IET 436 Weeks 1 – 12 || with 100% Errorless Solutions.
Lean correct answers Eliminating the unnecessary
Kaizen correct answers Lean tool to eliminate waste
Seiri (Sort) correct answers sort out the necessary and discard unwanted items
Seiton (set in order) correct answers setting things in order (putting everything in its place)
Seiso (Sweep) correct answers cleaning the workplace
Seiketsu (standardize) correct answers Ongoing process of keeping the workplace organized and
clean with standard procedures
Shitsuke (sustain) correct answers establishing workplace culture of cleanliness and organization
for employees to follow
DOWNTIME correct answers Eight Wastes of Lean Methodology
Defects correct answers Efforts caused by rework, scrap, and incorrect information
Overproduction correct answers Production that is more than necessary before its needed
Waiting correct answers wasted time waiting for the next step in a process
Not Utilizing Talent correct answers Underutilizing people's talents, skills and knowledge
Transportation correct answers Unnecessary movements of PRODUCTS & MATERIALS
Inventory Access correct answers Excess products and materials not being processed
Motion Waste correct answers Uncessary movements by the PEOPLE
Excess Processing correct answers Make work or higher quality than is required by the customer
Lean Methodology correct answers ID value, Mapping the value stream, creating flow,
establishing a pull system, and striving for continuous improvement are 5 priniciples of what?
Six Sigma correct answers Improving the necessary involves what process?
variation correct answers Six Sigma seeks to reduce the __________ in a process unacceptable to
the customer
DPMO (defects per million opportunities) correct answers total defects observed / total
opportunities
, Six Sigma tools correct answers DMAIC and DMADV
DMAIC correct answers Define, Measure, Analyze, Improve, Control
4 Keys to LSS correct answers Delight customers, improve processes, teamwork, data and facts
Internal Proactive correct answers data for the project is ACTIVELY SOUGHT out WITHIN the
organization(Employee surveys/VOE)
Internal Reactive correct answers data COMES TO the organization as a direct result of doing
business(employee feedback)
External Proactive correct answers data for project identification is SOUGHT OUT from
OUTSIDE of the organization (Customer surveys/focus groups/VOC)
External Reactive correct answers data COMES TO the organization after doing business
(customer feedback)
DMADV correct answers Creating a new standardized processes
SIPOC correct answers Suppliers, Inputs, Processes, Outputs, Customers
What does the SIPOC diagram illustrate? correct answers Determines which metrics matter and
which metrics we can afford to ignore
input metrics (indicators) correct answers Eval. the degree to which process inputs are consistent
with overall process needs that are satisfying to customers
Process metrics (indicators) correct answers Eval. the effectiveness, efficiency, and quality of the
steps/activities converting inputs to outputs
Output metrics (indicators) correct answers Eval. dimensions of outputs (did we meet customer
expectations?)
Value Added correct answers Change form or function of product
Customer WILLING to pay for change
Step performed correctly first time
Non-Value correct answers unnecessary activities; waste
Prevention Costs correct answers costs associated with preventing defects before they happen
(prevention of defects)
Lean correct answers Eliminating the unnecessary
Kaizen correct answers Lean tool to eliminate waste
Seiri (Sort) correct answers sort out the necessary and discard unwanted items
Seiton (set in order) correct answers setting things in order (putting everything in its place)
Seiso (Sweep) correct answers cleaning the workplace
Seiketsu (standardize) correct answers Ongoing process of keeping the workplace organized and
clean with standard procedures
Shitsuke (sustain) correct answers establishing workplace culture of cleanliness and organization
for employees to follow
DOWNTIME correct answers Eight Wastes of Lean Methodology
Defects correct answers Efforts caused by rework, scrap, and incorrect information
Overproduction correct answers Production that is more than necessary before its needed
Waiting correct answers wasted time waiting for the next step in a process
Not Utilizing Talent correct answers Underutilizing people's talents, skills and knowledge
Transportation correct answers Unnecessary movements of PRODUCTS & MATERIALS
Inventory Access correct answers Excess products and materials not being processed
Motion Waste correct answers Uncessary movements by the PEOPLE
Excess Processing correct answers Make work or higher quality than is required by the customer
Lean Methodology correct answers ID value, Mapping the value stream, creating flow,
establishing a pull system, and striving for continuous improvement are 5 priniciples of what?
Six Sigma correct answers Improving the necessary involves what process?
variation correct answers Six Sigma seeks to reduce the __________ in a process unacceptable to
the customer
DPMO (defects per million opportunities) correct answers total defects observed / total
opportunities
, Six Sigma tools correct answers DMAIC and DMADV
DMAIC correct answers Define, Measure, Analyze, Improve, Control
4 Keys to LSS correct answers Delight customers, improve processes, teamwork, data and facts
Internal Proactive correct answers data for the project is ACTIVELY SOUGHT out WITHIN the
organization(Employee surveys/VOE)
Internal Reactive correct answers data COMES TO the organization as a direct result of doing
business(employee feedback)
External Proactive correct answers data for project identification is SOUGHT OUT from
OUTSIDE of the organization (Customer surveys/focus groups/VOC)
External Reactive correct answers data COMES TO the organization after doing business
(customer feedback)
DMADV correct answers Creating a new standardized processes
SIPOC correct answers Suppliers, Inputs, Processes, Outputs, Customers
What does the SIPOC diagram illustrate? correct answers Determines which metrics matter and
which metrics we can afford to ignore
input metrics (indicators) correct answers Eval. the degree to which process inputs are consistent
with overall process needs that are satisfying to customers
Process metrics (indicators) correct answers Eval. the effectiveness, efficiency, and quality of the
steps/activities converting inputs to outputs
Output metrics (indicators) correct answers Eval. dimensions of outputs (did we meet customer
expectations?)
Value Added correct answers Change form or function of product
Customer WILLING to pay for change
Step performed correctly first time
Non-Value correct answers unnecessary activities; waste
Prevention Costs correct answers costs associated with preventing defects before they happen
(prevention of defects)
