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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. Japanese word meaning strain and difficulty.
Muri
Ask why five times
Muda
2nd Kaizen step
2. Examining tangible objects in gemba when attempting to determine the root cause of problems.
Jidhoka (autonomation)
Statistical process control (SPC)
Check gembutsu
Conformance
3. 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
Heinrich's Law
3rd Kaizen step
Kaizen Cycle
4. 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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5. A device that stops a machine whenever a defective product is produced.
Quality
Jidhoka (autonomation)
Delivery
Total quality control
6. 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
Cost
Pareto chart
FMEA
Three M's (3M)
7. 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
Cross-funtional management
QCD
1st Kaizen step
8. 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
Other cycles
Total quality control
Kosu
JIT (just-in-time)
9. 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.
Statistical quality control (SQC)
Delivery
Cycle time
Flow Production
10. 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
Five S's (5S)
Total productive maintenance (TPM)
Quality circles
One-piece flow
11. A communication tool in the just-in-time system whenever a batch production is involved. A kanban - which means a sign board in Japanese - is attached to a given number of parts or products in the production line - instructing the delivery of a given
Kanban
Cost
5 Whys
Failure Tree Analysis (FTA)
12. Only one work piece is allowed to flow from process to process to minimize muda in a JIT production system.
One-piece flow
5th Kaizen step
Cycle time
Statistical quality control (SQC)
13. 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.
Cycle time
2nd Kaizen step
Simultaneous realization of QCD
Ishikawa (fishbone) diagram
14. 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
Standardization
QCD
5 Whys
15. Standardization is one of the three foundations of gemba kaizen activities and means the documentation of the best way to do the job.
Total productive maintenance (TPM)
Store room
Cycle time
Standardization
16. The application of statistical techniques to control a process. Often the term 'statistical quality control' is used interchangeably.
Visual management
Heinrich's Law
Statistical process control (SPC)
Standards
17. Standardize an operation and activities
1st Kaizen step
Heinrich's Law
Don't get it - don't make it - don't send it
Hiyari KYT
18. Measure the standardized operation (find cycle time and amount of in-process inventory)
Control chart
Suggestion system
Kanban
2nd Kaizen step
19. An interdepartmental management activity to realize QCD.
SDCA
Cross-funtional management
3rd Kaizen step
Conformance
20. An optimum combination of man - machine - and material. The three elements of standardized work are take time - work sequence - and standard work-in-process.
Ask why five times
Cost
Standardized work
Pull production
21. An affirmative indication or judgement that a product or service has met the requirements of a relevant specification - contract - or regulation.
Conformance
Visual management
3rd Kaizen step
Kaizen concepts
22. 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.
Five golden rules of gemba management
Total quality control
FMEA
Suggestion system
23. 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
Five S's (5S)
Value analysis (VA)
Kaizen story
Pull production
24. The scare report is a written form from a worker to a supervisor that reports a condition that is unsafe and could lead to quality problems and/or accident.
Total quality control
Hiyari report
QF
Value analysis (VA)
25. A Japanese word meaning 'real place' - now adapted in management terminology to mean the 'workplace' or that place where value is added.
Hiyari KYT
Takt time
Suggestion system
Gemba
26. 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.
Kaizen Cycle
SDCA
QCD
Standards
27. 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.
4th Kaizen step
Go to gemba
JIT (just-in-time)
Other cycles
28. 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.
Heinrich's Law
Three K's (3K)
Delivery
Quality
29. 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.
Store room
Gembutsu
Kosu
Failure Tree Analysis (FTA)
30. Standardize - Measure - Gauge - Innovate - Ad infinitum
Kaizen Cycle
Gemba
SDCA
4th Kaizen step
31. Innovate to meet requirements and increase productivity
Value analysis (VA)
Three K's (3K)
4th Kaizen step
Three M's in gemba
32. 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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33. A commonsense principle of determining the root cause of a problem.
Ask why five times
Pull production
Pareto chart
QCDMS
34. 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:
QCDMS
Muda
5 Whys
Other cycles
35. Kaizen and management; Process versus result; Following the PDCA/SDCA; Putting quality first; Speaking with data; Treating the next process as the customer.
Hiyari KYT
Jidhoka (autonomation)
Kaizen concepts
Store room
36. Major systems that must be established to attain a world class status. TQM - JIT production system - TPM - Policy deployment - Suggestion system - Small-group activities.
Takt time
Kaizen systems
Pull production
Cycle time
37. 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.
Cross-funtional management
Five golden rules of gemba management
Morning market
Kaizen story
38. 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.
JIT (just-in-time)
Total quality control
Total productive maintenance (TPM)
Statistical process control (SPC)
39. Continue cycle ad infinitum
5th Kaizen step
Don't get it - don't make it - don't send it
5 Kaizen Elements
1st Kaizen step
40. 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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41. 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.
Five M's (5M)
Takt time
Flow Production
QF
42. 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
Quality
2nd Kaizen step
Cross-funtional management
43. A method for managing resources in gemba - specifically those know as '5M' - manpower - machine - material - method - and measurement.
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44. 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
Pull production
Value analysis (VA)
Quality circles
Morning market
45. 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.
Heinrich's Law
Value analysis (VA)
Morning market
Store room
46. Gauge measurements against requirements
3rd Kaizen step
Hiyari KYT
Value analysis (VA)
Standardized work
47. Shewart cycle - Deming cycle - PDCA
Other cycles
Cycle time
Kaizen Cycle
Three K's (3K)
48. 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
Visual management
Simultaneous realization of QCD
Value analysis (VA)
Other cycles
49. The tangible objects found at gemba such as work pieces - rejects - jigs and tools - and machines.
Ishikawa (fishbone) diagram
Don't get it - don't make it - don't send it
AQL
Gembutsu
50. 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
Visual management
Quality circles
QF
Hiyari report