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






3. 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


4. 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


5. Japanese word meaning irregularity or variability.






6. 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.






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.






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






9. 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.






10. 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.






11. 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






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


13. 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.






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






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






16. Innovate to meet requirements and increase productivity






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


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






19. 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






20. 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.






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






22. 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.






23. 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.






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






25. 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






26. 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






27. 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.






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


29. 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.






30. 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.






31. Continue cycle ad infinitum






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






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






34. 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






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






36. 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:






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






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. 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






40. 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.






41. Gauge measurements against requirements






42. Japanese word meaning strain and difficulty.






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






44. 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.






45. 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.






46. 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.






47. 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






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






49. 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


50. 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.