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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. Shewart cycle - Deming cycle - PDCA






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






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






4. Continue cycle ad infinitum






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

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6. Gauge measurements against requirements






7. 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.






8. An interdepartmental management activity to realize QCD.






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






10. 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.






11. 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.






12. 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.






13. 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.






14. 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






15. 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.






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






17. 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






18. 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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19. 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.






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






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






22. 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






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






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.






25. Standardize an operation and activities






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

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27. 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.






28. 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






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






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






31. 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






32. Innovate to meet requirements and increase productivity






33. 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.






34. 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






35. 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.






36. 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.






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






38. 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






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






40. 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






41. 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.






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






43. 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.






44. 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.






45. 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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46. The tangible objects found at gemba such as work pieces - rejects - jigs and tools - and machines.






47. 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.






48. 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.






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






50. 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.