Continuous Improvement Flashcards
1
Q
- Continuous process improvement includes a focus on the processes of the organization where non-value-added activities are eliminated. Which of the following describes Mura in a waste analysis?
A. Unevenness in work and demand flow.
B. Greater demand than capacity in any given time or overburdening the process.
C. Has necessary non-value-adding waste.
D. Has unnecessary non-value-adding waste.
A
- Answer: A - Continuous process improvement includes a focus on the processes of the organization where non-value-added activities are eliminated. In a waste analysis designed to remove waste, Mura is the unevenness in work and demand flow. Muri is having a greater demand than capacity in any given time or overburdening the process. Muda waste has two types. Type 1 is the necessary non-value-adding waste, while type 2 is unnecessary non-value-adding waste.
2
Q
- When eliminating barriers to flow it is useful to develop a diagram that uses graphical symbols to depict the nature and flow of the steps within a process. This type of diagram is called which of the following?
A. Swim lane diagram.
B. Spaghetti diagram.
C. Isikawa (fishbone) diagram.
D. Current state process flow diagram.
A
- Answer: D - When eliminating barriers to flow it is useful to develop a diagram that uses graphical symbols to depict the nature and flow of the steps within a process. This type of diagram is called the current state process flow diagram. These diagrams are also referred to as process mapping or flow mapping the process. The process steps are placed in time sequence order to determine the current state process flow and understand both how the process currently operates and any operational barriers.
3
Q
- Economies of flow are commonly used to design services versus products. What is “failure demand” in economies of flow?
A. The point at which a process must be redesigned because it no longer meets demand levels.
B. A failure to do something for a customer or a failure to do something correctly.
C. The point at which demand can no longer be met.
D. The point at which flow meets resistance because of a failure.
A
- Answer: B - Failure demand in economies of flow is the demand caused by a failure to do something or to do something correctly for a customer.
Improving economies of flow necessitates designing processes to eliminate failure demand.
4
Q
- The 7 classic wastes in lean include which grouping of concepts below?
A. Overproduction, inventory, defects, over-processing, waiting, motion, and transportation.
B. Overproduction, marketing, returned products, over-processing, waiting, motion, and lack of training.
C. Just-in-time production, inventory, failure points, over-processing, waiting, motion, and transportation.
D. Muda, inventory, Muri, over-processing, defects, waiting, and motion.
A
- Answer: A - The seven classic wastes include overproduction, inventory, defects, over-processing, waiting, motion, and transportation. A waste walk often identifies the underlying causes, including the wastes of correction, overproduction, waiting for resources, not using just in time inventory, unneeded steps in production, and unnecessary travel around a factory.
5
Q
- Which type of process waste actually has two forms?
A. Muri, which deals with demand.
B. Muda, which deals with value-adding wastes.
C. Mura, which is unevenness in work demand.
D. Lean waste, which is found through process improvement.
A
- Answer: B - Muda waste actually has two forms. Type 1 is necessary, non-value-adding waste. Type 2 is unnecessary, non-value-adding waste. Muri is having a greater demand than capacity at any given time or overburdening the process. Mura is the unevenness in work and demand flow. Continuous process improvement includes a focus on the processes of the organization where non-value-added activities are eliminated.
6
Q
- Which type of waste causes fluctuation in performance in a manufacturing environment?
A. Uncaptured or measured waste.
B. Muda, which has two forms of waste.
C. Muri, or demand for the process.
D. Mura, or demand of unevenness.
A
- Answer: D - The type of waste that causes fluctuation in performance in a manufacturing environment is Mura. Mura is the unevenness in work and demand flow.
7
Q
- A laminate processing plant has a high level of Muri. What does that mean for employees?
A. Employee satisfaction is at an all-time high.
B. Employees feel as the processes are out of their control.
C. The employees do not feel engaged.
D. The employees feel overworked.
A
- Answer: D - A laminate processing plant with a high level of Muri means employees feel pressured and are overworked. Muri is having a greater demand than capacity at any given time or overburdening the process.
8
Q
- The alignment of value-added work fragments means getting the most out of employee effort. Which choice below should management follow to properly align work fragments?
A. Ensure there are no breaks in processes causing a fragment.
B. Optimize each level of the processes.
C. Align the right complexity of work with the right position within the organization.
D. Implement a Kaizen program.
A
- Answer: C - In order to get the most out of employee effort and properly align work fragments management should align the right complexity of work with the right position within the organization. An engaged workforce is more effective, and when the right employees are aligned with the complexity level for their optimal engagement the most effective use of the workforce is developed.
9
Q
- Organizing flow is typically done with the critical path method and value stream mapping. Which of the following would NOT be included in the benefits of the critical path method when organizing flow?
A. The ability to acquire resources.
B. The ability to specify individual activities.
C. The ability to provide a graphical view of a project.
D. The ability to show activity precedence and interrelations.
A
- Answer: A - The critical path method and value stream mapping are used to organize flow. The ability to acquire resources is incorrect and would NOT be included in the benefits of the critical path method when organizing flow.
The critical path method cannot be used to acquire a resource. The Gantt chart associated with the critical path method may be able to assign resources, but not an instrument to acquire resources.
10
Q
- Improving end-to-end flow would require identifying and mapping
A. Customer requirements or the customer’s voice.
B. The value stream.
C. A spaghetti diagram of the work location.
D. The level of waste at each level of production.
A
- Answer: B - Improving end-to-end flow would require identifying and mapping the value stream. The value stream is the activities across the organization involved in jointly delivering a product or service. The end-to-end flow is the total end-to-end process that delivers the value to the customer and the process.
11
Q
- When visually managing the flow of a process, what is the primary goal of a visual project board?
A. To provide the status and progress of a project.
B. To show the team members and charter for a project.
C. To show the project timeline.
D. To show the return on investment for the project.
A
- Answer: A - When visually managing the flow of a process, the primary goal of a visual project board is to show the status and progress of a project.
The goal is to provide a brief visual update to management and employees of the work area impacted by a project. It allows them to see what areas may need improvement.
12
Q
- An organization realized it was having difficulty with Takt time.
What basic problem existed?
A. The average length of production was too long in duration.
B. The length of production for a single item was too long in duration.
C. Production outpaced the customer demand.
D. No measure for time existed.
A
- Answer: C - When an organization realized it was having difficulty with Takt time, the basic problem that existed was production outpaced the customer demand. Takt time is the time between the production of consecutive items processed in a production system.
13
Q
- Scientific thinking and the scientific method are the basis for lean methodologies. What is the first step used in a scientific thinking
process?
A. Analyzing the results of a test.
B. Observing the results of a test.
C. Trying an experiment.
D. Developing a hypothesis.
A
- Answer: D - Scientific thinking is the basis for lean methodologies. The first step used in a scientific thinking process is to develop a hypothesis. The next steps are to design an experiment based on the hypothesis, then observe the test and analyze the results.
14
Q
- The foundation of lean is stability and standardization. Stability would be demonstrated by which lean activity?
A. A3 thinking with structured sections.
B. Kanban visual records, cards, or signals.
C. Takt time to determine if a plant is “balanced”
D. 5S - sort, straighten, shine, standardize, and sustain.
A
- Answer: D - The foundation of lean is stability and standardization.
Stability would be demonstrated by 5S -sort, straighten, shine, standardize, and sustain. A3 and Kanban are associated with standardization and Takt time is associated with just in time processing.
15
Q
- Which of the following is the reason for standardization of a process?
A. Without standardization there is no benchmark for improvement.
B. Without standardization cost per unit varies.
C. Without standardization production time varies.
D. Without standardization each employee works at their own speed.
A
- Answer: A - The reason for standardization of a process is because without standardization there is no benchmark for improvement. Taiichi Ohno stated that “without standardization there could be no improvement.”
16
Q
- Which measure would a lean practitioner use to determine or recognize abnormality in a process?
A. An and on which provides work instructions.
B. A process capability measurement.
C. A bar chart.
D. An Excel pivot table.
A
- Answer: B - A lean practitioner would use a process capability measurement to understand abnormality or variability in a process. A process capability measure indicates the normal limits of variability within the upper and lower control limits. The goal of process improvement is to have a process that does not vary outside of the normal range of variability.
17
Q
- Lean practitioners wanting to enact empiricism into behavior would use what lean technique?
A. They would develop a “swim lane” diagram.
B. They would use a kaizen blitz.
C. They would deploy a “go and see” technique.
D. They would form a rapid process improvement team.
A
- Answer: C - Lean practitioners wanting to enact empiricism into behavior would use a “go and see” technique which can only come from a sensory experience. “Go and see” requires going to see a problem, asking why it occurred, and showing respect.
18
Q
- Which principle used in lean would allow an employee to have autonomation?
A. Andon, which is a device that indicates the status of a process.
B. Jidoka, which puts faith in the worker to think.
C. Kanban, which is a visual record, card, or signal.
D. Takt Time, where employees only produce exactly what customers will consume.
A
- Answer: B - The principle used in lean which would allow an employee to have autonomation is Jidoka. Jidoka puts faith in the worker to think and react and forms autonomation by producing automation with a human touch. In Jidoka, all workers can stop the production line on which they are working.
19
Q
- Quality at the source is a principle where quality is measured at every level of a process, not just the endpoint. Which of the following choices below would impact quality at the source?
A. Annual bonus percentages for employees.
B. The retirement of an employee.
C. Employees being aware of quality standards and quality benchmarks.
D. Installation of replacement parts on the assembly line.
A
- Answer: C - Quality at the source is a principle where quality is measured at every level of a process, not just the endpoint. Each employee contributes to the process. Employees being aware of quality standards and quality benchmarks would impact quality at the source. Employees are their own audit tool for quality.
20
Q
- One of the many principles of process improvement is that no defect should be passed forward. From a leader’s perspective, what would this require them to do?
A. Stop the process long enough to determine the root cause and develop countermeasures.
B. Develop a plan to incur a long term loss.
C. Indicate to subordinates that variation exists in a process and they must determine a solution.
D. Determine fault for the issue and pursue discussion with the individual who allowed the defect to pass.
A
- Answer: A - One of the many principles of process improvement is that no defect should be passed forward. From a leader’s perspective, this would this require them to stop the process long enough to determine the root cause and develop countermeasures. From the employee’s perspective, no defect passed forward means they may take ownership and accountability for the process.
21
Q
- The second part of Jidoka includes separating the man from the machine. What is the goal of the separation of man from the machine?
A. Reduction of the number of employees required in a process.
B. Building processes that are capable of making intelligent decisions and shutting down automatically.
C. Reduction of errors by reducing the number of humans in contact with a process.
D. Allowing humans to focus on more complex activities.
A
- Answer: B - The goal of the separation of man from the machine in jidoka is to build processes that are capable of making intelligent decisions and shutting down automatically. The thought process is that it is better to stop a machine at the first sign of trouble than to keep on producing the problem and generate more waste.
22
Q
- Multi-process handling occurs when one worker is performing more than one processing task with or without machines. What is the highest process risk in this type of environment?
A. Excessive wear and tear on the equipment.
B. Employee burnout or loss of engagement
C. The risk of ergonomic injury.
D. The risk of increased variability in the output of the process.
A
- Answer: D - The highest process risk when multi-process handling occurs is that of increased variability in the output of the process. Increased variability results in decreased quality.
23
Q
- Using a self-detection method in the reduction of defects would have which effect?
A. Additional waste would occur as employees misjudge quality.
B. Employees would have the ability to determine appropriate quality level.
C. Additional costs for self-detection versus machine detection.
D. Decreased autonomy in the work environment.
A
- Answer: B - Using a self-detection method in the reduction of defects would allow employees to have the ability to determine appropriate quality level. This also leads to showing humility and respect in the environment, as management respects employees’ decision-making and interaction in the improvement process.
24
Q
- The stop and fix method is one of Toyotas guiding principles. Stop and fix ensures you get quality right the first time. What is the main reason problems are ignored?
A. Problems are ignored because they keep employees from being productive.
B. Problems cause employees additional work.
C. The cause of problems are often difficult to determine.
D. Employees do not realize there is a problem.
A
- Answer: A - The main reason problems are ignored is that they keep employees from being productive. Under the stop and fix method, a culture of stopping and fixing problems is developed to ensure that problems do not reoccur. Quite often problems are dismissed because employees think it won’t happen again.
25
Q
- Integrating improvements within the organization is best incorporated where?
A. In the measure phase of the DMAIC model when measuring improvements.
B. In the define phase of the DMAIC model.
C. In the control plan under the control phase of the DMAIC methodology.
D. In the analyze phase of the DMAIC model.
A
- Answer: C - Integrating improvements within the organization is best incorporated in the control plan under the control phase of the DMAIC methodology. Improvements should be incorporated into the culture and shared throughout the organization to impact similar or like processes and to promote sustainment and control of the process.
26
Q
- Kaizen is a Japanese word meaning “change for the good,” or continuous improvement. Which process below describes Kaizen?
A. A Japanese methodology where all employees focus on the same problem.
B. Rapid process improvement.
C. Gradual improvement over time by achieving higher standards.
D. Applying Kanban cards with a part number.
A
- Answer: C - The process that describes Kaizen is a gradual improvement over time by achieving higher standards. Kaizen in an organization means to improve all facets, functions, and processes. It is used to continuously improve standardized systems and processes and support activities to improve quality, delivery time, service, and cost.
27
Q
- Kaikaku is used for breakthrough continuous improvement.
Kaizen focuses on incremental improvements and Kaikaku focuses on what?
A. Successive incremental improvement.
B. Radical change, transformation, and revolution.
C. Synergistic effects of continuous improvement.
D. The human aspects of inspection.
A
- Answer: B - Kaizen focuses on incremental improvements and Kaikaku focuses on radical change, transformation, and revolution. Kaikaku is performed in addition to Kaizen, not as a substitute, and is sometimes used in preparation for Kaizen activities.
28
Q
- Visual signs are encouraged in the workplace in lean environments. What would be a visual sign for process measures?
A. Organizational information about processes.
B. Identification of hazards.
C. Standard work instructions and flow charts.
D. Reject rates, run charts, and KPIs.
A
- Answer: D - A visual sign for process measures would include reject rates, run charts, and KPIs. Visual signage is used in lean manufacturing to immediately let workers know the status of activities through signs and andons. These generally include process measures, organizational information, safety information, and work instructions.
29
Q
- What would a project team do during the 4th step of a 5 s?
A. Seiso, or cleaning/shining.
B. Seketsu, or standardizing processes.
C. Seiton, or organizing work areas.
D. Seiri, or clearing up and sorting.
A
- Answer: B - During the 4th step of a 5 s, a project team would Seketsu or standardize processes. The 55 method stands for sort, straighten, shine, standardize, and sustain and can be used for any process or service. It includes organizing and separating needed items, straightening items for easy identification, cleaning work areas, and standardizing processes so that everything has a place.
30
Q
- What would be the benefit of lot size reduction in a lean production environment?
A. Smaller lots have lower production costs.
B. Smaller lots produce greater economies of scale.
C. Smaller lots reduce the needed span of control.
D. Smaller lots reduce variability.
A
- Answer: D - The benefit of lot size reduction in a lean production environment would be that small lots reduce variability in the system and smooth production. Lot size directly affects inventory and scheduling, so a smaller lot size would improve quality, reduce inventory, and simplify scheduling.
31
Q
- Which technique would a continuous improvement team use for balancing production throughput over time?
A. Level loading production.
B. Load-load working from piece to piece.
C. Line balancing work, staffing, and Takt time.
D. Listening post, which collects and documents feedback.
A
- Answer: A - A continuous improvement team would use load leveling for balancing production throughput over time. Load leveling is performed through all phases of design, manufacturing, assembly, and installation of a product.
32
Q
- Which of the following is NOT included in the steps of production process preparation 3P?
A. Developing the production cost analysis.
B. Building, presenting, and selecting process prototypes.
C. Diagraming flow from raw material to finished product.
D. Defining the product or process design objectives.
A
- Answer: A - Developing the production cost analysis is not included in the steps of production process preparation 3P. The steps include defining the product or process design objectives; diagramming the flow from raw material to finished product; finding examples in nature; sketching and evaluating the process; building, presenting, and selecting process prototypes; and holding a design review and developing a project implementation plan.
33
Q
- Which of the following choices is a Japanese management philosophy used to increase time between failure or life of machinery.
A. Theory of Constraints (TOC).
B. Total Productive Maintenance (TPM).
C. Mean Time Between Failures (MTBF).
D. (VOC) Voice of the Customer.
A
- Answer: C - Mean Time Between Failures (MTBF) is a Japanese management philosophy used to increase time between failure or life of machinery. MTBF represents a statistical approximation of how long a piece of equipment should last before failure. During the lifespan MTBF numbers improve and failures become rarer, as early failure equipment has been repaired or replaced. MTBF numbers help determine when equipment should be repaired.
34
Q
- Which of the following would be an example of built in feedback in a lean manufacturing environment?
A. Including employees in the pursuit of achieving objectives.
B. A comment card sealed in each carton of product.
C. A link to a customer satisfaction survey included with each product.
D. A toll free number printed on all packaging.
A
- Answer: A - Including employees in the pursuit of achieving objectives would be an example of built in feedback in a lean manufacturing environment. The employees who actually produce the product provide feedback, so it is built into the system. This allows lean organizations to build in methodologies in the processes.
35
Q
- A strategic business assessment leverages lean and corporate planning techniques to develop a foundation for quality and productivity improvements. Which of these tools is used in a strategic business assessment?
A. Risk analysis(Personnel + Process + Dependency) 3.
B. Hoshin planning methods.
C. SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats).
D. Statistical process control (SPC).
A
- Answer: C - The SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats)is used in a strategic business assessment. The SWOT analysis reviews the strengths, weaknesses, opportunities and threats of an organization typically in a quadrant type grid and reviews the criteria of leadership, organization structure, operations and processes, product or service, pricing, market analysis, and industry demographics.
36
Q
- A CIPM, or continuous improvement process methodology, seeks to combine the process improvement benefits of the Six Sigma method with the waste reduction benefits of lean. Continuous improvement requires several conditions in order to be implemented within an organization. Which of the following is NOT included in these requirements?
A. Thorough problem solving tool structures for DMAIC (Define, Measure, Analyze, Improve, and Control).
B. Strategically aligned outcome-based goals, including the voice of the customer.
C. An established infrastructure to support continuous process improvement implementation.
D. Management oversight and attendance at all initiatives.
A
- Answer: D - Management oversight and attendance is not required at all initiatives in order to implement continuous improvement processes. Support is required and visualization is helpful but management is not required to attend the process team CIPM meetings.
37
Q
- Which phase of the PDCA cycle includes observing the effects of the change?
A. The check step of PDCA.
B. The plan step of PDCA.
C. The do step of PDCA.
D. The act step of PDCA.
A
- Answer: A - The check step of PDCA includes observing the effects of the change. PDCA is a cyclic process approach for planning and testing improvement activities prior to full-scale implementation.
38
Q
- PDA encourages small tests within current processes. Which phase of PDCA is the baseline for the current process being developed?
A. The act step of PDCA.
B. The check step of PDCA.
C. The do step of PDCA.
D. The plan step of PDCA.
A
- Answer: D - The baseline of the current process being developed is the plan step of PDCA. The plan phase expects team members to describe the problem and make a prediction.
39
Q
- Which phase of PDA requires users to determine what modifications should be made to a process?
A. The plan step of PDCA.
B. The act step of PDCA.
C. The check step of PDCA.
D. The do step of PDCA.
A
- Answer: B - The act step of PDCA requires users to determine what modifications should be made to a process. It also expects team members to modify and retest processes.
40
Q
- Which phase of the DMAIC model has core activities which include developing the project charter and deliverables?
A. The measure phase.
B. The define phase.
C. The control phase.
D. The analyze phase.
A
- Answer: B - The define phase of the DMAIC model has core activities which include developing the project charter and deliverables. Define is the first stage of the methodology.
41
Q
- The DMAIC methodology and Six Sigma are used for several improvement applications. Which of these is NOT an application or requirement for Six Sigma?
A. When causes or situations are unknown.
B. When you need a broad approach with a proven methodology.
C. When the process requires a rigorous testing methodology.
D. When team composition is at least five members.
A
- Answer: D - The DMAIC methodology and Six Sigma are used for several improvement applications. Team composition of at least five members is not a requirement for Six Sigma.
42
Q
- The DMAIC methodology is a data-driven quality strategy for improving processes. What are the steps in the DMAIC model?
A. Determine, measure, analyze, innovate, control.
B. Define, measure, act, include, control.
C. Define, measure, analyze, improve, control.
D. Describe, measure, analyze, improve, contain.
A
- Answer: C - The steps in the DMAIC model are define, measure, analyze, improve, and control. The DMAIC model is used for products or processes that exist in the organization but do not meet customer specifications or do not perform as designed. The DMADV model of define, measure, analyze, design, and verify is used for new products or services requiring design and product verification.
43
Q
- Which phase of the DMAIC model has core activities which include benchmarking and return on investment calculations?
A. The measure phase.
B. The define phase.
C. The control phase.
D. The analyze phase.
A
- Answer: A - The measure phase of the DMAIC model has core activities which include benchmarking and return on investment calculations. Measure is the second phase of the DMAIC methodology.
44
Q
- Which phase of the DMAIC model has core activities which include determining correlations and design of experiments?
A. The measure phase.
B. The control phase.
C. The analyze phase.
D. The define phase.
A
- Answer: C - The analyze phase of the DMAIC model has core activities which include determining correlations and design of experiments. The analyze phase is the third phase of the DMAIC methodology.
45
Q
- A project team utilizes problem solving storyboards to help a project team to do what?
A. Display the project scope and deliverables.
B. Visually conceptualize possible solutions to problems.
C. Show a visual depiction of the process flow.
D. Provide a document to house the steps in the process improvement.
A
- Answer: B - A project team utilizes problem solving storyboards to help a project team visually conceptualize possible solutions to problems.
Storyboards are the key to communication on a project and are an important part of spreading and sustaining the results of events such as Kaizen.
46
Q
- Lean improvements use the frame work from several quality systems including TQM and TQMS. All of the following are initiatives which have contributed to improving quality EXCEPT?
A. Plan, do, study, act (PDSA).
B. Spill containment and countermeasures.
C. Business process engineering.
D. Taguchi methods.
A
- Answer: B - Spill containment and countermeasures are not included in quality initiatives. They may improve overall safety in an organization but are not considered a quality initiative.
47
Q
- The International Standards Organization (ISO) is the world’s largest developer of voluntary International Standards. Which qualit management standard covers basic concepts and language?
A. ISO 9001:2008.
B. ISO 9000:2005.
C. ISO 9004:2009.
D. ISO 19011:2011.
A
- Answer: B - ISO 9000:2005 quality management standard covers basic concepts and language. ISO 9001:2008 sets the requirements of a quality management system, ISO 9004:2009 focuses on making quality management systems more efficient and effective, and ISO 19011:2011 sets guidance for internal and external audits of quality management systems.
48
Q
- Standards other than those of the International Standards Organization are also used for quality improvement. Which group choice below does NOT develop standards which enhance quality?
A. Americas Aerospace Quality Group (AAQG).
B. Quality Excellence for Suppliers of Telecommunications Leadership
Forum.
C. The National Education Association.
D. The United States Occupational Safety and Health Administration (OSHA).
A
- Answer: C - The National Education Association does not develop standards which enhance quality. Many organizations develop standards for quality and many such as the American Society for Quality provide tools and certifications for quality.
49
Q
- A project manager has multiple lean projects she manages concurrently. Why would she employ a corrective action system?
A. To ensure implementation and establish that timelines are followed and sustainment is enacted.
B. To ensure team members complete assigned team tasks.
C. To ensure documentation for compliance purposes.
D. To eliminate sustainment activities.
A
- Answer: A - She would employ a corrective action system to ensure implementation and establish that timelines are followed and sustainment is enacted for lean initiatives.
50
Q
- Variation is a change in data, characteristics, or functions caused by one of four factors. Which of the following is NOT one of the four factors that cause variation?
A. Tampering with samples.
B. Special causes.
C. Social variation.
D. Common causes.
A
- Answer: C - Social variation is NOT one of the four factors causing variation. The four factors include special causes, tampering with samples, common causes, and structural variation.
51
Q
- Using tools to manage the outcome of organizational initiatives from conception to completion would be called which of the following?
A. Define activities of the DMAIC.
B. Benchmarking activities.
C. Analyze activities of the DMAIC.
D. Project management.
A
- Answer: D - Project management is using tools to manage the outcome of organizational initiatives from conception to completion. Project management responsibilities may include constraint management, implementation techniques including risk management, project leadership, and project planning.
52
Q
- Which of the listed elements is NOT included in the base elements of a project charter?
A. Analysis of the problem.
B. The project deliverables.
C. Communication and status reporting processes.
D. Responsibilities of team members.
A
- Answer: A - An analysis of the problem is NOT included in the base elements of a project charter. The project charter tells the project purpose, scope, deliverables, responsibilities, executive sponsor, project sponsor, roles, issue escalation procedures, implementation plans, milestones, major assumptions, and risks.
53
Q
- Appropriate communication techniques are necessary indifferent situations to overcome barriers to project success. Which of the following would NOT be considered a common roadblock to quality improvement?
A. Lack of Project Management.
B. Lack of critical thinking.
C. Conflict among team members.
D. Readily available knowledge.
A
- Answer: D - Readily available knowledge would not be considered a common roadblock to quality improvement. Knowledge would be an enhancement of the communication process.
54
Q
- In project management, which leadership style would be most aligned or used for teams that are self-directing?
A. Directing style of leadership.
B. Delegating style of leadership.
C. Coaching style of leadership.
D. Supporting style of leadership.
A
- Answer: B - In project management the delegating leadership style is that which would be most aligned or used for teams that are self-directing.
Supporting leadership style is used for teams that require continual support in terms of competencies and experience. Coaching is used for teams on the verge of being self-directed. Directing leadership is used for teams which are new or on time-sensitive projects.
55
Q
- Which of the following is NOT a project management responsibility?
A. Constraint management on a project.
B. Implementation techniques for a project.
C. Provision of resources.
D. Project planning.
A
- Answer: C - Provision of resources is not a responsibility of the project manager. Provision of resources is the responsibility of the project sponsor.
56
Q
- Sally Akins is a project manager for a real-estate development company. Which of these is NOT a responsibility of hers as project manager?
A. Delivering the project on time, within established fiscal parameters and to specification.
B. Managing and directing project staff, suppliers, and project stakeholders.
C. Reviewing the performance standards for team members.
D. Undertaking the activities required to initiate, plan, execute, and close the project successfully.
A
- Answer: C - Reviewing the performance standards for team members is not a responsibility of the project manager. She may want to provide suggestions for input or development of standards, but she is not required to review their performance standards.
57
Q
- Process design is used for all of the following needs EXCEPT?
A. Determining environmental requirements.
B. Determining the process workflow.
C. Determining equipment needs.
D. Determining implementation requirements.
A
- Answer: A - Process design is not used for developing environmental requirements. It is used for determining the workflow, equipment needs, and implementation requirements for a particular process, including flowcharting, process simulation, and prototype development.
58
Q
- Pull systems are triggered by demand in lean production and small batches are produced as triggers indicate replenishment is needed. Which of the following is a descriptor of a push system?
A. The inventory control system begins with a customer’s order.
B. Forecasting inventory needs to meet customer demand.
C. Only enough product is made to fulfill a customer’s orders.
D. Has no excess of inventory.
A
- Answer: B - Forecasting inventory needs to meet customer demand is a push system. The other choices describe pull systems. Pull systems differ from push systems, where production is scheduled to meet demand and pushed through the system, often generating too much inventory. An example of a pull inventory control system is just-in-time inventory.
59
Q
- Leveraging lean initiatives requires successful knowledge transfer within the organization. Which initiative would have the most organizational knowledge impact?
A. Leading a team through a Kaizen event.
B. Having the team review a quality video.
C. Asking a team to develop a histogram of a process.
D. Having a project team develop a charter.
A
- Answer: A - Leading a team through a Kaizen event would have the most organizational knowledge impact. Hands-on training allows the lean participants to put what they have learned into practice. Activities such as Kaizen, value stream mapping, and performing a gap analysis will have the most knowledge transfer impact.
60
Q
- A workflow analysis is performed to determine waste and areas to target for improved efficiencies. A workflow analysis can also be used for which of the following?
A. Compiling employee interview results.
B. Eliminating standardized work.
C. Making recommendations for processes that need to be changed.
D. Determining views towards automation.
A
- Answer: C - A workflow analysis can be used for making recommendations for processes that need to be changed. While the analysis cannot enact the changes, it provides decision-making tools for improving the workflow by reducing waste and improving efficiency.
61
Q
- Flowcharting is a graphical representation of the steps in a process. Flowcharts are drawn to better understand processes and are one of the seven tools of quality. What can a flowchart NOT do?
A. Show analysis of data.
B. Show gaps in a process.
C. Show readiness to deliver a project
D. Identify steps in a process with symbols or shapes.
A
- Answer: A - A flowchart cannot show the analysis of data. It can be used to display process “flow” through graphics and symbols to improve performance. A well-designed flowchart will also demonstrate a team’s understanding of what is included in the workflow of a project, and can be used to evaluate if they are fully ready undertake a project.
62
Q
- Flow analysis charts are used to show analysis of the points in flow which have been displayed in a flow chart. Which of the following would require a flow analysis?
A. Flow charting the logistical requirements to move newspapers from the United States to China.
B. Flow charting the ingredients and steps in baking croissants.
C. Development of the steps to build a greenhouse.
D. Development of software for landscaping.
A
- Answer: D - The development of software for landscaping would require a flow analysis, as the corresponding steps are the most complex from the choices given. Flow analysis differs from a flow chart in that a flow analysis will contain detailed variation, characteristics, and patterns in the analysis.
63
Q
- Value stream mapping is mapping of all activities (both value-added and non-value-added) that are needed to bring a product from its raw material state into a state ready for use by a customer. Which of the following baseline measurements in a value stream map would measure the amount of work that fluctuates for a given activity?
A. First pass yield.
B. Cycle lead time.
C. Demand variation.
D. Process capability measures.
A
- Answer: C - Demand variation in a value stream map would measure the amount of work that fluctuates for a given activity. A value stream map shows all of the actions required to change raw materials into a product delivered to the customer. The map separates the value-added activities of a system from the non-value-added activities. The non-value-added activities are opportunities for possible improvement within the system. The value stream shows the process flow from order to delivery.
64
Q
- Takt time is the time between the production of consecutive items processed in a production system. If a bakery bakes 50 loaves of bread and there are 500 minutes of production, what is the Takt time?
A. The Takt time is 100 minutes.
B. The Takt time is 50 minutes.
C. The Takt time is 500 minutes.
D. The Takt time is 10 minutes.
A
- Answer: D - If a bakery bakes 50 loaves of bread and there are 500
minutes of production, the Takt time is 10 minutes. 500/50 = 10.