scm 4367 exam 1

In the Toyota/Ace Metal Crafts Video that you just watched, the company utilized Lean principles to achieve amazing productivity gains such as producing an entire product that used to take 6 days in only 6 minutes. In order to achieve these results, the video suggests that the company used:

Small Improvements developed by EVERYONE

"Simple Stuff" like tape and signs

In the Toyota/Ace Metal Craft Video you just watched, this company utilized Lean principles to greatly improve the company's performance and profits. As a result of these improvements, Ace Metal Craft was able to:

Keep the original workers and hire 20 more.

[Week 1 PPT & Video] In the Starbuck's video, the barista mentions that making coffee is not like manufacturing. However, the professor mentions that making coffee does have some similarities to manufacturing. All of the following were mentioned as demonstrating coffee making as similar to manufacturing EXCEPT:

Correct!

Coffee making involves personal contact with the customer.

[Week 1 PPT & Video] In the Starbuck's video, "it all comes down to the last 10 feet" is an acknowledgment of:

the journey the coffee bean has been on within the Supply Chain

[Week 1 PPT & Video] In the Hurricane Sandy Food Distribution video within the lecture, the Toyota consultants reviewed the amazing results (such as reducing the time to pack a box from 3 minutes to 11 seconds and being able to feed 400 more families in less than half the time) and exclaimed:

"Although the list is shorter than when we started, we still have plenty of homework."

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

That gains achieved are not sustained.

[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] PDCA 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 charismatic 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

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

applying principles instead of just pursuing results

[LS Memory Jogger] The goal of any Lean Six Sigma deployment is:

that everyone becomes a capable agent who contributes to improve cost, quality, and delivery every day.

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

perfect quality, zero waste and perfect customer satisfaction.

[Week 1 PPT & Video] In a lean organization, mistakes are seen as:

opportunities to improve.

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

establishing a foundational culture of continuous improvement

[Week 1 PPT & Video] In order to improve a process in a meaningful way, the process improvement must be focused on:

the customer needs

[Week 1 PPT & Video] The principle that allows the integration of Lean, Six Sigma, and Theory of Constraints (that all three of these have in common) is:

The scientific method

[LS Memory Jogger] The role of people (line workers) in a pursuit of lean improvement is to:

be responsible to transform their own processes using the 5 improvement steps.

Within the video that you just watched, Paul Akers uses a process where you must complete the following task prior to becoming an employee:

Actually work at FastCap (paid) for one week, interacting with the other FastCap employees

Within the video you just watched, Paul Akers mentions that the byproduct (NOT the target or goal) of lean is:

Economic (profit & revenue) success

Within the video you just watched, Paul Akers explains how he manages the FastCap workers who are working from home during the COVID pandemic. He:

trusts them because he trained them

The following is the best statement describing how Paul Akers explains why people at FastCap are willing to improve their processes

Because improving your processes makes your life better and improves the lives of the people around you

Within the video you just watched, when Paul Akers talks about "leveling the organization," he mentions that the most important people in an organization are the:

The people on the shop floor that are actually creating value

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

the Scientific Method

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

Process Speed determined by the worker

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

Small space requirements using inexpensive, general purpose tools

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

Process Speed determined by the manager

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

High Labor Specialization and Low Labor Knowledge

[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 ideal Lean System, process speed is determined by:

The Customer

[Week 2 PPT and Video] The introductory "How Toyota Changed the Way we Make Things" video, described how Eiji Toyoda and Taiichi Ohno traveled to the US and visited Ford's large River Rouge Factory complex. While on their visit, they were especially impressed by the stocking system used within:

a Piggly Wiggly Grocery Store

[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] 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] 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] 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] From the lean "organism perspective," the best time to take care of a problem is as soon as it occurs. One reason for this is that:

Problems are easier to solve as soon as they occur.

[Week 2 PPT & Video] From an organism viewpoint, the following is more important than optimization:

Flexibility

[Week 2 PPT & Video] The following is a typical (and prevalent) behavior of employees within a "Mass Production" organization:

Blame and Hiding Problems

[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] The "no layoff" policy often (although not always) adopted by lean organization is used:

to encourage line employees to participate in creating organizational improvements

[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

[Week 2 PPT & Video] In a lean organization, the following individuals are encouraged and trained to discover and solve problems and make production improvements:

All employees, regardless of job role are encouraged and trained to discover and solve problems and make production improvements .

To improve the process in the video you just watched from 46 seconds to 12 seconds:

Several people experimented and tried many very small changes. Several of the small improvements only saved one or two seconds.

Within the video you just watched, every time the group tried a change in the process with a goal of improving:

The group learned, even though sometimes the experiment resulted in a process time that was longer.

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, 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 described how when top managers have the following attitude, they will kill a lean effort (the lean effort will fail). [NOTE: The correct answer to this question is the attitude that PAUL describes as killing lean efforts.]

Doing Lean with the goal of making a profit.

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 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, 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

[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] 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] 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] 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

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

directly proportional to the likelihood of damage and deterioration

[Week 3 PPT & Video] Within the video lecture, Dr. Miller mentioned that Toyota claims that if every worker at one of their car plants were to figure out a way of saving just one second, the plant would be able to produce:

eight more cars per shift

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

a cage

[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

[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] The waste that is commonly added as the eighth waste is:

waste of untapped human potential

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

Waiting

[Week 3 PPT & Video] Extra material, parts, supplies, or information that are not currently needed are called:

Inventory

[Week 3 PPT & Video] Filling up the gas tank in your car is an example of a transformation process (transforming a mostly empty gas tank into a mostly full gas tank). In the process for filling the gas tank in your car that is described below, which of these steps is considered Value Added (VA):

[mark ALL of the steps that are considered Value Added]

Squeeze the handle, causing gas to be pumped into your gas tank

[Week 3 PPT & Video] For a manager with a lean mindset, the following would be an indication that a process has very little waste:

Very little inventory and people are not moving much at all.

[Week 3 PPT & Video] The best process with which to start an improvement initiative is one that:

has a lot of visible waste

[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

Within the simulation you just saw, the person performing the simulation gives you one "secret" for why one piece flow is faster. One of the reasons is:

Correct!

In batch production we pick up and set down items many times. in One Piece Flow, we never put the item down until it is done.

[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

[Lean Thinking in the Office Article] An office "cell" or "pod" is a

cross functional team of people, co-located to process information

[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] 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 the Zingerman's Tom Root interview at the end of the lecture, the "Weekender" is:

a giftbasket

[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] Continuous Flow is also commonly referred to as "one piece flow" or

make one, move one

[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] The three elements of Standard Work are: How long the operation should take (cycle time), the quantity of work in process that must be maintained (WIP), and the:

Order in which the operation should be completed.

[Week 4 PPT & Video] A manufacturing operation is open 10 hours each day. There are two 15 minute breaks and a 1.5 hour lunch planned where the manufacturing operation stops. What is the available time in minutes?

480 minutes per day

[Week 4 PPT & Video] The takt time has been calculated to be 5 minutes per product. The work cell is capable of producing at a pace of 3.75 minutes per product. The cell Capacity Utilization is:

75.00 %

[Week 4 PPT & Video] The takt time has been calculated to be 5 minutes per product. Management would like the Capacity Utilization to be 85%. What is the design takt?

4.25 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 3 minutes.

The second station completes one product every 4 minutes.

The third station completes one product every 5 minutes.

The fourth station completes one product every 2 minutes.

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

5 minutes

[Week 4 PPT & Video] The process layout that fosters communication and cooperation between team members to build an entire product is:

Cellular Layout

[Week 4 PPT & Video] The process layout that REQUIRES mechanized transportation such as forklifts and conveyors is:

Functional Layout

[Week 4 PPT & Video] The process layout that typically fosters poor communication between work groups is:

Functional Layout

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

Cellular Layout

[Week 4 PPT & Video] The process layout that minimizes "pick ups and set downs" is:

Cellular Layout

[Week 4 PPT & Video] The available time per day is 700 minutes. The organization would like to be capable of producing 4200 products each day. What is the takt time in seconds?

10 seconds per product