Study Questions
Study Questions
1 The objective of lean manufacturing is:
a Waste-free, optimized product flow across the value stream.
b Pulling to customer demand.
c Operator empowerment to stop the process when there is a problem.
d Enhanced market share.
2 Three different types of manufacturing in use today include:
a Craft production, mass production, lean production.
b Japanese manufacturing, American (North American) manufacturing, Third World manufacturing.
c Push, Pull, Attractive
d Demand driven, supply driven, design driven.
3 The key ideas that made mass production possible include:
a Interchangeable parts
b Pre-hardened metals
c Standard gauging and the moving assembly line
d Standardized/simplified work
e Waste elimination
f All of the above
g None of the above
4 Muda, mura, and muri are the Japanese words for:
a Defects, excess, and detachment.
b Waste, unevenness (variability) and strain.
c Sort, straighten, and simplify.
d Operator involvement, empowerment, recognition.
5 Waste in manufacturing, as identified by Taiichi Ohno, includes all of the following except:
a Defects in products
b Overproduction of items not needed
c Inventories awaiting further processing or consumption
d Unnecessary processing
e Training meetings
f Unnecessary movement of people
g Unnecessary transport of material
h Waiting (on equipment or upstream processing)
i Design of products that do not meet users needs
6 The effect of reducing waste, unevenness and strain is typically to:
a Gain market share by responding faster.
b Improve the bottom line as evidenced by traditional accounting systems.
c Allow product to flow better, and as a by-product reduced inventory, shorter lead time, improved quality, reduced space requirements, improved customer service.
d Increase employee morale and as a by-product improve the quality of work life in the company.
7 Pull Replenishment is a fundamental concept in lean manufacturing that is based on one core idea:
a The use of inventory should be anticipated and scheduled for replenishment in advance of its use. In this way the overall objective of “zero inventory” can be achieved.
b Inventory should only be replenished when it has been used.
c Inventory is unnecessary and should be eliminated immediately at any cost.
d Inventory should be eliminated and additional labor added so as to have the flexibility to respond to changes in customer needs.
8 Flow is different from pull in that:
a In a flow environment material moves across the value stream through pipes or on assembly lines, while in a pull environment material is transported from work center to work center using fork lifts, tuggers, or some other form of conveyance.
b A flow environment typically is make-to-order manufacturing, whereas pull is make-to-stock.
c In a flow environment material moves without interruption from raw material to customer) while in a pull environment there are typically inventories between processes where continuous flow is not possible. For pull, material is moved from process to process to process based on the needs of the customer.
d Flow manufacturing is synonymous with “push” and is exactly the opposite of pull.
9 Is forecasting unnecessary in a flow or pull environment?
a Yes, every important company activity is driven by customer orders.
b No, many longer term business management processes still need forecasts of demand.
c Unnecessary in flow, but necessary to support pull.
d Necessary in flow, but unnecessary to support pull.
10 “EPE Interval” is another way to describe:
a The takt time, considering package quantities.
b The kanban quantity for an item.
c The smallest possible lot size possible for parts going through a particular process.
d The 5S process in lean manufacturing.
11 “Just-in-time” scheduling encompasses concepts like:
a Takt Time
b EPEI
c Leveling (Heijunka)
d Pull Systems
e All the above
f None of the above
12 “Jidoka” or automation with a human face encompasses concepts like:
a Setup Reduction
b Pokayoke (Mistake Proofing)
c 5S
d Cell Design and Operator Balancing
e Quality improvement (6 sigma)
f Standard Work
g All the above
h None of the above
13 The three prerequisites to lean production include:
a Leveling, standard work, kaizen.
b Six sigma, 5S, poka-yoke.
c Japanese management, flow manufacturing, value stream mapping.
d Value stream mapping, waste elimination, reduced inventory.
14 Which of the following is not part of “poka-yoke”?
a Enforce correct operations by eliminating choices that lead to incorrect actions.
b Signal or stop a process if an error is made or a defect created.
c Prevent machine and product damage.
d Eliminate inventory so that problems in the process are exposed and can be eliminated.
15 Leveling is typically done at the:
a Bottleneck process
b Pacemaker process
c Starting process
d Process adding the greatest amount of value to the product.
16 Which of the following is not a major use of value stream mapping:
a It provides a big picture of material flows, without which the tendency is to work on improving individual processes (milling, drilling, hardening, etc.) rather than on improving the overall value stream.
b It allows the manufacturing, materials and supply chain organizations to be structured around value streams rather than individual processes or functions.
c It provides a common view for operations and accounting and becomes the basis for discussing real improvements.
d It provides a detailed schedule for suppliers and internal manufacturing processes.
e It makes the impact of decisions apparent in a quantitative way—in the Lead Time Ladder—rather than as spongy, “feel good” notions about what might happen.
f It connects information flows and material flows.
g It can become the basis for an implementation plan or series of implementation plans.
17 Pitch is:
a The same as the EPE Interval.
b The time interval in a variable quantity/fixed interval kanban system.
c An expression of takt time considering packaging quantities.
d The Japanese word for takt time.
18 Which of the following is not one of the pull rules:
a Downstream processes might withdraw only the required quantity from the supplying upstream source.
b A process can produce (replenish) only the quantity withdrawn by the downstream process—in other words, stop producing when the kanbans are full.
c Never send defects on to the next process.
d In the pacemaker process, keep the equipment running and producing parts even if there are no open kanbans.
e Minimize the number of kanbans for each item.
f Fine tune the number of kanbans as fluctuations in demand occur.
19 Which of the following is not currently a primary function of QAD Lean:
a Value stream modeling (kanban controlled items, supermarkets, processes, kanban loops, control defaults, process specific calendars, average demand calculations, safety stock calculations).
b Transactions and tracking (kanban card creation, management and printing; kanban status tracking (consume to fill cycle), kanban “dispatch” list, transaction history).
c Loop sizing.
d Leveling.
e Operator balancing and cell design.
20 The three areas covered by the Kanban Control Record include:
a Values for takt time, EPE Interval, pitch quantity.
b Standard, pacemaker and FIFO controls.
c Supermarkets, processes and loop names.
d Basic default values for new records, transaction controls, sequence enforcement controls.
21 Two types of inventory that can be stored in a supermarket. The codes associated with this inventory are:
a Inv and WIP
b FIFO and on-hand
c RIP and OH
d RAW and FG
22 Kanban Process Maintenance has two basic parts:
a Process data maintenance and Process Item Detail maintenance.
b Process data maintenance and Kanban Master Maintenance.
c Process data maintenance and Basic Process Calculations.
d Basic Process Calculations and Process Item Operation Rollup.
23 The Kanban Process Item Detail screen provides a way to maintain:
a The basic bill of material for a kanban item.
b The “dance steps” for each operator in the cell when producing a specific item.
c Basic data that is routing related (starting and ending operations, yield, run time, setup time, etc.).
d The history of kanban transactions against an item.
24 If you have “retired” a kanban card by deactivating it, and would like to return it to an active status, you can use any of the following functions except for:
a Kanban Card Maintenance
b Kanban Multi-Card Maintenance
c Kanban Fill
d Kanban Card Activate
e Kanban Card Management
25 The Kanban Dispatch List includes all of the following data except:
a Authorized date and time
b Due date and time
c Sequence number for major/minor setup (mfg_seq)
d Current days of supply
26 The Kanban Dispatch List can be run in either detail or summary mode. This affects:
a The way information is passed to Supply Visualization (Kanban Visualization).
b The way data is updated in the Supplier Schedule in the system.
c Whether the report lists each card that needs to be replenished, or just a summary total for the item.
d Whether the user does a kanban fill for each kanban card, or one summary receipt transaction that fills all the different cards.
27 The “simple” method of calculating safety stock is based on:
a The MAPE and a measurement of forecast bias.
b The MAD and the required service level.
c The standard deviation of the demand and the required service level.
d The difference between maximum demand and average demand.
28 One of the most important calculations in the Level Mix Workbench, and the basis for the leveling calculations, is:
a Takt time (operational takt time)
b Total setup hours for all parts
c Cycle time per kanban
d Load percent
29 Users have two basic alternatives to the Supermarket Workbench in the system:
a Save the leveled schedule and display the supply demand consequences in the MPS display(s) or use a user developed workbench.
b Look at the Kanban Workbench from QAD Lean and the component availability check from QAD EA.
c Use operator balance charts and cell design tools in QAD Lean.
d Run the Basic Process Calculations and the Process Item Rollup
30 The Inventory Validation Report in the system:
a Tries to flag items that have potential inventory errors by comparing full kanbans with book inventory.
b Tries to show the value of inventory controlled by kanban.
c Tries to evaluate the level of inventory for each kanban item by looking at the supply demand balance over time.
d Tries to evaluate the level of inventory for each kanban item by looking at historical inventory performance.