lean manufacturing quiz i

5/28/2018 Lean Manufacturing Quiz i

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LEAN MANUFACTURING QUIZ I

1. Value Stream Mapping looks at:

a. The people, material, and information flow in a value stream

b. The material and information flows in a value stream

c. The steps people take in designing and producing a product

d. The detailed operation steps within cells

2. A product family matrix is used in value stream mapping to:

a. Create a listing of all your products and the steps that are taken to produce them

b. Decide which products are most important to your customers

c. Identify and group products into families based on whether they pass through similar steps in your

downstream processes

d. Divide the mapping teams up into groups with groups with individual mapping assignments

3. The recommended level for beginning to map a value stream for a product family is:

a. Corporate wide

b. Doorto-door in an individual facility or plant

c. Across multiple facilities

d. At the process level, for example in a single work-cell

4. Calculate the Takt Time based on the following information: Customer demand is 34,400 parts per month.

The company works 5 days per week and on average 20 days per month. There are two, eight hour shifts.Lunch is 30 minutes per shift. Two, ten minute breaks are taken per shift. The calculated Takt Time is:

a. 0.5 minutes per part or 30 seconds per part

b. 1 part per minute or 1 part every 60 sec

c. 0.5 parts per minute


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d. 1 minute per part

5. Data boxes on a value stream map should contain information based on:

a. Engineering standards

b. The average measurements over the last year

c. The measurements on an ideal or typical day

d. What you observe on the day you draw your map

6. One of the biggest mistakes in implementing Lean Manufacturing is:

a. Sub optimizing by conducting Kaizen events in areas without first taking a big picture view of the

organization

b. Not implementing improvements in line with organizational strategy

c. Skipping the value stream mapping step

d. All of the above

7. A supermarket is used where:

a. Processes are close together but have different cycle times

b. A customer requires specialized products from the finished goods warehouse

c. Continuous flow is not possible due to distance, unreliability, or where process serves multiple product

families

d. Pull can be implemented throughout the door-to-door value stream

8. Creating value stream loops after future state mapping helps you to:

a. Break your total value stream plan into manageable pieces and prioritize them

b. Communicate your plan to senior management


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c. Assign kaizen teams to be responsible for each loop

d. Develop measures for each loop based on improving lead times

9. 5S (choose best answer below)

a. Is about standardizing the way we do things

b. Forms a foundation for all other improvement activities

c. Is a key to reducing inventory to improve lead time?

d. Cannot be used in an office or administrative area

10. 5S efforts often fail to be sustained because:

a. Everyone is involved

b. Managers dont allow or make time for 5S activities and organizations fail to adequately implement the

sustain step

c. 5S isnt really value-added

d. Managers implement 5S but employees dont do the work to keep it up

11. A major barrier to inventory reduction and batch size reduction is:

a. Long set-up changeover times

b. 5S activities

c. Lead time reduction

d. Material handlers

12. Set-up Time is typically classified in two categories as:

a. Internal or external


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b. Value-added or non value added

c. Motion and transport waste

d. High cost and low cost

13. Please circle the incorrect statement:

a. Policy deployment is Management By Objectives (MBO)

b. Policy deployment develops a one year plan reflecting the long-term vision and 3-5 year strategic planning

objectives

c. Policy deployment is a planning-implementation process that focuses on a few major long-term customer-

focused breakthrough objectives

d. Policy deployment ensures individuals are aligned and understands what improvements are important to

work on

14. Select the non-value added activity:

a. Assembling two parts together

b. Extrusion machine making parts

c. Packing parts for shipment

d. Picking up a part, putting it down and picking it up again

15. Making something earlier or faster than required by the next process just-in-case is an example of

which type of waste?

a. Defect

b. Motion

c. Over production

d. Over processing


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16. What is the goal of TPM?

a. To fix equipment only when it breaks down

b. To give an operator one more thing to do

c. To utilize worker and machine effectiveness

d. To reduce the involvement of other people

17. Start pulling work through the system, look at the production scheduling and move towards daily orders

with ________ cards.

a. Kanban

b. Manufacturing resource planning

c. Material requirements planning

d. Lean manufacturing

18. The following are all examples of waste in business, except which one?

a. Over production

b. Unhappy suppliers

c. Defective output

d. Production waiting time

19. A key feature of Kaizen is that improvements are achieved by making

a. Close contact with consultants

b. Many small change

c. Less complicated products

d. Large scale investment


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20. JIT aims to ensure that inputs into the production process only arrive

a. When customers are ready to buy

b. When they are needed by production

c. When they are paid for

d. When the supplier is ready

LEAN MANUFACTURING QUIZ III

1. Choose the statement that is not correct:

a. LEAN and Six Sigma are both process improvement methodologies

b. LEAN arose as a method to optimize auto manufacturing (Toyota)

c. Six Sigma evolved as a quality initiative to reduce variance in Motorola

d. Both methodologies are focused in how to optimize the process flow

e. LEAN doesnt require the usage of advanced statistical tools

2. What can be considered as Value for the Customer?

a. Cost

b. Delivery

c. Reliability

d. Response

e. All of the above

3. The 5 W to be considered during a Root Cause Analysis are:

a. Who, What, When, Where and Why

b. Who, Who, Who, Who and Who


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c. Why, Why, Why, Why, and Why

d. Who, Why, Who, Why and When

4. Lean is a system of to identify and eliminate wastes in production.

a. Principles

b. Methods

c. Tools

d. a, b & c

5. Which is below increased through lean implementation?

a. Inventory

b. Cost

c. Productivity

6. One of lean principles is:

a. Eliminate wastes

b. Identify value

c. Push system

7. The purpose to identify and eliminate wastes in lean production is:

a. Reduce production lead time

b. Set up pull system

c. Build kanban

8. Wastes of motion is?


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a. Process that does not create value as customer standpoint

b. Efforts of people that does not add value

c. Parts movement

9. Make more products than customer requires is waste of?

a. Inventory

b. Over production

c. Defects

10. Arrange the activities in right order (5S)

a. Set in order, Sort, Shine

b. Sort, Shine, Set in order

c. Sort, Set in order, Shine

11. A production system that all processes connected and follow customer demand is?

a. Push system

b. Pull system

12. Customer demand is 100 products, and available working time is 15 hours, calculate the Takt Time?

a. 540 sec

b. 480 sec

c. 620 sec

13. In order to reduce cycle time, the first thing that a factory can consider is?


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a. Add more workers

b. Reduce processing time

c. Work 2 shifts

14. Process A cycle time is 5sec, while process B is 7sec, calculate the WIP between A & B in 7.5 hours shift

working?

a. 2100

b. 1543

c. 0

15. Process A cycle time is 5sec, while process B is 3sec, calculate the WIP between A & B in 7.5 hours shift

working?

a. 2100

b. 3600

c. 0

16. Calculate the maximum output of this production line below?

a. 1500

b. 300

c. 900

17. Cycle time should be balanced with?

a. Process time

b. Takt Time


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c. Lead time

18. For most unimproved processes, the amount of value-added work relative to incidental work and waste is

approximately:

a. 5%

b. 20%

c. 50%

d. 80%

19. Which of the following is considered value-added work?

a. Changing the shape or character of a product or assembly.

b. Eliminating all defects and the need for rework.

c. Empowering employees to establish their own work standards.

d. Activities that must be performed under present work conditions

20. The greatest waste of all is the waste of:

a. overproduction.

b. mistakes.

c. inventory.

d. Overtime

LEAN MANUFACTURING QUIZ II

1. The main reason why a business will want to reduce waste is to

a. Lower cost

b. Reduce stock

c. Improve customer service


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d. Increase capacity

2. A benefit of using cell production is

a. Products can be mass produced

b. Quality is less important

c. Less need for staff to trust each other

d. Workers more likely to become multi skilled

3. The lean production approach Kaizen is associated with the term

a. Just in time

b. Economies of scale

c. Stock management

d. Continuous improvement

4. The concept of lean production originated in the

a. Offices of New York

b. Retail stores of Hong Kong

c. Coal mines of Yorkshire

d. Manufacturing plants of Japan

5. Lean production is a management approach focused on

a. Cutting out waste

b. Adding value

c. Improving motivation


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d. Increasing complexity

6. What is the correct meaning of Takt Time?

a. The fastest pace a process can run at without producing poor quality

b. The demand or pace that customer places orders

c. The speed of the slowest process in the line

7. What is the meaning of Heijunka?

a. Another word for Takt time

b. Production smoothing to avoid large batches or swings in volume

c. Fixed size batch production

8. What is Poka Yoke?

a. A Japanese phrase meaning error prevention

b. A Japanese phrase meaning in line checking

c. A Japanese phrase meaning line stop authority

9. What is Jidoka?

a. An optical sorting device

b. 100% end of line inspection

c. Automation with a 'human touch'

10. In a lean work cell, the supervisors main responsibility is:

a. Keeping production moving


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b. Keeping workers busy

c. Achieving production counts

d. Identifying and resolving abnormal conditions

11. Pilot lean projects should be chosen based on:

a. Impact to the customer and to the company

b. Anticipated chance for success

c. The number of people affected by the changes

d. All of the above

12. In a lean manufacturing work cell, who has authority to stop production?

a. The line supervisor

b. Machine operators

c. The material handler

d. All of the above

13. Place the 5Ss in the proper order:

a. Sort, Set-in-order, Shine, Sustain, Standardize

b. Shine, Sort, Standardize, Set-in-order, Sustain

c. Sort, Set-in-order, Shine, Standardize, Sustain

d. Sustain, Set-in-order, Shine, Sort, Standardize

e. Sort, Set-in-order, Standardize, Shine, Sustain

f. Sustain, Standardize, Set-in-order, Shine, Sort


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14. Change over should be organized on the basis of:

a. The cost of direct vs. indirect labor

b. How many workers it takes to make the change

c. Internal, external, and adjustment

d. Machine utilization

15. Queue means:

a. A signal to start production

b. A unit of measure

c. Material should be pushed to the next operation when a batch is complete

d. Waiting

16. One-piece-flow means

a. Batch

b. Larger lot sizes

c. One piece moves to the next operation

d. Operators need to work harder

17. Kanban is based on a model of:

a. Shipyards

b. Automotive assembly lines

c. Supermarkets

d. Job shop machining


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18. The term that relates to matching the output rate with customer demand in a JIT system is:

a. Fill rate

b. Takt Time

c. Closed-loop JIT

d. Single Minute Exchange of Die

19. Which one of these is a system of lights used to signal problems in a lean production system?

a. SMED

b. Andon

c. Kanban

d. Jidoka

20. Waste

a. is part of a process and always inevitable

b. is part of a process and always evitable

c. is the usage of any resource during the process, which is not recognized by the customer as increasing the

value they receive

d. can not be seen on the shop floor

WEEKLY VIETNAM BUSINESS QUIZ 06-JAN - 10-JAN

How much did Vietnams industrial production value grew in 2013?

7.40%

7.45%

8.40%


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8.45%

How much did Vietnam's GDP rise in 2013?

5.35%

5.42%

5.45%

Retail sector growth in 2013?

11.60%

12.60%

13.60%

How many percent of people surveyed are now satisfied with high-quality made-in-Vietnam goods?

69%

70%

71%

According HSBC, how many percent of export growth in 2014 is?

15%

20%

25%

How many percent was Vietnam Logistics cost estimate in grossdomestic production?

10%


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15%

20%

How many percent of Ha Noi price up in Lunar New Year 2014?

7%

10%

13%

According to Euromonitor, how much does Vietnamese beverage marketvalue?

VND44 trillion

VND54 trillion

VND64 trillion

How many kiosks and convenient store do HCMC plan to develop forLunar New Year?

400

410

420

How many businesses have been awarded for their impressive productsfollowing a three-month poll conducted by the Business Association ofHigh-Quality Vietnamese Goods?

640

650

660


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Planning Input for Supply Chain

Operations generate own estimates and not coordinate with other department

Solely rely on Sales Plan from Sales

Demand Plan that takes previous Sales Plan Achievement into account and future productlaunches and promotions

No formal planning process in our company

lean manufacturing quiz i

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