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Lean Gold practice questions

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Question 1Lean principles and core concepts

In Lean thinking, which statement best captures what customer value means before any process improvement is attempted?

  1. Value is defined by what the customer is willing to pay for at a specific time and price Correct answer.
  2. Value is defined by the engineering team's specification of product features
  3. Value is defined by the accounting department's standard cost per unit
  4. Value is defined by the volume the production line can deliver per shift

Explanation

Lean starts from the customer's perspective: value exists only when a specific product or service meets customer needs at a specific price and time. Internal specifications, standard costs, and line capacity are producer-side views and cannot define value on their own.

Question 2Lean principles and core concepts

A team maps every step from raw material receipt to delivery and separates steps that transform the product from those that do not. What is the primary purpose of this distinction?

  1. To set individual productivity targets for each operator
  2. To decide which suppliers should be replaced next quarter
  3. To identify value-adding steps and expose non-value-adding waste in the value stream Correct answer.
  4. To allocate overhead costs to each workstation more accurately

Explanation

Value stream mapping distinguishes value-adding activity from the much larger share of steps that add cost and time but no customer value. That visibility is the basis for eliminating waste, not for costing, targeting individuals, or supplier decisions.

Question 3Lean principles and core concepts

A hospital pharmacy keeps a small buffer of the ten most-used drugs next to the dispensing window and replenishes it as doses are taken. Which Lean concept does this arrangement illustrate?

  1. Annual inventory budgeting
  2. Batch scheduling
  3. Kanban pull replenishment Correct answer.
  4. Standard cost variance

Explanation

A small, visible buffer replenished as items are consumed is a kanban: consumption signals the upstream supply point to restock. It replaces push-based batch replenishment with pull triggered by actual use.

Question 4Lean principles and core concepts

Which pairing of the classic three wastes with a shop-floor example is correct?

  1. Muri with a customer who changes an order once a year
  2. Muda with operators walking to fetch parts stored far from the line Correct answer.
  3. Mura with a machine that produces a defective part
  4. Muda with a supplier who delivers on a fixed weekly schedule

Explanation

Muda is waste in the sense of activity that consumes resources without adding value, such as unnecessary walking to retrieve parts. Mura is unevenness and muri is overburden, so the other pairings mislabel the concepts.

Question 5Lean principles and core concepts

What does the Lean term takt time represent?

  1. The total lead time from order receipt to shipment
  2. The cycle time of the slowest machine in the cell
  3. The available production time divided by customer demand for that period Correct answer.
  4. The standard time allowed to complete one operation

Explanation

Takt time is the pace the process must meet, calculated as available time divided by the customer demand to be satisfied in that time. It is set by the customer, whereas cycle time and standard time describe how the process currently performs.

Question 6Lean principles and core concepts

A production cell stops the line whenever a defect is detected and works on the cause before restarting. Which Lean principle is being applied?

  1. Heijunka, smoothing the production mix
  2. Jidoka, stopping to build quality into the process Correct answer.
  3. Muda, accepting rework as normal
  4. Hoshin kanri, cascading annual objectives

Explanation

Jidoka means giving the process the ability to detect an abnormality and stop so the cause can be addressed, building quality in rather than inspecting it later. Heijunka concerns leveling, hoshin kanri concerns strategy deployment, and muda is waste to be removed.

Question 7Lean principles and core concepts

In the five-step Lean framework, what immediately follows mapping the value stream for a chosen product family?

  1. Pursuing perfection through continuous improvement
  2. Selecting a new product family to map
  3. Creating flow so the remaining value-adding steps run continuously Correct answer.
  4. Establishing a pull system at every workstation

Explanation

The sequence is value, value stream, flow, pull, and perfection. Once the stream is mapped, the next step is to make the remaining value-adding steps flow, and pull is introduced after flow is established.

Question 8Lean principles and core concepts

Which statement correctly describes the origin of the term gemba?

  1. It refers to the conference room where improvement plans are approved
  2. It refers to the corporate office where performance reports are reviewed
  3. It refers to the actual place where value is created, such as the shop floor or service counter Correct answer.
  4. It refers to the central warehouse where finished goods are stored

Explanation

Gemba means the real place, the location where work on the product or service actually happens. Lean practice holds that observation and problem solving should occur there rather than in meeting rooms or offices remote from the work.

Question 9Lean principles and core concepts

A warehouse records 60 order-picking errors last month. Applying the Pareto principle, what should the improvement team do first?

  1. Identify the few error types that account for most of the 60 errors and attack those causes Correct answer.
  2. Assign every error type a separate improvement project of equal size
  3. Reduce the number of pickers to lower the opportunity for error
  4. Wait for three months of data before taking any action

Explanation

Pareto analysis separates the vital few causes from the trivial many, so effort goes where it removes the largest share of the problem. Spreading effort evenly or delaying action wastes the signal already present in the data.

Question 10Lean principles and core concepts

A supervisor wants to understand why machine stoppages occur, so the team records the frequency of each identified cause over two weeks. Which tool is most directly suited to this purpose?

  1. A scatter diagram of two process variables
  2. A control chart of a single quality characteristic
  3. A check sheet tallying causes as they occur Correct answer.
  4. A deployment flowchart of approval steps

Explanation

A check sheet is designed to collect and tally occurrences of defined categories at the point of observation, which directly produces a frequency picture of causes. Scatter diagrams test relationships between variables, control charts track stability over time, and flowcharts show process steps.

Question 11Lean principles and core concepts

A team calculates that a process is available 420 minutes per shift and customer demand is 210 units per shift. What takt time should the team plan against?

  1. 420 minutes per unit
  2. 0.5 minutes per unit
  3. 2.0 minutes per unit Correct answer.
  4. 210 minutes per unit

Explanation

Takt time equals available time divided by demand, so 420 divided by 210 gives 2.0 minutes per unit. The process must complete one unit every two minutes on average to satisfy demand within the shift.

Question 12Lean principles and core concepts

Which situation is the clearest example of the waste of overproduction in a service setting?

  1. A report that must be corrected after a data-entry mistake
  2. A customer waiting in a queue for a service agent
  3. Printing marketing brochures in a quantity far beyond what current campaigns will use Correct answer.
  4. A clerk walking to a distant printer for each document

Explanation

Overproduction means making more, or earlier, than the next step needs, and unused brochures are exactly that. Walking is motion, waiting is idle time, and corrections are defects.

Question 13Lean principles and core concepts

A manager reduces batch size on an assembly line from 200 units to 20 units and observes that lead time falls sharply. Which explanation best accounts for this result?

  1. Smaller batches eliminate the need for any inventory between stations
  2. Smaller batches shorten queue time because units wait less for a full batch to accumulate Correct answer.
  3. Smaller batches increase machine utilization, which directly shortens lead time
  4. Smaller batches reduce the number of operators required on the line

Explanation

In queuing terms, waiting time grows with batch size, so cutting batch size reduces the time each unit spends waiting before the next operation. Utilization and headcount are separate effects and inventory between stations is reduced but not necessarily eliminated.

Question 14Lean principles and core concepts

During a kaizen event, the team is told to observe the process and let the data reveal the problem rather than arriving with a predetermined solution. Which Lean behavior does this reflect?

  1. Genchi genbutsu, going to the actual place to see the actual situation Correct answer.
  2. Nemawashi, informally building consensus before a decision
  3. Ringi, circulating a proposal for formal approval
  4. Hansei, reflecting on a completed project's shortcomings

Explanation

Genchi genbutsu means grasping the facts at the actual place rather than reasoning from assumptions or reports. Nemawashi, hansei, and ringi concern consensus building, reflection, and approval respectively, not direct observation.

Question 15Lean principles and core concepts

A value stream map shows a process with 3 minutes of value-adding time and 27 minutes of waiting and transport. What does the ratio of value-adding time to total lead time indicate?

  1. The 27 minutes should be reclassified as value-adding to raise the ratio
  2. Process efficiency is about 10 percent, so most lead time is consumed by non-value-adding activity Correct answer.
  3. Process efficiency is about 90 percent, so the process is already near Lean ideal
  4. The metric is irrelevant because only value-adding time matters

Explanation

Process efficiency compares value-adding time with total lead time, here 3 out of 30 minutes, or roughly 10 percent. The large remainder points to waiting and transport as the improvement target rather than to reclassification.

Question 16Lean principles and core concepts

A team installs a two-bin system at a fastening station so that when one bin empties, it becomes the signal to replenish. Which two Lean elements are combined here?

  1. A capacity plan and a forecast update
  2. A push schedule and a safety stock calculation
  3. A standard cost target and a variance report
  4. A kanban signal and a pull-based replenishment trigger Correct answer.

Explanation

The empty bin is a visual kanban that authorizes replenishment, and the trigger is actual consumption rather than a forecast. This couples a signaling device with pull logic.

Question 17Lean principles and core concepts

Which statement best distinguishes standard work from a rigid rule imposed on operators?

  1. Standard work fixes the method permanently so that improvement efforts can focus elsewhere
  2. Standard work documents the current best method and is expected to be improved through operator input Correct answer.
  3. Standard work specifies only the required output quantity per shift
  4. Standard work is written by management and applied without operator involvement

Explanation

Standard work captures the current best combination of work elements, takt, and inventory so that deviations are visible, and it is meant to be revised as better methods are found. It is a baseline for improvement, not a permanent prescription.

Question 18Lean principles and core concepts

A plant introduces heijunka by leveling both the total volume and the mix of models produced each day. What problem does this primarily address?

  1. Long supplier payment cycles
  2. Uneven demand on upstream processes caused by producing models in large campaign runs Correct answer.
  3. Excessive inspection steps at final test
  4. Inaccurate standard costs for each model

Explanation

Leveling volume and mix smooths the load placed on upstream processes that would otherwise swing with large model campaigns. It is a demand-smoothing practice rather than an inspection, costing, or payment-term control.

Question 19Lean principles and core concepts

A team uses a fishbone diagram to investigate late deliveries and places branches for method, machine, material, and people. What is the diagram's role in the improvement cycle?

  1. It organizes candidate causes so the team can test which ones actually drive the problem Correct answer.
  2. It proves statistically which cause is responsible for the delay
  3. It replaces the need to collect data on late deliveries
  4. It ranks causes by their financial impact on the business

Explanation

A fishbone, or cause-and-effect diagram, structures brainstorming of possible causes across categories so they can be investigated. It does not itself prove causation, replace data collection, or rank causes financially.

Question 20Lean principles and core concepts

In a Lean management system, what is the main purpose of a daily tiered accountability process with short team-level meetings?

  1. To replace the annual strategic planning cycle
  2. To document customer complaints for legal records
  3. To review each operator's individual output against a quota
  4. To surface abnormalities quickly and escalate issues that the team cannot resolve Correct answer.

Explanation

Tiered daily meetings create a fast loop for detecting deviations and moving unresolved issues to the level with authority to act. They support problem solving rather than individual quota policing or legal documentation.

Question 21Lean principles and core concepts

A cell produces three product variants on shared equipment. Changeover takes 90 minutes, and the team wants to run smaller lots. Which approach is most consistent with Lean thinking?

  1. Increase lot sizes so that changeover time is amortized over more units
  2. Separate internal and external changeover work and convert internal steps to external to shorten the changeover Correct answer.
  3. Add a second identical machine to avoid changeovers entirely
  4. Schedule changeovers only during annual shutdowns

Explanation

Quick-changeover thinking separates work that requires the machine to be stopped from work that can be done while it runs, then shortens the internal remainder. Larger lots, duplicate equipment, and rare changeovers all preserve the underlying constraint rather than removing it.

Question 22Lean principles and core concepts

A process has a cycle time of 45 seconds at the constraint and a takt time of 60 seconds. Demand then rises so that takt time falls to 40 seconds. What does Lean analysis predict?

  1. The constraint becomes irrelevant once takt falls below cycle time
  2. The constraint can no longer meet takt, so the process will build inventory or miss delivery unless capacity is raised Correct answer.
  3. Cycle time will fall to match takt without any process change
  4. The process will automatically balance itself because operators will work faster

Explanation

When takt time drops below the constraint's cycle time, the process cannot keep pace with demand and delay or inventory accumulates. Operators cannot sustainably outrun a physical constraint, and cycle time does not fall on its own.

Question 23Lean principles and core concepts

A team measures a process as statistically stable but with a capability index well below target. What is the appropriate Lean conclusion?

  1. The process is out of control and needs special-cause investigation first
  2. The process is already capable because it is stable
  3. No action is needed until a defect actually reaches a customer
  4. The process is predictable but centered or spread poorly, so the design or mean must change Correct answer.

Explanation

Stability means only common-cause variation is present, so the process is predictable; low capability then points to a design or centering problem that requires changing the process itself. Special-cause investigation applies when the process is unstable, and stability alone does not imply capability.

Question 24Lean principles and core concepts

A leader argues that removing all inventory buffers will expose problems and force their resolution. Which qualification is most consistent with Lean practice?

  1. All buffers should be removed at once to maximize the pressure to improve
  2. Buffers should be lowered deliberately and progressively so problems surface at a rate the system can solve Correct answer.
  3. Buffers should be raised whenever a problem appears so production continues
  4. Buffers should be set by formula and never revisited

Explanation

The water-and-rocks metaphor supports lowering the level step by step so each exposed problem can be addressed before the next is revealed. Removing everything at once risks collapse, while raising buffers on every problem hides causes permanently.

Question 25Lean principles and core concepts

A company claims to be Lean because it has run many kaizen events, yet lead times and inventory have not improved. Which diagnosis is most consistent with Lean theory?

  1. Kaizen events are ineffective and should be replaced by capital investment
  2. The company needs more events at more locations to reach a tipping point
  3. Lead time and inventory are unrelated to process improvement
  4. Point improvements were not connected to a value stream strategy, so local gains did not change end-to-end flow Correct answer.

Explanation

Isolated point kaizen can improve individual steps while the end-to-end value stream, with its queues and batch policies, remains unchanged. Lean requires aligning improvements to flow across the whole stream rather than accumulating disconnected local wins.

Question 26Lean principles and core concepts

A production team is about to begin a kaizen initiative. According to the Lean philosophy of 'go and see,' where should the team first go to understand the actual process?

  1. The manager's office to discuss improvement targets
  2. The gemba, where the work is actually performed Correct answer.
  3. The conference room to review historical performance reports
  4. The quality lab to analyze defect samples

Explanation

The gemba is the real place where value is created, and Lean emphasizes direct observation there rather than relying on reports or secondhand information. Going to the gemba allows the team to see actual conditions, talk to operators, and identify waste firsthand.

Question 27Lean principles and core concepts

In Lean thinking, which of the following best describes the purpose of a kanban?

  1. To document standard work instructions
  2. To signal the need for replenishment in a pull system Correct answer.
  3. To schedule preventive maintenance tasks
  4. To measure overall equipment effectiveness

Explanation

A kanban is a signal that authorizes production or withdrawal of items in a pull system, helping to control inventory and avoid overproduction. It communicates what is needed, when, and in what quantity, typically using a card or container.

Question 28Lean principles and core concepts

A team is analyzing a process and wants to distinguish between value-adding and non-value-adding activities. Which activity would be classified as value-adding from the customer's perspective?

  1. Waiting for the next process step
  2. Assembling components into the final product Correct answer.
  3. Moving materials between workstations
  4. Inspecting a product for defects

Explanation

Value-adding activities are those that transform the product or service in ways the customer is willing to pay for. Assembling components directly changes the product toward what the customer wants, whereas inspection, movement, and waiting do not increase value.

Question 29Lean principles and core concepts

Which of the following is an example of the Lean waste known as 'overprocessing'?

  1. Storing excess raw materials in a warehouse
  2. Adding extra features to a product that the customer did not request Correct answer.
  3. Producing more units than the customer ordered
  4. Having operators walk long distances to fetch tools

Explanation

Overprocessing means doing more work or adding more features than the customer values. Adding unrequested features is a classic example because it consumes resources without increasing customer satisfaction.

Question 30Lean principles and core concepts

During a kaizen event, the team uses the '5 Whys' technique. What is the primary goal of this technique?

  1. To identify all possible causes of a problem through brainstorming
  2. To document the sequence of steps in a process
  3. To assign blame to the operator responsible for the problem
  4. To drill down to the root cause of a problem by asking 'why' repeatedly Correct answer.

Explanation

The 5 Whys is a root cause analysis method that repeatedly asks 'why' to move from symptoms to underlying causes. It aims to find the systemic reason for a problem so that effective countermeasures can be implemented.

Question 31Lean principles and core concepts

A company wants to implement a pull system. Which of the following is a necessary condition for a pull system to function effectively?

  1. High levels of safety stock at each workstation
  2. Large batch sizes to maximize machine utilization
  3. A stable process with predictable output and low variability Correct answer.
  4. A centralized scheduling department that pushes work to each station

Explanation

Pull systems rely on downstream signals to trigger upstream production, and this works best when processes are stable and predictable. High variability would cause either excess inventory or shortages, undermining the pull logic.

Question 32Lean principles and core concepts

In standard work, what is the role of takt time?

  1. It measures the total time a product spends in the value stream
  2. It determines the number of operators needed based on machine capacity
  3. It calculates the overall equipment effectiveness of a production line
  4. It sets the maximum allowable cycle time for each operation to meet customer demand Correct answer.

Explanation

Takt time is the rate at which products must be completed to match customer demand, calculated as available production time divided by customer demand. Standard work uses takt time to balance operations and ensure flow meets demand.

Question 33Lean principles and core concepts

A team is implementing 5S. Which of the five steps involves establishing a standard for maintaining an organized workplace and making it a habit?

  1. Seiso (Shine)
  2. Shitsuke (Sustain) Correct answer.
  3. Seiton (Set in order)
  4. Seiri (Sort)

Explanation

Shitsuke, often translated as Sustain or discipline, is the step where standards are maintained and the first four S's become habitual. It ensures the improvements are not lost over time.

Question 34Lean principles and core concepts

Which of the following best illustrates the Lean concept of 'jidoka'?

  1. A worker who inspects the final product before shipping
  2. A machine that automatically stops when a defect is detected Correct answer.
  3. A team that conducts weekly safety audits
  4. A supervisor who schedules overtime to meet production targets

Explanation

Jidoka means automation with a human touch, where machines or processes are designed to stop automatically when an abnormality occurs. This prevents defective products from passing to the next stage and allows immediate problem-solving.

Question 35Lean principles and core concepts

A value stream map shows a process with a total lead time of 10 days and a value-added time of 1 hour. What does the ratio of value-added time to lead time indicate?

  1. The process is highly efficient and should not be changed
  2. The takt time is too short
  3. There is significant opportunity to reduce non-value-adding time Correct answer.
  4. The process has achieved one-piece flow

Explanation

The ratio of value-added time to total lead time is a measure of process efficiency. A low ratio, such as 1 hour out of 10 days, indicates that most time is non-value-adding, highlighting opportunities to eliminate waste and shorten lead time.

Question 36Lean principles and core concepts

In a Lean management system, what is the primary purpose of a daily accountability meeting at the team level?

  1. To review financial performance against budget
  2. To review yesterday's performance, identify abnormalities, and plan countermeasures for today Correct answer.
  3. To discuss safety incidents only
  4. To assign disciplinary actions for poor performance

Explanation

Daily team meetings focus on comparing actual performance to plan, surfacing problems quickly, and agreeing on countermeasures. They are a key mechanism for maintaining flow and continuous improvement at the operational level.

Question 37Lean principles and core concepts

A company is implementing heijunka. Which of the following is a key benefit of leveling production mix?

  1. It eliminates the need for standard work
  2. It reduces the bullwhip effect by smoothing demand on upstream processes Correct answer.
  3. It allows the company to produce large batches of each product to reduce changeovers
  4. It increases the need for safety stock at each workstation

Explanation

Heijunka levels both volume and mix, which helps synchronize production with customer demand and reduces variability passed upstream. This smoothing reduces the bullwhip effect and allows for smaller inventories.

Question 38Lean principles and core concepts

A team is using a fishbone diagram to analyze a problem. After identifying many potential causes, what is the next logical step?

  1. Assign blame to the department responsible for the problem
  2. Select the most likely causes and verify them with data Correct answer.
  3. Immediately implement solutions for all identified causes
  4. Discard the diagram and start over with a new team

Explanation

A fishbone diagram generates hypotheses about causes, but these must be validated with data before action. The team should prioritize likely causes and confirm them through observation or measurement.

Question 39Lean principles and core concepts

A Lean practitioner argues that inventory should be eliminated entirely. Which statement best qualifies this view?

  1. Some inventory may be necessary as a buffer until process instability is reduced Correct answer.
  2. Inventory is valuable because it protects against demand variability
  3. Inventory should be increased to ensure high equipment utilization
  4. Inventory is always waste and should be reduced to zero immediately

Explanation

While Lean aims to minimize inventory, some buffer may be temporarily needed to protect flow while underlying problems are solved. The goal is to reduce inventory as process stability improves, not to eliminate it blindly.

Question 40Lean principles and core concepts

A value stream map distinguishes cycle time, lead time, and value-added time for a product family. Which statement correctly describes what these three measures represent?

  1. Cycle time is the time a machine is available between breakdowns, lead time is the changeover duration, and value-added time is the queue time before the constraint.
  2. Cycle time is how often a process completes one unit, lead time is the total elapsed time a unit spends moving through the whole stream, and value-added time is only the portion that physically transforms the product as the customer requires. Correct answer.
  3. Cycle time is the total elapsed time from order to delivery, lead time is the time a unit spends inside one operation, and value-added time is the sum of all inspection and rework steps.
  4. Cycle time, lead time, and value-added time are interchangeable terms in a value stream map, differing only in whether they are recorded in seconds or in days.

Explanation

In value stream mapping, cycle time is the interval at which one operation produces a unit, lead time is the total elapsed time a unit takes to flow through the entire value stream, and value-added time is only the work that changes form, fit, or function in ways the customer pays for. The ratio of value-added time to lead time exposes how much of the total is waiting and other non-value-adding time.

Question 41Value stream mapping and process analysis

In a value stream map, which row of the timeline typically represents the time a product sits waiting between processes rather than being worked on?

  1. The uptime row
  2. The takt time row
  3. The process time row
  4. The lead time (waiting) row Correct answer.

Explanation

The timeline at the bottom of a value stream map splits total lead time into value-adding process time and non-value-adding waiting time. Waiting time is recorded on the lead-time row and usually dominates the total. Process time appears on the process box itself.

Question 42Value stream mapping and process analysis

A value stream map shows inventory of 1,200 units before a process that the customer demands at 400 units per day. What is the inventory waiting time in days?

  1. 3 days Correct answer.
  2. 4 days
  3. 0.5 days
  4. 0.33 days

Explanation

Inventory days of supply equals inventory quantity divided by daily customer demand. Here 1,200 divided by 400 equals 3 days of waiting. This conversion lets you compare inventory against processing time on the timeline.

Question 43Value stream mapping and process analysis

What does takt time represent in value stream analysis?

  1. The available production time divided by customer demand Correct answer.
  2. The total processing time across all process steps
  3. The percentage of time equipment is available
  4. The fastest cycle any single machine can achieve

Explanation

Takt time is the rate at which a product must be completed to meet customer demand, calculated as available work time divided by customer requirement. It sets the pace the value stream must match. It is a demand-driven target, not a machine capability.

Question 44Value stream mapping and process analysis

On a value stream map, a process box shows cycle time of 45 seconds and the takt time is 30 seconds. What does this indicate?

  1. The process is over capacity and cannot keep pace with demand Correct answer.
  2. The process has excess capacity and will be idle
  3. The process has no waiting inventory
  4. The process exactly matches demand

Explanation

When cycle time exceeds takt time, the process cannot produce at the rate demand requires, so it becomes a bottleneck. The gap signals the need for kaizen such as reducing work content or adding capacity. A cycle time below takt indicates spare capacity.

Question 45Value stream mapping and process analysis

Which symbol is conventionally used on a value stream map to represent a supermarket (controlled) inventory?

  1. A triangle with an I inside Correct answer.
  2. A box with three horizontal lines
  3. A circle with an arrow
  4. A lightning bolt

Explanation

The supermarket symbol is a triangle containing the letter I, indicating controlled, pull-based inventory. It distinguishes stock that is replenished by a downstream pull signal from uncontrolled queue inventory. Other symbols carry different meanings.

Question 46Value stream mapping and process analysis

A kaizen burst symbol drawn on a value stream map is used to indicate what?

  1. An identified improvement opportunity requiring action Correct answer.
  2. A quality inspection gate
  3. A buffer stock that must be maintained
  4. A point where material flow reverses

Explanation

The kaizen burst, often drawn as a starburst, flags a specific area on the map where improvement work is needed. It links the current-state map to the future-state plan by marking priority targets. It does not describe flow direction, inventory, or inspection.

Question 47Value stream mapping and process analysis

In lean process analysis, which activity adds value in the eyes of the customer?

  1. Reworking a defect so the product meets specification
  2. Assembling a component the customer is willing to pay for Correct answer.
  3. Moving material between two workstations
  4. Waiting for the next batch to be released

Explanation

Value-adding activity must transform the product in a way the customer values and is willing to pay for, done right the first time. Transport, waiting, and rework are classic forms of waste because they consume resources without changing customer-valued form or function.

Question 48Value stream mapping and process analysis

A process analysis finds that of a 100-second total lead time, only 8 seconds involve actual transformation of the product. What is the value-added ratio?

  1. 12.5 percent
  2. 92 percent
  3. 8 percent Correct answer.
  4. 0.08 percent

Explanation

Value-added ratio equals value-adding time divided by total lead time. Here 8 divided by 100 equals 0.08, or 8 percent. Low ratios are typical and point to large waiting and transport waste.

Question 49Value stream mapping and process analysis

Which of the following is classified as a non-value-adding but necessary activity rather than pure waste?

  1. Double-handling parts because workstations are far apart
  2. Waiting for a shared forklift to arrive
  3. Inspecting a safety-critical weld required by regulation Correct answer.
  4. Producing extra units to build buffer stock

Explanation

Some activities add no customer value but are currently required by law, safety, or technology, so they are non-value-adding but necessary and are minimized rather than eliminated. Overproduction, excess transport, and waiting are pure waste to be removed.

Question 50Value stream mapping and process analysis

In value stream mapping, what distinguishes the current-state map from the future-state map?

  1. The current-state map is drawn by management, while the future-state map is drawn by operators
  2. The current-state map shows actual present conditions, while the future-state map shows the improved flow after kaizen Correct answer.
  3. The current-state map uses only symbols, while the future-state map uses only text
  4. The current-state map omits inventory, while the future-state map includes it

Explanation

The current-state map documents how the value stream actually operates today, based on observation and data. The future-state map describes the target condition after the planned improvements are implemented. Both use the same symbols and are usually built by a cross-functional team.