"Learning to See" exam for new clients of Exercise Lean LLC

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

3. The material and information flows in a value stream.

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

5. The detailed operation steps within cells.

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

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

8. Decide which products are most important to your customers.

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

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

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

12. Corporate wide.

13. Door –to-door in an individual facility or plant.

14. Across multiple facilities.

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

17. 1 part per minute or 1 part every 60 sec.

18. 0.5 parts per minute.

19. 1 minute per part.

20. Data Boxes on a value stream map should contain information based on:

21. Engineering standards.

22. The average measurements over the last year.

23. The measurements on an ideal or typical day.

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

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

27. Not implementing improvements in line with organizational strategy.

28. Skipping the value stream mapping step.

29. All of the above.

31. Processes are close together but have different cycle times.

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

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

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

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

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

37. Communicate your plan to senior management.

38. Assign kaizen teams to be responsible for each loop.

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

41. Is about standardizing the way we do things.

42. Forms a foundation for all other improvement activities.

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

44. Cannot be used in an office or administrative area.

46. Involves forming a core implementation team, identifying a project using a team charter, performing a Workplace Scan and display.

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

52. Everyone is involved.

53. Managers don’t allow or make time for 5S activities and organizations fail to adequately implement the sustain step.

54. 5S isn’t really value-added.

55. Managers implement 5S but employees don’t do the work to keep it up.

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. Color-coding one side of a part so it is assembled with the correct side up.

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

61. Long set-up changeover times

62. 5S activities

63. Lead time reduction

64. Material handlers

65. The economic lot size model indicates a trade-off between changeover and inventory cost. One incorrect assumption with the model is:

66. Fast changeovers increase flexibility

67. High inventory and fast changeovers are good.

68. We have to live with long set-ups and large batches; set-up times cannot be reduced

69. There is a point where the cost of a changeover exceeds inventory carrying costs

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

71. Internal or external

72. Value-added or non value added

73. Motion and transport waste

74. High cost and low cost

75. Please circle the incorrect statement:

76. Policy deployment is Management By Objectives (MBO).

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

78. Policy deployment is a planning-implementation process that focuses on a few major long-term customer-focused breakthrough objectives.

79. Policy deployment ensures individuals are aligned and understands what improvements are important to work on.

80. Circle the correct statement regarding Policy Deployment and Breakthrough Objectives

81. Breakthrough objectives are predominantly a supervisor function.

82. Effective strategic planning should facilitate the identification of breakthrough objectives.

83. Breakthrough objectives are not stretch objectives and represent small-step improvements.

84. Is rarely customer focused.

85. You know you have correctly identified a root cause and implemented effective corrective action through 8D because:

86. You contain the effects and address the symptoms of the immediate problem.

87. You have implemented a solution that meets budget constraints.

88. The problem disappears so you never have it again; you can turn it off/on during testing.

89. You have done a job of putting a “quick fix” in place.

90. Establishing on-going controls, updating related documentation, standardizing new practices, updating personnel is part of which 8D step or steps:

91. Verify corrective actions.

92. Implement permanent corrective actions.

93. Prevent recurrence

94. Both “B” and “C”

95. 5W2H (who, what, where, when, why, how, how many) is used:

96. During the “Describe the Problem” phase to help define the problem.

97. Help in the “Implement and Verify Interim Actions” phase.

98. To “Define and verify the root causes”.

100. Containment/Interim Action.

101. Corrective Action.

103. Assembling two parts together

104. Extrusion machine making parts

105. Packing parts for shipment

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

107. Making something earlier or faster than required by the next process “just-in-case” is an example of which type of waste?

108. Defect

109. Motion

110. Overproduction

111. Over-design

112. List four types of waste:

113. _____________________________________

114. _____________________________________

115. _____________________________________

116. _____________________________________

118. To fix equipment only when it breaks down.

119. To give an operator one more thing to do.

120. To utilize worker and machine effectiveness.

121. To reduce the involvement of other people.

122. What is the goal of TPM?

123. To fix equipment only when it breaks down.

124. To give an operator one more thing to do.

125. To utilize worker and machine effectiveness.

126. To reduce the involvement of other people.

128. Container for master parts with lids.

129. Splash guards and deflector plates.

130. Repairing all water and oil leaks.

131. All of the above.

132. Some failures happen in which causes?

133. Deterioration.

134. Contamination dirt.

135. Disassembly.

136. All of the above.

137. When carrying out inspection on equipment, we are making use of:

138. Our sense of vision.

139. Our sense of touch.

140. Historic data to track trends.

141. All of the above.

142. Which two are examples of preventive shine?

143. Mopping up after the floor gets dirty.

144. A door mat.

145. Sweeping the mat.

146. A waste chute catching and directing waste directly in a trash can.

148. 5S: workplace organization.

149. Level scheduling.

150. Long break times.

151. Standard work.

152. Extra inventory.

153. The following process (customer) picks up parts from the previous process (supplier).

154. Quick changeovers.

155. 100% quality is mandatory.

156. Machines operate correctly when they are needed (TPM).

157. Please circle the items listed below that are “Kanban Rules”.

158. Produce only the amount taken by the following process (customer).

159. When the first part is removed from the container, the Kanban is removed and placed at the Kanban post.

160. It is acceptable to wait until the next shift to place the Kanban at the post.

161. No production or material moves are performed without a Kanban.

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. Defects are never passed onto the next process (customer)

164. It is necessary to periodically review the number of Kanbans issued.

165. Finished goods should be located at the production location for visual management.

166. Please circle the items listed below that may result from breaking the “Kanban Rules”.

167. Under production.

168. Over production.

169. No overtime.

170. The extra inventory will hide defects and problems.