Module 2 Quiz - Short Answer

Lean philosophy, principles, tools, skills, and Kaizen techniques

Team building & facilitation

To communicate messages clearly and effectively during facilitation and kaizens

Empowering people to power the world

Telling the stories of problems and Kaizen

The ability to present effectively

Making it fun, focusing attention, and linking to the topic

Storytelling, humor, and engaging activities like simulations and demos

Not engaging the audience, reading presentations, and technical troubles

Showing relevant videos, breaking up into small group discussions, and asking questions directly to the audience

Delivering a concise message, including an introduction, problem statement, three main points, and a summary

Define a situation that needs to be addressed and should not propose a solution or rely on opinions

Moving out of the comfort zone and into the learning zone

To reinforce Lean principles and problem-solving skills

As the absolute elimination of waste and a framework for achieving great things in the most efficient and effective manner possible

To optimize production processes, reduce waste, and meet customer requirements effectively

Reviewing, analyzing, improving, and normalizing the process

Value stream mapping

Takt time and cycle time

Through line balancing and reducing the total lead time of the process

Kanban

Video taping change-overs and identifying key action steps in the process

Exercises and simulations

Pull and Kanban principles and balancing production processes

Identifying value-added steps, necessary steps, and waste

To improve production efficiency, reduce lead times, and enhance overall performance

Empowering people to optimize processes and reduce waste in production

The key components include Lean Philosophy & Principles, Lean Tools (8 Wastes, 5S, Standards, Fishbones), Lean Skills (Team Building & Facilitation), Presentation Skills, Kaizen, Problem Solving (VSM), Time & Line Balancing, Personality & Teamwork, and Final Presentation & Exam.

Presentation skills are important as they enable effective communication of messages, engagement of the audience, capturing attention, and delivering impromptu presentations, all of which are crucial in facilitating sessions and kaizens.

Cycle Time Reduction (CTR) is significant as it focuses on reducing waste and improving efficiency in process and transactional activities, aligning with the Lean principles of minimizing non-value added activities.

The program aims to empower people by equipping them with Lean principles, tools, and skills to optimize processes, eliminate waste, and drive continuous improvement, ultimately contributing to powering the world through efficient and effective operations.

To brainstorm possible causes at each bone and identify most likely causes

To decide which bottlenecks/issues are critical to Fishbone

To get to the root cause of a problem

To prioritize solutions

Identify critical bottlenecks and issues

To analyze operational problems related to Manpower, Methods, Measurement, Mother Nature, Materials, and Machinery

Be exhaustive and brainstorm possible causes at each bone

To identify major causes and then ask 5 Whys to get to the root cause

Storytelling, humor, engaging activities like simulations and demos, making it fun, focusing attention, and linking to the topic.

Homework and class discussions can be used to reinforce Lean principles and problem-solving skills.

Problem statements should define a situation that needs to be addressed and should not propose a solution or rely on opinions.

The ability to present effectively is crucial for empowering people and gaining support.

Strategies for overcoming being 'stuck' during a presentation include showing relevant videos, breaking up into small group discussions, and asking questions directly to the audience.

Common mistakes to avoid during presentations include not engaging the audience, reading presentations, and technical troubles.

Techniques for effective presentation delivery include making it fun, focusing attention, and linking to the topic.

For 'Elevator Presentations,' it is important to deliver a concise message, including an introduction, problem statement, three main points, and a summary.

Lean is defined as the absolute elimination of waste and a framework for achieving great things in the most efficient and effective manner possible.

The main focus of the Lean Greenbelt Certification Module 2 is effective presentation delivery and problem-solving skills.

Presentation skills are considered important in the context of the program because they are crucial for empowering people, gaining support, and reinforcing Lean principles and problem-solving skills.

The Lean mindset involves moving out of the comfort zone and into the learning zone.

Fishbone Diagram and 5 Whys

VSM stands for Value Stream Mapping and it is used to identify critical bottlenecks and issues for further analysis.

To decide which bottlenecks/issues are critical and should be focused on.

Manpower, Methods, Materials, Mother Nature, Measurement, and Machines.

To prioritize solutions based on their value and benefits.

To clarify root causes for critical issues and identify the most likely causes at bottlenecks.

Machines, Methods, Measurement, Manpower, Materials, and Mother Nature.

It prioritizes solutions based on their value and benefits, categorizing them as 'Don't Do', 'Quick Hits', and 'Big Value'.

Identifying the root cause of the problem at bottlenecks by brainstorming possible causes and asking 'Why' multiple times.

To get to the root cause of a problem by asking 'Why' repeatedly to uncover deeper underlying issues.

It categorizes problems into People, Processes, Priorities, Programs, Products, and Policy for analysis and resolution.

Empowering individuals to contribute to solving critical issues and driving innovation.

Takt time is the available production time divided by the customer demand. It helps in determining the pace of production to meet customer requirements.

Value stream mapping is a visual representation of the production process, used to identify and eliminate non-value added steps in order to improve efficiency.

Kanban can be used to signal the need for production and movement of materials, ensuring a smooth and efficient flow of work throughout the production process.

The problem-solving methodology for Kaizens Cubed involves reviewing, analyzing, improving, and normalizing the process, leading to continuous improvement and enhanced efficiency.

Rebalancing the production process involves adjusting stations and utilizing Kanban to ensure efficient production and optimized workflow.

Exercises and simulations are used to provide practical applications of lean manufacturing principles, helping individuals understand and implement these principles in real-world production scenarios.

The main goal of lean manufacturing is to optimize production processes, reduce waste, and effectively meet customer requirements.

Flow simulation exercises help in understanding pull and Kanban principles by simulating real production scenarios and demonstrating the importance of balanced production processes.

Identifying value-added steps, necessary steps, and waste is essential for improving efficiency and eliminating non-value added activities in the production process.

Video taping change-overs and identifying key action steps are important for understanding and improving the production process, allowing for detailed analysis and identification of opportunities for improvement.

Reducing total lead time is crucial for enhancing overall performance and can be achieved through line balancing and process optimization.

Lean manufacturing aims to improve production efficiency and reduce lead times by empowering people to optimize processes, implementing value stream mapping, and utilizing flow simulation exercises.

Cycle Time Reduction (CTR) aims to reduce the time it takes to complete a process or transaction, thereby improving overall efficiency and productivity.

Presentation skills are important to effectively communicate messages, engage the audience, and deliver impromptu presentations during facilitation sessions and kaizens, contributing to the overall success of the Lean Greenbelt Certification Module 2 program.

Jidoka, or autonomation, is significant in the Lean Philosophy & Principles as it emphasizes empowering people to identify problems and stop the production process to prevent defective products from progressing, ultimately promoting quality and efficiency.

The program aims to empower individuals through Lean Skills such as team building, facilitation, problem-solving, and effective communication, enabling them to contribute to the continuous improvement and success of the organization.

The key components of effective presentation delivery include making it fun, focusing attention, linking to the topic, incorporating storytelling, humor, and engaging activities like simulations and demos, and avoiding common mistakes such as not engaging the audience, reading presentations, and technical troubles.

Strategies for overcoming being 'stuck' during a presentation include showing relevant videos, breaking up into small group discussions, and asking questions directly to the audience.

'Elevator Presentations' should include a concise message, including an introduction, problem statement, three main points, and a summary.

Lean is defined as the absolute elimination of waste and a framework for achieving great things in the most efficient and effective manner possible.

Problem statements in presentations should define a situation that needs to be addressed and should not propose a solution or rely on opinions.

The Lean mindset involves moving out of the comfort zone and into the learning zone.

Homework and class discussions can be used to reinforce Lean principles and problem-solving skills.

The goal of Lean manufacturing is to improve efficiency by eliminating waste and achieving great things in the most efficient and effective manner possible.

Storytelling is important for effective presentation delivery as it helps in gaining support and buy-in by telling the stories of problems and Kaizen.

Presentation skills are considered important in the context of the program for empowering people, gaining support, and reinforcing Lean principles and problem-solving skills.

The presentation should include facts, methods, tools, and examples to empower people through hands-on learning.

Common mistakes to avoid during presentations include not engaging the audience, reading presentations, and technical troubles.

The goal of lean manufacturing is to optimize production processes, reduce waste, and meet customer requirements effectively.

Takt time and cycle time are crucial in determining production capacity and balancing processes.

Problem-solving methodology for Kaizens Cubed involves reviewing, analyzing, improving, and normalizing the process.

Value stream mapping is used to identify and eliminate non-value added steps in the production process.

Video taping change-overs and identifying key action steps in the process are important for understanding and improving the production process.

Lean manufacturing principles and techniques aim to improve production efficiency, reduce lead times, and enhance overall performance.

Exercises and simulations are used to apply lean manufacturing principles and techniques to real-world scenarios.

Rebalancing the production process involves adjusting stations and utilizing Kanban to ensure efficient production.

Flow simulation exercises, such as airplane simulation, help in understanding pull and Kanban principles and balancing production processes.

Identifying value-added steps, necessary steps, and waste in the production process is essential for improving efficiency.

Process time reduction can be achieved through line balancing and reducing the total lead time of the process.

Lean manufacturing focuses on empowering people to optimize processes and reduce waste in production.

The problem-solving methodology involves using Fishbone Diagram and 5 Whys to clarify root causes for critical issues, as well as using the 80/20 rule to decide which bottlenecks/issues are critical.

The VSM technique can be used to identify and analyze critical bottlenecks and issues by mapping out the current state of the workflow, highlighting any issues causing the bottleneck, and providing a visual representation of the process for further analysis.

The purpose of using the 6M Fishbone diagram for operational problems is to categorize and analyze potential causes of issues at the bottleneck, considering factors such as Manpower, Machines, Methods, Measurement, Mother Nature, and Materials.

The 80/20 rule can be utilized in problem-solving to address critical bottlenecks and issues by prioritizing solutions based on the most significant causes and focusing problem-solving efforts at the bottlenecks.

The significance of using the Fishbone Diagram and 5 Whys in problem-solving for operational problems is to systematically identify potential causes of issues at the bottleneck and clarify root causes for critical issues through iterative questioning.

The Value Graph can be used to prioritize solutions by categorizing them based on their value/benefits, with options such as 'Don't Do', 'Quick Hits', 'Small Value', and 'Big Value', allowing for the prioritization of solutions with the most significant impact.

The main components of the 6M Fishbone diagram for transactional problems include People, Processes, Priorities, Programs, Products, and Policy, which are analyzed to identify potential causes and issues at the bottleneck.

The 5 Whys technique contributes to problem-solving by iteratively asking 'Why' to delve deeper into the root causes of issues at the bottleneck and identify the underlying problems that need to be addressed.

The key steps involve brainstorming possible causes at each branch of the Fishbone Diagram, identifying the most likely causes using the 80/20 rule, and then asking 'Why' five times to get to the root cause of the problem.

The Value Graph helps in decision-making by providing a visual representation of the value/benefits of each solution, allowing for the prioritization of solutions with the most significant impact, and guiding the allocation of resources towards high-value solutions.

The purpose of using the 4M Fishbone and 5 Whys for operational problems is to systematically identify and analyze potential causes of issues at the bottleneck, categorizing them under Manpower, Methods, Measurement, and Mother Nature, and then asking 'Why' iteratively to clarify root causes.

The 80/20 rule contributes to prioritizing solutions by emphasizing the critical few causes that have the most significant impact on the bottleneck, allowing for the allocation of resources towards addressing the most important issues first.