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Lean Manufacturing Exam<br />NAME:  _______________________________________<br />EXAM DATE:  ______/______/______<br />For...
The people, material, and information flow in a value stream.
The material and information flows in a value stream.
The steps people take in designing and producing a product.
The detailed operation steps within cells.
A product family matrix is used in value stream mapping to:
Create a listing of all your products and the steps that are taken to produce them.
Decide which products are most important to your customers.
Identify and group products into families based on whether they pass through similar steps in your downstream processes.
Divide the mapping teams up into groups with groups with individual mapping assignments.
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Lean Manufacturing Exam Questions Mar 2011


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&quot;Learning to See&quot; exam for new clients of Exercise Lean LLC

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Lean Manufacturing Exam Questions Mar 2011

  1. 1. Lean Manufacturing Exam<br />NAME: _______________________________________<br />EXAM DATE: ______/______/______<br />For the following multiple choice questions, please indicate the best answer. Some answers may be correct but incomplete and not the best answer. Every correct response will earn the examine a point. Question 6, 8, 11, 13, 15, 16, 24, 27, 29, 30 and 31 are worth multiple points for correct responses. A calculator might be required.<br /><ul><li>Value Stream Mapping looks at:
  2. 2. The people, material, and information flow in a value stream.
  3. 3. The material and information flows in a value stream.
  4. 4. The steps people take in designing and producing a product.
  5. 5. The detailed operation steps within cells.
  6. 6. A product family matrix is used in value stream mapping to:
  7. 7. Create a listing of all your products and the steps that are taken to produce them.
  8. 8. Decide which products are most important to your customers.
  9. 9. Identify and group products into families based on whether they pass through similar steps in your downstream processes.
  10. 10. Divide the mapping teams up into groups with groups with individual mapping assignments.
  11. 11. The recommended level for beginning to map a value stream for a product family is:
  12. 12. Corporate wide.
  13. 13. Door –to-door in an individual facility or plant.
  14. 14. Across multiple facilities.
  15. 15. At the process level, for example in a single work-cell.
  16. 16. Calculate the Takt Time based on the following information:</li></ul>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.<br />The calculated Takt Time is:<br /><ul><li>0.5 minutes per part or 30 sec. per part.
  17. 17. 1 part per minute or 1 part every 60 sec.
  18. 18. 0.5 parts per minute.
  19. 19. 1 minute per part.
  20. 20. Data Boxes on a value stream map should contain information based on:
  21. 21. Engineering standards.
  22. 22. The average measurements over the last year.
  23. 23. The measurements on an ideal or typical day.
  24. 24. What you observe on the day you draw your map.
  25. 25. Give three examples of information that could go in a value Stream Map data box:</li></ul>1.________________________________________________________________________________<br />2.________________________________________________________________________________<br />3.________________________________________________________________________________<br /><ul><li>One of the biggest mistakes in implementing Lean Manufacturing is:
  26. 26. Sub optimizing by conducting Kaizen events in areas without first taking a big picture view of the organization.
  27. 27. Not implementing improvements in line with organizational strategy.
  28. 28. Skipping the value stream mapping step.
  29. 29. All of the above.
  30. 30. List the eight questions you generally ask in order to create your future state value stream map:</li></ul>1. ________________________________________________________________________________<br />2.________________________________________________________________________________<br />3.________________________________________________________________________________<br />4.________________________________________________________________________________<br />5. ________________________________________________________________________________<br />6. ________________________________________________________________________________<br />7. ________________________________________________________________________________<br />8. ________________________________________________________________________________<br /><ul><li> A supermarket is used where:
  31. 31. Processes are close together but have different cycle times.
  32. 32. A customer requires specialized products from the finished goods warehouse.
  33. 33. Continuous flow is not possible due to distance, unreliability, or where process serves multiple product families.
  34. 34. Pull can be implemented throughout the door-to-door value stream.
  35. 35. Creating value stream loops after future state mapping helps you to:
  36. 36. Break your total value stream plan into manageable pieces and prioritize them.
  37. 37. Communicate your plan to senior management.
  38. 38. Assign kaizen teams to be responsible for each loop.
  39. 39. Develop measures for each loop based on improving lead times.
  40. 40. List at least three specific “forms” from your 5S course you could use and complete that would be useful in 5S activities?</li></ul>1. ________________________________________________________________________________<br />2. ________________________________________________________________________________<br />3. ________________________________________________________________________________<br /><ul><li> 5S (choose best answer below)
  41. 41. Is about standardizing the way we do things.
  42. 42. Forms a foundation for all other improvement activities.
  43. 43. Is a key to reducing inventory to improve lead time?
  44. 44. Cannot be used in an office or administrative area.
  45. 45. Match the 5S steps to their appropriate description (fill in the appropriate letter):</li></ul>5S Launch_____<br />Sort_____<br />Set in Order_____<br />Shine_____<br />Standardize_____<br />Sustain_____<br /><ul><li>identify best locations for items, relocate out of place items, set inventory height and size limits, focus on safety, install temporary location indicators.
  46. 46. Involves forming a core implementation team, identifying a project using a team charter, performing a Workplace Scan and display.
  47. 47. Create rules such as holding rules and responsibilities; locations, number and position of items; cleaning schedules and procedures; storage and retrieval systems; visuals controls to share information and highlight conditions.
  48. 48. Look at items in work area, red tag, keep what’s needed/eliminate what’s not, and reduce number of items to what’s required.
  49. 49. Develop awareness and skills, make 5S part of daily work, get commitment from top management to make time for 5S, 5S audits, and ongoing 5S communications.
  50. 50. Identify sources of containment; determine targets and assignments for cleanliness; make everything like “new”, check if replacement or repair is necessary; replace wires, hoses, tubes, etc.
  51. 51. 5S efforts often fail to be sustained because:
  52. 52. Everyone is involved.
  53. 53. Managers don’t allow or make time for 5S activities and organizations fail to adequately implement the sustain step.
  54. 54. 5S isn’t really value-added.
  55. 55. Managers implement 5S but employees don’t do the work to keep it up.
  56. 56. Check all that apply to goals of Mistake Proofing</li></ul>_____ Eliminate problem people<br />_____ Make product with zero defects<br />_____Remove process variables reducing opportunities for mistakes<br />_____ Make it impossible to make mistakes<br />_____ Repair defective product<br />_____ Make things right with the customer including recalls and repairs<br />_____ Immediately detect defects if they occur<br />_____ To catch and fix human mistakes<br /><ul><li> Please match the method with the appropriate description or example of mistake proofing:</li></ul>_____Contact/Physical Contact Device<br />_____Performance Step/Motion-Step Device<br />_____Fixed-Value Device<br />_____Operator Initiated Controls/Doing It Right Device<br /><ul><li>A parts feeder automatically counts out the nine bolts required for assembly when the operator presses a lever. The part assembled with the nine bolts isn’t allowed to leave the station unless all nine bolts are installed.
  57. 57. Proximity switches mounted on sides of a blank plate trip when the blank is properly positioned allowing the machine to start. If switches are not tripped, the machine won’t start.
  58. 58. Color-coding one side of a part so it is assembled with the correct side up.
  59. 59. A photoelectric switch is connected to a timer; if movement of the part doesn’t occur when it should at the right step in the process (for example, it is forgotten by the operator), the switch signals the machine to stop.
  60. 60. A major barrier to inventory reduction and batch size reduction is.
  61. 61. Long set-up changeover times
  62. 62. 5S activities
  63. 63. Lead time reduction
  64. 64. Material handlers
  65. 65. The economic lot size model indicates a trade-off between changeover and inventory cost. One incorrect assumption with the model is:
  66. 66. Fast changeovers increase flexibility
  67. 67. High inventory and fast changeovers are good.
  68. 68. We have to live with long set-ups and large batches; set-up times cannot be reduced
  69. 69. There is a point where the cost of a changeover exceeds inventory carrying costs
  70. 70. Set-up Time is typically classified in two categories as:
  71. 71. Internal or external
  72. 72. Value-added or non value added
  73. 73. Motion and transport waste
  74. 74. High cost and low cost
  75. 75. Please circle the incorrect statement:
  76. 76. Policy deployment is Management By Objectives (MBO).
  77. 77. Policy deployment develops a one year plan reflecting the long-term vision and 3-5 year strategic planning objectives.
  78. 78. Policy deployment is a planning-implementation process that focuses on a few major long-term customer-focused breakthrough objectives.
  79. 79. Policy deployment ensures individuals are aligned and understands what improvements are important to work on.
  80. 80. Circle the correct statement regarding Policy Deployment and Breakthrough Objectives
  81. 81. Breakthrough objectives are predominantly a supervisor function.
  82. 82. Effective strategic planning should facilitate the identification of breakthrough objectives.
  83. 83. Breakthrough objectives are not stretch objectives and represent small-step improvements.
  84. 84. Is rarely customer focused.
  85. 85. You know you have correctly identified a root cause and implemented effective corrective action through 8D because:
  86. 86. You contain the effects and address the symptoms of the immediate problem.
  87. 87. You have implemented a solution that meets budget constraints.
  88. 88. The problem disappears so you never have it again; you can turn it off/on during testing.
  89. 89. You have done a job of putting a “quick fix” in place.
  90. 90. Establishing on-going controls, updating related documentation, standardizing new practices, updating personnel is part of which 8D step or steps:
  91. 91. Verify corrective actions.
  92. 92. Implement permanent corrective actions.
  93. 93. Prevent recurrence
  94. 94. Both “B” and “C”
  95. 95. 5W2H (who, what, where, when, why, how, how many) is used:
  96. 96. During the “Describe the Problem” phase to help define the problem.
  97. 97. Help in the “Implement and Verify Interim Actions” phase.
  98. 98. To “Define and verify the root causes”.
  99. 99. Both “B” and “C”.</li></ul> <br /><ul><li>Identify the statement that fits the proper term:
  100. 100. Containment/Interim Action.
  101. 101. Corrective Action.
  102. 102. Preventive Action.</li></ul>_____ Action taken addresses the system failure that allowed one operator to go untrained in the first place<br />_____ Action taken to prevent occurrences of a problem which has never occurred such not allowing smoking in the building to prevent the first time occurrence of a fire in the building <br /> <br />_____ Action taken is to “retrain the operator to follow the proper procedures” in response to a problem that occurred<br /><ul><li>Select the non-value added activity:
  103. 103. Assembling two parts together
  104. 104. Extrusion machine making parts
  105. 105. Packing parts for shipment
  106. 106. Picking up a part, putting it down and picking it up again
  107. 107. Making something earlier or faster than required by the next process “just-in-case” is an example of which type of waste?
  108. 108. Defect
  109. 109. Motion
  110. 110. Overproduction
  111. 111. Over-design
  112. 112. List four types of waste:
  113. 113. _____________________________________
  114. 114. _____________________________________
  115. 115. _____________________________________
  116. 116. _____________________________________
  117. 117. When a process runs out of control, the process must be investigated for the need of adjustment.</li></ul> True._____<br /> False._____<br /><ul><li>P-charts show the percentage of the number of parts rejected to the number of good parts.</li></ul>True._____<br />False._____<br /><ul><li>What do the initials “TPM” mean?
  118. 118. To fix equipment only when it breaks down.
  119. 119. To give an operator one more thing to do.
  120. 120. To utilize worker and machine effectiveness.
  121. 121. To reduce the involvement of other people.
  122. 122. What is the goal of TPM?
  123. 123. To fix equipment only when it breaks down.
  124. 124. To give an operator one more thing to do.
  125. 125. To utilize worker and machine effectiveness.
  126. 126. To reduce the involvement of other people.
  127. 127. Name 4 of the big six equipment losses.</li></ul>1. _____________________________________<br />2. _____________________________________<br />3._____________________________________<br />4._____________________________________<br /><ul><li>An example of a counter measure to the source of contamination would be:
  128. 128. Container for master parts with lids.
  129. 129. Splash guards and deflector plates.
  130. 130. Repairing all water and oil leaks.
  131. 131. All of the above.
  132. 132. Some failures happen in which causes?
  133. 133. Deterioration.
  134. 134. Contamination dirt.
  135. 135. Disassembly.
  136. 136. All of the above.
  137. 137. When carrying out inspection on equipment, we are making use of:
  138. 138. Our sense of vision.
  139. 139. Our sense of touch.
  140. 140. Historic data to track trends.
  141. 141. All of the above.
  142. 142. Which two are examples of preventive shine?
  143. 143. Mopping up after the floor gets dirty.
  144. 144. A door mat.
  145. 145. Sweeping the mat.
  146. 146. A waste chute catching and directing waste directly in a trash can.
  147. 147. A Kanban system supports a “pull” system.</li></ul>True._____<br />False._____<br /><ul><li>A “pull” production system is a production system where you make as much product as you can regardless of whether the customer needs it or not.</li></ul>True._____<br />False._____<br /><ul><li>Please circle the items listed below that are preconditions for Kanban.
  148. 148. 5S: workplace organization.
  149. 149. Level scheduling.
  150. 150. Long break times.
  151. 151. Standard work.
  152. 152. Extra inventory.
  153. 153. The following process (customer) picks up parts from the previous process (supplier).
  154. 154. Quick changeovers.
  155. 155. 100% quality is mandatory.
  156. 156. Machines operate correctly when they are needed (TPM).
  157. 157. Please circle the items listed below that are “Kanban Rules”.
  158. 158. Produce only the amount taken by the following process (customer).
  159. 159. When the first part is removed from the container, the Kanban is removed and placed at the Kanban post.
  160. 160. It is acceptable to wait until the next shift to place the Kanban at the post.
  161. 161. No production or material moves are performed without a Kanban.
  162. 162. It is acceptable to lay a Kanban on a workstation or put a Kanban in your pocket until you get time to take it to the Kanban post.
  163. 163. Defects are never passed onto the next process (customer)
  164. 164. It is necessary to periodically review the number of Kanbans issued.
  165. 165. Finished goods should be located at the production location for visual management.
  166. 166. Please circle the items listed below that may result from breaking the “Kanban Rules”.
  167. 167. Under production.
  168. 168. Over production.
  169. 169. No overtime.
  170. 170. The extra inventory will hide defects and problems.
  171. 171. The cost of production will increase.</li></ul> <br /><ul><li>Describe how you see that Panera Bread has made use of or implemented Lean Manufacturing techniques and principles in the past? List 5 examples for a total of 5 points?</li></ul>________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br /><ul><li>Describe how and even where you feel Panera Bread can use Lean concepts and techniques for future improvements? List a minimum of 2 examples for a total of 5 points.</li></ul>________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br /><ul><li>Describe how you would like to participant in the Lean improvement efforts at Subway? Where can you use the Lean Concepts to help Subway?</li></ul>________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br />________________________________________________________________________________<br />