SCM303 Ch5 reading questions

In the lean systems, ____ focuses on eliminating non-value-added activities in a process. A. simplification B. gemba kaizen C. jidoka D. poka-yoke

A

_____ is a short-term approach to enhancing efficiency that focuses on improving an existing process or an activity within a process. A. Kaizen event B. Quality at the source C. stop-and-fix system D. Jidoka

A

______ is the practice of leveling quantities of different product models produced over a period of time, with the goal of reducing batch sizes and lead times. A. level, mixed model scheduling B. TAKT time flow balancing C. Kanban scheduling D. push scheduling

A

________ works to identify and prevent all possible equipment breakdowns. A. total productive maintenance B. a pull system C. employee empowerment D. a lean system culture

A

a manager making use of the Kanban scheduling authorizes production or withdrawal based on the _____. A. actual customer demand B. order point C. work capacity D. work flow

A

identify a scheduling approach aimed at synchronizing the output rate with the rate of customer demand, A. TAKT time flow balancing B. lean system culture C. focused factory D. pull system

A

identify the principle of lean systems that places a strong value of viewing and organizing the activities involved in product development, order processing, production, and delivery as processes within an overall system and mapping these processes in order to identify value-adding and non-value-adding steps. A. identify the value stream for each product B. let the customer pull the value from the producer C. precisely specify value for each specific product D. make value flow without interruptions

A

match the different focused factories with their respective descriptions. A. market-focused B. product-focused 1. supplying a range of products to customers with similar or complementary demand patterns and value propositions 2. production of products that have similar technological progressing requirements

A1, B2

Match the different types of wastes with their respective definitions: A. waste of overproduction B. waste of waiting C. processing waste D. waste from product defects E. waste of motion 1. unnecessary or excessive resource activity 2. processing more units than necessary 3. excessive or unnecessary operations 4. resources wasted waiting for work 5. waste due to unnecessary scrap, rework, or correction

A2, B4, C3, D5, E1

match the types of waste in product design with their respective causes: A. complexity B. variability C. sensitivity D. danger E. high skill 1. the use of product design may unintentionally expose users or the environment to potentially dangerous impacts. 2. many different processes 3. the product design requires processes or components that demand high degrees of training and experience 4. product specifications make it difficult to control processes on the factory floor 5. product design results in a situation where the resulting product can be easily flawed or damaged during factory operations.

A2, B4, C5, D1, E3

match the types of wastes with their respective symptoms: A. waiting B. transportation C. processing D. inventory E. motion F. product defects 1. complex tracking systems, extra storage and handling, extra rework, paperwork, and stagnated information flow 2. underutilization of resources, reduced productivity, increase in investment, and idle equipment 3. rework, repairs, and scrap, customer returns, loss of customer confidence, and hazardous waste generation 4. extra handling equipment, large storage areas, overstaffing, damaged product, and extra paperwork and hand-offs 5. extra equipment, longer lead time, reduced productivity, extra material movement, sorting, testing, and inspection, and inappropriate use of resources 6. reduced productivity, large reach, excess handling, and reduced quality

A2, B4, C5, D1, E6, F3

match the activities of a 5-S program with their respective intent: A. sort B. straighten C. scrub D. systematize E. standardize 1. make cleaning and checking routine. set the standard, train and maintain. 2. continuously improve processes and use visual control through performance boards, checklists, and graphs. 3. red tag suspected unnecessary items. After a monitoring period, throw out unnecessary items. 4. put everything in an orderly fashion so that it can be located. 5. clean everything and eliminate the sources of dirt.

A3, B, C5, D1, E2

match the steps used for reducing long setups with their respective procedures: A. separate internal and external setups B. convert internal setups to external setups C. streamline all activities in a setup 1. eliminate the activities performed to make adjustments, calibrations, elaborate positioning, unnecessary tightening, or trial runs. 2. examine the flow process chart and develop a new process 3. segregate setup procedures that occur while an equipment sits idle from the setup activities that works complete while the equipment operates

A3, B2, C1

match the type of events causing problems for lean supply chains with their respective examples: A. operational/technological B. social C. natural/hazard D. economy/competition E. legal/political 1. labor strikes and sabotage 2. interest rate fluctuations and bankruptcy of supply partners 3. lawsuits, wars, border customs, and regulations 4. forecast errors, capacity constraints, and IT disruptions 5. fire, flood, monsoon, and earthquake

A4, B1, C5, D2, E3

match the types of waste with their respective root causes: A. processing B. inventory C. motion D. product defects 1. deficient planned maintenance, poor product design, customer needs not understood, improper handling, and inadequate training 2. poor ergonomics/layout, machine/process design, non-standardized work methods, and poor organization/housekeeping 3. just-in-case logic, incapable processes (poor quality), unbalanced workload, unreliable supplier shipments, and inadequate measurement and reward system. 4. product changes without process changes, just-in-case logic, lack of communication, redundant approvals and inspections, undefined customer requirements, and stop-gap measures that become routine

A4, B3, C2, D1

match the important principles of lean systems with their respective descriptions: A. precisely specify value for each specific product B. identify the value stream for each product C. make value flow without interruptions D. let the customer pull value from the producer E. pursue perfection 1. activities in operating processes should be initiated by actual customer demands not by schedules that are based on forecasts 2. continuous improvement is always possible 3. a firm must clearly understand and link together all of the activities involved in product development, order processing, production, and delivery. 4. the final consumer ultimately determines the value of a product or service. 5. the movements of materials and information in value streams should be swift and even.

A4, B3, C5, D1, E2

identify the different terms used for poke-yoke (CATA): A. fail-safing B. mistake proofing C. future state map D. value stream mapping

AB

identify the true statements about group technology (CATA) A. in group technology, part families are created based on the similarities in design features. B. it is also called cellular manufacturing C. it assigns workers to highly specialized, individuals machines and tasks. D. it groups together the same types of equipment in departments

AB

Identify the benefits of lean systems. (CATA): A. Lean systems lower the variable production costs associated with labor, materials, and energy. B. A firm can significantly lower its break-even production quantity. C. A firm can increase the minimum amount of output the firm needs to sell in order to make profit. D. Lean systems raise the unit profitability of products

ABD

identify the benefits of the application of the lean systems approach across the supply chain (CATA) A. application of lean approach leads to improved quality, reduced costs, and improved customer service B. low coordination and integration of transportation system between supply chain partners processes become sufficient C. suppliers and customers better understand each other's needs and capabilities D. in stable environment, lean can enhance the performance of the supply chain

ACD

identify the true statements about total productive maintenance (TPM) (CATA): A. A TPM program requires disciplined adherence to operating procedures and rigorous equipment design and upkeep B. TPM focuses on fixing problems C. in addition to manufacturing equipment, TPM can be applied to computer networks and automated service kiosks D. typical TPM programs emphasize shop floor organization

ACD

identify the lean systems tools that are used for operation scheduling and control (CATA): A. setup reduction B. group technology C. TAKT time flow balance D. mixed model scheduling E. visual control F. statistical process control G. total productive maintenance I. Kanban (pull) scheduling

ACDEFI

identify the methods by which lean systems can lower the breel-even production quantity of a firm (CATA): A. increasing the contribution margin B. increasing variable production costs C. checking waste costs associated with the fixed costs of facilities D. reducing fixed overhead costs

AD

______ is an emphasis on redesigning processes in such a way as to make mistakes either impossible or immediately apparent to the worker. A. 5-S program B. Poka-yoke C. Jidoka D. Gemba kaizen

B

_______ is an approach to work layout and scheduling that gathers in one location all of the equipment and work skills necessary to complete production of a family of similar products. A. lean system culture B. group technology C. pull system D. total productive maintenance

B

define process analysis/value stream mapping. A. it is the practice of eliminating defects at their root cause origination points. B. it is a graphical technique that helps managers understand material and information flows as a product makes its way through the process. C. it is the practice by which an operator should stop the process and immediately fix problems. D. it is a focus on developing technological features of equipments and processes that automatically detect and flag problems.

B

in _____, activities are initiated and products are moved according to a schedule, irrespective of whether or not a customer demands it. A. a pull system B. a push scheduling C. TAKT time flow balancing D. a focused factory

B

in lean systems, _____ is aimed at clarifying and documenting the steps in a process so that they are executed exactly the same way every time by every worker. A. gemba kaizen B. standardization C. poke-yoke D. simplification

B

identify the true statements about the application of lean systems within a firm (CATA): A. employees must emphasize process innovation rather than coordinating with team members. B. self-motivated employees who have a strong interest in solving problems through process innovation must be hired. C. the design of training programs needs to be driven by leaning objectives. D. the lean approach requires tight coordination of marketing, sales, and operations to increase communication and decrease order processing lead times.

BCD

Identify the different terms used to describe lean systems (CATA): A. total quality management B. stockless production C. Toyota production system D. continuous review model E. just-in-time manufacturing F. lean production G. zero inventories

BCEFG

_____ is the practice by which an operator should stop the process and immediately fix problems rather than allowing it to continue making poor-quality output. A. Kaizen event B. Poka-yoke C. Stop-and-fix system D. Jidoka

C

_____ organizes operations systems by grouping together similar customers and then designing and implementing product systems to serve these specific customers. A. a pull system B. a lean system culture C. a focused factory D. TAKT time flow balancing

C

_______ focuses on developing technological features of equipment and processes that automatically detect and flag problems. A. Kaizen events B. Stop-and-fix system C. Quality at the source D. Jidoka

C

_______ uses various statistical tools to analyze the capabilities of a given process and monitor its performance with the goal of flagging potential problems before they occur. A. level, mixed model scheduling B. push scheduling C. statistical process control D. TAKT time flow balancing

C

a firm works a 40 hour week to process 4000 customers' orders, but processes only 50 orders per hour. The firm tries to bring up their output rate to 100 orders per hour to meet the customer demand. which of the following does this scenario illustrate? A. group technology B. focused factories C. TAKT time flow balancing D. total productive maintenance

C

identify the examples of visual controls (CATA): A. written work procedures B. RFID C. lighting systems D. Andon boards E. SPC (statistical process control) charts

CDE

identify the lean systems tools that are used for development of facilities and resources (CATA): A. 5-S program B. Kaizen events C. total production maintenance D. group technology E. focused factories

CDE

_____ is the practice by which an operator should stop the process and immediately fix problems rather than allowing it to continue making poor-quality output. A. Kaizen event B. Poka-yoke C. Jidoka D. Stop-and-fix system

D

identify the symptoms of an overproduction waste (CATA): A. reduced productivity B. underutilization of resources C. utilization of excessive floor space D. unbalanced material flow E. complex information management F. extra inventory

DEF

Every operational setting and business sector implements the same level of lean systems in application and practice, True or False

False

The essential goal of SPC (statistical process control) is to put controls in place that help ensure the quality of production and give quick notice when unusual events occur that might lead to product or service defects, True or False?

True

Level, mixed-model scheduling is also known as ________

heijunka

_____ _____ is the application of lean principles and tools to the task of designing products.

lean design

the _______ ________ approach is a philosophy that emphasizes the minimization of the amount of all resources used in the various activities of an enterprise.

lean systems

________ _______ is the process used to reduce setup and changeover times with the goal of making the output of smaller batches more efficient.

setup reduction