CBA 390 - Supply Chain Mgmt - Chapter 8 Homework

CBA 390 - JSU - Supply Chain Mgmt - Chapter 8 Homework

No

An orthopedic surgeon has read an article about the Toyota Production System and now wants to organize her surgery operation based on lean principles. To eliminate all idle time in the operating room, she decides to call in patients six hours before the scheduled surgery time. Is this a lean process?
Yes, No, or Cannot be determined

Toyota

Which car company is most often associated with the term lean operations?

General Motors

Ford

Toyota

Honda

Taylor

A worker in charge of assembling a bicycle finds a faster way to mount the pedals. He turns to his supervisor. The supervisor explains that the process had been optimized by the engineering department and so the worker should make sure to stick with the existing procedures. Which management scholar's work does this fit best?

Taylor

Ohno

Womack

Fujimoto

non-value added time

Students have to change buildings between classes, which often involves walks of 5 minutes or more. Walking from one building to another is:

waste.

non-value-added time.

value-added time.

Cannot determine from the given infomation

No

An executive declares that his company has achieved an OEE of 115 percent. Is this possible?

Yes

No

Sometimes

Overtime

Which of the following does NOT belong to the seven sources of waste?

Rework

Overtime

Transportation

Inventory

Inventory turns will go up

A company is increasing the percentage value-added time in the operation. Its value-added time and its flow rate remain unchanged. What will happen to its inventory turns? (Recall from chapter 2 that inventory turns are computed as flow rate divided by inventory.)

Inventory turns will go up.

Inventory turns will stay constant.

Inventory turns will go down.

Cannot determine from the given information

Built-in quality and just-in-time

What are the two pillars of the Toyota Production System?

Just-in-time and waste reduction

Waste reduction and built-in quality

Built-in quality and just-in-time

Process improvement and waste reduction

Waste Reduction

What is the roof in the “house-shaped” representation of the Toyota Production System?

Just-in-time

Waste reduction

Built-in quality

Process improvement

Producing at the rate of demand

Which of the following objectives is more important in a pull system?

Producing at the rate of demand

Keeping the equipment utilization
h of the following objectives is more important in a pull system?

There never can be more inventory in the process than what was authorized via Kanban cards.

What is the relationship between the number of kanban cards in a process and the inventory level?

There is no relationship between the two.

There never can be more inventory in the process than what was authorized via Kanban cards.

The inventory of the process grows with the square root of the number of Kanban cards.

The inventory of the process can be reduced by adding more Kanban cards.

1 and 3

Which of the following statements about kanban are accurate?

1. Deploying the kanban system leads to pulling work through the system instead of pushing work.

2. Deploying the kanban system leads to pushing work through the system instead of pulling work.

3. The kanban system controls the work-in-process inventory.

4. Kanban will always reduce the amount of inventory in the process.

5. Kanban requires cross-training all workers.

1 and 2

1 and 3

1 and 4

The number of kanban cards increases.

What happens to the number of Kanban cards in the process if the replenishment time goes up?

The number of kanban cards increases.

The number of kanban cards stays the same.

The number of kanban cards decreases.

Cannot determine from the given information

decreases

If the demand rate increases, the takt time:

increases.

decreases.

fewer workers

If the takt time increases, the operation requires:

more workers.

fewer workers.

Mixing the models on the final line

Because of long setup times, a company chooses to run big production batches. Which of the following actions will level the production schedule?

Using overtime

Mixing the models on the final line

Making sure that rework is kept low

Reducing the waste of the process

ABABABABAB

A company makes two models, A and B. Which of the following production schedules is more level?

ABABABABAB

AAAAABBBBB

the inventory in the process.

The information turnaround time is driven primarily by:

the number of workers.

the IT system.

the inventory in the process.

the amount of waste in the process.

whenever a problem occurs

Pulling the andon cord can cause a loss of output. In TPS, an employee should pull the Andon cord:

whenever a problem occurs.

whenever the employee sees the cost of stopping the line as lower than the costs of not stopping it.

whenever he or she needs to go on a break.

at no time.

Yakimono

Which of the following terms is not part of the Toyota Production System (TPS)?

Ikko-nagashi

Kanban

Jidoka

Yakimono

Genchi genbutsu

Waste of a flow unit’s time

You arrive at the airport and wonder to what extent the security checkpoint is a lean operation. Among other things, you observe that it takes about 30 seconds to check an ID, scan a passenger for weapons, and X-ray their luggage. However, the average customer spends about 20 minutes in the process. This observation is an example of which of the following?

Waste of capacity

Waste of a flow unit’s time

Waste of materials

This observation is unrelated to lean.

value-added work
non-value-added work
non-value-added work
Value added work
Waste
Waste

As you think about your experience at the last airport security screening, you wonder which of the tasks that you saw the officers do at the security check were waste, which were non-value-added work, and which were value-added work. The tasks that you observed included officers doing the following:

(a) officers checking IDs
(b) officers telling passengers to take off their shoes
(c) officers moving bins back to the beginning of the X-ray machines
(d) officers looking at the screen of the X-ray machine
(e) officers putting bags in the X-ray machine for a second time in case they previously contained fluids
(f) officers waiting for a passenger to arrive.


Identify (b) officers telling passengers to take off their shoes as waste, value-added work, or non-value-added work.
Identify (c) officers moving bins back to the beginning of the X-ray machines
Identify (d) officers looking at the screen of the X-ray machine
Identify (e) officers putting bags in the X-ray machine for a second time in case they previously contained fluids as waste, value-added work, or non-value-added work.
Identify (f) officers waiting for a passenger to arrive

A copy machine is available 24 hours a day. On a typical day, the machine produces 94 jobs. Each job takes about 3 minutes on the machine, 2 minutes of which is processing time and 1 minute is setup time (logging in, defining the job). About 19 percent of the jobs need to be reworked, in which case the setup time and the processing time have to be repeated. The remainder of the time, the equipment is idle.

What is the OEE of the equipment?

Note: Round your percentage answer to 1 decimal place.

False

True or False
An example of a lean operation is to have workers circulating in a store, waiting for customers to check out on mobile payment units.

False

True or False:
An operation is lean if it only strives to reduce waste in its capacity.

resource time, flow unit time

Lean operations is about reducing two forms of waste, wasted ________ and wasted _________.

• inventory, capacity

• resource time, flow unit time

• inventory, flow time

• inventory, processing time

Flow Time

Which of the following is NOT an example of wasted capacity?

Idle time

Rework

Setup

Flow time

A long waiting time at a checkout

Which of the following is an example of wasted flow time?

• A long waiting time at a checkout

• Idle time of a cashier

• Merchandise returned to a store

• Ringing up sales at a register

Commuting

Which of the following is NOT a component of worker time on the job?

• Waste

• Value-added work

• Commuting

• Non-value-added work

0.667

A machine is available 10 hours a day. Each part takes 80 minutes to fabricate and 10 minutes to setup. 10% of the parts made are defective and must go through the machine again to be reworked, during which both setup and fabrication have to be performed again. The machine is idle for any unused time. On average, 5 good parts are made each day. What is the overall equipment effectiveness of the machine?

• 0.067

• 0.667

• 0.75

• 0.80

Processing

Which of the following is NOT one of the seven sources of waste?

• Inventory

• Overproduction

• Processing

• Movement

Scientific management

Which of the following is NOT an element of the Toyota Production System?

• Scientific management

• Kaizen

• Lean

• Genchi genbutsu

do it right the first time

To avoid rework is to _________.

• do it at the right time

• do it right using the longest time

• do it right using the shortest time

• do it right the first time

0.625

A machine is available two shifts per day and 10 hours per shift. It produces 75 units per day, on average. Each unit requires 10 minutes to produce. The remainder of the day is spent performing setups, doing preventative maintenance, and being idle. What is the overall equipment effectiveness of the machine?

• 0.313

• 0.625

• 0.75

• 0.833