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Lean Yellow Belt > Learning Assessment Questions > Flashcards

Learning Assessment Questions Flashcards

1
Q

What are the forms of waste (non-value-adding activity) found in all organizations?

A 
Defects
Overproduction
Waiting
Not utilizing staff talent
Travel
Inventory
Motion
Excess Processing
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2
Q

DOWNTIME

A 
Defects
Overproduction
Waiting
Not utilizing staff talent
Travel
Inventory
Motion
Excess Processing
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3
Q

5 Key Lean Concepts

A

Specify Value
Identify and eliminate waste
Establish pull/JIT
Pursuit of perfection

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4
Q

Lean is primarily about doing more with less. T/F?

A

False

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5
Q

In a Lean system, it is best for staff and managers to be results driven. T/F?

A

False

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6
Q

What are the 5 dysfunctions of a team?

A 
Absence of trust
Fear of conflict
Lack of commitment
Lack of accountability
Inattention to results
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7
Q

It is critical throughout a Lean transformation that organizational culture remains unchanged. T/F?

A

False

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8
Q

Name the four stages of the Tuckman Model

A

Forming
Storming
Norming
Performing

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9
Q

SIPOCS

A 
Suppliers
Inputs
Processes
Outputs
Customers
Stakeholders
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10
Q

To change or modify for the better and with respect for the people.

A

Kaizen

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11
Q

Envisioning a process in which all waste, barriers, obstacles, and variation have been removed from the Current State is known as the:

A

Future State

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12
Q

Tools used to prioritize opportunities are:

A

Affinity Diagram
Risk/Frequency Grid
Prioritization Matrix

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13
Q

Affinity Diagram helps teams organize ideas generated from a brainstorming session into natural grouping based on common themes. T/F?

A

True

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14
Q

SMART Goals

A 
Specific
Measurable
Attainable
Realistic
Time-bound
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15
Q

PDCA

A

Plan
Do
Check
Act

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16
Q

DMAIC

A 
Define
Measure
Analyze
Improve
Control
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17
Q

Most problems can be attributed to people due to a lack of training. T/F?

A

False

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18
Q

Gemba

A

Going to where the work is done

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19
Q

A tool used to visually display the physical workflow of a process (commonly travel) is known as:

A

Spaghetti Diagram

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20
Q

A tool used to analyze a process by breaking it down into small steps and collecting data on time and distance of each step is known as a

A

Process Flow Map

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21
Q

A tool which serves as a ‘snapshot’ of a process and analyzes the amount of value added time vs. actual lead time of a process is known as a

A

Value Stream Map

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22
Q

The color ‘yellow’ on a Process Flow Chart would indicate a step which is required based on company policy. T/F

A

False - State or Federal regulatory policy, not our company policy

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23
Q

Which tool compares data values as part of the whole data set?

A

Pie Chart

24
Q

Which tool is used to simply track a variable over time?

A

Run Chart

25
Q

Which tool is used to chart frequency of occurrence?

A

Bar Chart

26
Q

Which tool reflects that 20% of causes are causing 80% of the problems?

A

Pareto Chart

27
Q

Lean Concept #3

A

Create Flow

28
Q

According to the Lean methodology, batching work is much more cost-effective than processing one at a time. T/F?

A

False

29
Q

Often described as the heartbeat of an organization, this Lean concept compares the amount of work to be done and the amount of time available and establishes process time.

A

Takt Time

30
Q

Hand off communication and room turnovers are two examples of common and costly changeovers. T/F?

A

True

31
Q

Elimination of all waste in a system is a reasonable goal. T/F?

A

False

32
Q

Cellular Layout requires what?

A

Bringing services and functions closer together

Downsizing or ‘rightsizing’ equipment

33
Q

A Fishbone Diagram is also known as a

A

Cause and Effect Diagram

34
Q

A root cause analysis tool commonly used in Lean is known as a

A

5 Why Analysis

35
Q

5S (in order)

A 
Sort
Set in Order
Shine
Standardize
Sustain
36
Q

According to 5S methodology, one should overstock shelves in order to prevent running out of supplies. T/F

A

False

37
Q

5S, while reasonably effective, is typically very expensive. T/F

A

False

38
Q

Lean Concept #4

A

Establish Pull / JIT

39
Q

A mechanism for signaling and triggering an action

A

Kanban

40
Q

The persistence of performance improvement over time

A

Sustainability

41
Q

The highest level of solutions

A

Eliminate the cause of the problem

42
Q

PDCA is useful exclusively for pilot testing and should not be used for other improvement activities. T/F?

A

False

43
Q

A Kaizen Newspaper is used to outline solutions to be implemented over time. T/F?

A

True

44
Q

A small test of change is done to identify the next steps or any failures prior to fully implementing changes. T/F?

A

True

45
Q

A document describing how their project may affect other areas/departments is known as

A

Project Impact Analysis

46
Q

Lean Concept #5

A

Pursuit of perfection

47
Q

Fear of compromising quality of care
Fear of failing in the new system
One’s tendency to stick to what they know best

A

Reasons people back-pedal to the old way of doing things

48
Q

A concept which encourages staff to consider the impact of their improvement projects on the entire organization is known as

A

Systems thinking

49
Q

The Control Plan should be described in which A3 section?

A

Control

50
Q

A visual management tool used to display the status of performance related to relevant metrics alighted with the new strategic plan is known as:

A

Dashboard

51
Q

The concept of preventing defects, or immediately detecting them is known as

A

Quality at the source

52
Q

The term Poka-Yoke refers to the practice of

A

Error proofing

53
Q

Standardization is simply not realistic in healthcare due to the complexity of processes and patient pathophysiology. T/F?

A

False

54
Q

Allowing experienced staff to develop their own individual ‘best methods’ of completing tasks is far more effective than standardizing tasks. T/F?

A

False

55
Q

The benefits of standardization

A

Reduces variation in processes
Improves quality
Spreads and sustains improvement initiatives

Lean Yellow Belt (1 decks)

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