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Gemba Kaizen

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






2. 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.






3. Refers to the practice of anticipating danger in advance and taking steps to avoid it.






4. 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.






5. Teamwork - Personal discipline - Improved morale - Quality circles - Suggestions for improvement






6. 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.






7. 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.






8. Standardize-Do-Check-Act - the basic steps to be followed to maintain the current status.






9. 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






10. 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






11. 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.






12. 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.






13. 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






14. Muda (waste) - mura (irregularity) - and muri (strain).

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15. 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






16. An optimum combination of man - machine - and material. The three elements of standardized work are take time - work sequence - and standard work-in-process.






17. 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.






18. Japanese word meaning irregularity or variability.






19. Plan-Do-Check-Act - the basic steps to be followed in making continual improvement.






20. 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.






21. A method for managing resources in gemba - specifically those know as '5M' - manpower - machine - material - method - and measurement.

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22. Only one work piece is allowed to flow from process to process to minimize muda in a JIT production system.






23. An interdepartmental management activity to realize QCD.






24. A commonsense principle of determining the root cause of a problem.






25. 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.






26. Acceptable Quality Level s a practice between customers and suppliers that allows suppliers to deliver a certain percentage of rejects by paying penalties.






27. The actual time taken by an operator to process a piece of product






28. 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.






29. 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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30. 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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31. 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.






32. Standardization is one of the three foundations of gemba kaizen activities and means the documentation of the best way to do the job.






33. Failure Mode and Effect Analysis is an an analytical tool used to predict and eliminate in advance any potential design defect in new product by analyzing the effects of failure modes of component parts on the final product performance.






34. Measure the standardized operation (find cycle time and amount of in-process inventory)






35. Gauge measurements against requirements






36. The application of statistical techniques to control a process. Often the term 'statistical quality control' is used interchangeably.






37. 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:






38. 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






39. The three major resources to be managed in gemba - manpower - material - and machine.

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40. 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.






41. Examining tangible objects in gemba when attempting to determine the root cause of problems.






42. 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






43. Standardize - Measure - Gauge - Innovate - Ad infinitum






44. 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.






45. A device that stops a machine whenever a defective product is produced.






46. Japanese word meaning strain and difficulty.






47. Standardize an operation and activities






48. 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






49. 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






50. In gemba - oftern Morale (M) and Safety (S) are added to QCD as a target to be achieved.