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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. 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.






2. 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.






3. 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:






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






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

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6. Continue cycle ad infinitum






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






8. 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






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






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

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12. Innovate to meet requirements and increase productivity






13. 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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14. 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.






15. 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.






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






18. 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






19. 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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20. Japanese word meaning irregularity or variability.






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






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






23. 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






24. 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






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






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






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






29. 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






30. 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






31. 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.






32. 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.






33. 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.






34. 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






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






36. 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.






37. Japanese word meaning strain and difficulty.






38. 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.






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






40. 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.






41. 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.






42. An interdepartmental management activity to realize QCD.






43. 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






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

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45. Standardize an operation and activities






46. Shewart cycle - Deming cycle - PDCA






47. 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.






48. 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






49. Gauge measurements against requirements






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