Q&A Hero

Q: The final assembly schedule in a lean system: A) should be developed for each product independent of the process requirements for the other products. B) strives to create a uniform flow at the work centers in the plant. C) avoids the use of small lot sizes because they create many production orders and cause confusion. D) allows daily changes in demand levels, regardless of size, to be incorporated immediately into the work center schedules.

Q: When implementing a lean system: A) managers can mitigate some of the effects of worker stress by judiciously using safety stocks and emphasizing material flows rather than worker pace. B) management should base the reward system on production volume. C) the plant layout is the only environmental characteristic that need not be analyzed. D) it is critical to develop a master production schedule that changes frequently as forecasts change.

Q: Which one of the following is an advantage of lean systems? A) Lean systems reduce equipment needs by using larger lot sizes. B) Lean systems can be implemented in any production environment. C) Lean systems result in a decrease in safety stock and work-in-process inventory. D) Lean systems result in an increase in manufacturing lead times.

Q: Which of the following is a process consideration in the implementation of a lean system? A) Firms might have to change existing layouts. B) Workstations typically will have to be moved farther apart. C) A contract with strict job classifications will have to be adopted. D) Plant access by rail will become necessary.

Q: Implementing a lean system: A) has the advantage that workers have less stress because of the routine, repetitive work they perform. B) typically relieves the workers and first-line supervisors from activities such as scheduling, expediting, and productivity improvements. C) requires an examination of the reward system to make sure it is consistent with the JIT philosophy. D) involves the reorganization of material flows to that of a flexible flow.

Q: If frequent, small shipments of purchased items cannot be arranged with suppliers, large inventory savings for these items cannot be realized.

Q: Lean systems do not need stable master production schedules.

Q: One big advantage of lean systems is that they can usually be put in place without any major changes to existing layouts.

Q: Use the value stream map to conduct a complete analysis of the carpincho wallet production process. Calculate all raw material and WIP lead times and determine overall process capacity assuming El Gran Raton uses a batch size of 300 units. If a single carpincho wallet were ordered today, how long before it would reach the back pocket of the delighted customer if his order is but one of an average of 2,230 orders (all for a single wallet) during an average 5 day work week. *Assume that the days indicated on the lead time ladder are based on a different batch size and not applicable to the 300 unit batch currently in use.*

Q: Choose a simple, common process and create a value stream map containing the current state, plus a realistic future state, and implementation plan.

Q: Briefly outline the steps to be followed in evaluating and improving a process using value stream mapping.

Q: Value stream maps consist of a(n)________, a(n)________, and a(n)________.

Q: ________ is a qualitative lean tool for eliminating waste that involves current state and future state drawings, and an implementation plan.

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. Use the data in Scenario 6.1 to determine the batch size necessary to restrict overall process capacity to 10 units per hour. A) 200 units B) 220 units C) 240 units D) 260 units

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. With a batch size of 300 units, what is the capacity of process A as shown in Scenario 6.1? A) 10.3 units per hour B) 11.5 units per hour C) 12.7 units per hour D) 13.9 units per hour

Q: With a batch size of 300 units, what is the per unit processing time for Process C? A) 5 minutes 12 seconds B) 5 minutes 48 seconds C) 6 minutes D) 5 minutes 30 seconds

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. With a batch size of 360 units, which process step in Scenario 6.1 is the bottleneck? A) Process A B) Process B C) Process C D) the market

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. Use the data in Scenario 6.1 to calculate the per unit processing time for Process A if El Gran Raton decides to run a batch size of 360 units. The per unit time is: A) 310 seconds. B) 46.67 seconds. C) 340 seconds. D) 696.67 seconds.

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. In Scenario 6.1, what does the triangle between Process A and Process B represent? A) WIP B) takt C) OWMM D) kanban

Q: Sc Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. enario 6.1 shows a value stream map with the picture separated into a top and bottom halves, each encircled by a dashed line. The bottom half of the picture could best be described as representing the: A) flow of information. B) flow of money. C) flow of material. D) flow of power.

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. In Scenario 6.1, what is the significance of the two jagged arrows leading from the box labeled Production Control to the boxes labeled Supplier and Customer? A) the arrows represent flows of information B) the arrows represent flows of money C) the arrows represent the flows of materials D) the arrows represent the passage of time

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. Use Scenario 6.1 to determine the total processing time for carpincho wallets. A) 14 days 585 seconds B) 14 days C) 14 days minus 585 seconds D) 585 seconds

Q: Daniel Penfield artist Scenario 6.1 El Gran Raton, the producers of the finest carpincho wallets in all of Argentina, examined their production process in the form of a value stream map, displayed below. Use Scenario 6.1 to determine the total production lead time for carpincho wallets. A) 14 days 585 seconds B) 14 days C) 14 days minus 585 seconds D) 585 seconds

Q: A value stream map shows the flows of materials and information and the lines of responsibility and authority.

Q: The theory of constraints accepts existing system bottlenecks and works to maximize throughput given these constraints, while value stream mapping endeavors to understand how existing processes can be altered to eliminate bottlenecks and other wasteful activities.

Q: Often in value stream mapping, analysts must rely on process information from shop floor workers rather than direct observation in an effort to quickly develop a work plan and accelerate implementing the improved process.

Q: To complete the current state drawing of a process, a map of the current situation is developed, including such items as material and information flows, process times, setup times, batch sizes, scrap rates, and number of people required.

Q: The value stream mapping tool often requires completion of the future state drawing before the current state drawing, to help managers see the future state goals and more easily identify problems with the current state of the process.

Q: Use of value stream mapping requires construction of a current state drawing, a future state drawing, and an implementation plan.

Q: When determining the number of kanban containers, discuss the impact of alpha, the policy variable, on the total amount of inventory in the system. If alpha is set equal to zero, is system inventory zero? What would be required to achieve a system-wide inventory of zero?

Q: How does Toyota's two-card kanban system work?

Q: What are the general operating rules for a single-card kanban system?

Q: In a ________ system based on other Kanban signals, an empty space signals a need to fill it.

Q: A ________ is based on both a withdrawal card and a production-order card, to control inventory quantities more closely.

Q: A ________ is a card used to control the flow of production through a factory.

Q: Which of the following actions would increase the number of containers in use in a Kanban system? A) using larger containers that can hold more parts than before B) less demand for the part held by the container C) faster processing time for the part held by the container D) increased waiting time for the container

Q: Use the information in Case 6.2. How many Kanban containers would Jewel require if a 10% policy variable is used? A) three or fewer B) four or five C) five or six D) six or seven

Q: Case 6.2 The Jewel Golf Club Company, which recently began using a Kanban system, has had problems with high inventory levels of one of the handle grips used to make several versions of its clubs. Daily demand for the grip is 3,000 units, average waiting time during production is 0.20 day, processing time is 0.10 day per container, and a container holds 150 grips. Use the information in Case 6.2. How many Kanban containers would Jewel require if a 5% policy variable is used? A) three or fewer B) four or five C) six or seven D) eight or more

Q: Case 6.1 The Edward James Toy Company uses a Kanban system to make plastic wheels that are a component of several toys. The waiting time for a container of the wheels during production is 0.25 day; average processing time is 0.15 day per container. Each container holds 200 wheels. The company uses 2,000 wheels a day in the production of its products. Use the information in Case 6.1. How many Kanban containers would be required if a 10% policy variable is used? A) three or fewer B) four or five C) five or six D) seven or more

Q: Which one of the following statements regarding the Toyota production system is best? A) It is particularly well suited for making irregularly used parts and customized "specials." B) It is a "push system," with orders pushed out in anticipation of future requirements. C) Each container has either a withdrawal or production-ordering Kanban. D) It does not use poka yoke or 5S practices.

Q: An important mechanism for lean systems is a Kanban system. Which one of the following statements correctly describes the behavior of a two-card Kanban system? A) A withdrawal Kanban is issued to authorize production in the fabrication process. B) A production-ordering Kanban authorizes the assembly process to remove the materials from the storage location. C) The fabrication process produces certain units defined by the lot size and pushes them down to the assembly process. D) Containers must never be removed from the storage location without an authorizing withdrawal Kanban.

Q: A Kanban system is an important mechanism for lean system management. Which one of the following statements regarding the operation of a Kanban system is best? A) A typical Kanban used in the JIT system includes information such as item number, unit price, competitor's product name, and its price. B) A Kanban can be used to set the order quantity but not the inventory level. C) A Kanban and a container move as a pair once production begins at the fabrication process. D) An empty container can be exchanged for a full container at the storage location even though no Kanban is on the full container.

Q: As the average processing time per container of parts increases, fewer containers are needed in a Kanban system.

Q: Some Kanban systems are set up without Kanban cards, and use the material containers or open spaces in a work area to withdraw materials.

Q: In a Kanban system, materials may be withdrawn without a withdrawal card if the operation requiring the material is about to run out of work.

Q: A Kanban is a card used to control the flow of production in many just-in-time systems.

Q: Explain how a line-flow strategy can be used to reduce or eliminate setups.

Q: How can group technology be used in a service setting? Provide an example and describe two advantages of using this principle in a service setting.

Q: What is group technology and what advantages are accrued from its use?

Q: ________ is the combining of parts or products with similar characteristics into families and setting aside groups of machines for their production.

Q: Consider the following production process. It is trying to meet a market demand of 250 units per week. Step 1: Material release schedule Step 2: Drilling (capacity is 300 units/week) Step 3: Tapping (capacity is 150 units/week) Step 4: Grinding (capacity is 300 units/week) Step 5: Coating (capacity is 200 units/week) Step 6: Inspection (capacity is 500 units/week) a. Where should buffers be placed? b. Which resource is the drum? c. Where should the rope be placed? d. Which resource is the bottleneck? e. Which resource is the CCR?

Q: Consider the following production process. It is trying to meet a market demand of 500 units per week. Step 1: Material release schedule Step 2: Drilling (capacity is 500 units/week) Step 3: Tapping (capacity is 450 units/week) Step 4: Grinding (capacity is 600 units/week) Step 5: Coating (capacity is 400 units/week) Step 6: Inspection (capacity is 1,000 units/week) a. Where should buffers be placed? b. Which resource is the drum? c. Where should the rope be placed? d. Which resource is the bottleneck? e. Which resource is the CCR?

Q: How can Theory of Constraints principles be reconciled with line balancing?

Q: You have been assigned a line balancing task and given a list of tasks, their precedence requirements, and the time needed to accomplish them. As you begin to balance the line, you realize that you must make some assumptions. What are these assumptions and which of them has the greatest impact on the success of your balance?

Q: Describe three ways that line balancing and line flow layouts are similar to project management and three ways that they are different from project management.

Q: A(n) ________ line is a product line that produces several items belonging to the same family.

Q: Regardless of the number of tasks or their lengths, a line balance efficiency of 100% is possible if the number of stations is ________.

Q: ________ is the amount by which efficiency falls short of 100 percent.

Q: ________ is the maximum time allowed for work on a unit at each station.

Q: Table 5.7 The Terminal Company is attempting to balance its assembly line of high-voltage electrical connectors. The desired output for the line is 50 connectors per hour, and the information on the work elements for this assembly line is as follows. Work Elements Time (sec) Immediate Predecessor(s) A 40 -- B 36 A C 20 A D 25 A E 30 B, C F 34 D G 35 E H 5 F I 15 E, H J 40 H K 38 G, I, J Use the information from Table 5.7, and assume that the most efficient line balance possible has been achieved. What is the total idle time for an eight hour work day? A) less than an hour and a half B) more than 1:30 but less than or equal to 1:45 C) more than 1:45 but less than or equal to 2 hours D) more than 2 hours

Q: Fun Vehicles, Inc. makes beach buggies on an assembly line. The total productive time to make one buggy is 300 seconds. The current line has a 90-second cycle time and consists of four workstations. The balance delay of this line must be: A) 0%. B) greater than 0% but less than 6%. C) greater than 6% but less than 12%. D) greater than 12% but less than 18%.

Q: The production of a particular product consists of the following work elements. If the cycle time is 4 minutes and the work-element times are as follows, what is the theoretical minimum number of stations? Work Element Time (min) 1 2.4 2 0.5 3 2.1 4 2.0 5 2.7 6 1.1 7 2.0 8 2.7 9 1.6 10 1.4 A) fewer than or equal to three stations B) four stations C) five stations D) more than five stations

Q: Given the following data about an assembly line and the knowledge that we are trying to attain an output rate of 40 units per hour, what is the theoretical minimum number of stations? Work Element Time (sec) 1 90 2 80 3 75 4 70 5 90 6 85 A) four or fewer stations B) five stations C) six stations D) seven or more stations

Q: An assembly line has to perform 10 work elements, whose time requirements follow. An operations analyst has found a solution using some heuristics, as shown in the table. If the cycle time of the line is 90 seconds, what is the efficiency of the assembly line? A) less than 85% B) greater than 85% but less than 90% C) greater than 90% but less than 95% D) greater than 95%

Q: Table 5.6 Balance the following line for an output rate of five pieces per hour. The times are in minutes (not seconds). Work Element Time (min) Immediate Predecessor(s) A 7 -- B 5 -- C 3 -- D 4 -- E 2 A, B F 5 C G 6 D H 7 E, F I 11 F, G J 4 H, I Use the information from Table 5.6. The highest efficiency for a balanced line is: A) less than 89%. B) more than 89% and less than 91%. C) more than 91% and less than 93%. D) more than 93%.

Q: Table 5.5 Balance the following line for an output rate of 3 units per minute. Work Element Time (sec) Immediate Predecessor(s) A 12 -- B 6 A C 12 A D 4 B E 14 B, C F 10 E G 6 D, F Use the information in Table 5.5. What is the balance delay for your solution? A) less than or equal to 15% B) more than 15% but less than or equal to 25% C) more than 25% but less than or equal to 35% D) more than 35%

Q: Table 5.4 The Superior Management Company assembles muffalettas in The Big Easy. The steps to making a world class sandwich and the time required (in seconds) for each step are shown in the table. Work Element Time (sec) Immediate Predecessor(s) A 45 -- B 120 A C 70 A D 95 B E 20 C F 40 B G 60 D,E H 55 F I 100 G J 150 H, I Customers demand muffalettas at the rate of 24 sandwiches per hour. Use the information in Table 5.4 to determine the minimum number of work stations needed to achieve exactly the output rate of customer demand. A) 4 B) 5 C) 6 D) 7

Q: Figure 5.4 Use the information in Figure 5.4. If each task has a work time of one minute and there are 8 hours in a day, what is the minimum number of stations if 240 units should be produced each day? A) one B) two C) three D) four

Q: Figure 5.4 Use the information in Figure 5.4. What are the required predecessors of activity H? A) E & G B) A through F, including E C) Activity H has no required predecessors. D) D

Q: Which one of the following statements about line balancing is best? A) If a precedence relationship exists between A and B, they cannot be assigned to the same station. B) If the desired output rate increases, the cycle time also tends to increase. C) The theoretical minimum number of stations can never be achieved, hence the name "theoretical." D) If a line's balance delay is minimized, its efficiency is maximized.

Q: A line that produces several items belonging to the same family is called a: A) mixed-model line. B) part family line. C) group technology line. D) cellular line.

Q: The most controversial aspect of line-flow layout is: A) the heuristic decision rules in assigning the next work element. B) the number of models produced. C) the cycle time. D) behavioral response.

Q: Instead of dividing the total standard time required to assemble each unit by nc to determine the efficiency of a line balance, you could divide by: A) the number of workers times the number of stations. B) the number of tasks plus the number of stations. C) the sum of the task times plus the sum of the idle times. D) (1-balance delay).

Q: A line balance that is 100% efficient must: A) be using the minimum cycle time. B) be using the theoretical minimum number of work stations. C) also achieve 100% balance delay. D) be producing the theoretical maximum output.

Q: Balance delay could be described as the: A) amount by which efficiency falls short of 100 percent. B) efficiency that could be obtained by a solution that achieves the theoretical minimum number of stations. C) maximum time allowed for work on a unit at each station. D) desired output rate.

Q: What is the definition of "theoretical maximum efficiency"? A) It is the amount by which efficiency falls short of 100 percent. B) It is the efficiency that could be obtained by a solution that achieves the theoretical minimum number of stations. C) It is the maximum time allowed for work on a unit at each station. D) It is alternatively called the desired output rate.

Q: Which of the following statements concerning line balancing is true? A) The theoretical minimum number of stations must always be fewer than the actual number. B) The largest number of followers rule assigns (as quickly as possible) those work elements most difficult to fit into a station. C) Selecting the cycle time can never have an effect on line efficiency. D) Increasing the output rate may increase the theoretical minimum number of stations.

Q: A mixed-model line produces several items belonging to the same family.

Q: Paced lines require that inventory storage areas be placed between stations.

Q: To generate the maximum output, the cycle time should be set as the longest elemental task time.