DSCI 303 Chapter 14
In lean operations, input resources arrive for processing only after the preceding batch
has been completed. - TRUE
When the preceding batch has been completed, the workstation authorizes new input
resources to arrive.
A functioning MRP system is required prior to adopting lean planning and control
systems. - FALSE
Lean planning and control can be implemented without the use of MRP.
In a lean environment, anything not essential to the product or process is viewed as
waste. - TRUE
Eliminating such waste is central to the lean philosophy.
The ultimate goal of lean operations is a system characterized by the smooth, rapid flow
of materials. - TRUE
A smooth, rapid material flow is the ideal in a lean environment.
Although inventories are maintained, the goal of lean operations is to minimize safety
stock. - FALSE
The goal of lean operations is to eliminate safety stock.
Lean operations cannot easily handle changes of output or product mix. - FALSE
Volume or product mix changes can easily undermine a system being operated
according to lean principles.
In the lean philosophy, producing more than two order quantities represents waste. -
FALSE
Producing one order quantity in advance of demand represents waste
The four building blocks of lean operations are: product design, process design,
personnel/organizational elements, and manufacturing planning and control. - TRUE
These are the building blocks of lean operations.
Fast and simple are two common threads that run through the four building blocks of
lean operations. - TRUE
Streamlined and error-proof are lean ideals.
Value stream mapping is a technique focused on finding new ways of adding value for
critical stakeholders such as customers. - FALSE
Value stream mapping is a visual tool used to systematically examine the flow of
materials and information.
If a firm's product mix is 60 percent of product A and 20 percent each of products B and
C, an optimal mix-model production schedule would be successive sequences of
AAABC. - FALSE
An optimal schedule would be successive sequences of ABACA.
,DSCI 303 Chapter 14
Quality and highly capable production systems are requirements for the successful
implementation of lean operations. - TRUE
These help prevent waste.
The small lot-sizing policy works well in a situation where both holding costs and setup
costs are high. - FALSE
Small lot sizing is only workable when setup costs are low.
The use of small lot sizes in lean operations is in conflict with the EOQ approach since
setup costs tend to be significantly higher than holding costs. - FALSE
These are not in conflict, since with low setup costs the EOQ leads to small lot sizes.
A basic requirement for operating with low inventories in lean systems is that major
system problems must already have been solved and new problems will be solved as
they appear. - TRUE
Unless these problems are solved, steps required to work with low inventories are
economically infeasible.
A benefit of small lot sizes in lean systems is that each product is produced less
frequently. - FALSE
Product versions are produced more frequently in lean systems.
In the lean philosophy, the larger the lot size, the easier it is to schedule. - FALSE
In the lean system, items with large lot sizes tend to be scheduled less frequently.
Setup time and its associated cost can often be reduced by the use of group
technology. - TRUE
Group technology can help with reducing setup time and its associated cost.
Lean systems often use layouts that are based on group technology product
requirements. - TRUE
Group technology can help with reducing setup time and its associated cost.
The goal of lean operations is to produce output using fewer resources than traditional
planning systems. - TRUE
Economizing on resource usage is at the heart of lean operations.
"Autonomation" indicates that the firm is attempting to reduce its dependence on
automated equipment. - FALSE
Autonomation involves the automatic detection of defects during production.
Preventive maintenance is additional maintenance done immediately after a breakdown
has occurred to help prevent any further breakdowns. - FALSE
Preventive maintenance is done on a regularly scheduled basis to help prevent
breakdowns.
, DSCI 303 Chapter 14
In the lean approach, inventories are reduced gradually, instead of eliminating
inventories as rapidly as possible. - TRUE
Inventories are reduced as problems are solved.
One problem with lean operations is that they can lead to much frustration and
disappointment of people on the shop floor due to the need for continuously monitoring
and expediting resource availability. - TRUE
Workers are challenged to take on more responsibility for the process in lean
operations.
A real advantage of the lean philosophy is the reduction of coordination effort required. -
FALSE
Substantial coordination effort is required in the lean philosophy.
The lean philosophy recognizes that some work-in-process inventories are a necessary
investment to allow for smooth work flow. - FALSE
The lean philosophy sees smooth flows enabled by work-in-process inventory as
inherently wasteful.
Preventive maintenance will eliminate the need to carry supplies of spare parts. -
FALSE
The need to carry spare parts is not eliminated by preventive maintenance.
A fundamental tenet of the lean philosophy is that workers are paid based on seniority. -
FALSE
The lean philosophy has no tenet based on how workers are to be paid.
In lean operations, a responsibility of the cross-trained worker is to check the quality of
the work of others. - TRUE
Worker responsibilities are greater in lean operations.
In lean operations, when work is completed at one work center, it is important to
immediately move the completed work to the next work center to minimize idle time. -
FALSE
Work is only moved downstream when such work has been authorized; thus it is
important to move finished work downstream because the downstream operation might
be starved for inputs.
In a pull system, a quantity of inventory in front of a workstation indicates problems at
that workstation. - TRUE
If that workstation is not authorizing production upstream, soon upstream production will
cease
Limited WIP lowers inventory carrying costs but reduces flexibility. - FALSE
Limited WIP actually makes the system more flexible.
In lean operations, input resources arrive for processing only after the preceding batch
has been completed. - TRUE
When the preceding batch has been completed, the workstation authorizes new input
resources to arrive.
A functioning MRP system is required prior to adopting lean planning and control
systems. - FALSE
Lean planning and control can be implemented without the use of MRP.
In a lean environment, anything not essential to the product or process is viewed as
waste. - TRUE
Eliminating such waste is central to the lean philosophy.
The ultimate goal of lean operations is a system characterized by the smooth, rapid flow
of materials. - TRUE
A smooth, rapid material flow is the ideal in a lean environment.
Although inventories are maintained, the goal of lean operations is to minimize safety
stock. - FALSE
The goal of lean operations is to eliminate safety stock.
Lean operations cannot easily handle changes of output or product mix. - FALSE
Volume or product mix changes can easily undermine a system being operated
according to lean principles.
In the lean philosophy, producing more than two order quantities represents waste. -
FALSE
Producing one order quantity in advance of demand represents waste
The four building blocks of lean operations are: product design, process design,
personnel/organizational elements, and manufacturing planning and control. - TRUE
These are the building blocks of lean operations.
Fast and simple are two common threads that run through the four building blocks of
lean operations. - TRUE
Streamlined and error-proof are lean ideals.
Value stream mapping is a technique focused on finding new ways of adding value for
critical stakeholders such as customers. - FALSE
Value stream mapping is a visual tool used to systematically examine the flow of
materials and information.
If a firm's product mix is 60 percent of product A and 20 percent each of products B and
C, an optimal mix-model production schedule would be successive sequences of
AAABC. - FALSE
An optimal schedule would be successive sequences of ABACA.
,DSCI 303 Chapter 14
Quality and highly capable production systems are requirements for the successful
implementation of lean operations. - TRUE
These help prevent waste.
The small lot-sizing policy works well in a situation where both holding costs and setup
costs are high. - FALSE
Small lot sizing is only workable when setup costs are low.
The use of small lot sizes in lean operations is in conflict with the EOQ approach since
setup costs tend to be significantly higher than holding costs. - FALSE
These are not in conflict, since with low setup costs the EOQ leads to small lot sizes.
A basic requirement for operating with low inventories in lean systems is that major
system problems must already have been solved and new problems will be solved as
they appear. - TRUE
Unless these problems are solved, steps required to work with low inventories are
economically infeasible.
A benefit of small lot sizes in lean systems is that each product is produced less
frequently. - FALSE
Product versions are produced more frequently in lean systems.
In the lean philosophy, the larger the lot size, the easier it is to schedule. - FALSE
In the lean system, items with large lot sizes tend to be scheduled less frequently.
Setup time and its associated cost can often be reduced by the use of group
technology. - TRUE
Group technology can help with reducing setup time and its associated cost.
Lean systems often use layouts that are based on group technology product
requirements. - TRUE
Group technology can help with reducing setup time and its associated cost.
The goal of lean operations is to produce output using fewer resources than traditional
planning systems. - TRUE
Economizing on resource usage is at the heart of lean operations.
"Autonomation" indicates that the firm is attempting to reduce its dependence on
automated equipment. - FALSE
Autonomation involves the automatic detection of defects during production.
Preventive maintenance is additional maintenance done immediately after a breakdown
has occurred to help prevent any further breakdowns. - FALSE
Preventive maintenance is done on a regularly scheduled basis to help prevent
breakdowns.
, DSCI 303 Chapter 14
In the lean approach, inventories are reduced gradually, instead of eliminating
inventories as rapidly as possible. - TRUE
Inventories are reduced as problems are solved.
One problem with lean operations is that they can lead to much frustration and
disappointment of people on the shop floor due to the need for continuously monitoring
and expediting resource availability. - TRUE
Workers are challenged to take on more responsibility for the process in lean
operations.
A real advantage of the lean philosophy is the reduction of coordination effort required. -
FALSE
Substantial coordination effort is required in the lean philosophy.
The lean philosophy recognizes that some work-in-process inventories are a necessary
investment to allow for smooth work flow. - FALSE
The lean philosophy sees smooth flows enabled by work-in-process inventory as
inherently wasteful.
Preventive maintenance will eliminate the need to carry supplies of spare parts. -
FALSE
The need to carry spare parts is not eliminated by preventive maintenance.
A fundamental tenet of the lean philosophy is that workers are paid based on seniority. -
FALSE
The lean philosophy has no tenet based on how workers are to be paid.
In lean operations, a responsibility of the cross-trained worker is to check the quality of
the work of others. - TRUE
Worker responsibilities are greater in lean operations.
In lean operations, when work is completed at one work center, it is important to
immediately move the completed work to the next work center to minimize idle time. -
FALSE
Work is only moved downstream when such work has been authorized; thus it is
important to move finished work downstream because the downstream operation might
be starved for inputs.
In a pull system, a quantity of inventory in front of a workstation indicates problems at
that workstation. - TRUE
If that workstation is not authorizing production upstream, soon upstream production will
cease
Limited WIP lowers inventory carrying costs but reduces flexibility. - FALSE
Limited WIP actually makes the system more flexible.
