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Question 1 of 10
1. Question
Each Kaizen team member’s role is to work synergistically with other team members to improve the target area. The following are things that each team member should remember except?
Correct
Team Member Roles in Kaizen is to work synergistically with other team members to improve the target area.
Team members should remember to:
• Participate
• Study the process in the target area
• Use creativity before capital
• Use Kaizen
• Share ideas
• Ask questions
• Experiment with changesIncorrect
Team Member Roles in Kaizen is to work synergistically with other team members to improve the target area.
Team members should remember to:
• Participate
• Study the process in the target area
• Use creativity before capital
• Use Kaizen
• Share ideas
• Ask questions
• Experiment with changes -
Question 2 of 10
2. Question
Which of the following is/are reasons employees in traditional organizations believe why Kaizen won’t work?
Correct
Once you begin your journey to becoming an LSS practitioner, you immediately realize how ridiculous all the following assertions are:
• We produce such a variety of products.
• Our products are custom; we can’t standardize.
• The change is too rapid.
• We are not in a mass production situation.
• Our people are too busy.Incorrect
Once you begin your journey to becoming an LSS practitioner, you immediately realize how ridiculous all the following assertions are:
• We produce such a variety of products.
• Our products are custom; we can’t standardize.
• The change is too rapid.
• We are not in a mass production situation.
• Our people are too busy. -
Question 3 of 10
3. Question
Which of the following is not part of the 10 attributes of Kaizen?
Correct
10 Attributes of Kaizen
1. Kaizen involves everyone in the organization—owners, presidents, senior managers, department managers, team leaders, and supervisors!
2. Kaizen fosters process-oriented thinking (i.e., processes must be improved for results to improve).
3. Kaizen focuses human efforts on what we can do, not on what we can’t do.
4. Kaizen defines a new role for management.
5. Kaizen is process-oriented rather than results-oriented.
6. Kaizen follows Standardize-Do-Check-Act (SDCA) for process maintenance activities and the Plan-Do-Check-Act (PDCA) cycle for improvement activities.
7. Kaizen puts quality first all the time.
8. Kaizen puts the customer first all the time, even before the boss.
9. Kaizen defines the “next process,” either internal or external process, as the customer.
10. Kaizen is not a home run. It’s a single!Incorrect
10 Attributes of Kaizen
1. Kaizen involves everyone in the organization—owners, presidents, senior managers, department managers, team leaders, and supervisors!
2. Kaizen fosters process-oriented thinking (i.e., processes must be improved for results to improve).
3. Kaizen focuses human efforts on what we can do, not on what we can’t do.
4. Kaizen defines a new role for management.
5. Kaizen is process-oriented rather than results-oriented.
6. Kaizen follows Standardize-Do-Check-Act (SDCA) for process maintenance activities and the Plan-Do-Check-Act (PDCA) cycle for improvement activities.
7. Kaizen puts quality first all the time.
8. Kaizen puts the customer first all the time, even before the boss.
9. Kaizen defines the “next process,” either internal or external process, as the customer.
10. Kaizen is not a home run. It’s a single! -
Question 4 of 10
4. Question
Which of the following does not suit the definition of Kaikiku?
Correct
1. Kaikaku: Change + radical.
2. Kai: To take apart and make new. Kaku: Radically alter.
3. Kaikaku: Transformation of mind.
4. Kaikaku: Can also mean innovation, although the authors will discuss innovation later in this chapter as Kakushin.Incorrect
1. Kaikaku: Change + radical.
2. Kai: To take apart and make new. Kaku: Radically alter.
3. Kaikaku: Transformation of mind.
4. Kaikaku: Can also mean innovation, although the authors will discuss innovation later in this chapter as Kakushin. -
Question 5 of 10
5. Question
Which of the following changes to traditional beliefs about materials, people deployment, equipment, and methods of production need to be considered in regards to Kaikiku?
Correct
Many changes to traditional beliefs about materials, people deployment, equipment, and methods of production need to be considered and include:
• Grouping similar products
• Looking at customer demand and understanding how it changes
• Calculating customer demand
• Redeploying people in nontraditional roles (to meet customer demand, not fill a functional job description)
• Changing the number of people as needed
• Placing equipment to allow continuous materials flow during the value-add process
• Connecting the signals that initiate flow of materials to customer demand
• Using POUS for materials and equipment whenever possible
• Using quality at the source
• Creating visual work instructionsIncorrect
Many changes to traditional beliefs about materials, people deployment, equipment, and methods of production need to be considered and include:
• Grouping similar products
• Looking at customer demand and understanding how it changes
• Calculating customer demand
• Redeploying people in nontraditional roles (to meet customer demand, not fill a functional job description)
• Changing the number of people as needed
• Placing equipment to allow continuous materials flow during the value-add process
• Connecting the signals that initiate flow of materials to customer demand
• Using POUS for materials and equipment whenever possible
• Using quality at the source
• Creating visual work instructions -
Question 6 of 10
6. Question
Which of the following is/are not major considerations with customer demand in regards to the Kaikiku layout?
Correct
A true Lean facility layout requires that Kaikaku is present. Even more so than a single cell, an entire Lean facility layout is comprised of hundreds of considerations. The most important aspect is to begin with customer demand and configure your facility to respond to what your customer wants. Some of the major considerations are:
• Assessing build to order and build to stock products
• Creating a mixed-model pull system
• Order processing
• Purchasing practices
• Inventory control
• All production activities
• Equipment layout
• Materials placement and POUS
• Employee deployment
• DistributionIncorrect
A true Lean facility layout requires that Kaikaku is present. Even more so than a single cell, an entire Lean facility layout is comprised of hundreds of considerations. The most important aspect is to begin with customer demand and configure your facility to respond to what your customer wants. Some of the major considerations are:
• Assessing build to order and build to stock products
• Creating a mixed-model pull system
• Order processing
• Purchasing practices
• Inventory control
• All production activities
• Equipment layout
• Materials placement and POUS
• Employee deployment
• Distribution -
Question 7 of 10
7. Question
The new strategic mantra is revenue growth resulting from which of the following primary strategies?
Correct
The new strategic mantra is revenue growth resulting from four primary strategies: (1) geographic expansion; (2) alliances, acquisitions, and mergers; (3) greater market penetration; and (4) product development and enhancement. And product development and enhancement ultimately depend upon product development as their foundation.
Incorrect
The new strategic mantra is revenue growth resulting from four primary strategies: (1) geographic expansion; (2) alliances, acquisitions, and mergers; (3) greater market penetration; and (4) product development and enhancement. And product development and enhancement ultimately depend upon product development as their foundation.
-
Question 8 of 10
8. Question
Market penetration depend on the following for its success except?
Correct
Market penetration literally depends upon marketing innovation for its success, with product development and enhancement, along with cost advantages, contributing greatly.
Incorrect
Market penetration literally depends upon marketing innovation for its success, with product development and enhancement, along with cost advantages, contributing greatly.
-
Question 9 of 10
9. Question
Which of the following is not part of the Six essentials of the 20-20 Innovation Process?
Correct
Six essentials of the 20-20 Innovation Process
1. Generate the mindset
2. Know the territory
3. Build the relationships
4. Manage the journeys
5. Create the solutions
6. Deliver the resultsIncorrect
Six essentials of the 20-20 Innovation Process
1. Generate the mindset
2. Know the territory
3. Build the relationships
4. Manage the journeys
5. Create the solutions
6. Deliver the results -
Question 10 of 10
10. Question
Which of the following would be considered as the related innovation personality for managing the journeys in regards to the 20-20 Innovation process?
Correct
Managing the journeys – Picking the right projects to work on, for the right reasons, at the right time, with the right tools The playmaker
Commander, executive, physician, consultant, judge, coach
Incorrect
Managing the journeys – Picking the right projects to work on, for the right reasons, at the right time, with the right tools The playmaker
Commander, executive, physician, consultant, judge, coach