Deck 6: Process Analysis and Redesign

Question 1

Input is often raised by productivity improvement programs (PIPS) without lowering quality,and sometimes raising it.

Answer 1

False

Question 2

CAPP and factory floor simulations allow alternatives to be tested in pursuit of continual improvement,an unceasing goal of process planning.

Answer 2

True

Question 3

The seven points to consider for process flow design include considering that product quality is not a direct function of process flow design.

Answer 3

False

Question 4

Good process innovations can occur because of external forces that impose safety restrictions,pollution regulations,and other governmental controls for the first time.

Question 5

Continuous improvement of processes is an excellent goal for P/OM managers.It is a function of P/OM that is valued by all other functions of the organization.

Question 6

An organization chart can be used to compare the present method for a quantity check with a revised method of inspection.

Question 7

There are competitive advantages,including enhanced profitability,for those in P/OM who consistently avoid waste and disruption by improving process flows.

Question 8

Learning curves for new products include start-up problems with fixtures,jigs,software,and other tools that are used for the first time.

Question 9

Changes in materials can significantly alter processes.

Question 10

Achieving the best in class value includes satisfactory delivery dates and reasonable service levels,which are components of quality worthiness.

Question 11

Value analysis (VA) studies the use of alternative materials that could provide equal or better properties at equal or lower costs.

Question 12

Process managers are responsible for the production line.Filling orders is their prime job.

Question 13

When creating a process flow chart,one should not state the exact materials to be used and the precise amounts that will be consumed.

Question 14

VA is readily identified by the persistent use of a set of questions but does not include addressing which alternative materials might be used.

Question 15

Benchmarked companies must always be in the same industry.

Question 16

The method of finding the best,called benchmarking,is based on comparative measures that identify leaders in specific kinds of processes.

Question 17

Starting from scratch (reengineering a process) generally does not delay new order processing.

Question 18

Symbols for process charts are now regulated because of the growth in types of processes,the need to encourage flexibility,and the impact of computerization of process analysis and redesign.

Question 19

Less dramatic,but of great importance to individual firms,are discoveries that lead to the conversion of a batch-type process into an intermittent flow shop.

Question 20

Operations can be decomposed into detailed elements such as searching for a part,reaching for it,grasping,and turning it.

Question 21

Charting operations for process analysis and redesign should include all of the process transformations that affect customer satisfaction.

Question 22

It is generally less expensive to use corrective maintenance than preventive maintenance.

Question 23

Bar codes and RFID are popular ways of identifying the location of materials.

Question 24

The lead time is the interval that elapses between seeing the need for placing an order and receiving the goods or services.

Question 25

There is an information flow that parallels and mimics the materials that are moving through the input-transformation-output process.

Question 26

It is possible to find equipment that can run one job while workers are changing the setup to run a different job in the SMED approach.

Question 27

The cost of failure and the probability of it occurring lead to an expected cost of failure.

Question 28

PDM programs are most valuable when failure is very costly and/or process stoppage is life threatening.

Question 29

There are several questions that can help determine how large an expenditure for TPM is reasonable.One is: "How vulnerable is the specific process to a breakdown that will slow or stop production output?"

Question 30

Robots are a type of programmable setup system but are not gaining use globally.

Question 31

TPM addresses only the worst kind of failure,which is a failure that stops the process.

Question 32

SMED concepts are limited to manufacturing.Just in case the meaning of the acronym was missed,SMED = single-minute exchange of dies.It sure sounds like manufacturing.

Question 33

The old engineering truism that changeover times and costs must increase with the use of higher volume-efficient equipment is disappearing.

Question 34

Marketing power is decreased when production flexibility is enhanced by a one-time fixed cost increase in facility expenses.

Question 35

Strategic thinking for P/OM is related to altering the competitive situation by means of operating plans and decisions.

Question 36

The systems approach is being used when process analysis for the job shop is focused on the total set of flows for all items that are produced in that job shop.

Question 37

The use of back-up equipment and employing other redundant systems are methods that do not constitute preventive maintenance.

Question 38

The severe costs of flow shop stoppages generally guide the choice of an effective,complete program of preventive maintenance.

Question 39

For the job shop process,the worst-case scenario is when a breakdown stops the line.

Question 40

Remedial maintenance is a complete and total plan to prevent failures of various kinds.

Question 41

_____ is a systematic approach to investigating the functions served by purchased parts,their value to the final product,and whether they are being sourced at the best possible price and quality.

A)Reengineering
B)Value analysis
C)Single-minute exchange of dies
D)Changeover analysis

Question 42

The length of time required for each unit of the order to go from the start of the process to its finish would be calculated and shown as _____ time.

A)process
B)cycle
C)startup
D)end

Question 43

_____ is defined as the application of computer software to evaluate the performance of a process.

A)CI
B)CAPP
C)REE
D)TMP

Question 44

_____ charts can be used to achieve an optimal layout for the factory floor,warehouse,or office.

A)Control
B)Flow
C)Process
D)Purpose

Question 45

In a good job shop,there is concentrated effort on minimizing waste and disruption from

A)machine breakdowns.
B)worker errors.
C)bad materials.
D)all of the above

Question 46

Although they are two different methods,_____ versus starting from scratch,both of them,when properly done,can result in a new and better process flowchart.

A)reengineering
B)continual improvement
C)process improvement
D)redesign

Question 47

_____ focuses on continuous reduction of delivery times.

A)Process analysis
B)Setup management
C)Time-based management
D)Space-based management

Question 48

_____ charts are maps of the specific operations,transports,quality checks,storage,and delays that are used by either the present or the proposed system.

A)Process
B)Control
C)Design
D)Function

Question 49

Process charts bring up the possibility of replacing older,larger,and slower machines with newer,smaller ones having faster processing rates.If the proper machines are chosen to be replaced,this could decrease the size of the waiting lines,also called

A)WIP.
B)SIP.
C)CEO.
D)TMP.

Question 50

The seven points to consider for process flow design include:

A)product quality is a direct function of process flow design.
B)product cost and productivity are direct functions of the process flow design.
C)scheduling decisions interact with the designs for process flows that have been developed.
D)all of the above

Question 51

_____,founder of Japanese manufacturing methods,stated,"The prosperity of a resource-poor country like Japan rests solely on the high quality of its labor."

A)Deming
B)Ford
C)Shingo
D)Smith

Question 52

Process charts should explicitly reflect everything that the process contributes to

A)cost of goods sold.
B)cash flow.
C)profit margins and productivity.
D)all of the above

Question 53

In process redesign the method of continuous incremental improvements,which the Japanese call _____,is applied to quality enhancement.

A)kai-reengi
B)continual improvement
C)kaizen
D)kaison

Question 54

Among the reasons for detailing spatial dimensions is

A)calculating the distances that parts will be transported.
B)choosing the best means for transporting parts.
C)being certain that there is clearance for large parts.
D)all of the above

Question 55

_____ is the start of the changeover cycle.

A)Time-based management
B)Setup
C)Process charting
D)Process analysis

Question 56

_____ the detailed study of activities required to make the product or deliver the service.

A)Setup charting
B)Process analysis
C)Time based management
D)Process conversion

Question 57

People who provide services to other people are called _____.

A)employees
B)managers
C)operators
D)none of the above

Question 58

_____ is a top choice for an excellent benchmarking standard.

A)Best in class
B)Best in industry
C)Best in world
D)Best in business

Question 59

_____ is the stream of revenue spent by each loyal customer over the lifetime of his/her relationship with the store (or brand).

A)Valued-customer purchasing
B)Life-time value of customers
C)Time-based management of buyers
D)Customer last-time purchasing

Question 60

The process can be viewed as a total flow system.The activities that make up the flow are called the

A)operators.
B)process layout steps.
C)operations.
D)value analysis stages.

Question 61

_____ charts allow for the use of management by exception methods.This can be applied to important quality variables that could readily include maintenance dimensions.

A)Control
B)Process
C)Flow
D)Shop

Question 62

A policy of _____ specifies that everything possible will be done to eliminate malfunctions and failures.

A)total production maintenance
B)zero breakdowns
C)optimal breakdowns
D)zero tolerance

Question 63

The _____ chart provides both visual and quantitative data that summarizes the pros and cons of making changes.

A)flow
B)process
C)control
D)operations

Question 64

Value analysis comparisons between present and proposed materials are facilitated by using _____ chart analysis.

A)hybrid control
B)production operations
C)flow process
D)added value

Question 65

The _____ system for cutting changeover items is based on the recognition that there are setup steps that can be done without shutting the machine down.

A)RM
B)TPM
C)SMED
D)PDM

Question 66

_____ is based on knowledge of signs and symptoms that something is likely to go awry in the future.

A)TPM
B)RM
C)PM
D)PDM

Question 67

_____ is required to repair equipment when failure occurs.

A)PM
B)RM
C)TPM
D)LT

Question 68

_____ provides a means for visualizing the effectiveness with which workers operate their machines over time.

A)TMP
B)SMED
C)MOC
D)RM

Question 69

The _____ permits intelligent assignment of operators to machines and allows for synchronization of operations because time-matching is inherent in the charting.

A)TMP
B)MOC
C)RM
D)PM

Question 70

_____ is defined as steps that need to be taken after a process has been completed in order to revise its output.This includes preparing equipment and assisting people with a new job.

A)Change-ups
B)Single-minute exchange of dies
C)Changeover
D)none of the above

Question 71

_____ can set down goals for achieving zero machine stoppages,no equipment failures,and avoidance of total systems breakdowns.

A)SMED
B)PM
C)RM
D)TPM

Question 72

_____ is repair and replacement at regular,scheduled intervals.

A)RM
B)TPM
C)PM
D)PDM

Question 73

_____ is defined as a rational blend of maintenance alternatives.

A)TPM
B)RM
C)PM
D)SMED

Question 74

TPM for the flow shop has many costs associated with it.These include:

A)cost of repairing the equipment at the station.
B)cost of lost production.
C)cost of line start-up.
D)all of the above

Question 75

_____ is defined as setups that take less than a minute.

A)SMED
B)TMP
C)LT
D)RM

Question 76

The _____ is defined as the end step before the next setup,make-ready cycle.

A)setup
B)put-away
C)final operation
D)single-minute exchange of dies

Question 77

If the light bulbs in a workplace were replaced as they burned out,this would be considered

A)preventive maintenance.
B)remedial maintenance.
C)total productive maintenance.
D)none of the above

Question 78

_____ is a Japanese method aimed at preventing production line failures.

A)Total production management
B)Poka-yoke
C)Lead time kaizen
D)Remedial maintenance

Question 79

The application of _____ concepts reduces the downtime of high-volume equipment by doing much of the setup while the machine is working on another order,or the new order.

A)SMED
B)TMP
C)RM
D)PM

Question 80

_____ maintenance is a program that addresses all factors that slow down or stop a productive process.

A)Total productive
B)Lead time
C)Remedial
D)Preventive