SCM 4367 Dr. Miller Exam 1

[LS Memory Jogger] A major failure of most Lean Six Sigma deployment efforts is:

That gains achieved are not sustained.

[LS Memory Jogger] To achieve its objectives, Lean Six Sigma focuses on:

applying principles instead of just pursuing results

[LS Memory Jogger] When implementing lean, managers should focus their time and efforts on influencing:

the 60% of employees who are undecided about whether they should participate in lean.

[LS Memory Jogger] The (abbreviated) "five steps" of a Lean Six Sigma Improvement is:

Define Value, Observe, Make Flow, Enable Pull, Seek Ideal State

[LS Memory Jogger] Lean Six Sigma is management system that focuses on:

Providing value to our customers by removing all waste, overburdern and variation from our processes.

[LS Memory Jogger] PDCS and DMAIC are both methodologies based upon the principle:

Embrace scientific problems solving

[LS Memory Jogger] The following are all key points for overcoming resistance to change EXCEPT:

Use a variety of charismatics leaders to help implement the change process

[LS Memory Jogger] The following deployment methodology brings together a small group of people to improve current processes and fix problems very quickly; typically over a period of 2 - 5 days:

Kaizen Event

[Week 1 PPT and Video] The "Lean Enterprise House" (system) involves two main pillars that support the organization:

Continous Improvement and Respect for people

[Week 1 PPT & Video] The "ideal" from a lean perspective is:

perfect quality, zero waste and perfect customer satisfaction

[Week 1 PPT & Video] Typically, Six Sigma Professionals are classified by their knowledge and responsibility using a system of

different color "belts"

[Week 1 PPT & Video] Processes contain all of the following characteristics EXCEPT:

the very best processes are always automated with robotics and technology

[Week 1 PPT & Video] Lean improves an organization at a macro-level by

establishing a foundational culture of continuous improvement

[LS Memory Jogger] According to the Lean Six Sigma Memory Jogger, the best approach for developing capable people is to blend lean mentoring (teaching) with:

learning by doing..

[Week 2 PPT and Video] PDCA is an improvement cycle that is the same as (or similar to):

The scientific method

[Week 2 PPT and Video] Craft production is most often associated with:

Process speed determined by the worker

[Week 2 PPT and Video] Craft Production is most often associated with:

Low labor specialization and high labor knowledge

[Week 2 PPT and Video] Mass Production is most often associated with:

Large space requirements using expensive, specialized tools

[Week 2 PPT & Video] Mass Production is most often associated with:

High Labor Specialization and Low Labor Knowledge

[Week 2 PPT & Video] In the ideal Lean System, process speed is determined by:

The Customer

[Week 2 PPT & Video] One of the characteristics of a Lean Production System is that workers typically:

Perform a variety of tasks and have an understanding of the variety of processes that occur around them.

[Week 2 PPT & Video] In the "morning meeting" video shown at the end of the lecture, Paul Akers declares that the purpose of the morning meeting is to

Grow people

[Week 2 PPT & Video] In the "morning meeting" video at the end of the lecture, Paul Akers describes the title he gives to every employee:

Process Engineer

[Week 2 PPT & Video] One major difference between Toyota's Production System and Ford's Production System described in the introductory video, "How Toyota Changed the Way we Make Things" enabled Toyota to dramatically reduce errors and quality problems on the assembly line. While Ford's system addressed any quality problems or errors at the end of the production process, Toyota's system

encouraged workers to stop the assembly line to identify and solve problems during production.

[Week 2 PPT & Video] Six Sigma concepts were originally developed and adopted in the 1980s and 1990s at two organizations:

Motorola and General Electric

[Week 2 PPT & Video] The following best represents a lean "organism perspective" on process optimization:

Lean organizations realize that optimization results are limited because market conditions are constantly changing.

[Week 2 PPT & Video] The Mass Production (Ford) method of production:

Represented World Class production methods in the early 1900s

[Week 2 PPT & Video] In Henry Ford's Mass Production System, workers were treated like:

an interchangeable part that could be discarded and replaced

[Week 2 PPT & Video] The "Mass Production System" is typically seen as being initially implemented within

Henry Ford's automobile production

[Week 2 PPT & Video] Henry Ford's River Rouge plant was so large, it had all of the following characteristics EXCEPT:

the tallest building in the world (at the time)

[Week 2 PPT & Video] An "Organism Viewpoint" refers to each of the following assumptions about organizations EXCEPT:

Organizations must increasingly consume more resources in order to grow and change

[Week 2 PPT & Video] The Toyoda family business was not initially making cars, they made:

Looms for weaving cloth

[Week 2 PPT & Video] The most important advantage of a "Lean Organization" over a "Mass Production Organization" is

The culture, where every employee has a lean mindset

Within Paul Akers' "Path to Success" video where he was explaining his production system in the UpFlip interview, Paul explained how his company is missing a lot of the features of a typical company. The only item in the list below that Paul DOES have in his company is:

Clearly defined processes

Within Paul Akers' "Path to Success" video where he was explaining his production system in the UpFlip interview, Paul clearly addresses the common misconception that Lean is the same as

OCD: Obsessive Compulsive Disorder

Within Paul Akers' "Path to Success" video where he was explaining his production system in the UpFlip interview, Paul explained that the moment he knew that he did not know anything about effective production processes was when the Japanese consultants were able to transform a 45 minute process to only take:

5 minutes

Within Paul Akers' "Path to Success" video where he was explaining his production system in the UpFlip interview, there was a moment that Paul paused to discuss why he was so intentional about the way he put a piece of paper back into a slot on a shelf. He stated that when he carefully made sure that the paper was in the right place and in the right orientation, he was practicing the Lean principle of:

respect for people

Within Paul Akers' "Path to Success" video where he was explaining his production system in the UpFlip interview, Paul mentioned that the most important tool his people use (which they do at the very beginning of every day) is:

3S (the first three steps of 5S)

Within Paul Akers' "Path to Success" video where he was explaining his production system in the UpFlip interview, Paul states that the best lean leaders get ____________________________________ to do lean.

everyone in the organization

[Week 3 PPT and Video] In practicing "Gemba," if an organization has a problem or a decision to make, the first thing to do is:

the manager should go spend time in the actual workplace

[Waste Definitions Handout] In a manufacturing operation, the following is an indication of waste:

a part or material that is not being transformed (having value added)

[Waste Definitions Handout] According to the definitions of waste, the following statement about waste is FALSE (choose the false or incorrect statement):

Waste reduction is the same as cost reduction.

[Waste Definitions Handout] The number of transport and material handling operations is:

directly proportional to the likelihood of damage and deterioration

[Waste Definitions Handout] The following resource has the potential benefits of avoiding bottlenecks, improving flow, improving simplicity, increasing the flexibility of maintenance, improving cash flow, and enhancing technology adoption:

Smaller machines

[Week 3 PPT & Video] The purpose of lowering the level of "water" in the river and rocks metaphor is to:

make problems happen so that we can see where to improve

[Week 3 PPT & Video] When improving a process using Lean principles, we would prefer that, in the improved process, a worker does the Value Added tasks in the process:

slower

[Week 3 PPT & Video] Within the manufacturing demonstration during class, Dr. Miller described how the the "tool crib manager" is working in:

a cage

[LS Memory Jogger] Value from a customer perspective may be defined as:

A change in form, fit or function of the product or service.

[Week 3 PPT and Video] Which of the wastes is the most serious of all the wastes because it is the root of so many problems?

overproduction

[Week 3 PPT & Video] The idle time when materials are not being actively transformed is called:

waiting

[Week 3 PPT & Video] Moving materials without transforming them is called:

transportation

[Week 3 PPT & Video] Requiring people to perform more work than they are capable of doing or requiring people to work faster than they are capable of working is called:

muri

[Week 3 PPT & Video] Which of the following is the best definition for a Value Added Task?

An activity that directly transforms an input into an output.

[LS Memory Jogger] The Three Ms (Muda, Muri, and Mura) represent all of the following EXCEPT:

Bureaucracy: having a variety of levels of supervisory management

[Lean Thinking in the Office Article] The reason that many service organizations have had difficulty in applying lean principles is because they:

fail to implement flow and pull

[Lean Thinking in the Office Article] Organizing and managing a service organization by "value streams" is also referred to as:

end-to-end process management

[Week 4 PPT & Video] Within the opening video this week, the managers now see their role and focus as

how to grow people and make them better problem solvers

[Week 4 PPT & Video] In the opening video, the manager explains that when they used to build in batches of 2500 and encountered a problem:

they would then have 2500 problems

[Week 4 PPT & Video] In the Zingerman's Tom Root interview at the end of the lecture, by moving to one piece flow, Zingerman's Mail Order is so fast at completing orders that they can take orders to ship the same day until what time?

5 pm

[Week 4 PPT & Video] When Tom Root of Zingerman's (in the interview at the end of the lecture), asks the Deli Manager what she dreads about the weekend, the Deli Manager replies:

the pile of sandwiches

[Week 4 PPT & Video] In Dr. Miller's explanation of Product Families, he mentions that a sandwich shop like Quiznos or Subway probably has how many different Product Families?

3-5

[Week 4 PPT & Video] The worker who drives a "trolley" or cart on a regular route around a manufacturing facility, picking up parts from a variety of work cells and delivering them to a shared resource and back again, we call a:

waterspider

[Lean Six Sigma Memory Jogger] The combination of equipment, material, and people in close proximity to maximize flexibility, create flow, and minimize non-value-added activities is called:

Cellular Layout

[Lean Six Sigma Memory Jogger] Takt time attempts to align:

manufacturing rate to demand rate

[Lean Six Sigma Memory Jogger] The process of assigning tasks so every person is doing the same amount of work to meet takt time is called

line balancing

[Week 4 PPT & Video] A manufacturing operation is open 9 hours each day. There are two 5 minute breaks and a 1.0 hour lunch planned where the manufacturing operation stops. What is the available time in minutes?

470 minutes per day

[Week 4 PPT & Video] The takt time has been calculated to be 6 minutes per product. The work cell is capable of producing at a pace of 4.8 minutes per product. The cell Capacity Utilization is:

80.00%

[Week 4 PPT & Video] The takt time has been calculated to be 7 minutes per product. Management would like the Capacity Utilization to be 95%. What is the design takt?

6.65 minutes

[Week 4 PPT & Video] A process cell has four workstations. Products must be processed by each workstation sequentially:

Raw Material -- 1 -- 2 -- 3 -- 4 -- Finished Product

The first station completes one product every 5 minutes.

The second station completes one product every 2 minutes.

The third station completes one product every 3 minutes.

The fourth station completes one product every 4 minutes.

The Cell Capacity (pace that the cell can operate) is one product every:

5 minutes

[Week 4 PPT & Video] The process layout where an operator is more aware of quality issues because they are their own customer is:

cellular layout

[Week 4 PPT & Video] The process layout that typically has very complex work flows that are difficult to see happen is:

Functional Layout

[Week 4 PPt & Video] The process layout that requires a cross-functional layout with workers who can perform a variety of tasks is:

cellular layout

[Week 4 PPT & Video] The process layout that is difficult to "scale up" when demand increases is:

Functional layout

[Week 4 PPT & Video] The available time per day is 500 minutes. The organization would like to be capable of producing 5000 products each day. What is the takt time in seconds?

6 seconds per product

[Week 4 PPT & Video] The traditional (Mass Production) layout where resources and departments are physically grouped by expertise is called a:

Functional layout

[Week 4 PPT & Video] The variety of products that require approximately the same process steps to be produced are called a:

product family

[Week 5 PPT and Video] All of the following are true about the "Straighten" step of 5S

If the process was already established prior to doing Sort and Shine, simply place items back into the work area in the location where you initially found them.

[Week 5 PPT and Video] One of the most common complaints Dr. Miller mentions that indicates that a 5S effort is needed is:

We have run out of space and need a bigger workspace to be efficient

[Lean Six Sigma Memory Jogger] According to the Lean Six Sigma Memory Jogger, the 3Fs are:

Fixed location, item, quantity

[Lean Six Sigma Memory Jogger] According to the Lean Six Sigma Memory Jogger, the key question in the SORT step of 5s is:

Do you really need this?

[Lean Six Sigma Memory Jogger] According to the Lean Six Sigma Memory Jogger, the first step in implementing Visual Management is:

Organizing the workplace using 5S

[Lean Six Sigma Memory Jogger] According to teh Lean Six Sigma Memory Jogger, after 5S, all of the following will be experienced EXCEPT:

Green boxes are drawn around every time

[Week 5 PPT and Video] By using the principles of One Piece Flow and work standardization, the hospital pharmacy highlighted in the opening profile video was able to reduce overall leadtime for prescription packs by

84%

[Week 5 PPT and Video] The following are all statements that represent standardization and standard work from a Lean perspective EXCEPT:

How can I put an outline around everything so that the work space will be Lean?

[Week 5 PPT and Video] A list of tasks that is checked or crossed off the list as they are completed is:

called a checklist

[Week 5 PPT and Video] The following are all benefits of Standard Work EXCEPT

workers cannot change the process without management approval

[Week 5 PPT and Video] One thing to practice when creating a red tag area within the SORT step of 5S is:

when in doubt, throw it out

[Week 5 PPT and Video] Which of the following is NOT an accurate statement about the Lean Tool, 5S?

5S is the same thing as having a designated "clean-up" time at the end of every day.

[Week 5 PPT and Video] The two setps of 5S most often overlooked by inexperienced lean practioners, thus causing 5S to fail in companies are:

Standardize and Sustain

[Week 5 PPT and Video] When a "traditional" manager (one with a mass production mindset) encounters a problem, they tend to enact policies and additional work instructions that:

make processes more complex and harder to complete

[Lean Six Sigma Memory Jogger] When implementing a Poka-Yoke solution, utilize all of the following criteria EXCEPT:

Does it collect data on errors for quality tracking purposes?

[Lean Six Sigma Memory Jogger] The statement associated with the SET IN ORDER or STRAIGHTEN step of 5S is:

A place for everything and everything in its place.

[Lean Six Sigma Memory Jogger] To achieve ZERO DEFECTS, it is necessary to

Create devices that stop defects from passing into the next process

[Week 6 PPT and Video] The employee at FastCap who was explaining FastCap's kanban system laughed as he stated that he is not worried about his job being eliminated because:

his job (like all employees at Fast Cap) is solving problems - and there will always be problems to solve

[Week 6 PPT and Video] In FastCap's production process, the "raw material" inventory that is used to build products is located:

Below and next to the production work "cell" used to build each individual product

[Week 6 PPT and Video] When FastCap puts a Kanban card in the Kanban slot, how does the "waterspider" (material handling worker) know that something is needed?

A light on top of a pole is illuminated

[Lean Six Sigma Memory Jogger] A graphic representation of the material and information flow from the beginning to the end of a process is called a:

Value Stream Map

"25 Principles of Lean" is taken from a variety of Lean writers. According to this handout, the following is a true statement:

90% of problems are with the system, only 10% with the people.

"25 Principles of Lean" is taken from a variety of Lean writers. According to this handout, the following is a true statement:

Pull should take place at the customer's rate of demand.

"25 Principles of Lean" is taken from a variety of Lean writers. According to this handout, the following is a true statement:

Because of variation, machines are typically loaded below 85% - 90% utilization.