Question 1

Continuous process improvement includes a focus on the processes of the organization where non-value-added activities are eliminated. Which of the following describes Mura in a waste analysis?
A)Unevenness in work and demand flow.
B)Greater demand than capacity in any given time or overburdening the process.
C)Has necessary non-value-adding waste.
D)Has unnecessary non-value-adding waste.

Accepted Answer

Continuous process improvement includes a focus on the processes of the organization where non-value-added activities are eliminated. In a waste analysis designed to remove waste, Mura is the unevenness in work and demand flow. Muri is having a greater demand than capacity in any given time or overburdening the process. Muda waste has two types. Type 1 is the necessary non-value-adding waste, while type 2 is unnecessary non-value-adding waste.

Question 2

When eliminating barriers to flow it is useful to develop a diagram that uses graphical symbols to depict the nature and flow of the steps within a process. This type of diagram is called which of the following?
A)Swim lane diagram.
B)Spaghetti diagram.
C)Isikawa (fishbone) diagram.
D)Current state process flow diagram.

Accepted Answer

When eliminating barriers to flow it is useful to develop a diagram that uses graphical symbols to depict the nature and flow of the steps within a process. This type of diagram is called the current state process flow diagram. These diagrams are also referred to as process mapping or flow mapping the process. The process steps are placed in time sequence order to determine the current state process flow and understand both how the process currently operates and any operational barriers.

Question 3

Economies of flow are commonly used to design services versus products. What is "failure demand" in economies of flow?
A)The point at which a process must be redesigned because it no longer meets demand levels.
B)A failure to do something for a customer or a failure to do something correctly.
C)The point at which demand can no longer be met.
D)The point at which flow meets resistance because of a failure.

Accepted Answer

Failure demand in economies of flow is the demand caused by a failure to do something or to do something correctly for a customer. Improving economies of flow necessitates designing processes to eliminate failure demand.

Question 4

The 7 classic wastes in lean include which grouping of concepts below?
A)Overproduction, inventory, defects, over-processing, waiting, motion, and transportation.
B)Overproduction, marketing, returned products, over-processing, waiting, motion, and lack of training.
C)Just-in-time production, inventory, failure points, over-processing, waiting, motion, and transportation.
D)Muda, inventory, Muri, over-processing, defects, waiting, and motion.

Accepted Answer

The seven classic wastes include overproduction, inventory, defects, over-processing, waiting, motion, and transportation. A waste walk often identifies the underlying causes, including the wastes of correction, overproduction, waiting for resources, not using just in time inventory, unneeded steps in production, and unnecessary travel around a factory.

Question 5

Which type of process waste actually has two forms?
A)Muri, which deals with demand.
B)Muda, which deals with value-adding wastes.
C)Mura, which is unevenness in work demand.
D)Lean waste, which is found through process improvement.

Accepted Answer

Muda waste actually has two forms. Type 1 is necessary, non-value-adding waste. Type 2 is unnecessary, non-value-adding waste. Muri is having a greater demand than capacity at any given time or overburdening the process. Mura is the unevenness in work and demand flow. Continuous process improvement includes a focus on the processes of the organization where non-value-added activities are eliminated.

Question 6

Which type of waste causes fluctuation in performance in a manufacturing environment?
A)Uncaptured or measured waste.
B)Muda, which has two forms of waste.
C)Muri, or demand for the process.
D)Mura, or demand of unevenness.

Accepted Answer

The type of waste that causes fluctuation in performance in a manufacturing environment is Mura. Mura is the unevenness in work and demand flow.

Question 7

A laminate processing plant has a high level of Muri. What does that mean for employees?
A)Employee satisfaction is at an all-time high.
B)Employees feel as the processes are out of their control.
C)The employees do not feel engaged.
D)The employees feel overworked.

Accepted Answer

A laminate processing plant with a high level of Muri means employees feel pressured and are overworked. Muri is having a greater demand than capacity at any given time or overburdening the process.

Question 8

The alignment of value-added work fragments means getting the most out of employee effort. Which choice below should management follow to properly align work fragments?
A)Ensure there are no breaks in processes causing a fragment.
B)Optimize each level of the processes.
C)Align the right complexity of work with the right position within the organization.
D)Implement a Kaizen program.

Accepted Answer

In order to get the most out of employee effort and properly align work fragments management should align the right complexity of work with the right position within the organization. An engaged workforce is more effective, and when the right employees are aligned with the complexity level for their optimal engagement the most effective use of the workforce is developed.

Question 9

Organizing flow is typically done with the critical path method and value stream mapping. Which of the following would NOT be included in the benefits of the critical path method when organizing flow?
A)The ability to acquire resources.
B)The ability to specify individual activities.
C)The ability to provide a graphical view of a project.
D)The ability to show activity precedence and interrelations.

Accepted Answer

The critical path method and value stream mapping are used to organize flow. The ability to acquire resources is incorrect and would NOT be included in the benefits of the critical path method when organizing flow. The critical path method cannot be used to acquire a resource. The Gantt chart associated with the critical path method may be able to assign resources, but not an instrument to acquire resources.

Question 10

Improving end-to-end flow would require identifying and mapping what?
A)Customer requirements or the customer's voice.
B)The value stream.
C)A spaghetti diagram of the work location.
D)The level of waste at each level of production.

Accepted Answer

Improving end-to-end flow would require identifying and mapping the value stream. The value stream is the activities across the organization involved in jointly delivering a product or service. The end-to-end flow is the total end-to-end process that delivers the value to the customer and the process.

Question 11

When visually managing the flow of a process, what is the primary goal of a visual project board?
A)To provide the status and progress of a project.
B)To show the team members and charter for a project.
C)To show the project timeline.
D)To show the return on investment for the project.

Accepted Answer

When visually managing the flow of a process, the primary goal of a visual project board is to show the status and progress of a project. The goal is to provide a brief visual update to management and employees of the work area impacted by a project. It allows them to see what areas may need improvement.

Question 12

An organization realized it was having difficulty with Takt time. What basic problem existed?
A)The average length of production was too long in duration.
B)The length of production for a single item was too long in duration.
C)Production outpaced the customer demand.
D)No measure for time existed.

Accepted Answer

When an organization realized it was having difficulty with Takt time, the basic problem that existed was production outpaced the customer demand. Takt time is the time between the production of consecutive items processed in a production system.

Question 13

Scientific thinking and the scientific method are the basis for lean methodologies. What is the first step used in a scientific thinking process?
A)Analyzing the results of a test.
B)Observing the results of a test.
C)Trying an experiment.
D)Developing a hypothesis.

Accepted Answer

Scientific thinking is the basis for lean methodologies. The first step used in a scientific thinking process is to develop a hypothesis. The next steps are to design an experiment based on the hypothesis, then observe the test and analyze the results.

Question 14

The foundation of lean is stability and standardization. Stability would be demonstrated by which lean activity?
A)A3 thinking with structured sections.
B)Kanban visual records, cards, or signals.
C)Takt time to determine if a plant is "balanced".
D)5S - sort, straighten, shine, standardize, and sustain.

Accepted Answer

The foundation of lean is stability and standardization. Stability would be demonstrated by 5S -sort, straighten, shine, standardize, and sustain. A3 and Kanban are associated with standardization and Takt time is associated with just in time processing.

Question 15

Which of the following is the reason for standardization of a process?
A)Without standardization there is no benchmark for improvement.
B)Without standardization cost per unit varies.
C)Without standardization production time varies.
D)Without standardization each employee works at their own speed.

Accepted Answer

The reason for standardization of a process is because without standardization there is no benchmark for improvement. Taiichi Ohno stated that "without standardization there could be no improvement."

Question 16

Which measure would a lean practitioner use to determine or recognize abnormality in a process?
A)An and on which provides work instructions.
B)A process capability measurement.
C)A bar chart.
D)An Excel pivot table.

Accepted Answer

A lean practitioner would use a process capability measurement to understand abnormality or variability in a process. A process capability measure indicates the normal limits of variability within the upper and lower control limits. The goal of process improvement is to have a process that does not vary outside of the normal range of variability.

Question 17

Lean practitioners wanting to enact empiricism into behavior would use what lean technique?
A)They would develop a "swim lane" diagram.
B)They would use a kaizen blitz.
C)They would deploy a "go and see" technique.
D)They would form a rapid process improvement team.

Accepted Answer

Lean practitioners wanting to enact empiricism into behavior would use a "go and see" technique which can only come from a sensory experience. "Go and see" requires going to see a problem, asking why it occurred, and showing respect.

Question 18

Which principle used in lean would allow an employee to have autonomation?
A)Andon, which is a device that indicates the status of a process.
B)Jidoka, which puts faith in the worker to think.
C)Kanban, which is a visual record, card, or signal.
D)Takt Time, where employees only produce exactly what customers will consume.

Accepted Answer

The principle used in lean which would allow an employee to have autonomation is Jidoka. Jidoka puts faith in the worker to think and react and forms autonomation by producing automation with a human touch. In Jidoka, all workers can stop the production line on which they are working.

Question 19

Quality at the source is a principle where quality is measured at every level of a process, not just the endpoint. Which of the following choices below would impact quality at the source?
A)Annual bonus percentages for employees.
B)The retirement of an employee.
C)Employees being aware of quality standards and quality benchmarks.
D)Installation of replacement parts on the assembly line.

Accepted Answer

Quality at the source is a principle where quality is measured at every level of a process, not just the endpoint. Each employee contributes to the process. Employees being aware of quality standards and quality benchmarks would impact quality at the source. Employees are their own audit tool for quality.

Question 20

One of the many principles of process improvement is that no defect should be passed forward. From a leader's perspective, what would this require them to do?
A)Stop the process long enough to determine the root cause and develop countermeasures.
B)Develop a plan to incur a long term loss.
C)Indicate to subordinates that variation exists in a process and they must determine a solution.
D)Determine fault for the issue and pursue discussion with the individual who allowed the defect to pass.

Accepted Answer

One of the many principles of process improvement is that no defect should be passed forward. From a leader's perspective, this would this require them to stop the process long enough to determine the root cause and develop countermeasures. From the employee's perspective, no defect passed forward means they may take ownership and accountability for the process.

Quiz 2: Continuous Improvement

Continuous process improvement includes a focus on the processes of the organization where non-value-added activities are eliminated. Which of the following describes Mura in a waste analysis?

When eliminating barriers to flow it is useful to develop a diagram that uses graphical symbols to depict the nature and flow of the steps within a process. This type of diagram is called which of the following?

Economies of flow are commonly used to design services versus products. What is "failure demand" in economies of flow?

The 7 classic wastes in lean include which grouping of concepts below?

Which type of process waste actually has two forms?

Which type of waste causes fluctuation in performance in a manufacturing environment?

A laminate processing plant has a high level of Muri. What does that mean for employees?

The alignment of value-added work fragments means getting the most out of employee effort. Which choice below should management follow to properly align work fragments?

Organizing flow is typically done with the critical path method and value stream mapping. Which of the following would NOT be included in the benefits of the critical path method when organizing flow?

Improving end-to-end flow would require identifying and mapping what?

When visually managing the flow of a process, what is the primary goal of a visual project board?

An organization realized it was having difficulty with Takt time. What basic problem existed?

Scientific thinking and the scientific method are the basis for lean methodologies. What is the first step used in a scientific thinking process?

The foundation of lean is stability and standardization. Stability would be demonstrated by which lean activity?

Which of the following is the reason for standardization of a process?

Which measure would a lean practitioner use to determine or recognize abnormality in a process?

Lean practitioners wanting to enact empiricism into behavior would use what lean technique?

Which principle used in lean would allow an employee to have autonomation?

Quality at the source is a principle where quality is measured at every level of a process, not just the endpoint. Which of the following choices below would impact quality at the source?

One of the many principles of process improvement is that no defect should be passed forward. From a leader's perspective, what would this require them to do?