Module 1 Quiz-Short Answer

The basis of Lean is the absolute elimination of waste.

Achieving great things in the most efficient and effective manner possible, and perfecting the creation and flow of value to the customer.

Front line supervisors can facilitate lean Kaizens and the training takes 3 full weeks.

The purpose of the Lean Dojo is to empower everybody to have a basic understanding of lean and to actively participate in lean Kaizens.

The purpose of a visual workplace is to enable everyone involved to see and understand every aspect of their operation and its status. It is related to Lean principles by promoting transparency, communication, and efficiency in the work environment.

Kanban, which means 'sign display' in Japanese, is a fundamental tool used in Lean. It facilitates the flow of materials or services by using a signal to trigger replenishment or fulfillment based on customer demand or need.

A 2 bin Kanban system triggers a replenishment process when one bin is empty, while the other bin continues to be used. An example could be the replenishment of inventory in a manufacturing or assembly process based on the depletion of the first bin.

Visual management adds value by promoting transparency, communication, and efficiency. It could be beneficial in areas such as production lines, inventory management, and process optimization within manufacturing, logistics, or service industries.

The 5S methodology consists of Sort, Set in order, Shine, Standardization, and Sustain. Its benefits include establishing Lean, creating a safe work environment, and increasing value flow.

The Kaizen Charter provides structure and focus in project planning, follows the PDCA cycle, and helps clarify project objectives.

Symptoms and their root causes are identified using Fishbone Cause and Effect analysis, with 4M and 6P Fishbones used for operations and transactional problems.

The 5 Whys analysis is used to determine root causes by repeatedly asking 'why' to identify the underlying issues.

A Spaghetti Diagram visually identifies wasteful steps in a process.

Jidoka is a key Lean principle focused on making problems visible and enabling the ability to stop the process in case of an issue.

The text emphasizes the importance of measurement for sustainable improvement.

Regular 5S audits are conducted to maintain workplace organization and sustain the Lean principles.

5S is sustained through training, employee involvement, ownership, inspection, feedback, coaching, auditing, and storytelling.

A Value Graph is used to analyze value-added and non-value-added activities.

Disposition categories for removed items include disposal, review (red tag), and organization.

The text emphasizes the importance of management attention, storytelling, and habitual practices for sustainable improvement.

The key components of the curriculum include Lean philosophy & principles, tools (8 Wastes, 5S, Standards, Fishbones), and skills (team building & facilitation)

Jidoka is a key pillar of Lean, focusing on making problems visible and swift error correction.

Lean emphasizes continuous improvement through the concept of Kai Zen (change for good)

Green Belt roles include Team Captain, Ice Breaker Lead, Safety Lead, 5S Lead, and Kaizen Lead

The value principles focus on defining value from the customer's perspective and enabling value to flow through customer pull.

Lean Thinking contrasts traditional thinking and emphasizes improving value stream with Lean.

Value Principle #2 highlights mapping the current Value Stream and identifying waste.

Value Principle #3 emphasizes enabling value to flow through customer pull.

Value Principle #4 focuses on improving the process through continuous improvement.

The history of Lean covers milestones from 1900s to 21st century, including the Toyota Production System (TPS).

The program aims to develop a Lean champion mindset and demonstrate competency in Lean tools.

The Green Belt program aims to empower people to power the world at Cameco.

The Toyota Way emphasizes empowering people to solve problems on their own, developing accountability, and updating standards to minimize waste and work productively.

According to Taiichi Ohno, waste has three origins: wastefulness, unevenness, and unreasonable work.

The foundations of success in the Toyota Way include quality, cost-efficiency, and short lead times, with a focus on continuous improvement, waste reduction, and problem-solving.

Lean and Six Sigma are complementary approaches in the Toyota Way, with Lean focusing on waste reduction and Six Sigma on consistency.

The Toyota Production System has been implemented in various industries and countries, including Japan, USA, automotive, healthcare, financial services, insurance, and government.

The Gemba, the place where value is created, is essential in understanding issues, engaging employees, and making decisions in the Toyota Way.

The concept of 'Missing the Gorilla' refers to not seeing waste around us when focused on day-to-day tasks, highlighting the importance of looking with fresh eyes or seeking outside help in the Toyota Way.

5S is a workplace organization method that involves sorting and removing unnecessary items, leaving only the essentials, and focusing on what is truly needed.

The 8 wastes, TIM WOODS, are transportation, inventory, motion, waiting, over-production, over-processing, defects, and skills.

Red Tag Items in the 5S method involve asking questions about the necessity and quantity of each item, emphasizing the importance of evaluating and minimizing unnecessary items.

The Toyota Way emphasizes empowering employees in various departments such as finance, supply chain, sales, marketing, human resources, information technology, manufacturing, engineering, and customer service.

The key principles of the Toyota Way include empowering people to solve problems, developing accountability, and updating standards to minimize waste and work productively, with a focus on continuous improvement, waste reduction, and problem-solving.

Kaizen means 'change for the better' in Japanese, or 'continuous improvement' in English. It is significant in business improvement strategies as it promotes a culture of small, incremental changes that lead to overall improvement and efficiency.

A Kaizen Blitz is a short-term, concentrated, highly intensive activity designed to make rapid improvements in a specific area of the business. Its purpose is to quickly and efficiently address specific problems or inefficiencies.

The key steps in the Kaizen Lifecycle include Preparation, Implementation, and Daily Sustainment. Preparation involves clarifying objectives, defining the problem, and gaining commitment. Implementation focuses on providing appropriate training, defining roles, and ensuring standard problem solving processes. Daily Sustainment involves providing guidance, checking progress, and celebrating wins. These steps are important for ensuring a structured and sustainable approach to continuous improvement.

The Value Principles include defining value from customers' perspective, mapping how value is created, enabling value to flow through customer pull, and perfecting the process through continuous improvement. These principles contribute to delivering value to customers by aligning products, services, and processes to customer value, eliminating waste, and continuously improving to meet customer expectations.

Applying Value Principles at Cameco is important to increase customer value towards perfection and to align products, services, and processes to customer value. The purpose is to ensure that the company's offerings and operations are consistently meeting and exceeding customer expectations.

The 'Lean DNA' represents the core principles of lean culture, which include developing processes, nurturing and engaging people, and aligning products and services to customer value. It relates to empowering people in the business context by emphasizing the importance of continuous improvement, employee development, and customer-focused operations.

Lean Culture refers to the organizational culture that promotes continuous improvement, employee engagement, and development. It impacts employee engagement and development by fostering a mindset of resourcefulness, learning, and active participation in problem-solving and improvement initiatives.

The three management approaches to developing people are Old School, New School, and Lean School. They differ in their methods of motivating and guiding employees: Old School focuses on performance-driven expectations, New School emphasizes encouragement and positive energy, while Lean School prioritizes mentorship, reflective thinking, and solution development.

A 'No-blame Culture' in the context of Lean Culture is a culture that avoids assigning blame for mistakes or failures, instead focusing on identifying and addressing root causes. It is important in the business environment as it encourages open communication, risk-taking, and continuous improvement without the fear of retribution or negative consequences.

In a 'No-blame Culture', 'Accountability' involves taking responsibility for actions and outcomes without fear of blame or punishment. This differs from traditional views of accountability, which often focus on assigning blame for mistakes and deviations from standards.

The contrasting views of problems between Western and Toyota perspectives involve the causes and responsibilities associated with problems. The Western perspective often focuses on individual mistakes and blame, while the Toyota perspective looks at systemic causes and shared responsibilities. These contrasting views impact problem-solving approaches by influencing the emphasis on finding root causes and fostering a culture of continuous improvement.

The 'MacGyver Mentality' refers to being resourceful, learning by doing, making ideas work through trial and error, and relentlessly overcoming challenges. It aligns with the principles of Lean Culture and continuous improvement by emphasizing adaptability, innovation, and persistence in finding practical solutions and making continuous improvements.