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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. 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






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






3. A Japanese word meaning 'real place' - now adapted in management terminology to mean the 'workplace' or that place where value is added.






4. 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. Japanese word meaning strain and difficulty.






6. 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


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






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






9. Japanese word meaning irregularity or variability.






10. 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.






11. Standardize an operation and activities






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






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






14. 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.






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






16. An affirmative indication or judgement that a product or service has met the requirements of a relevant specification - contract - or regulation.






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






18. Major systems that must be established to attain a world class status. TQM - JIT production system - TPM - Policy deployment - Suggestion system - Small-group activities.






19. 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






20. 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.






21. 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






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


23. 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






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






25. 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.






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






27. 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.






28. 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.






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






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






31. Innovate to meet requirements and increase productivity






32. 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






33. Kaizen and management; Process versus result; Following the PDCA/SDCA; Putting quality first; Speaking with data; Treating the next process as the customer.






34. 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






35. Continue cycle ad infinitum






36. 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


37. 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.






38. 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.






39. 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.






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






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






42. 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.






43. 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.






44. 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.






45. Gauge measurements against requirements






46. In Japan - the suggestion system is a highly integrated part of individual-oriented kaizen. The Japanese-style suggestions systems emphasizes morale-boosting benefits and positive employee participation over the economic and financial incentives that






47. 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


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


49. 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.






50. 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