4367 Quiz 8 Review
[Lean Toolbox] A3 in lean refers to all of the following except:
A excel-based data analysis technique
According to the lean toolbox book, all of the following are "rules" for effective use of 5-Why Except:
The most influential root cause should be determined by top management
[Video Lecture] The reason the "starter Kata" is a physical card that a coach will read is:
The process of thinking and questioning scientifically does not come naturally, so we need some guidance when we are first learning.
The "type" of problem that maintains current standards by reacting to an immediate symptom of a perceived problem is:
Type 1 - Troubleshooting
The "type" of problem that risks leading to prolonged cycles of "firefighting" is:
Type 1 - Troubleshooting
The "type" of problem that raises the standard to a new level by a proactive initiative designed to strategically create a problem that must be solved is
Type 3 - Target Condition
The "type" of problem that creates new standards by a proactive innovation of new organizational opportunities is:
Type 4 - Open Ended
[Lean Six Sigma Memory Jogger] One should generate action plans to solve a problem only after:
Verifying the cause
[Lean Six Sigma Memory Jogger] The A3 Report is:
a one page document based on the PDCA cycle.
[Lean Toolbox] The term "kata" simply refers to
a rehearsed routine
[Video Lecture] The behaviors that Lean managers use to turn their employees into "problem solvers" are:
coaching and asking
[Memory Jogger II] The Interrelationship Diagraph allows a team to identify root causes:
even when credible data doesn't exist.
[Lean Toolbox] The perspective for asking "why?" is often associated with "Shoshin" (used by Steve Jobs), which refers to:
having a "beginners mind"
[Lean Toolbox] The Lean Toolbox book considers "Passive Incremental" improvements to be:
reactive
[Paul Akers Culture Video] Paul Akers suggests that leaders should "stop fixing problems." Instead leaders should:
teach and coach line workers to solve their own problems
[Lean Six Sigma Memory Jogger] The instruction for creating a fishbone diagram and 5 Whys advises that when dealing with root causes, focus first on:
the causes within your area of control
[Lean Six Sigma Memory Jogger] Having a vision (ideal state) is critical to success because, "If you don't know where you're going,"
you'll probably end up somewhere else
[Paul Akers Culture Video] Paul Akers describes how, at his company, where they have been meticulously practiced Lean for many years and have become a World-Class Organization with performance metrics at least 5 times better than other top organizations, what percentage of lean implementations (experiments) at his company fail?
About 50 % - FastCap employees fail very often so they can learn from what doesn't work
[Video Lecture] At the hospital featured at the beginning of the video lecture, the following statement best represents how the lean initiative is structured:
All levels within al departments are learning about using and Lean principles to improve
[Lean Six Sigma Memory Jogger] The levels of the "3-levels 5 Whys" approach are:
Containment Detection Prevention
[Video Lecture] From a lean perspective, suggestions for improving a process and reducing the impact of waste and problems is called a (an):
Countermeasure
[Video Lecture] Which one of the following A3 sections is found on the RIGHT side of the A3?
Countermeasures
Within the video you just watched about the Lean transformation of a local pantry of the North Texas Food Bank, you saw how Toyota was able to develop a process involved: - Less waiting time for customers - Simplified process for training volunteers - More fully utilized volunteers -Capacity increase of over 45% (increasing capacity from 55 - 80 clients per day) The primary structural change that was described to create these benefits was:
Creating dedicated "shopping zones"
[Video Lecture] The mindset that assumes that failure indicates that we do not have the skills or talent to succeed is called the:
Fixed Mindset
