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<txt id="intro1">Instructions</txt> <txt id="intro2">You have to answer 10 multiple choice questions.</txt> <txt id="intro3">You need to score a minimum of 70% to pass the test.</txt> <txt id="intro4">Click Enter to begin the test.</txt> <txt id="intro5">All the Best!</txt> <txt id="intro6">Assessment - Result</txt> <txt id="intro7">Your score</txt> <txt id="intro8" /> <txt id="intro9">Lean Assessment</txt> <txt id="intro10">Click the Correct Option.</txt> <txt id="intro11">Click Get your certificate.</txt> <txt id="intro12">Sorry! You have failed</txt> <txt id="intro13">Congratulations!</txt>
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<QNo>1</QNo> <QUESTION>Defect prevention is</QUESTION> <OPTION1>Mistake proofing</OPTION1> <OPTION2>Iterative testing</OPTION2> <OPTION3>OA</OPTION3> <OPTION4>Early testing</OPTION4> <ANSWER>Mistake proofing</ANSWER>
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<QNo>2</QNo> <QUESTION>______________ is the critical starting point of Lean
thinking</QUESTION> <OPTION1>Project Value</OPTION1> <OPTION2>Customer Value</OPTION2> <OPTION3>Value Addition</OPTION3> <OPTION4>Program value</OPTION4> <ANSWER>Customer Value</ANSWER>
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<QNo>3</QNo> <QUESTION>To get First Hand Information, we need to do</QUESTION> <OPTION1>Visual Control</OPTION1> <OPTION2>Go See Yourself</OPTION2> <OPTION3>Brainstorm</OPTION3> <OPTION4>Continuous Monitoring</OPTION4> <ANSWER>Go See Yourself</ANSWER>
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<QNo>4</QNo> <QUESTION>Value is always defined from the perspective of the</QUESTION> <OPTION1>Customer</OPTION1>
<OPTION2>Project</OPTION2> <OPTION3>Product</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>Customer</ANSWER>
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<QNo>5</QNo> <QUESTION>______________ is a Visual Control device in the work area indicating a
process or quality problem</QUESTION> <OPTION1>Andon Board</OPTION1> <OPTION2>SMED</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Andon Board</ANSWER>
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<QNo>6</QNo> <QUESTION>______________ is the rate (time per unit of value) at which work
should proceed through a Value Stream</QUESTION> <OPTION1>Cycle Time</OPTION1> <OPTION2>Activity Time</OPTION2> <OPTION3>Takt Time</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>Takt Time</ANSWER>
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<QNo>7</QNo> <QUESTION>This technique can be used to conduct root cause analysis</QUESTION> <OPTION1>5 Why</OPTION1> <OPTION2>Fishbone diagram</OPTION2> <OPTION3>Cause and Effect diagram</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>All the above</ANSWER>
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<QNo>8</QNo> <QUESTION>Pull system helps in avoiding ______________</QUESTION> <OPTION1>Over production</OPTION1> <OPTION2>Slow production</OPTION2> <OPTION3>Fast production</OPTION3> <OPTION4>None of above</OPTION4> <ANSWER>Over production</ANSWER>
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<QNo>9</QNo> <QUESTION>Placing everything in its place is part of _________________in 5S
framework</QUESTION> <OPTION1>Sort</OPTION1> <OPTION2>Straighten</OPTION2>
<OPTION3>Shine</OPTION3> <OPTION4>Sustain</OPTION4> <ANSWER>Straighten</ANSWER>
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<QNo>10</QNo> <QUESTION>Creation of a level schedule by sequencing orders in order to smoothen
the demand is known as ______________</QUESTION> <OPTION1>Heijunka</OPTION1> <OPTION2>Gemba</OPTION2> <OPTION3>Kaizen</OPTION3> <OPTION4>Hoshin Kanri</OPTION4> <ANSWER>Heijunka</ANSWER>
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<QNo>11</QNo> <QUESTION>Kaizen as implemented in Lean helps in the following</QUESTION> <OPTION1>Ongoing improvement</OPTION1> <OPTION2>significant onetime improvement</OPTION2> <OPTION3>Ongoing small changes suggested by external process
consultant</OPTION3> <OPTION4>One time significant change suggested by external process
consultant</OPTION4> <ANSWER>Ongoing improvement</ANSWER>
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<QNo>12</QNo> <QUESTION>Continuous organization learning and improvement is ensured through
______________</QUESTION> <OPTION1>Standardization and Automation</OPTION1> <OPTION2>Retrospection and Mistakeproofing</OPTION2> <OPTION3>Pull and Flow</OPTION3> <OPTION4>Retrospection and Kaizen</OPTION4> <ANSWER>Retrospection and Kaizen</ANSWER>
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<QNo>13</QNo> <QUESTION>Main purpose of Visual control is to</QUESTION> <OPTION1>Create dashboards and metrics for measurement</OPTION1> <OPTION2>Ensure problems are not hidden</OPTION2> <OPTION3>Help in baselining and measuring the trends</OPTION3> <OPTION4>Showcase to the management on the success stories of the
team</OPTION4> <ANSWER>Ensure problems are not hidden</ANSWER>
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<QNo>14</QNo> <QUESTION>VSM helps in</QUESTION> <OPTION1>Identifying areas where automation can be implemented</OPTION1>
<OPTION2>Identifying areas for putting mistake proofing process</OPTION2> <OPTION3>Identifying value adding and non value adding activity in a
process</OPTION3> <OPTION4>Identifying areas where Visual control can be implemented</OPTION4> <ANSWER>Identifying value adding and non value adding activity in a
process</ANSWER> </Main> - <Main>
<QNo>15</QNo> <QUESTION>PDCA stands for</QUESTION> <OPTION1>Plan-Do-Check-Act</OPTION1> <OPTION2>Plan-Do-Control-Analyze</OPTION2> <OPTION3>Plan-Do-Check-Analyze</OPTION3> <OPTION4>Plan-Do-Control-Act</OPTION4> <ANSWER>Plan-Do-Check-Act</ANSWER>
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<QNo>16</QNo> <QUESTION>Which of the following is not a root cause analysis
technique</QUESTION> <OPTION1>Pareto diagram</OPTION1> <OPTION2>5 Why</OPTION2> <OPTION3>Fish Bone Diagram</OPTION3> <OPTION4>Mistake Proofing</OPTION4> <ANSWER>Mistake Proofing</ANSWER>
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<QNo>17</QNo> <QUESTION>The culture of Lean gives a lot of importance to</QUESTION> <OPTION1>Innovation</OPTION1> <OPTION2>Capability building</OPTION2> <OPTION3>Questioning status-quo</OPTION3> <OPTION4>Showcasing best practices</OPTION4> <ANSWER>Questioning status-quo</ANSWER>
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<QNo>18</QNo> <QUESTION>Identifying the necessary and removing unwanted one in any workplace
is called</QUESTION> <OPTION1>Straighten</OPTION1> <OPTION2>Automation</OPTION2> <OPTION3>Mistake proofing</OPTION3> <OPTION4>Sort</OPTION4> <ANSWER>Sort</ANSWER>
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<QNo>19</QNo> <QUESTION>What is the typical first step towards identifying the area of waste
elimination in a project</QUESTION>
<OPTION1>Root Cause Analysis</OPTION1> <OPTION2>5S</OPTION2> <OPTION3>Mistake proofing</OPTION3> <OPTION4>Value Stream Mapping</OPTION4> <ANSWER>Value Stream Mapping</ANSWER>
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<QNo>20</QNo> <QUESTION>Kaizen applied with the right approach helps in achieving</QUESTION> <OPTION1>Quantum improvement</OPTION1> <OPTION2>Incremental improvement</OPTION2> <OPTION3>Sustains the performance</OPTION3> <OPTION4>Marginal improvement</OPTION4> <ANSWER>Incremental improvement</ANSWER>
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<QNo>21</QNo> <QUESTION>'Value' in Lean terms is a deliverable to the client which is usable.
Identify which statements below qualify for this Value definition</QUESTION> <OPTION1>Value for a recruitment group is each human resource made available to
the project teams</OPTION1> <OPTION2>Value for a Maintenance project is the Bugs serviced per
release</OPTION2> <OPTION3>Value for a Conversion project is every web page converted</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>22</QNo> <QUESTION>Identify Type 2 "Waste" in these scenarios</QUESTION> <OPTION1>Waiting and searching for resources in the lab during reproduction and
testing</OPTION1> <OPTION2>Capturing relevant information in defect tracker</OPTION2> <OPTION3>Updating knowledge base</OPTION3> <OPTION4>Frequent build cycles, frequent code reviews and early testing</OPTION4> <ANSWER>Waiting and searching for resources in the lab during reproduction and
testing</ANSWER> </Main> - <Main>
<QNo>23</QNo> <QUESTION>Workload leveling is</QUESTION> <OPTION1>Assiging important tasks to key resources only</OPTION1> <OPTION2>Allocating the tasks as and when they queue up</OPTION2> <OPTION3>Allocating the right tasks to team members based on effort,complexity
estimates, skill level</OPTION3> <OPTION4>Dividing and assigning the same tasks to multiple people</OPTION4> <ANSWER>Allocating the right tasks to team members based on effort,complexity
estimates, skill level</ANSWER> </Main> - <Main>
<QNo>24</QNo> <QUESTION>What is Lean?</QUESTION> <OPTION1>Creating value from the perspective of a customer</OPTION1> <OPTION2>Improving processes and operation</OPTION2> <OPTION3>A culture of continuous improvement</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>25</QNo> <QUESTION>When should I start implementing Lean principles in a
project?</QUESTION> <OPTION1>When the organization mandates</OPTION1> <OPTION2>When there is a problem in the project</OPTION2> <OPTION3>When the project gets kicked off</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>When the project gets kicked off</ANSWER>
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<QNo>26</QNo> <QUESTION>During which phase of the project can Lean be
implemented?</QUESTION> <OPTION1>Requirement phase</OPTION1> <OPTION2>Design phase</OPTION2> <OPTION3>CUT & ST phases</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>27</QNo> <QUESTION>The delivery team uses white boards to monitor the status of the tickets,
automates routine jobs, maintains checklist and implements learning from previous releases. The team does not have a knowledge of Lean and has never attended any Lean training sessions. Is Lean being practiced in the project</QUESTION> <OPTION1>Yes</OPTION1> <OPTION2>No</OPTION2> <OPTION3>Can't answer</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>Yes</ANSWER>
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<QNo>28</QNo> <QUESTION>The management decisions in a company practicing Lean philosophy is
based on</QUESTION> <OPTION1>Waste elimination</OPTION1> <OPTION2>Short term financial gains</OPTION2> <OPTION3>Long term thinking even at short term financial expense</OPTION3> <OPTION4>Medium term thinking but with high operating margins</OPTION4> <ANSWER>Long term thinking even at short term financial expense</ANSWER>
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<QNo>29</QNo> <QUESTION>Which of the following are two key pillars of the Toyota Production
System?</QUESTION> <OPTION1>Just-in-Time and Waste Elimination</OPTION1> <OPTION2>Jidoka and Just in Time</OPTION2> <OPTION3>Visual Management and Kaizen</OPTION3> <OPTION4>Standardisation and Leveled Production</OPTION4> <ANSWER>Jidoka and Just in Time</ANSWER>
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<QNo>30</QNo> <QUESTION>The culture of stopping when there is a quality problem is
called</QUESTION> <OPTION1>Waste elimination</OPTION1> <OPTION2>Standardisation</OPTION2> <OPTION3>Jidoka</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>Jidoka</ANSWER>
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<QNo>31</QNo> <QUESTION>Which of the following is a technique involving simple inexpensive
automatic mechanisms or manual inspection in a station, that makes the quality issues obvious at a glance?</QUESTION> <OPTION1>Visual Control</OPTION1> <OPTION2>Value Steam Mapping</OPTION2> <OPTION3>both 1 and 2</OPTION3> <OPTION4>Poka Yoke</OPTION4> <ANSWER>Poka Yoke</ANSWER>
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<QNo>32</QNo> <QUESTION>The roots of Lean thinking can be traced back to</QUESTION> <OPTION1>Harvard</OPTION1> <OPTION2>GE</OPTION2> <OPTION3>Honda</OPTION3> <OPTION4>Toyota</OPTION4> <ANSWER>Toyota</ANSWER>
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<QNo>33</QNo> <QUESTION>Lean principle is based on management decisions adopting a
_____________ philosophy"</QUESTION> <OPTION1>Short Term</OPTION1> <OPTION2>Medium Term</OPTION2> <OPTION3>Long Term</OPTION3> <OPTION4>All of the above</OPTION4>
<ANSWER>Long Term</ANSWER>
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<QNo>34</QNo> <QUESTION>What is the main purpose of Visual Controls?</QUESTION> <OPTION1>To show status to upper management</OPTION1> <OPTION2>To show status to customer</OPTION2> <OPTION3>To bring out operational problems affecting for early
resolution</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>To bring out operational problems affecting for early
resolution</ANSWER> </Main> - <Main>
<QNo>35</QNo> <QUESTION>Which of the following is NOT part of 5 S?</QUESTION> <OPTION1>SORT</OPTION1> <OPTION2>Straighten</OPTION2> <OPTION3>Soften</OPTION3> <OPTION4>Standardize</OPTION4> <ANSWER>Soften</ANSWER>
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<QNo>36</QNo> <QUESTION>Takt time is a ratio of the 'Net available time' to
________________</QUESTION> <OPTION1>Total Supply</OPTION1> <OPTION2>Customer demand</OPTION2> <OPTION3>Both</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Customer demand</ANSWER>
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<QNo>37</QNo> <QUESTION>Poka Yoke is ______________</QUESTION> <OPTION1>Mistake Proofing</OPTION1> <OPTION2>Visual Control</OPTION2> <OPTION3>Standarization</OPTION3> <OPTION4>None of above</OPTION4> <ANSWER>Mistake Proofing</ANSWER>
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<QNo>38</QNo> <QUESTION>The "5 Why?" is a ______________ technique</QUESTION> <OPTION1>5 S</OPTION1> <OPTION2>RCA</OPTION2> <OPTION3>DSM</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>RCA</ANSWER>
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<QNo>39</QNo> <QUESTION>Lean thinking advocates ______________</QUESTION> <OPTION1>Push Systems</OPTION1> <OPTION2>Pull Systems</OPTION2> <OPTION3>both</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Pull Systems</ANSWER>
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<QNo>40</QNo> <QUESTION>Andon board is an example of ______________</QUESTION> <OPTION1>Visual Control</OPTION1> <OPTION2>Dashboard</OPTION2> <OPTION3>Network diagram</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>Visual Control</ANSWER>
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<QNo>41</QNo> <QUESTION>To reduce test setup change-over time, you considered SMED technique.
Which of the following principles can help?</QUESTION> <OPTION1>Displace</OPTION1> <OPTION2>Eliminiate</OPTION2> <OPTION3>Standardize</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>42</QNo> <QUESTION>Customer expects the team to test 10 features in 20 working days. What
is the takt time?</QUESTION> <OPTION1>10 features/month</OPTION1> <OPTION2>2 days/feature</OPTION2> <OPTION3>0.5 features/day</OPTION3> <OPTION4>None of above</OPTION4> <ANSWER>2 days/feature</ANSWER>
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<QNo>43</QNo> <QUESTION>Which of the following is a part of the Lean philosophy?</QUESTION> <OPTION1>Management decisions based on a long term perspective</OPTION1> <OPTION2>Stop when there is a quality problem</OPTION2> <OPTION3>Leaders going to the actual workplace to see and understand
throughly</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>44</QNo> <QUESTION>Following are categories of waste</QUESTION> <OPTION1>Overproduction</OPTION1> <OPTION2>Transportation</OPTION2> <OPTION3>Motion</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>45</QNo> <QUESTION>An effective way to make team memebrs aware of progress made and
currents status is through</QUESTION> <OPTION1>Visual Boards</OPTION1> <OPTION2>Poka - yoke</OPTION2> <OPTION3>Mura</OPTION3> <OPTION4>Muri</OPTION4> <ANSWER>Visual Boards</ANSWER>
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<QNo>46</QNo> <QUESTION>Mistake proofing is</QUESTION> <OPTION1>Andon</OPTION1> <OPTION2>Poka - yoke</OPTION2> <OPTION3>Mura</OPTION3> <OPTION4>Muri</OPTION4> <ANSWER>Poka - yoke</ANSWER>
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<QNo>47</QNo> <QUESTION>Over production is avoided by using ___________</QUESTION> <OPTION1>Pull system</OPTION1> <OPTION2>Poka - yoke</OPTION2> <OPTION3>Mura</OPTION3> <OPTION4>Push system</OPTION4> <ANSWER>Pull system</ANSWER>
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<QNo>48</QNo> <QUESTION>How many Lean principles are there according to Jeffrey Liker as
presented in "The Toyoto Way"</QUESTION> <OPTION1>5</OPTION1> <OPTION2>10</OPTION2> <OPTION3>14</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>14</ANSWER>
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<QNo>49</QNo>
<QUESTION>How many categories of wastes can be identified as per the Toyota
Production System?</QUESTION> <OPTION1>7</OPTION1> <OPTION2>10</OPTION2> <OPTION3>100</OPTION3> <OPTION4>20</OPTION4> <ANSWER>7</ANSWER>
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<QNo>50</QNo> <QUESTION>"Upstream should not produce anything till downstream asks for it" is a
part of which Lean principle</QUESTION> <OPTION1>Poka- yoke</OPTION1> <OPTION2>DSM</OPTION2> <OPTION3>Push Mechanismans</OPTION3> <OPTION4>Pull mechanism</OPTION4> <ANSWER>Pull mechanism</ANSWER>
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<QNo>51</QNo> <QUESTION>The practice in 5S framework by which the work place efficiency is
maintained is ________________</QUESTION> <OPTION1>Sort</OPTION1> <OPTION2>Shine</OPTION2> <OPTION3>Sustain</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>Sustain</ANSWER>
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<QNo>52</QNo> <QUESTION>"Pace of production to meet customer demand" is related to
_______________</QUESTION> <OPTION1>Takt Time</OPTION1> <OPTION2>Talk Time</OPTION2> <OPTION3>Delay time</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>Takt Time</ANSWER>
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<QNo>53</QNo> <QUESTION>Spending time to finding information can be mapped to
_______________ waste</QUESTION> <OPTION1>Overproduction</OPTION1> <OPTION2>Inventory</OPTION2> <OPTION3>Motion</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>Motion</ANSWER>
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<QNo>54</QNo> <QUESTION>A tool in the work area giving the current status of the
work</QUESTION> <OPTION1>Visual Control Board</OPTION1> <OPTION2>SMED</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Visual Control Board</ANSWER>
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<QNo>55</QNo> <QUESTION>Employing tools to do work otherwise done by people results in
reduction of ___________</QUESTION> <OPTION1>Efforts</OPTION1> <OPTION2>Schedule</OPTION2> <OPTION3>Defects</OPTION3> <OPTION4>1, 2 and 3</OPTION4> <ANSWER>1, 2 and 3</ANSWER>
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<QNo>56</QNo> <QUESTION>Automated detection and stopping when a defect occurs is related to
___________</QUESTION> <OPTION1>Automation</OPTION1> <OPTION2>Jidoka (autonomation)</OPTION2> <OPTION3>Genchi Genbutsu</OPTION3> <OPTION4>Visual Controls</OPTION4> <ANSWER>Jidoka (autonomation)</ANSWER>
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<QNo>57</QNo> <QUESTION>In TPS, high levels of quality is achieved by the principles
of</QUESTION> <OPTION1>Jidoka</OPTION1> <OPTION2>Poka Yoke</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Both 1 and 2</ANSWER>
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<QNo>58</QNo> <QUESTION>According to Lean thinking, problems should be addressed
at</QUESTION> <OPTION1>Root Cause level</OPTION1> <OPTION2>Manager level</OPTION2> <OPTION3>Operator level</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>Root Cause level</ANSWER>
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<QNo>59</QNo> <QUESTION>Kaizen can result in an improvement in _______________</QUESTION> <OPTION1>Quality</OPTION1> <OPTION2>Throughput</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Both 1 and 2</ANSWER>
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<QNo>60</QNo> <QUESTION>Problems identified are displayed for everyone's attention rather than
covering up</QUESTION> <OPTION1>Make the problem visibile</OPTION1> <OPTION2>Make it fast</OPTION2> <OPTION3>Make it beautiful</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Make the problem visibile</ANSWER>
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<QNo>61</QNo> <QUESTION>Any activity that consumes resources, but does not create value is
_______________</QUESTION> <OPTION1>Muda</OPTION1> <OPTION2>Mura</OPTION2> <OPTION3>Muri</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>Muda</ANSWER>
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<QNo>62</QNo> <QUESTION>Tasks with clear specification on the input, process, time and output are
_______________</QUESTION> <OPTION1>Fixed</OPTION1> <OPTION2>standardized</OPTION2> <OPTION3>Designed</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>standardized</ANSWER>
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<QNo>63</QNo> <QUESTION>Identification of all activities occuring along the life cycle of the product
is _________</QUESTION> <OPTION1>Value Creation</OPTION1> <OPTION2>Value Stream Mapping</OPTION2> <OPTION3>Customer Value</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Value Stream Mapping</ANSWER>
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<QNo>64</QNo> <QUESTION>Making more parts than you can sell is _______________</QUESTION> <OPTION1>Overprocessing</OPTION1> <OPTION2>Overproduction</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Overproduction</ANSWER>
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<QNo>65</QNo> <QUESTION>Optimization of current state map gives the
_______________</QUESTION> <OPTION1>Optimized map</OPTION1> <OPTION2>Value map</OPTION2> <OPTION3>Future state map</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>Future state map</ANSWER>
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<QNo>66</QNo> <QUESTION>In the 5 Why analysis, if the root cause is not identified at the 5th Why,
one should _______________</QUESTION> <OPTION1>Stop</OPTION1> <OPTION2>Start afresh</OPTION2> <OPTION3>Continue</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Continue</ANSWER>
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<QNo>67</QNo> <QUESTION>The slowest operation in a process is _______________</QUESTION> <OPTION1>Work stopper</OPTION1> <OPTION2>Bottleneck</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Bottleneck</ANSWER>
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<QNo>68</QNo> <QUESTION>What is the ongoing process/philosophy of doing things better, faster
and lower cost?</QUESTION> <OPTION1>Continuous Processs</OPTION1> <OPTION2>Continuous Engineering</OPTION2> <OPTION3>Continuous Improvement</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Continuous Improvement</ANSWER>
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<QNo>69</QNo> <QUESTION>Giving employees more responsibility, authority and accountability for effecting improvements that are within their purview in the daily processes is Employee _______________</QUESTION> <OPTION1>Empowerment</OPTION1> <OPTION2>Engagement</OPTION2> <OPTION3>Endearment</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Empowerment</ANSWER>
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<QNo>70</QNo> <QUESTION>Lean practices optimizes the</QUESTION> <OPTION1>Cost</OPTION1> <OPTION2>Qualitty</OPTION2> <OPTION3>Schedule</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>All the above</ANSWER>
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<QNo>71</QNo> <QUESTION>Achieving predictability of the outcome and making it repeatable is
ensured through _______________</QUESTION> <OPTION1>Concurrent Engineering</OPTION1> <OPTION2>Predictive Engineering</OPTION2> <OPTION3>Standardization</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>Standardization</ANSWER>
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<QNo>72</QNo> <QUESTION>Genchi Genbatsu is part of _______________ category in Liker's 14
principle model</QUESTION> <OPTION1>Process</OPTION1> <OPTION2>People and Partners</OPTION2> <OPTION3>Problem Solving</OPTION3> <OPTION4>Philosophy</OPTION4> <ANSWER>Problem Solving</ANSWER>
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<QNo>73</QNo> <QUESTION>What is Hansei?</QUESTION> <OPTION1>Reflection</OPTION1> <OPTION2>Refraction</OPTION2> <OPTION3>Retraction</OPTION3> <OPTION4>Renovation</OPTION4> <ANSWER>Reflection</ANSWER>
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<QNo>74</QNo> <QUESTION>Problems should not remain hidden. They should be _______________
early.</QUESTION> <OPTION1>Standardized</OPTION1> <OPTION2>Optimized</OPTION2> <OPTION3>Surfaced</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>Surfaced</ANSWER>
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<QNo>75</QNo> <QUESTION>An engineer fixes a bug request from the customer. The customer value
here is _______________</QUESTION> <OPTION1>Fixed Bug</OPTION1> <OPTION2>No side effect</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Both 1 and 2</ANSWER>
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<QNo>76</QNo> <QUESTION>Attributes of value deliverables areTimelinessCost</QUESTION> <OPTION1>Quality</OPTION1> <OPTION2>Timeliness</OPTION2> <OPTION3>Cost</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>All the above</ANSWER>
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<QNo>77</QNo> <QUESTION>According to Lean thinking, leaders should work with first hand
information from _______________ by direct observation.</QUESTION> <OPTION1>Customers</OPTION1> <OPTION2>Workplace</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Workplace</ANSWER>
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<QNo>78</QNo> <QUESTION>Which of the following are examples for Muda?</QUESTION> <OPTION1>Hand off</OPTION1> <OPTION2>Task Switching</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Both 1 and 2</ANSWER>
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<QNo>79</QNo>
<QUESTION>In a maintenance project with a 3 month release cycle, the team idles during the first six weeks due to lack of clarity. The customer expects team to work as per the planned efforts in the remaining 6 weeks. This will lead to _______________</QUESTION> <OPTION1>Task switching</OPTION1> <OPTION2>Overload</OPTION2> <OPTION3>Poor quality</OPTION3> <OPTION4>Both 2 and 3</OPTION4> <ANSWER>Both 2 and 3</ANSWER>
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<QNo>80</QNo> <QUESTION>The purpose of VSM is to ____________ and eliminate
waste</QUESTION> <OPTION1>Standardize</OPTION1> <OPTION2>Empower</OPTION2> <OPTION3>Identify</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Identify</ANSWER>
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<QNo>81</QNo> <QUESTION>_______________ is the time taken for those activities that actually
transform the product/service in a way that the customer is willing to pay for</QUESTION> <OPTION1>Takt Time</OPTION1> <OPTION2>Activity Time</OPTION2> <OPTION3>Cycle Time</OPTION3> <OPTION4>Value Added Time</OPTION4> <ANSWER>Value Added Time</ANSWER>
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<QNo>82</QNo> <QUESTION>Those activities that are not mandatory to provide what customer wants
are _______________</QUESTION> <OPTION1>Important</OPTION1> <OPTION2>Non Value Add</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Non Value Add</ANSWER>
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<QNo>83</QNo> <QUESTION>_______________ is an activity that transforms the input, thereby
bringing it closer to the form required by a customer</QUESTION> <OPTION1>Value Add</OPTION1> <OPTION2>Muda</OPTION2> <OPTION3>Muri</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Value Add</ANSWER>
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<QNo>84</QNo> <QUESTION>Mechanisms (other than inspection at a work place) to achieve in-
station quality by prevention is an example of _______________</QUESTION> <OPTION1>Jidoka</OPTION1> <OPTION2>Heijunka</OPTION2> <OPTION3>Poka Yoke</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>Poka Yoke</ANSWER>
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<QNo>85</QNo> <QUESTION>Principles of 5S aim at achieving</QUESTION> <OPTION1>Efficient work place</OPTION1> <OPTION2>Jidoka</OPTION2> <OPTION3>Efficient task switching</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Efficient work place</ANSWER>
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<QNo>86</QNo> <QUESTION>Standardization helps to reduce variance in</QUESTION> <OPTION1>Cycle time</OPTION1> <OPTION2>Quality</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Both 1 and 2</ANSWER>
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<QNo>87</QNo> <QUESTION>Standardized work and environment are the basis for</QUESTION> <OPTION1>Continuous improvement</OPTION1> <OPTION2>Defect prevention</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Continous Improvement</ANSWER>
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<QNo>88</QNo> <QUESTION>An operating model with in-station quality is found in</QUESTION> <OPTION1>Mass production approach</OPTION1> <OPTION2>Toyota Production System</OPTION2> <OPTION3>Both 1 and 2</OPTION3> <OPTION4>None</OPTION4> <ANSWER>Toyota Production System</ANSWER>
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<QNo>89</QNo>
<QUESTION>Use of code analysis tools as the code is developed is an example of
_______________</QUESTION> <OPTION1>Concurrent Engineering</OPTION1> <OPTION2>In station quality</OPTION2> <OPTION3>first things first</OPTION3> <OPTION4>None</OPTION4> <ANSWER>In station quality</ANSWER>
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<QNo>90</QNo> <QUESTION>Kaizen is _______________</QUESTION> <OPTION1>An activity that causes an incidental problem</OPTION1> <OPTION2>An activity that causes a recurrent problem</OPTION2> <OPTION3>An activity that enables continuous improvement</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>An activity that enables continuous improvement</ANSWER>
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<QNo>91</QNo> <QUESTION>The 5 Ws of root cause analysis are</QUESTION> <OPTION1>Who, what, where, when, why</OPTION1> <OPTION2>What, where, when, who, why</OPTION2> <OPTION3>Who, who, who, who, who</OPTION3> <OPTION4>Why, why, why, why, why</OPTION4> <ANSWER>Why, why, why, why, why</ANSWER>
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<QNo>92</QNo> <QUESTION>Automatically stopping the process when something is wrong and then
fixing the problems on the line itself as they occur is called _______________</QUESTION> <OPTION1>Heijunka</OPTION1> <OPTION2>Jidoka</OPTION2> <OPTION3>Kaizen</OPTION3> <OPTION4>Kanban</OPTION4> <ANSWER>Jidoka</ANSWER>
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<QNo>93</QNo> <QUESTION>Which of the following are examples of Muda (waste) in the process
which should be eliminated?</QUESTION> <OPTION1>Doing work manually when it can be automated</OPTION1> <OPTION2>Equipment not working</OPTION2> <OPTION3>Spending efforts in processing repetitive issues</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>94</QNo>
<QUESTION>Lean is _______________</QUESTION> <OPTION1>Action Oriented</OPTION1> <OPTION2>Continuous Improvement</OPTION2> <OPTION3>Process toolkit</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>95</QNo> <QUESTION>Lean is not _______________</QUESTION> <OPTION1>Short term gain</OPTION1> <OPTION2>Problem Solver</OPTION2> <OPTION3>Action Oriented</OPTION3> <OPTION4>Continous Improvement</OPTION4> <ANSWER>Short term gain</ANSWER>
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<QNo>96</QNo> <QUESTION>The deciding factors for automation are _______________</QUESTION> <OPTION1>Feasibility</OPTION1> <OPTION2>Return of Investment</OPTION2> <OPTION3>Frequency</OPTION3> <OPTION4>All the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>97</QNo> <QUESTION>Understanding the actual situation is known as
_______________</QUESTION> <OPTION1>Capacity Planning</OPTION1> <OPTION2>Mistake Proofing</OPTION2> <OPTION3>SS</OPTION3> <OPTION4>Go and see Yourself</OPTION4> <ANSWER>Go and see Yourself</ANSWER>
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<QNo>98</QNo> <QUESTION>Use _______________ to reduce setup/changeover time</QUESTION> <OPTION1>SMED</OPTION1> <OPTION2>5S</OPTION2> <OPTION3>RCA</OPTION3> <OPTION4>VSM</OPTION4> <ANSWER>SMED</ANSWER>
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<QNo>99</QNo> <QUESTION>Issue log or KEDB helps in _______________</QUESTION> <OPTION1>Mistake proofing</OPTION1> <OPTION2>Automation</OPTION2>
<OPTION3>VSM</OPTION3> <OPTION4>Competency management</OPTION4> <ANSWER>Mistake proofing</ANSWER>
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<QNo>100</QNo> <QUESTION>The PM defines the coding standard for a new technology before the
development starts. Based on these guidelines, he also reconfigures the code review tool. Choose the Lean tenets PM has applied</QUESTION> <OPTION1>Standardization & Mistake proofing</OPTION1> <OPTION2>Standardization & Statistical Analysis</OPTION2> <OPTION3>Only Standardization</OPTION3> <OPTION4>5S and Mistake proofing</OPTION4> <ANSWER>Standardization & Mistake proofing</ANSWER>
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<QNo>101</QNo> <QUESTION>What are the 5 STEPS of 5S?</QUESTION> <OPTION1>Shine, Solve, Sustain, Sort, Standardize</OPTION1> <OPTION2>Sustain, Sort, Standardize, Set, Shine</OPTION2> <OPTION3>Sort, Straighten, Shine, Standardize, Sustain</OPTION3> <OPTION4>Sort, Sustain, Sushi, Shine, Standardize</OPTION4> <ANSWER>Sort, Straighten, Shine, Standardize, Sustain</ANSWER>
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<QNo>102</QNo> <QUESTION>Which statements defines "VALUE"?</QUESTION> <OPTION1>The customer has to be willing to pay for the activity</OPTION1> <OPTION2>The activity must "directly transform" the item or person flowing through
the process into what the customer is willing to pay for.</OPTION2> <OPTION3>The activity must meet all expected requirements on the first
attempt</OPTION3> <OPTION4>All of the above</OPTION4> <ANSWER>All of the above</ANSWER>
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<QNo>103</QNo> <QUESTION>A checklist is a simple example for _______________</QUESTION> <OPTION1>Mistake proofing</OPTION1> <OPTION2>Standardization</OPTION2> <OPTION3>SMED</OPTION3> <OPTION4>5S</OPTION4> <ANSWER>Mistake Proofing</ANSWER>
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<QNo>104</QNo> <QUESTION>What is the first step in the VSM?</QUESTION> <OPTION1>Draw the Value stream mapping(As-IS)</OPTION1> <OPTION2>Identify the customer Value deliverable</OPTION2>
<OPTION3>Remove the wastes</OPTION3> <OPTION4>Identify the Value added and Non value added activities</OPTION4> <ANSWER>Identify the customer Value deliverable</ANSWER>
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<QNo>105</QNo> <QUESTION>In a project X, few resources are overburdened due to disparity of
competency in teams. This situation is a result of _______________</QUESTION> <OPTION1>Muda</OPTION1> <OPTION2>Muri</OPTION2> <OPTION3>Mura</OPTION3> <ANSWER>Muri</ANSWER>
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<QNo>106</QNo> <QUESTION>Which of the following tenets is used for work place
management?</QUESTION> <OPTION1>SMED</OPTION1> <OPTION2>5S</OPTION2> <OPTION3>VSM</OPTION3> <OPTION4>DSM</OPTION4> <ANSWER>5S</ANSWER>
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<QNo>107</QNo> <QUESTION>Which of the following Lean methodologies can be used to identify the
waste in the process?</QUESTION> <OPTION1>DSM</OPTION1> <OPTION2>5S</OPTION2> <OPTION3>VSM</OPTION3> <OPTION4>CMMI</OPTION4> <ANSWER>VSM</ANSWER>
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<QNo>108</QNo> <QUESTION>Identify the applicable tenet used for identifying the root cause of the
problem</QUESTION> <OPTION1>5S</OPTION1> <OPTION2>Statistical Analysis</OPTION2> <OPTION3>5WHY</OPTION3> <OPTION4>PDCA</OPTION4> <ANSWER>5 WHY</ANSWER>
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<QNo>109</QNo> <QUESTION>In an application maintenance project, the team was following the
practice of placing a Red flag in front of the engineer who was stuck up with a problem related to resolving the incident. This is an example of _______________</QUESTION> <OPTION1>Standardization</OPTION1>
<OPTION2>Kanban</OPTION2> <OPTION3>Andon</OPTION3> <OPTION4>None of the above</OPTION4> <ANSWER>Andon</ANSWER>
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<QNo>110</QNo> <QUESTION>How many guiding principles does Lean have?</QUESTION> <OPTION1>11</OPTION1> <OPTION2>7</OPTION2> <OPTION3>12</OPTION3> <OPTION4>14</OPTION4> <ANSWER>14</ANSWER>
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<QNo>111</QNo> <QUESTION>_____________ provides a complete visibility of all work items and
status in the team</QUESTION> <OPTION1>Standardization</OPTION1> <OPTION2>Mistake Proofing</OPTION2> <OPTION3>Visual Control</OPTION3> <OPTION4>ecube</OPTION4> <ANSWER>Visual Control</ANSWER>
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<QNo>112</QNo> <QUESTION>TPS is an integrated socio-technical system, developed by
____________</QUESTION> <OPTION1>Ford</OPTION1> <OPTION2>Toyota</OPTION2> <OPTION3>Wipro</OPTION3> <OPTION4>IBM</OPTION4> <ANSWER>Toyota</ANSWER>
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<QNo>113</QNo> <QUESTION>Which of the following is not part of 5S?</QUESTION> <OPTION1>Sort</OPTION1> <OPTION2>Sustain</OPTION2> <OPTION3>Shine</OPTION3> <OPTION4>Sequence</OPTION4> <ANSWER>Sequence</ANSWER>
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<QNo>114</QNo> <QUESTION>According to Womack Lean thinking consists of __________ core
principles</QUESTION> <OPTION1>3</OPTION1> <OPTION2>7</OPTION2>
<OPTION3>14</OPTION3> <OPTION4>5</OPTION4> <ANSWER>5</ANSWER>
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<QNo>115</QNo> <QUESTION>Which of these are not a core Lean principle according to
Womack</QUESTION> <OPTION1>Pull</OPTION1> <OPTION2>Flow</OPTION2> <OPTION3>Value</OPTION3> <OPTION4>Push</OPTION4> <ANSWER>Push</ANSWER>
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<QNo>116</QNo> <QUESTION>The principle of flow emphasizes on __________</QUESTION> <OPTION1>reduction in batch size</OPTION1> <OPTION2>Moving to next phase as quickly as possible</OPTION2> <OPTION3>Individual productivity</OPTION3> <OPTION4>Customer satisfaction</OPTION4> <ANSWER>reduction in batch size</ANSWER>
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<QNo>117</QNo> <QUESTION>SMED stands for _____________</QUESTION> <OPTION1>Single Minute Exchange of Dies</OPTION1> <OPTION2>Simply More Energy Daily</OPTION2> <OPTION3>Simplest Most Effective Design</OPTION3> <OPTION4>Sampling Method for Effort Deviation</OPTION4> <ANSWER>Single Minute Exchange of Dies</ANSWER>
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