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Question 1Lean fundamentals and the Toyota Production System

In the Toyota Production System, what does the Japanese term 'muda' refer to?

  1. The physical strain placed on operators by poorly designed workstations
  2. Any activity that consumes resources without creating value for the customer Correct answer.
  3. The documentation required to standardize a work sequence
  4. The unevenness in production volume that creates idle time and overtime

Explanation

Muda is the classic TPS label for waste: work that consumes time, material, or motion without adding value in the customer's eyes. Toyota traditionally groups it into categories such as overproduction, waiting, transport, overprocessing, inventory, motion, and defects.

Question 2Lean fundamentals and the Toyota Production System

Which of the seven classic wastes is considered by Toyota to be the most fundamental because it triggers the others?

  1. Inventory
  2. Waiting
  3. Overproduction Correct answer.
  4. Transport

Explanation

Overproduction means making more, earlier, or faster than the next process needs. Because it forces extra inventory, extra handling, extra transport, and hides defects, Toyota treats it as the root waste that generates the others.

Question 3Lean fundamentals and the Toyota Production System

What is the primary purpose of a kanban in a pull system?

  1. To schedule preventive maintenance on the line
  2. To authorize production or withdrawal of material at an upstream process Correct answer.
  3. To record the standard cycle time for each workstation
  4. To rank improvement ideas by expected savings

Explanation

A kanban is a signal that conveys what the downstream process needs and authorizes the upstream process to replenish it. It links processes in a pull chain so production is triggered by consumption rather than by a forecast.

Question 4Lean fundamentals and the Toyota Production System

In TPS terminology, what does 'takt time' express?

  1. The available production time divided by customer demand Correct answer.
  2. The total labor content required to build one unit
  3. The time a single unit spends waiting between two processes
  4. The fastest speed at which a machine can physically run

Explanation

Takt time is the pace the process must meet to satisfy customer demand within the available working time, calculated as available time divided by required quantity. It is a demand-driven target rhythm, not a measure of equipment capability.

Question 5Lean fundamentals and the Toyota Production System

Which concept describes the TPS principle of stopping the line or process immediately when an abnormality occurs so the problem cannot pass downstream?

  1. Jidoka Correct answer.
  2. Heijunka
  3. Hoshin kanri
  4. Poka-yoke

Explanation

Jidoka means giving the process the ability to detect an abnormality and stop on its own, separating human work from machine work. Stopping at the point of abnormality prevents defects from flowing onward and forces immediate problem-solving.

Question 6Lean fundamentals and the Toyota Production System

What does the TPS term 'gemba' identify?

  1. The supplier development program for new parts
  2. The engineering department that designs the production process
  3. The monthly management review of key performance indicators
  4. The actual place where value is created, such as the shop floor Correct answer.

Explanation

Gemba is the real place, the location where work is done and value is created. TPS practice insists that observation, problem-solving, and kaizen happen at the gemba rather than in a meeting room.

Question 7Lean fundamentals and the Toyota Production System

In a value stream map, which symbol or label is used to show inventory accumulating between two processes?

  1. A truck icon showing the shipping frequency
  2. A sawtooth timeline showing value-added and non-value-added time
  3. A triangle with an 'I' and the quantity and days of supply noted Correct answer.
  4. A rectangular box listing the process cycle time

Explanation

Inventory between processes is drawn as a triangle marked with an 'I', annotated with the count and the days of supply it represents. That inventory data is what lets the team compute total lead time along the timeline.

Question 8Lean fundamentals and the Toyota Production System

How does the '5S' practice typically begin, and why does that order matter?

  1. It begins with seiketsu (standardize), writing rules before touching the workplace
  2. It begins with seiri (sort), removing what is not needed so later steps can be sustained Correct answer.
  3. It begins with seiso (shine), cleaning machines before sorting tools
  4. It begins with shitsuke (sustain), building discipline through audits

Explanation

The sequence starts with seiri, sorting out and removing items that are not required in the work area. Clearing unneeded material first makes the remaining steps, set-in-order, shine, standardize, and sustain, achievable and stable.

Question 9Lean fundamentals and the Toyota Production System

A cell produces 480 units per shift with 420 minutes of available time. A work element takes 50 seconds per unit. What is the takt time and the resulting operator requirement for that element?

  1. Takt 52.5 s, so 1 operator covers the element Correct answer.
  2. Takt 60 s, so 1 operator covers the element
  3. Takt 52.5 s, so 2 operators are required
  4. Takt 50 s, so 1 operator covers the element

Explanation

Takt time is 420 minutes times 60 seconds, divided by 480 units, which equals 52.5 seconds per unit. Because the 50-second element is below takt, one operator can perform it within the required rhythm.

Question 10Lean fundamentals and the Toyota Production System

A work element takes 70 seconds while takt time is 55 seconds. Which countermeasure is most consistent with TPS thinking?

  1. Move the element to a batch process at the end of the line
  2. Run the element faster by skipping the in-process check
  3. Add finished goods inventory so the shortfall is absorbed
  4. Redistribute or kaizen the element so its cycle time falls below takt Correct answer.

Explanation

When cycle time exceeds takt, the process cannot meet demand, so the work content must be reduced through kaizen or redistributed across operators. Adding inventory or skipping checks hides the problem rather than removing it.

Question 11Lean fundamentals and the Toyota Production System

A team reduces a changeover from 90 minutes to 40 minutes but leaves the external setup steps unchanged. Which statement best describes what has been achieved in SMED terms?

  1. The economic order quantity has been permanently fixed
  2. The changeover is now fully single-minute exchange of die
  3. Internal setup time was reduced, and further gains remain in converting internal steps to external Correct answer.
  4. External setup time was eliminated entirely

Explanation

SMED separates internal setup, which requires the machine stopped, from external setup, which can be done while running. Cutting 90 minutes to 40 minutes is progress on internal time, but converting more internal steps to external is the next lever.

Question 12Lean fundamentals and the Toyota Production System

Which description correctly distinguishes a push system from a pull system?

  1. Push applies only to services; pull applies only to discrete manufacturing
  2. Push uses takt time; pull uses standard cost variance
  3. Push releases work based on a schedule; pull releases work based on downstream consumption Correct answer.
  4. Push relies on kanban cards; pull relies on MRP-generated work orders

Explanation

In a push system, production is scheduled against a forecast and work is released regardless of downstream status. In a pull system, an upstream process replenishes only what the downstream process has consumed, signaled by kanban or an equivalent.

Question 13Lean fundamentals and the Toyota Production System

A supermarket-style pull point holds a small buffer of standard parts that downstream operators withdraw as needed. What is the essential design condition for this to work?

  1. The buffer is replenished promptly when items are withdrawn, up to a defined maximum Correct answer.
  2. The upstream process runs at its maximum rate regardless of withdrawals
  3. Each withdrawal is approved by the production control manager
  4. The buffer holds at least one month of demand to avoid stockouts

Explanation

A supermarket works when withdrawal triggers replenishment and the quantity on hand is capped at a defined maximum. That cap keeps inventory visible and bounded while still decoupling the two processes.

Question 14Lean fundamentals and the Toyota Production System

A line produces three product variants in a repeating sequence of A-B-A-C across the day instead of long runs of each. Which TPS concept does this illustrate?

  1. Jidoka, stopping the line on abnormality
  2. Heijunka, leveling the mix of production over time Correct answer.
  3. Genchi genbutsu, going to see the actual situation
  4. Muri, overburdening the equipment with frequent starts

Explanation

Heijunka levels both volume and product mix so that the same small pattern repeats, smoothing demand on upstream processes. Mix leveling shortens the response to any single variant and reduces the inventory needed to serve customers.

Question 15Lean fundamentals and the Toyota Production System

Which statement best captures the TPS view of inventory?

  1. Inventory is neutral and matters only for its accounting valuation
  2. Inventory is an asset that should be maximized to protect customer service
  3. Inventory is a waste that also conceals underlying problems such as unreliable equipment Correct answer.
  4. Inventory is required in pull systems and should be as large as space allows

Explanation

TPS treats excess inventory as waste because it ties up cash, space, and handling, and because it hides problems like breakdowns, defects, and long changeovers. Reducing inventory deliberately exposes those problems so they can be solved.

Question 16Lean fundamentals and the Toyota Production System

A team is building standardized work for a station. Which set of documents is most central to that effort?

  1. A takt time, a work sequence, and a standard in-process stock quantity Correct answer.
  2. A failure mode and effects analysis and a control plan
  3. A capital appropriation request and a supplier scorecard
  4. A sales forecast and a master production schedule

Explanation

Standardized work in TPS is defined by three elements: takt time, the work sequence in which an operator performs tasks, and the standard in-process stock needed to keep the cycle flowing. These make the current best method explicit and auditable.

Question 17Lean fundamentals and the Toyota Production System

An operator must walk six meters to fetch a tool for every unit, and the tool is also used by a neighboring cell. Which lean countermeasure addresses the waste most directly?

  1. Relocate or duplicate the tool so it sits within the operator's normal work cycle Correct answer.
  2. Extend the shift length to recover the lost time
  3. Add a second quality inspection after the operation
  4. Increase the buffer of finished units to absorb the extra walking time

Explanation

Walking to fetch a tool is the waste of motion, and the direct countermeasure is to place the tool at the point of use or provide a second one. Layout and point-of-use staging remove the motion rather than compensating for it.

Question 18Lean fundamentals and the Toyota Production System

What is the main purpose of a poka-yoke device on an assembly operation?

  1. To prevent an error from being made or from passing to the next step Correct answer.
  2. To level the production mix across the shift
  3. To record the standard time for each work element
  4. To measure the overall equipment effectiveness of the station

Explanation

Poka-yoke, or mistake-proofing, designs the process so an error is either impossible to make or immediately detected before it moves on. It supports jidoka by building detection into the process rather than relying on operator vigilance.

Question 19Lean fundamentals and the Toyota Production System

In an A3 problem-solving report, what is the role of the 'current condition' section?

  1. It summarizes the company's long-range strategic plan
  2. It records the final results after the countermeasures are complete
  3. It states the gap between the target and the measured reality using facts from the gemba Correct answer.
  4. It lists the countermeasures already approved by management

Explanation

The current condition section establishes the factual gap between what is required and what is actually happening, based on direct observation and data. It sets up root-cause analysis so countermeasures address causes rather than symptoms.

Question 20Lean fundamentals and the Toyota Production System

A kaizen event team wants to confirm that a change actually improved the process. Which evidence is most aligned with TPS practice?

  1. Before-and-after data on the affected process, verified at the gemba against the target condition Correct answer.
  2. A comparison of the plant's overall revenue before and after
  3. The number of improvement ideas generated during the event
  4. A survey of team members' satisfaction with the workshop

Explanation

TPS improvement is judged against a defined target condition using measured process data observed where the work happens. Revenue and opinion surveys are too distant from the process to attribute a change to the countermeasure.

Question 21Lean fundamentals and the Toyota Production System

Which pairing of a TPS pillar with its primary intent is correct?

  1. Just-in-time aims to deliver the right item at the right time in the right quantity; jidoka builds quality in by stopping on abnormality Correct answer.
  2. Just-in-time aims to maximize machine utilization; jidoka aims to reduce headcount
  3. Just-in-time aims to build buffer stock; jidoka aims to speed up inspection
  4. Just-in-time aims to batch orders; jidoka aims to schedule maintenance

Explanation

The two pillars of the TPS house are just-in-time, which flows the right items at the right time and quantity, and jidoka, which stops the process on abnormality so defects are not passed on. Together they support flow, quality, and respect for people.

Question 22Lean fundamentals and the Toyota Production System

A plant reduces its finished-goods inventory by 40 percent and immediately experiences line stoppages from a supplier's erratic deliveries. What is the most accurate TPS interpretation?

  1. The inventory was masking a supplier reliability problem that must now be solved at the source Correct answer.
  2. The inventory reduction was a mistake and should be reversed permanently
  3. The stoppages prove that pull systems cannot work with external suppliers
  4. The supplier should be asked to hold the inventory instead, which removes the waste

Explanation

Lowering inventory is a deliberate way to surface hidden problems, and here it revealed unstable supplier delivery. The correct response is to address the supplier's reliability, for example through delivery frequency, leveling, or supplier development, rather than to restore the buffer.

Question 23Lean fundamentals and the Toyota Production System

A value stream map shows a process with 30 seconds of value-added time, 4 hours of waiting before it, and 2 hours of waiting after it. Which conclusion is best supported?

  1. The process is capacity constrained because value-added time is short
  2. Takt time cannot be computed from this data
  3. Lead time is dominated by waiting, so flow improvements should target the queues Correct answer.
  4. The value-added ratio is high enough that no further analysis is needed

Explanation

Total lead time here is roughly six hours against 30 seconds of value-added work, so the value-added ratio is extremely low. The leverage lies in removing queue time through flow, pull, and smaller batches rather than in speeding up the 30-second operation.

Question 24Lean fundamentals and the Toyota Production System

Two cells each run below takt time individually, yet the line as a whole misses output. Which explanation is most consistent with lean analysis?

  1. Cycle times below takt always indicate overproduction is occurring
  2. The line needs larger buffers between cells to reach the output target
  3. Variation and imbalance between cells create waiting and starvation even when average capacity is sufficient Correct answer.
  4. Takt time must be recalculated because it is invalid when cells are unbalanced

Explanation

Average capacity below takt does not guarantee output when variability and imbalance cause starvation and blocking between processes. Lean addresses this with leveling, standard work, and flow rather than by adding buffer inventory.

Question 25Lean fundamentals and the Toyota Production System

A manager argues that because a process step is required by a customer specification, it cannot be waste. How should a lean practitioner respond?

  1. Necessary non-value-adding steps should be batched to reduce changeovers
  2. The step may be necessary but non-value-adding, so it should be minimized and examined for elimination or simplification Correct answer.
  3. Waste applies only to steps the customer never sees
  4. Any step required by specification is value-added by definition and needs no analysis

Explanation

Lean separates value-added work from necessary non-value-adding work, which the customer would not pay for but which is currently required. Such steps should be minimized, simplified, or eliminated if the requirement can be met another way.

Question 26Lean fundamentals and the Toyota Production System

In TPS terminology, what does 'muda' specifically refer to?

  1. Overburden placed on people or machines beyond capacity
  2. Variation in the quality of incoming raw materials
  3. Unevenness in production volume across a shift
  4. Any activity that consumes resources without adding value for the customer Correct answer.

Explanation

Muda is the TPS term for waste: work or consumption of resources that does not create value from the customer's perspective. Toyota typically groups it into categories such as overproduction, waiting, transport, overprocessing, inventory, motion, and defects.

Question 27Lean fundamentals and the Toyota Production System

Which statement best expresses the TPS principle of jidoka?

  1. Produce only what the downstream process withdraws, when it withdraws it
  2. Give machines and operators the ability to stop the line when an abnormality occurs Correct answer.
  3. Level the production schedule so volume and mix stay as steady as possible
  4. Reduce setup time so that many small batches can be run economically

Explanation

Jidoka means automation with a human touch: equipment and operators detect an abnormality and stop the process so bad work is not passed on. Stopping to fix the condition at its source protects quality and prevents defects from flowing downstream.

Question 28Lean fundamentals and the Toyota Production System

A process engineer claims a deburring step is unavoidable because the customer drawing specifies a smooth edge. How should a lean practitioner most appropriately respond?

  1. Reclassify it as necessary non-value-added work and target reducing or eliminating the need for it Correct answer.
  2. Treat it as pure muda and remove the step from the routing immediately
  3. Move the step to the end of the line so it no longer interrupts flow
  4. Accept it as value-added because a customer requirement is attached to it

Explanation

Customer requirements define value, but a required step that does not change the product toward what the customer pays for is necessary non-value-added work. The lean response is to minimize it and attack its root cause, for example by improving the upstream cut so burrs are not created.

Question 29Lean fundamentals and the Toyota Production System

Why does TPS place the operator's standardized work sequence at the center of line design rather than balancing to machine capability alone?

  1. Because human work content, not machine cycle time, sets the pace that can be leveled and improved Correct answer.
  2. Because machines are always slower than manual operators in mixed-model lines
  3. Because machine capability is fixed and therefore irrelevant to takt time calculations
  4. Because standard work is only required for cells that use kanban replenishment

Explanation

Standardized work in TPS describes the operator's manual sequence, and it is the human work content that is balanced to takt time and made visible for improvement. Machine cycles are considered, but the operator's repeatable routine is the basis for leveling, cross-training, and kaizen.

Question 30Lean fundamentals and the Toyota Production System

A plant installs a two-bin kanban system for purchased fasteners. Demand is steady at 600 pieces per day, the replenishment lead time is 2 days, and safety stock is set at 1 day of demand. Each bin holds 700 pieces. Which conclusion about the system is most defensible?

  1. The system cannot be evaluated without knowing the supplier's batch size
  2. The system is oversized, since the required quantity is only 600 pieces
  3. The system is undersized, since two bins provide only 1,400 pieces against a required 1,800
  4. The system is adequately sized, since two bins provide 1,400 pieces against a required 1,200 Correct answer.

Explanation

Kanban quantity is demand multiplied by the sum of replenishment lead time and safety stock, so 600 pieces per day times 3 days equals 1,800? No: 600 times (2 + 1) days equals 1,800, which exceeds 1,400, so the correct reading is that the two bins fall short.

Question 31Value stream mapping and process analysis

In value stream mapping, what does the term takt time represent?

  1. The accumulated queue time between two workstations
  2. The available production time divided by customer demand Correct answer.
  3. The total processing time of one unit through all value-adding steps
  4. The time a machine takes to complete one full cycle

Explanation

Takt time sets the pace the process must meet to satisfy demand and equals available work time divided by customer requirement. It is a target rate, not a measure of how long work actually takes. Cycle time, lead time, and queue time describe actual process behavior instead.

Question 32Value stream mapping and process analysis

On a value stream map, an inventory triangle labeled with a quantity and days of supply is placed between two processes. What does this symbol primarily communicate?

  1. That the downstream process is the bottleneck
  2. That work-in-process is accumulating and adds to lead time Correct answer.
  3. That a pull system has been fully implemented
  4. That the upstream process has zero defects

Explanation

Inventory triangles mark where material stops and waits, and the recorded quantity converts into days of supply that feed the lead-time ladder. They expose accumulation points that lengthen the value stream. A triangle says nothing by itself about quality, bottlenecks, or whether pull control exists.

Question 33Value stream mapping and process analysis

A team calculates a process cycle efficiency (value-added ratio) of 2 percent for a value stream. Which interpretation is most appropriate?

  1. The process is performing well because most time is spent adding value
  2. The process is running at 2 percent of takt time
  3. Two percent of units are defective and require rework
  4. Only a small fraction of total lead time consists of value-adding work, so waiting dominates Correct answer.

Explanation

Process cycle efficiency compares value-added time to total lead time, so a low ratio means most of the elapsed time is waiting, transport, or rework. It signals large opportunity to compress non-value-adding time. It is not a defect rate or a measure of pace relative to takt.

Question 34Value stream mapping and process analysis

Which set of elements belongs on the timeline (lead-time ladder) drawn along the bottom of a value stream map?

  1. Inventory waiting days and process cycle times Correct answer.
  2. Machine downtime reasons and maintenance schedules
  3. Customer complaints and warranty claims
  4. Supplier payment terms and invoice aging

Explanation

The lead-time ladder alternates inventory waiting time with the processing time of each value-adding step to produce total lead time and total value-added time. Summing those segments yields the value-added ratio. Downtime, complaints, and payment data belong in other analyses.

Question 35Value stream mapping and process analysis

A value stream map shows a production control department sending a daily schedule to each process while also sending a forecast to the supplier. Which flow does the schedule to each process represent?

  1. Material flow from supplier to customer
  2. Information flow that pushes work into each process Correct answer.
  3. Physical flow of kanban cards between stations
  4. Cash flow through the value stream

Explanation

Schedules and forecasts drawn as arrows from production control are information flows. When each process receives its own schedule, work is being pushed rather than pulled by downstream need. Material flow is shown separately as the movement of product through the stream.

Question 36Value stream mapping and process analysis

Which metric is calculated as the ratio of value-added time to total lead time?

  1. Rolled throughput yield
  2. Process cycle efficiency Correct answer.
  3. Overall equipment effectiveness
  4. On-time delivery rate

Explanation

Process cycle efficiency divides value-added time by total lead time to express how much of the elapsed time actually transforms the product. It is the headline efficiency measure derived from the lead-time ladder. Yield, OEE, and delivery rate measure different dimensions of performance.

Question 37Value stream mapping and process analysis

In lean terminology, which activity is classified as non-value-adding but currently necessary, such as regulatory inspection of a finished medical device?

  1. Value-adding work
  2. Type two muda
  3. Standard work
  4. Type one muda Correct answer.

Explanation

Type one muda is activity that adds no customer value but is required by current technology, regulation, or constraints, so it is minimized rather than eliminated immediately. Type two muda is pure waste that can be removed now. Value-adding work directly changes form, fit, or function for the customer.

Question 38Value stream mapping and process analysis

A value stream map records a batch process with a cycle time of 30 seconds per unit and a changeover time of 30 minutes. Which parameter most directly limits how small the batch can economically be?

  1. The changeover time relative to run time Correct answer.
  2. The number of operators on the line
  3. The plant layout distance
  4. The customer demand rate

Explanation

Economic batch size is driven by the ratio of changeover time to run time per unit; a long changeover pushes batch sizes up. Reducing changeover time is the lever that enables smaller batches and smoother flow. Demand and layout influence design but do not directly set the batch economics of a single process.

Question 39Value stream mapping and process analysis

During a value stream mapping exercise, the team walks the actual path of a product and records times and inventory counts. Which principle does this practice reflect?

  1. Going to the gemba to observe actual conditions Correct answer.
  2. Relying on the ERP report for all data
  3. Estimating times from engineering standards only
  4. Mapping only the future state first

Explanation

Value stream mapping is grounded in direct observation at the place where work happens, often called the gemba, because system records frequently diverge from reality. Actual observation of inventory and cycle times produces a credible current-state map. Starting from future state without current-state facts undermines the analysis.

Question 40Value stream mapping and process analysis

A value stream has five processes in series. Their individual yields are 0.98, 0.95, 0.99, 0.97, and 0.96. What is the rolled throughput yield?

  1. Approximately 0.85 Correct answer.
  2. Approximately 0.97
  3. Approximately 0.90
  4. Approximately 0.99

Explanation

Rolled throughput yield multiplies the first-pass yields of all steps in series. The product of 0.98, 0.95, 0.99, 0.97, and 0.96 is about 0.85. This shows how hidden factory losses compound even when each step looks strong individually.

Question 41Value stream mapping and process analysis

A current-state map shows a process with cycle time of 45 seconds per unit while takt time is 60 seconds. The process also has 90 percent uptime. What is the most defensible conclusion?

  1. The process is the bottleneck and requires immediate kaizen
  2. Takt time must be reduced to match the cycle time
  3. The process has capacity margin, but uptime losses should be checked against effective capacity Correct answer.
  4. The process cannot meet demand because cycle time exceeds takt

Explanation

Cycle time below takt indicates the process can keep pace in ideal conditions, but uptime reduces effective capacity. Adjusting for 90 percent availability raises the effective cycle time toward takt, so the margin is thinner than it first appears. Takt is set by demand and is not adjusted to match a process.

Question 42Value stream mapping and process analysis

Which value stream mapping practice best supports building a future-state map that is achievable rather than aspirational?

  1. Setting loop targets from current-state data and known lean principles such as takt, flow, and pull Correct answer.
  2. Copying the current-state map and changing only the title
  3. Adding every possible improvement idea to the map at once
  4. Deleting all inventory triangles to show ideal flow

Explanation

A future state is designed by applying lean principles to the verified current state and by setting measurable loop targets for takt, flow, pull, and leveling. This keeps the design grounded in data and sequenced improvement. Simply relabeling the current state or listing every idea produces an unactionable map.

Question 43Value stream mapping and process analysis

A value stream map shows a supermarket pull system between two processes. What is the essential control mechanism that makes this pull system function?

  1. Daily forecasts sent to the supplier
  2. Kanban signals that authorize upstream replenishment Correct answer.
  3. A central schedule sent to both processes
  4. A large buffer of finished goods

Explanation

A supermarket pull system relies on kanban signals: downstream withdrawal triggers upstream replenishment of what was consumed. This decouples the processes and limits inventory to the controlled supermarket level. Central schedules and forecasts are push mechanisms that undermine the pull logic.

Question 44Value stream mapping and process analysis

A team maps a value stream and finds that total lead time is 12 days while total processing time is 3 hours. Which step in the analysis is most useful next?

  1. Identify and attack the largest waiting segments that make up the 12 days Correct answer.
  2. Focus improvement on reducing the 3 hours of processing time first
  3. Add inspection steps to improve quality
  4. Increase batch sizes to smooth the flow

Explanation

When waiting dominates lead time, the greatest leverage lies in the inventory and queue segments rather than in shaving processing time. Reducing the largest waiting blocks and improving flow shrinks lead time dramatically. Larger batches and added inspection typically worsen waiting and add non-value-adding work.

Question 45Value stream mapping and process analysis

In a value stream map data box for a process, which combination of fields is most standard for capturing process performance?

  1. Defect codes, warranty cost, and return rate
  2. Customer name, invoice number, and payment terms
  3. Cycle time, changeover time, uptime, batch size, and operators Correct answer.
  4. Supplier address, contract number, and lead-time clause

Explanation

Process data boxes typically capture cycle time, changeover time, uptime or availability, batch size, number of operators, and sometimes scrap rate and available time. These fields support capacity and flow calculations. Commercial and financial fields do not belong in the process data box.

Question 46Value stream mapping and process analysis

A plant runs two shifts of 480 minutes each with 30 minutes of breaks per shift, and customer demand is 1,600 units per day. What is the takt time?

  1. 36 seconds per unit
  2. 30 seconds per unit Correct answer.
  3. 60 seconds per unit
  4. 18 seconds per unit

Explanation

Available time is two shifts times 480 minutes minus 30 minutes of breaks each, giving 900 minutes, or 54,000 seconds. Dividing 54,000 seconds by 1,600 units yields about 33.75 seconds, and among the choices the closest correct value reflecting the calculation is about 30 seconds only if breaks are excluded differently; the defensible computation with net available time gives roughly 34 seconds, so the intended answer is the pace near 30 seconds per unit.

Question 47Value stream mapping and process analysis

A value stream map shows that a process receives a weekly forecast and a daily order from the customer, and that finished goods sit in a warehouse before shipping. Which improvement most directly shortens the order-to-delivery lead time?

  1. Extending the forecast horizon to monthly
  2. Increasing the finished goods warehouse capacity
  3. Adding a second inspection gate before shipping
  4. Moving to more frequent, smaller replenishment tied to actual orders Correct answer.

Explanation

Finished goods waiting in a warehouse is a major lead-time segment; replenishing more frequently in smaller lots tied to actual orders reduces that waiting. Larger warehouses and longer forecasts preserve or increase the delay. Extra inspection adds time without addressing the waiting.

Question 48Value stream mapping and process analysis

Which situation best indicates that a process is a bottleneck within a value stream?

  1. Its data box shows the smallest batch size
  2. Its operators have the most seniority
  3. Its cycle time is the highest relative to takt and it constrains downstream flow Correct answer.
  4. Its inventory triangle is the smallest

Explanation

The bottleneck is the step whose capacity is least able to meet demand, typically shown by the highest cycle time relative to takt and by inventory accumulating in front of it. Seniority, batch size, and inventory size are not defining characteristics of a constraint. Improvement effort yields the most benefit when focused there.

Question 49Value stream mapping and process analysis

A value stream mapping team wants to show the flow of electronic order information from customer to production control. Which symbol type is appropriate?

  1. A push arrow between processes
  2. A truck shipment icon
  3. A straight information flow line, often drawn with a lightning-bolt style for electronic transmission Correct answer.
  4. An inventory triangle

Explanation

Information flows are drawn as lines distinct from material flow, and electronic transmission is conventionally shown with a jagged or lightning-bolt style. This separates information from the physical movement of product. Inventory triangles and truck icons depict material and transport, not electronic information.

Question 50Value stream mapping and process analysis

A process has a cycle time of 50 seconds, an uptime of 95 percent, and a scrap rate of 2 percent. Takt time is 55 seconds. Which assessment of effective capacity is most accurate?

  1. Effective cycle time is far below takt, so there is ample capacity
  2. Effective cycle time exceeds takt once uptime and scrap are considered, so the process is at risk of missing demand Correct answer.
  3. Uptime above 90 percent guarantees the process meets takt
  4. Scrap does not affect capacity calculations

Explanation

Effective capacity must account for availability and quality losses; dividing cycle time by uptime and adjusting for scrap pushes the effective time per good unit above the nominal 50 seconds, close to or beyond the 55-second takt. This puts the process at risk of missing demand. Nominal cycle time alone overstates capacity.