CPOEP flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

PESTLE analysis

Macro-environment scanning tool covering Political, Economic, Social, Technological, Legal and Environmental factors. It identifies external forces an organization cannot control but must anticipate when setting strategy.

Porter's Five Forces

Industry attractiveness framework: rivalry among existing firms, supplier power, buyer power, threat of new entrants and threat of substitutes. Stronger combined forces mean lower average industry profitability.

VRIO framework

Resource-based test asking whether a capability is Valuable, Rare, costly to Imitate and supported by Organization. Sustained competitive advantage requires all four; failing any one yields parity, temporary advantage or unused potential.

Ansoff growth matrix

Four growth options from pairing existing or new products with existing or new markets: market penetration, product development, market development and diversification. Risk generally rises from penetration through to diversification.

Transformational leadership

Leadership style built on four behaviours: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. It lifts commitment and performance beyond transactional exchange by connecting work to shared purpose.

Schein's culture levels

Culture has three layers: visible artifacts, espoused beliefs and values, and basic underlying assumptions. Assumptions are unconscious and hardest to change, so culture change usually requires surfacing and challenging them.

Kohlberg's moral development

Three levels of ethical reasoning: pre-conventional (self-interest and punishment), conventional (social approval and law), post-conventional (social contract and universal principles). Higher stages reason from principles rather than rules or consequences alone.

Competing Values Framework

Model of organizational culture with four types: clan (collaborate), adhocracy (create), market (compete) and hierarchy (control). It plots flexibility versus stability against internal versus external focus.

Stakeholder salience model

Stakeholders are prioritized by whether they possess power, legitimacy and urgency. Holding all three makes a stakeholder definitive, holding two makes them expectant, and holding one makes them latent.

Kano model

Classifies requirements as must-be, performance, attractive, indifferent or reverse. Must-be features cause dissatisfaction when missing, attractive features delight when present, and attributes drift toward must-be over time.

Net Promoter Score

Loyalty measure equal to the percentage of promoters (scores 9-10) minus the percentage of detractors (scores 0-6), on a -100 to +100 scale. Passives scoring 7-8 are excluded.

SERVQUAL dimensions

Five service quality dimensions: tangibles, reliability, responsiveness, assurance and empathy. Reliability, delivering the promised service dependably and accurately, is usually rated most important by customers.

DMAIC

Six Sigma improvement method: Define the problem and critical-to-quality requirements, Measure baseline performance, Analyse root causes, Improve with piloted solutions, and Control through monitoring and standard work.

TIMWOOD wastes

Lean's eight wastes: Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects and unused Skills. Overproduction is often called the worst because it creates the other wastes.

Little's Law

Work in process equals throughput rate multiplied by flow time, written WIP = throughput × cycle time. Reducing WIP shortens lead time whenever throughput is held constant.

Takt time

Available production time divided by customer demand rate. It sets the pace a process must meet to satisfy demand exactly, and it is a required rate rather than a measured process time.

Balanced Scorecard

Performance framework with four perspectives: financial, customer, internal process, and learning and growth. Each holds objectives, measures, targets and initiatives linked by a cause-and-effect strategy map.

Process capability Cpk

Cpk = min[(USL - mean), (mean - LSL)] / 3 sigma. It measures how well a stable process fits specification limits and penalizes off-centre processes that Cp alone would score highly.

OEE

Overall Equipment Effectiveness = availability × performance × quality. It captures downtime, speed losses and defects together, with roughly 85 percent commonly treated as world-class manufacturing performance.

Leading and lagging indicators

Leading indicators predict future performance, such as training completed or preventive maintenance done; lagging indicators report results already achieved, such as revenue, injuries or defects. Balanced scorecards pair both.

Kirkpatrick levels

Four training evaluation levels: reaction (satisfaction), learning (knowledge gain), behaviour (on-the-job application) and results (business impact). Phillips adds a fifth level, return on investment.

70-20-10 model

Capability is built mainly through 70 percent challenging on-the-job experience, 20 percent coaching, mentoring and social learning, and 10 percent formal courses and reading.

ADDIE model

Instructional design cycle: Analysis, Design, Development, Implementation and Evaluation. It is iterative, with evaluation feeding back into analysis and design for the next version.

Nine-box grid

Talent review tool plotting employees on performance against potential in a three-by-three matrix. High performance with high potential signals future leadership, guiding development, promotion and succession decisions.

Three lines model

Governance model in which operational management owns risk, risk and compliance functions provide oversight and expertise, and internal audit gives independent assurance to the board.

ISO 9001 principles

Seven quality management principles: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making and relationship management. They underpin every ISO 9001 requirement.

Cost of quality

Four categories: prevention, appraisal, internal failure and external failure. Prevention and appraisal are conformance costs; internal and external failures are non-conformance costs that rise sharply the later a defect is found.

Risk treatment options

Four responses to risk: avoid the activity, reduce it with controls, transfer it via insurance or contract, or accept it. Opportunities are treated by exploiting, enhancing, sharing or accepting.

ADKAR model

Individual change model: Awareness of the need, Desire to participate, Knowledge of how, Ability to perform, and Reinforcement to sustain. Change stalls at the first element not yet achieved.

Kotter's eight steps

Sequenced change framework: create urgency, build a guiding coalition, form a vision, communicate it, remove barriers, generate short-term wins, consolidate gains and anchor the changes in culture.

Lewin's change model

Three-stage model: unfreeze existing behaviour and build readiness, move to the new way of working, then refreeze so the change becomes the accepted new standard.

PDCA cycle

Continuous improvement cycle: Plan (define and analyse), Do (pilot the change), Check (measure results), Act (standardize or adjust). SDCA stabilizes the improved process before the next PDCA round.