Academic Writing Assignments Compiled & Curated as per Criterion's & Rubrics with stringent guidelines as per Referencing Styles.
2017
Revolutionizing Giving_ The Emergence of Impact-Driven Philanthropy by Peter ...Peter Eckerline
This new era of giving, known as impact-driven philanthropy, prioritizes precise results and sustainable changes over mere monetary donations. It's about making a lasting difference by strategically addressing the root causes of societal issues.
2. CITOOLKIT
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They can be customized and modified to fit your requirements. We are not
liable, however, for any misuse.
These slides are for personal and business use only.
Redistribution, reselling, lease, license, sub-license or offering these slides to a
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The Continuous Improvement Exercise Library 2
3. CITOOLKIT
Enjoy the many team Games and Exercises!
For Kaizen, Lean and Six Sigma Workshops
101 Games and Exercises 51
+
The Continuous Improvement Exercise Library 3
4. CITOOLKIT
Preface
This material provides continuous improvement leaders and professionals with plenty
of exercises, examples and games. It contains a range of exercises which are
organized in a logical flow and a user-friendly formant.
These exercises could be reference to those who are providing Kaizen, Lean and Six
Sigma training and workshops.
All data files can be downloaded from our website (www.citoolkit.com/data), which will
enable you to work through the examples yourself.
The Continuous Improvement Exercise Library 4
5. CITOOLKIT
Icons Used in this Material
Whole group exercise
or discussion
10
min
+5
Exercise or game time,
and the feedback time
T.E
Team exercise Y
G
B
L
Indicates the level
of belt
I.E
Individual exercise
Manufacturing & Services Appropriate for most
processes
Papers Tools / materials / supplies
Services
Manufacturing / More appropriate for
services processes
MS Excel
Software is needed to
complete the exercise
Services
Manufacturing / More appropriate for
manufacturing processes
The Continuous Improvement Exercise Library 5
7. CITOOLKIT
Table of Content
Chapter 1 - Workshop Introduction, Establishing Rapport and the Need for Change
Chapter 2 - Define / Planning and Project Management
Chapter 3 - Define / Designing and Analyzing Processes
Chapter 4 - Measure / Data Collecting and Understanding Performance
Chapter 5 - Analyze / Understanding Cause and Effect
Chapter 6 - Improve / Group Creativity
Chapter 7 - Improve / Selecting and Decision Making
Chapter 8 - Improve / Implementing Solutions
Chapter 9 - Control / Implementing Solutions
Chapter 10 - More Exercises and Games
The Continuous Improvement Exercise Library 7
8. CITOOLKIT
Six Sigma DMAIC
The Continuous Improvement Exercise Library 8
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
19 Main Exercises
+ 9 Extra Exercises
21 Main Exercises
+ 12 Extra Exercises
15 Main Exercises
+ 12 Extra Exercises
18 Main Exercises
+ 15 Extra Exercises
6 Main Exercises
+ 3 Extra Exercises
9 Main
Exercises
INTRODUCTION
14 Main
Exercises
MORE GAMES
9. CITOOLKIT
The Continuous Improvement Map
9 Main
Exercises
INTRODUCTION
14 Main
Exercises
MORE GAMES
Data
Collection
Understanding
Performance
Implementing
Solutions
Group Creativity
Selecting & Decision Making Planning &
Project Management
Managing
Risk
Understanding
Cause & Effect
Designing & Analyzing
Processes
11 Main Exercises
+ 12 Extra Exercises
7 Main Exercises
+ 3 Extra Exercises
21 Main Exercises
+ 12 Extra Exercises
19 Main Exercises
+ 9 Extra Exercises
6 Main Exercises
+ 6 Extra Exercises
6 Main Exercises
+ 3 Extra Exercises
3 Main Exercises
+ 3 Extra Exercises
6 Main Exercises
+ 3 Extra Exercises
11. CITOOLKIT
9 Exercises and Games
Workshop Introduction, Establishing Rapport and the Need for Change
11
1 Personal Information
Introduction
Draw Your Life
Introduction
Your Name Plate
Introduction
What do You do for Fun
Establishing Rapport
Current Culture
The Need for Change
Change Requires Change
The Need for Change
Team Identity
Establishing Rapport
Change Your Seat
The Need for Change
Two Questions
Establishing Rapport
Chapter 1 - Workshop Introduction, Establishing Rapport and the
Need for Change
12. CITOOLKIT
One Personal Information ... Introduction
As a whole group, each person should stand up and introduce him or
herself by stating the:
Chapter 1 - Workshop Introduction, Establishing Rapport and the
Need for Change
12
# 1
Name
Current job role
Previous experience of any CI program
The number of years in service
1 personal information that no-one else knows
5
min .
13. CITOOLKIT
Draw Your Life ... Introduction
1. Take a piece of flipchart paper and fold twice (top to bottom, then left to
right).
2. Write your name and job title at the top of the front page.
3. Draw one picture that describes your life, no words!
4. On the inside left, list what you believe your
strengths are with respect to problem solving.
5. On the inside right, list specific areas you wish to develop.
6. The back page is where you will record your learning log.
7. Introduce yourself by presenting your paper.
Chapter 1 - Workshop Introduction, Establishing Rapport and the
Need for Change
13
# 2
I.E
Flipchart papers
Markers 10
min .
14. CITOOLKIT
Your Name Plate ... Introduction
1. Fold a sheet of A4 paper in half twice, then
unfold it back.
2. Try to form a triangular prism (as shown on
the right).
3. Use an adhesive tape to stick the two bottom
sides together to create a better stability.
4. Write your name on the two top sides to have
a workshop name plate.
Chapter 1 - Workshop Introduction, Establishing Rapport and the
Need for Change
14
# 3
I.E
A4 papers
Adhesive tapes
Markers
5
min .
15. CITOOLKIT
Team Identity ... Establishing Rapport
As a team,
1. Think about who you are and what is great about your
team?
2. Create a team name, a logo and a slogan.
3. Present your new team identity.
T.E
Flipcharts
Markers 5
min .
Chapter 1 - Workshop Introduction, Establishing Rapport and the
Need for Change
15
# 4
16. CITOOLKIT
To buy the complete Exercise Library, please visit:
https://citoolkit.com/libraries/exercises/