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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. Innovate to meet requirements and increase productivity
Cost
4th Kaizen step
Don't get it - don't make it - don't send it
QF
2. Standardize an operation and activities
Muda
2nd Kaizen step
1st Kaizen step
Check gembutsu
3. 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
Gemba
Standards
Store room
4. Acceptable Quality Level s a practice between customers and suppliers that allows suppliers to deliver a certain percentage of rejects by paying penalties.
SDCA
AQL
Push production
Jidhoka (autonomation)
5. 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:
Muda
Go to gemba
Gemba
Mura
6. The first principle of gemba kaizen. This is a reminder that whenever abnormality occurs - or whenever a manager wishes to know the current state of operations - he or she should go to gemba right away - since gemba is a source of all information.
QCD
SDCA
Go to gemba
Hiyari KYT
7. 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.
5 Whys
Standardization
1st Kaizen step
JIT (just-in-time)
8. Japanese word meaning irregularity or variability.
Delivery
Other cycles
Five golden rules of gemba management
Mura
9. 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.
FMEA
Statistical quality control (SQC)
Kanban
Standards
10. 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.
Kanban
4th Kaizen step
Ishikawa (fishbone) diagram
QF
11. The three major resources to be managed in gemba - manpower - material - and machine.
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12. A device that stops a machine whenever a defective product is produced.
Push production
Don't get it - don't make it - don't send it
Jidhoka (autonomation)
Pull production
13. The theoretical time it takes to produce a piece of product ordered by the customer - as determined by dividing the total production time by the number of units to be produced.
4th Kaizen step
Three M's in gemba
Takt time
Heinrich's Law
14. Measure the standardized operation (find cycle time and amount of in-process inventory)
Pareto chart
Visual management
Don't get it - don't make it - don't send it
2nd Kaizen step
15. 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.
One-piece flow
Statistical quality control (SQC)
Five golden rules of gemba management
Morning market
16. Plan-Do-Check-Act - the basic steps to be followed in making continual improvement.
Standardized work
JIT (just-in-time)
PDCA
Kaizen systems
17. An interdepartmental management activity to realize QCD.
4th Kaizen step
Suggestion system
Cross-funtional management
Don't get it - don't make it - don't send it
18. 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.
One-piece flow
Simultaneous realization of QCD
Ishikawa (fishbone) diagram
AQL
19. A method for managing resources in gemba - specifically those know as '5M' - manpower - machine - material - method - and measurement.
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20. 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
Conformance
Pareto chart
Quality circles
Quality
21. Continue cycle ad infinitum
Takt time
One-piece flow
Kaizen Cycle
5th Kaizen step
22. The Japanese words referring to conventional perception of gemba - kiken (dangerous) - kitanai (dirty) - and kitsui (stressful) - in direct contrast to the idea of gemba being the place where real value is added and the source of ideas for achieving
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23. 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
Check gembutsu
Standardization
Five S's (5S)
24. 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
Push production
Conformance
Kosu
Five golden rules of gemba management
25. 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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26. In gemba - oftern Morale (M) and Safety (S) are added to QCD as a target to be achieved.
Mura
QCDMS
Kanban
Suggestion system
27. Standardization is one of the three foundations of gemba kaizen activities and means the documentation of the best way to do the job.
Five S's (5S)
Standardization
Value analysis (VA)
Takt time
28. Shewart cycle - Deming cycle - PDCA
Other cycles
AQL
Failure Tree Analysis (FTA)
Kaizen concepts
29. 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
Total productive maintenance (TPM)
Gemba
Morning market
Three M's in gemba
30. A commonsense principle of determining the root cause of a problem.
Takt time
2nd Kaizen step
Ask why five times
Statistical quality control (SQC)
31. 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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32. 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.
Standardization
JK (jishu kanri)
Morning market
5 Whys
33. Japanese word meaning strain and difficulty.
Store room
Muri
One-piece flow
Five golden rules of gemba management
34. A standardized problem-solving procedure to be used at each level of organization. Kaizen story has eight steps: (1)select a project - (2)understand current situations and set objectives - (3)analyze data to identify root causes - (4)establish counte
Kaizen story
Store room
Delivery
Go to gemba
35. Kaizen and management; Process versus result; Following the PDCA/SDCA; Putting quality first; Speaking with data; Treating the next process as the customer.
QCDMS
SDCA
3rd Kaizen step
Kaizen concepts
36. Standardize - Measure - Gauge - Innovate - Ad infinitum
Cross-funtional management
Suggestion system
Go to gemba
Kaizen Cycle
37. 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
Pareto chart
Value analysis (VA)
Standards
Morning market
38. 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.
Pull production
One-piece flow
Kaizen Cycle
Check gembutsu
39. Standardize-Do-Check-Act - the basic steps to be followed to maintain the current status.
Three M's in gemba
Simultaneous realization of QCD
SDCA
1st Kaizen step
40. Organized kaizen activities on quality involves everyone in a company - managers and workers - in a totally integrated effort tower kaizen at every level. Also referred to as Total Quality Management.
Statistical process control (SPC)
Total quality control
Takt time
5 Whys
41. 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.
Gembutsu
Cost
Pareto chart
Push production
42. The application of statistical techniques to control a process. Often the term 'statistical quality control' is used interchangeably.
Morning market
Heinrich's Law
Statistical process control (SPC)
Five M's (5M)
43. 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
Don't get it - don't make it - don't send it
Takt time
Kaizen Cycle
5 Whys
44. An optimum combination of man - machine - and material. The three elements of standardized work are take time - work sequence - and standard work-in-process.
AQL
Pull production
Three K's (3K)
Standardized work
45. 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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46. A Japanese word meaning 'real place' - now adapted in management terminology to mean the 'workplace' or that place where value is added.
Hiyari KYT
Gemba
2nd Kaizen step
Total productive maintenance (TPM)
47. 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.
Failure Tree Analysis (FTA)
Cycle time
Flow Production
JIT (just-in-time)
48. In the context of QCD - quality refers to the quality of products or services delivered to the customer. In this instance - quality refers to the conformance to specifications and customer requirements. In a broader sense - quality refers to the qual
QCD
Quality
Don't get it - don't make it - don't send it
Kaizen systems
49. 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.
Delivery
Muda
Push production
5 Kaizen Elements
50. 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
Three M's (3M)
Three K's (3K)
Visual management