Study smarter with Fiveable
Get study guides, practice questions, and cheatsheets for all your subjects. Join 500,000+ students with a 96% pass rate.
Process improvement models aren't just theoretical frameworks—they're the practical toolkits that operations managers use to diagnose problems, eliminate inefficiencies, and deliver better outcomes. You're being tested on your ability to recognize when to apply each model, why it works, and how different approaches tackle the same fundamental challenge: getting more value from existing resources. These models connect directly to core operations concepts like capacity management, quality control, waste reduction, and continuous improvement cycles.
Don't just memorize the acronyms and steps. Know what each model prioritizes—whether it's statistical rigor, cultural change, or radical redesign—and be ready to recommend the right approach for a given scenario. FRQs often present operational problems and ask you to justify which improvement methodology fits best. Understanding the underlying philosophy of each model will help you make those connections confidently.
These models rely on quantitative analysis to identify root causes and measure improvement. The core principle: you can't improve what you don't measure, and variation is the enemy of quality.
Compare: Six Sigma vs. Lean Six Sigma—both use data-driven analysis, but pure Six Sigma focuses narrowly on defect reduction while Lean Six Sigma adds waste elimination as a parallel goal. If an FRQ asks about improving both quality and efficiency simultaneously, Lean Six Sigma is your answer.
These approaches target non-value-added activities and streamline material/information movement. The underlying principle: any resource spent on activities that don't create customer value is waste.
Compare: Lean Manufacturing vs. Value Stream Mapping—Lean is the philosophy and toolkit; Value Stream Mapping is a specific diagnostic technique within Lean. Think of VSM as the "before picture" that guides Lean implementation.
These models emphasize ongoing, iterative enhancement rather than one-time fixes. The core philosophy: improvement is never "done"—it's a permanent organizational discipline.
Compare: PDCA vs. Kaizen—PDCA is the method (how to test improvements); Kaizen is the philosophy (everyone improves continuously). Kaizen initiatives typically use PDCA cycles to validate changes. Know both for FRQs asking about implementation mechanics vs. organizational culture.
These approaches embed quality and improvement into organizational culture and structure. The principle: sustainable improvement requires systemic commitment, not just isolated projects.
Compare: TQM vs. TOC—TQM improves quality everywhere simultaneously; TOC concentrates resources on the single biggest limitation. Use TQM when quality culture is the issue; use TOC when you can identify a clear bottleneck restricting output.
These models embrace significant change—either through complete redesign or flexible iteration. The principle: sometimes incremental improvement isn't enough; you need to rethink the entire approach.
Compare: BPR vs. Agile—both embrace significant change, but BPR redesigns once (revolutionary), while Agile adapts continuously (evolutionary). BPR suits stable environments needing transformation; Agile suits dynamic environments requiring flexibility.
| Concept | Best Examples |
|---|---|
| Data-driven quality improvement | Six Sigma, Lean Six Sigma |
| Waste elimination | Lean Manufacturing, Value Stream Mapping |
| Iterative improvement cycles | PDCA, Kaizen |
| Organization-wide quality culture | TQM, Kaizen |
| Constraint/bottleneck management | Theory of Constraints |
| Radical process transformation | Business Process Reengineering |
| Adaptive/flexible development | Agile Methodology |
| Hybrid approaches | Lean Six Sigma |
A manufacturing plant has excellent quality metrics but excessive inventory and long lead times. Which two models would you recommend, and why are they better suited than Six Sigma alone?
Compare and contrast PDCA and DMAIC: What do they share structurally, and when would you choose one framework over the other?
An operations manager can only focus improvement efforts on one area due to limited resources. Which model specifically argues this is the correct approach, and what does it call the focus area?
If an FRQ describes an organization with poor quality culture and low employee engagement in improvement efforts, which two models emphasize employee involvement as a core principle?
A company's existing order fulfillment process is fundamentally flawed and automation of current steps won't help. Which model advocates starting from scratch rather than incremental improvement, and what distinguishes it from Agile's approach to change?