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Question 1 of 20 |
5.0 Points |
Re-engineering is an appropriate replacement for benchmarking when:
A. tour process is fairly strong relative to best-in-class. |
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B. the best-in-class is not in your industry. |
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C. your process is not in statistical control, i.e., is unstable. |
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D. best-in-class is unwilling to cooperate. |
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Question 2 of 20 |
5.0 Points |
One of the three phases of benchmarking is:
A. conclusion. |
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B. postexecution. |
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C. reporting. |
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D. None of the above |
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Question 3 of 20 |
5.0 Points |
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The Five-Step Plan is the Japanese approach to implementing:
A. BCG matrix. |
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B. House of Quality. |
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C. Six Sigma. |
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D. Kaizen. |
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Question 4 of 20 |
5.0 Points |
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When benchmarking, it is not enough to understand the processes; they must be completely:
A. analyzed. |
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B. tested. |
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C. documented. |
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D. integrated |
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Question 5 of 20 |
5.0 Points |
The origin of what is now called __________ dates back to a book written by Dr. Walter Shewhart in 1931.
A. quality engineering |
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B. compliance management |
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C. statistical process control |
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D. QFD |
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Question 6 of 20 |
5.0 Points |
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Lean is based on the manufacturing system that was developed by:
A. Motorola. |
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B. Toyota. |
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C. Goldratt. |
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D. IBM. |
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Question 7 of 20 |
5.0 Points |
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The __________ phase of DMAIC focuses on why defects, errors, or excessive variation occurs.
A. Define |
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B. Measure |
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C. Analyze |
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D. Control |
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Question 8 of 20 |
5.0 Points |
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__________ approaches improvement projects in three successive phases, applying TOC, Lean, and then Six Sigma tools.
A. The iTLS model |
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B. Kaizen |
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C. CEDAC |
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D. SIPOC |
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Question 9 of 20 |
5.0 Points |
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__________ is founded on the premise that an organization’s performance against its goal can be determined and managed.
A. Kaizen |
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B. JIT/Lean |
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C. The Theory of Constraints |
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D. Six Sigma |
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Question 10 of 20 |
5.0 Points |
|
Which of the following individuals is identified as the developer of JIT/LEAN/Lean?
A. Eiji Toyoda |
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B. W. Edwards Deming |
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C. Taiichi Ohno |
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D. Henry Ford |
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Question 11 of 20 |
5.0 Points |
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Which of the following is NOT a measure in TOC?
A. Establishing the goal |
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B. Making the investment |
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C. Operating expenses |
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D. Throughput |
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Question 12 of 20 |
5.0 Points |
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Which of the following behaviors best describe the concept of benchmarking?
A. Unethical |
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B. Illegal |
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C. Industrial espionage |
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D. None of the above |
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Question 13 of 20 |
5.0 Points |
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Mass production is a(n) __________ system.
A. integrated |
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B. push |
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C. pull |
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D. breakthrough |
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Question 14 of 20 |
5.0 Points |
Several benchmarking considerations require management’s approval before the process can start: commitment to change, funding, personnel, disclosure, and:
A. oversight. |
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B. direction. |
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C. involvement. |
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D. direct supervision |
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Question 15 of 20 |
5.0 Points |
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Variation in processes:
A. can be caused by include people, machines, material, and environment. |
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B. is of three kinds. |
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C. should not be of concern. |
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D. must be eliminated if continual improvement is to happen. |
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Question 16 of 20 |
5.0 Points |
As part of its __________ responsibility, management in an organization that practices __________ must be personally involved in continual improvement.
A. leadership; fiscal responsibility |
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B. financial; leadership |
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C. leadership; total quality |
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D. fiscal; total quality |
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Question 17 of 20 |
5.0 Points |
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Six Sigma process performance:
A. represents a major advance in capability over the typical. |
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B. has yet to be achieved in actual practice. |
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C. predicts 1 nonconformance in 500 million opportunities. |
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D. is useful only in large scale manufacturing. |
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Question 18 of 20 |
5.0 Points |
Six Sigma can only be achieved through:
A. hiring new staff. |
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B. process improvement. |
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C. creating a new mission statement. |
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D. cutting costs. |
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Question 19 of 20 |
5.0 Points |
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The JIT/LEAN/Lean “pull” system ensures that:
A. costs are minimized through “economy of scale.” |
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B. the production line will never stop because of a problem. |
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C. buffer stocks are on hand to prevent line stoppage when a critical machine fails. |
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D. the internal supplier process does not build product unless told to do so by the internal customer process. |
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Question 20 of 20 |
5.0 Points |
The most common inhibitor of SPC is:
A. inadequate training. |
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B. lack of resources resulting from the absence of management commitment. |
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C. failure to have processes under control. |
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D. low production rates. |
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