Test Bank Chapter 10 Lean Systems And Six-Sigma Quality

File: ch10, Chapter 10: Lean Systems and Six-Sigma Quality

Multiple Choice

1. ______ is a management approach that seeks to utilize resources as efficiently as possible.
2. Lean
3. Sales and Operations Planning
4. Six Sigma
5. CPFR
6. a and c

Level: Easy

1. Outcomes of implementing a lean philosophy in an organization include:
2. Cost reductions
3. Improved customer satisfaction
4. Improved quality
5. All of the above
6. None of the above

Level: Easy

1. Core tenets of the lean philosophy include:
2. Complexity
3. Waste reduction
4. Functional view
5. Statistical process control
6. a and b

Level: Medium

1. In a lean philosophy, all process are driven by the goal to:
2. Reduce costs
3. Develop new products
4. Improve profits
5. Serve the customer
6. b and c

Level: Medium

1. Lean emphasizes __________ solutions to supply chain problems:
2. Complex
3. Expensive
4. Simple
5. Managing
6. Functional

Level: Medium

1. The tenet that waste can only be eliminated when it can be clearly identified is:
2. Simplicity
3. Visibility
4. Flexibility
5. Continuous improvement
6. None of the above

Level: Easy

1. Of the three elements of lean, lean production focuses on:
2. Just-in-time systems
3. Pull production systems
4. Operations systems
5. Delivery systems
6. All of the above

Level: Medium

1. Lean production utilizes a __________ production system:
2. Push
3. Quality
4. Pull
5. Complex
6. a and d

Level: Medium

1. In a ________ production system, products are made in anticipation of demand.
2. Push
3. Pull
4. Stable
5. Variable
6. Lean

Level: Difficult

1. Small lot size production must be balanced with the costs of ___________:
2. Inventory
3. Labor
4. Setup time
5. Variation
6. Transportation

Level: Difficult

1. The role of management in an organization that practices a lean philosophy is:
2. Disciplining employee
3. Enforcing TQM guidelines
4. Ensuring quality processes are followed
5. Facilitating cultural change
6. None of the above

Level: Easy

1. Meeting and exceeding customer expectations is the definition of:
2. Operations
3. Quality
4. Marketing
5. Kaizan
6. a and b

Level: Medium

1. Costs of quality incurred when testing and evaluating products is known as:
2. Prevention costs
3. Appraisal costs
4. Internal failure costs
5. External failure costs
6. None of the above

Level: Medium

1. Costs of quality incurred when a customer returns a defective product is known as:
2. Prevention costs
3. Appraisal costs
4. Internal failure costs
5. External failure costs
6. None of the above

Level: Medium

1. The ________ quality tool is used to identify causes of a problem:
2. Fishbone diagram
3. Flowchart
4. Checklist
5. Control chart
6. Scatter diagram

Level: Easy

1. _________ is a quality tool that shows the relationship to two variables:
2. Fishbone diagram
3. Flowchart
4. Checklist
5. Control chart
6. Scatter diagram

Level: Medium

1. One of the most simple, yet highly effective quality tools is a:
2. Fishbone diagram
3. Flowchart
4. Checklist
5. Control chart
6. Scatter diagram

Level: Medium

1. ISO 9000 quality standards were developed in response to:
2. Increasing international trade
3. Excessive product failures
4. Government intervention
5. The need for universal standards
6. a and d

Level: Medium

1. In Statistical Quality Control (SQC), ________ determines whether a batch of goods should be accepted or rejected:
2. Descriptive statistics
3. Statistical Process Control (SPC)
4. Acceptance sampling
5. TQM
6. None of the above

Level: Difficult

1. The mean, standard deviation, and range are examples of:
2. Descriptive statistics
3. SPC
4. Acceptance sampling
5. TQM
6. None of the above

Level: Easy

1. Variation that can be identified and changed is known as:
2. Random
3. Assignable
4. Common
5. Visible
6. Capable

Level: Easy

1. Evaluating a process to determine if it meets established quality standards is known as:
2. SPC
3. Value stream mapping
4. Pareto analysis
5. Sales and operations planning
6. Process capability

Level: Medium

1. A range of acceptable quality that has been tested and established is known as:
2. Value stream mapping
3. Histogram
4. Product specifications
5. Tolerances
6. c and d

Level: Easy

1. Once a process is ‘in control,’ the tool used to continuously monitor the process is a:
2. Pareto diagram
3. Histogram
4. Flowchart
5. Control chart
6. None of the above

Level: Easy

1. The tool used to measure a process whose characteristics consist of attributes is knows as:
2. t-chart
3. Histogram
4. p-chart
5. Checklist
6. None of the above

Level: Medium

1. A Six Sigma philosophy includes the following:
2. Zero defects
3. Rigorous measurement
4. Involves every aspect of the organization
5. Extensive training
6. All of the above

Level: Easy

1. Two fundamental aspects of Six Sigma methodology include:
2. People and processes
3. Data and charts
4. SQC and SPC
5. Technical tools and people
6. None of the above

Level: Medium

1. A valuable tool in Six Sigma supply chains used to identify system improvements is knows as:
2. Value stream mapping
3. Histogram
4. Pareto analysis
5. Flowcharts
6. Checklists

Level: Medium

1. ____ ____is a critical tool needed for supply chain partners to achieve the benefits of Six Sigma.
2. Pull production systems
3. Value stream mapping
4. SPC
5. Information technology
6. Kaizan

Level: Difficult

1. The operations function can be impacted by Six Sigma in the following ways:
2. Pull production systems
3. Cycle time reductions
4. Increased inventory turns
5. All of the above
6. None of the above

Level: Medium

True/False

1. The lean management approach seeks to utilize resources as efficiently as possible.

Level: Easy

1. A benefit of lean implementation is increased customer service.

Level: Easy

1. Lean is primarily a production/manufacturing process.

Level: Medium

1. Eliminating waste is at the core of the lean philosophy, which includes anything that does not add value to the customer.

Level: Easy

1. In the lean philosophy, all processes are driven by the overriding goal to reduce costs.

Level: Difficult

1. While beneficial to an organization, lean solutions are typically complex and expensive.

Level: Medium

1. An emphasis on continuous improvement is known as kaizen

Level: Easy

1. Utilizing multiple machines for different functions is an example of lean flexibility.

Level: Medium

1. The ‘lean production’ element of lean is responsible for a company’s operations and delivery system.

Level: Medium

1. Lean production utilizes a “push” production system.

Level: Medium

1. Respect for people is a key element of lean and typically only applies to the internal operations of a company.

Level: Difficult

1. In “push” production systems, goods are produced based on a forecast.

Level: Medium

1. Visual signals used in lean production systems are known as kanbans.

Level: Easy

1. Small lot productions decrease flexibility because of the risk of insufficient stock on hand.

Level: Difficult

1. In order to effectively achieve small lot production, companies must reduce production time.

Level: Difficult

1. “Leveling” the production schedule reduces variation in the production process.

Level: Difficult

1. Lean organizations typically have strict hierarchical management structures.

Level: Medium

1. A key requirement of lean implementation is that workers are trained to have cross-functional skill sets.

Level: Easy

1. The primary role of management in a lean organization is to ensure quality processes are strictly followed.

Level: Easy

1. Total Quality Management (TQM) allows for an acceptable number of defects in a product or process.

Level: Difficult

1. The lean philosophy emphasizes using multiple supplier sources to reduce risk.

Level: Difficult

1. Meeting and exceeding customer expectations is today’s definition of quality.

Level: Easy

1. Scrap and rework are examples of appraisal costs of quality.

Level: Medium

1. A pareto analysis is a quality tool used to prioritize problems.

Level: Easy

1. The mean and standard deviation are tools used to describe characteristics of a distribution.

Level: Medium

1. Variation that can be identified and managed is knows as common variation.

Level: Medium

1. If a process is not ‘capable’ then quality standards are useless.

Level: Medium

1. Processes are known to be in a state of control when data points exceed the normal range of variation.

Level: Difficult

1. The goal of Six Sigma is to achieve “zero defects.”

Level: Easy

1. Cycle time and inventory are key aspects of operations that can be improved with Six Sigma methodologies.

Level: Medium

Essay

1. Describe the two fundamental aspects of Six Sigma methodology.

Level: Easy

1. Describe the five step plan around which a Six Sigma approach is organized.

Level: Medium

1. Briefly describe the steps involved in developing a lean Six Sigma supply chain.

Level: Medium