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Test your basic knowledge |
Gemba Kaizen
Start Test
Study First
Subjects
:
certifications
,
kaizen
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. A diagram to show causes (process) and the effect (result). The diagram is used to determine the real cause(s) and is one of seven basic tools of problem solving.
Ishikawa (fishbone) diagram
Control chart
QF
Takt time
2. Innovate to meet requirements and increase productivity
Ask why five times
AQL
4th Kaizen step
Hiyari KYT
3. Continue cycle ad infinitum
5 Whys
Conformance
5th Kaizen step
Go to gemba
4. A set of the most practical reminders in implementing kaizen in gemba: (1)Go to gemba when problems arise; (2)check gembutsu; (3)take temporary measures on the spot; (4)find and eliminate the root cause; and (5)standardize to prevent recurrence.
Five golden rules of gemba management
Ishikawa (fishbone) diagram
PDCA
Standardized work
5. Refers to the specific man hours it takes to process one unit of product in a given process and is calculated by multiplying the number of workers involved in the process by the actual time it takes to complete the process - and dividing that by the
Value analysis (VA)
Go to gemba
Kosu
SDCA
6. The actual time taken by an operator to process a piece of product
Muda
Three M's in gemba
Gemba
Cycle time
7. Quality Function Deployment is a management approach to identify customer requirements first - and then work back through the stages of design - engineering - production - sales - and after-service of products.
Gembutsu
Three K's (3K)
Kaizen Cycle
QF
8. One of the basic requirements of a JIT production system. THe previous process produces only as many products as are consumed by the following process.
5 Whys
Pull production
Pareto chart
Visual management
9. The Japanese word meaning 'waste' which - when applied to management of the workplace - refers to a wide range of non-value-adding activities. In gemba - there are only two types of activities: value adding and non-value adding. Eight types of muda:
Ishikawa (fishbone) diagram
Conformance
Muda
Flow Production
10. An effective management method to provide information and gembutsu in a clearly visible manner to both workers and managers so that the current state of operations and the target for kaizen are understood by everybody. It also helps people to identif
5 Kaizen Elements
Simultaneous realization of QCD
Visual management
5th Kaizen step
11. A form of root cause analysis in which the user asks 'why' to a problem and its answer up to five (if needed) successive times
5 Whys
4th Kaizen step
Visual management
Pull production
12. An optimum combination of man - machine - and material. The three elements of standardized work are take time - work sequence - and standard work-in-process.
Cost
Standardized work
5 Kaizen Elements
Jidhoka (autonomation)
13. The tangible objects found at gemba such as work pieces - rejects - jigs and tools - and machines.
Simultaneous realization of QCD
One-piece flow
Gemba
Gembutsu
14. Quality - Cost - and delivery is regarded as an ultimate goal of management. When management is successful in achieving QCD - both customer satisfaction and corporate success follow.
QCD
Don't get it - don't make it - don't send it
Statistical quality control (SQC)
Ishikawa (fishbone) diagram
15. When used in the contact of QCD - the word delivery refers to meeting both the delivery as well as the volume requirements of the customer.
Delivery
1st Kaizen step
Total productive maintenance (TPM)
3rd Kaizen step
16. The three major resources to be managed in gemba - manpower - material - and machine.
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17. Standardize - Measure - Gauge - Innovate - Ad infinitum
Jidhoka (autonomation)
Cross-funtional management
Kaizen story
Kaizen Cycle
18. Jishu kanji means autonomous management in Japanese and refers to workers' participation in kaizen activities as part of their daily activities under the guidance of the line manager.
Visual management
JK (jishu kanri)
Flow Production
Hiyari KYT
19. Muda (waste) - mura (irregularity) - and muri (strain).
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20. Japanese word meaning strain and difficulty.
Statistical quality control (SQC)
3rd Kaizen step
Muri
Simultaneous realization of QCD
21. A daily routine at gemba that involved examining rejects made the previous day before the work begins so that countermeasures can be adopted as soon as possible - based on gemba-gembutsu principles.
Check gembutsu
Quality circles
2nd Kaizen step
Morning market
22. A Japanese word meaning 'real place' - now adapted in management terminology to mean the 'workplace' or that place where value is added.
Gemba
Gembutsu
Jidhoka (autonomation)
Five M's (5M)
23. Aims at maximizing equipment effectiveness throughout the entire life of the equipment. TPM involved everyone in all departments and at all levels; it motivates people for plant maintenance through small-group and autonomous activities - and involves
Kaizen story
Total productive maintenance (TPM)
Store room
Simultaneous realization of QCD
24. The top management must make certain that all levels of the com pay work to achieve Quality - Cost - and Delivery. The ultimate goal is to realize QCD simultaneously - but first of all - priority must be established among the three - quality always b
Simultaneous realization of QCD
Kosu
Standardized work
Five golden rules of gemba management
25. A graphical tool for ranking causes from the most significant to the least significant. The Pareto principle (80:20) suggests that 80 percent of effects come from 20 percent of the possible causes. The Pareto chart is one of the seven basic tools of
Pareto chart
Statistical quality control (SQC)
Five M's (5M)
Gembutsu
26. A principle related to occurrence ratio of accidents with injuries. Heinrich expressed the ratio as follows: Serious injury:minor injury:no injury = 1:29:300. This equation expresses that when you see 1 person who was seriously injured by an accident
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27. In gemba - oftern Morale (M) and Safety (S) are added to QCD as a target to be achieved.
FMEA
QCDMS
5 Kaizen Elements
Kaizen Cycle
28. A checklist for good housekeeping to achieve greater order - efficiency - and discipline in the workplace. It is derived from the Japanese words seiri - seiton - seiso - seiketsu - and shituke and adopted to the English equivalents of sort - straight
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29. The place where work-in-processes and supplies are stored in gemba. A store room is different from the normal warehouse since only standardized inventory is kept in the store room.
SDCA
Five golden rules of gemba management
Flow Production
Store room
30. An affirmative indication or judgement that a product or service has met the requirements of a relevant specification - contract - or regulation.
Statistical process control (SPC)
Ask why five times
5 Whys
Conformance
31. When used in the contact of QCD - the word cost usually refers to cost management - and not cost cutting. Cost management refers to managing various resources properly - and eliminating all sort of muda in such a way that the overall cost goes down.
QCDMS
Cross-funtional management
Morning market
Cost
32. Only one work piece is allowed to flow from process to process to minimize muda in a JIT production system.
Go to gemba
Standards
Three K's (3K)
One-piece flow
33. A best way to do the job - namely - a set of policies - rules - directives - and procedures established by management for all major operations - which serve as guidelines that enable all employees to perform their jobs to assure good results.
Three M's in gemba
Muri
Standards
Three M's (3M)
34. Plan-Do-Check-Act - the basic steps to be followed in making continual improvement.
QF
Simultaneous realization of QCD
PDCA
Kaizen systems
35. An interdepartmental management activity to realize QCD.
Three M's in gemba
AQL
Suggestion system
Cross-funtional management
36. Quality improvement or self-improvement study groups composed of small number of employees (ten or fewer). This group voluntarily performs improvement activities within the workplace - carrying out its work continuously as a part of a companywide pro
5th Kaizen step
Quality circles
Hiyari KYT
5 Whys
37. A chart with upper and lower control limits on which values of some statistical measures for a series of samples or subgroups are plotted. The chart frequently shows a central line to help detect a trend of plotted values toward either control limit.
Quality
Takt time
Control chart
Suggestion system
38. Standardize an operation and activities
Conformance
Kaizen concepts
1st Kaizen step
QCDMS
39. Kaizen and management; Process versus result; Following the PDCA/SDCA; Putting quality first; Speaking with data; Treating the next process as the customer.
Three K's (3K)
Total productive maintenance (TPM)
Standardization
Kaizen concepts
40. A device that stops a machine whenever a defective product is produced.
Gembutsu
Five M's (5M)
Jidhoka (autonomation)
Cross-funtional management
41. The opposite of pull production. The previous process produces as much as it can without regard for to the actual requirements of the next process and sends them to the next process whether there is a need or not.
Push production
JK (jishu kanri)
Failure Tree Analysis (FTA)
Muri
42. A system designed to achieve the best possible quality - cost - and delivery of products and services by eliminating all kinds of muda in a company's internal processes and deliver products just-in-time to meet customer's requirements.
Push production
Gemba
JIT (just-in-time)
Hiyari report
43. One of the basic pillars of just-in-time production system. In the flow production - machines are arranged in the order of processing so that the work piece flows between processes without interruption and stagnation.
Flow Production
Ask why five times
Push production
Takt time
44. A method for cost reduction; it aims at reducing material and component costs at the upstream stages of designing and design reviews and involves cross-functional collaborations of product design - production engineering - quality assurance - and man
Value analysis (VA)
Gemba
JK (jishu kanri)
Hiyari KYT
45. The application of statistical techniques to control a process. Often the term 'statistical quality control' is used interchangeably.
QCD
Statistical process control (SPC)
Statistical quality control (SQC)
2nd Kaizen step
46. Failure Tree Analysis is used to analyze and avoid in advance any safety and reliability problems by identifying cause-and-effect relationships and probability of problems by using the tree diagram.
Simultaneous realization of QCD
Takt time
Failure Tree Analysis (FTA)
Ishikawa (fishbone) diagram
47. The application of statistical techniques to control quality. Often used interchangeably with statistical process control - but includes acceptance sampling as well as statistical process control.
Five golden rules of gemba management
Value analysis (VA)
JIT (just-in-time)
Statistical quality control (SQC)
48. A commonsense slogan to be implemented in gemba that puts into practice the belief that quality is the first priority in any program of QCD - for example - don't accept inferior quality from the previous process - don't make rejects in one's product
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49. Gauge measurements against requirements
Five golden rules of gemba management
3rd Kaizen step
Total productive maintenance (TPM)
Ask why five times
50. A method for managing resources in gemba - specifically those know as '5M' - manpower - machine - material - method - and measurement.
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