Qdc1 - Design Of Work Systems

Front 1

sometimes called "horizontal loading," means diversifying tasks assigned to a worker

Back 1

Job enlargement

Front 2

called "vertical loading," means increasing the skill level within the present job

Back 2

Job enrichment,

Front 3

provides guidelines for interfacing the worker, his tasks, and the environ¬ment. If there are substantial changes in the tasks or environment, analysis of new methods may become necessary

Back 3

Motion Studies

Front 4

a worker is observed at random times during working hours. ____________ provides a measure of employee efficiency by showing what proportion of the time is spent working. It can be used to study nonrepetitive jobs.

Back 4

Work sampling

Front 5

The term specialization refers to work that have a narrow focus.
A) True
B) False

Back 5

A) True

Front 6

Job design is mainly concerned with worker efficiency.
A) True
B) False

Back 6

B) False
Feedback: It also places emphasis on human factors.

Front 7

Ergonomics is closely related to time study.
A) True
B) False

Back 7

B) False
Feedback: Ergonomics (or human factors) is the scientific discipline concerned with the understanding of interactions among humans and other elements of a system. It is closely related to job design.

Front 8

Job enrichment involves giving workers responsibilities for planning and coordinating tasks.
A) True
B) False

Back 8

A) True

Front 9

Gilbreth was a pioneer in time study.
A) True
B) False

Back 9

B) False
Feedback: He is known as "The father of motion study."

Front 10

Micromotion is used in a lab to break down the elements of a methods analysis into very fine details for further study.
A) True
B) False

Back 10

B) False
Feedback: It involves the use of video to capture and study fine details of motions.

Front 11

Job rotation and job enrichment both involve horizontal loading.
A) True
B) False

Back 11

B) False
Feedback: Horizontal loading means increasing a worker's share of a total task; it is job enrichment. Job rotation is simple having workers periodically changing jobs.

Front 12

Self-directed teams are allowed to make some changes in their work processes.
A) True
B) False

Back 12

A) True

Front 13

Methods analyses involve analyzing how a job is done.
A) True
B) False

Back 13

A) True

Front 14

One disadvantage of a profit-sharing plan is that it is based on a single objective.
A) True
B) False

Back 14

A) True
Feedback: The single objective is annual profit. Other objectives that may be important such as quality, productivity, cost reduction, etc., aren't included.

Front 15

A flow process chart is often used in conjunction with a motion study.
A) True
B) False

Back 15

B) False
Feedback: It is used as part of methods analysis to examine the overall sequence of worker movements or the flow of materials.

Front 16

A standard time pertains to specified set of working conditions, tools and materials, raw materials, and workplace arrangement.
A) True
B) False

Back 16

A) True

Front 17

In time study, the observed time (OT) is the average of recorded times.
A) True
B) False

Back 17

A) True

Front 18

Knowledge-based pay systems are used to reward workers who increase their skills through training.
A) True
B) False

Back 18

A) True

Front 19

OSHA is concerned with
A) worker compensation
B) worker safety
C) union issues
D) treating workers fairly

Back 19

B) worker safety
Feedback: OSHA stands for Occupational Safety and Health Administration.

Front 20

Job rotation and job enlargement are most likely to occur as a part of
A) process selection
B) methods analysis
C) job design
D) motion study

Back 20

C) job design

Front 21

The technique most known for its use of a stop watch is:
A) work sampling
B) time study
C) methods analysis
D) motion study

Back 21

B) time study

Front 22

The term "therblig" refers to
A) stopwatch reading
B) process delay
C) basic elemental motion
D) fraction (.06) of a minute

Back 22

C) basic elemental motion

Front 23

Therbligs are most closely related to:
A) time study
B) motion study
C) methods analysis
D) worker safety
Feedback: A therblig is a basic elemental motion.

Back 23

B) motion study

Front 24

An analyst who wanted to estimate the percentage of time a machine is idle would use probably use this method:
A) work sampling
B) time study
C) predetermined time standards
D) methods analysis

Back 24

A) work sampling

Front 25

An analyst who wanted to estimate the proportion of time a worker is involved in a certain activity would use probably use this method:
A) work sampling
B) time study
C) predetermined time standards
D) methods analysis

Back 25

A) work sampling

Front 26

A standard time is equal to the normal time adjusted for the:
A) performance rating
B) allowance factor
C) the learning effect
D) the cost of living index
E) time in rank

Back 26

B) allowance factor
Feedback: St = NT x AF.

Front 27

Which one is generally not true of work sampling?
A) There is little or no disruption of work.
B) Workers tend to be resentful because it is less accurate than time study.
C) It is not well suited for short tasks.
D) There is less detail about the job than with time study.

Back 27

B) Only one or a few observations are needed.
Feedback: Workers are often more resentful about time study.

Front 28

Which one is generally not true of time study?
A) A stopwatch is required.
B) Only one or a few observations are needed.
C) There is more detail about a job than with work sampling.
D) It is more costly than work sampling.

Back 28

B) Only one or a few observations are needed.
Feedback: More than a few observations are generally needed to obtain an accurate time estimate.

Front 29

In time study, a normal time (NT) can be more than the observed time (OT).
A) True
B) False

Back 29

A) True
Feedback: NT = OT x Performance Rating. If the performance rating is greater than 1.00, the NT will be greater than the OT.

Front 30

aims to achieve an operating system in which materials and services are delivered to the user with precise timing so that they arrive exactly as needed

Back 30

Just-in-Time (JIT).

Front 31

also known as lean production systems

Back 31

Just-in-Time (JIT).

Front 32

Prominent features include the use of little or no inventory, constant efforts to identify and eliminate waste, and the reduction of bottlenecks and interruptions in the production process.

Back 32

Just-in-Time (JIT).

Front 33

Under a __________, downstream operations signal preceding operations when they want/need work, whereupon the preceding operation forwards the work

Back 33

pull system

Front 34

Under a __________, work is moved along as it is completed, whether the next operation is ready for it or not.

Back 34

push system

Front 35

The most commonly used signal in a pull system is a

Back 35

kanban card

Front 36

___________achieve important benefits through the use of small lot sizes, such as reduced inventory, less rework if defects occur, enhanced flexibility in scheduling production, etc

Back 36

JIT systems

Front 37

The building blocks of JIT are

Back 37

product design, process design, organizational elements, and manufacturing planning and control.

Front 38

7 Benefits of small lot sizes:

Back 38

Reduced inventory, lower carrying costs Less space required to store inventory Less rework if defects occur Less inventory to “work off” before implementing product improvements Increased visibility of problems
Increased production flexibility Increased ease of balancing operations

Front 39

Despite the benefits of JIT, conversion to JIT requires considerable planning. what are some of the requirements to implement

Back 39

Top management must be fully committed to the conversion; workers must cooperate and support the conversion; begin at the end of the process and work backwards; be prepared to encounter obstacles

Front 40

The “five S’s” are five behaviors intended to make the workplace effective. The behaviors are:

Back 40

Sort. Decide which items are needed to accomplish the work, and keep only those items.
Straighten. Organize the workplace so that the needed items can be accessed quickly and easily.
Sweep. Keep the workplace clean and ready for work. Perform equipment maintenance regularly.
Standardize. Use standard instructions and procedures for all work.
Self discipline. Make sure that employees understand the need for an uncluttered workplace.

Front 41

A lean system operates with fewer resources than traditional systems do.
A) True
B) False

Back 41

A) True

Front 42

Lean systems use a "push" approach to operations to quickly get output to their customers.
A) True
B) False

Back 42

B) False
Feedback: A demand "pull" system is used

Front 43

Kanban is a visual system for controlling production.
A) True
B) False

Back 43

A) True

Front 44

Modular design and standard parts are two elements of product design in lean systems.
A) True
B) False

Back 44

A) True

Front 45

The ultimate objective in JIT objective is to minimize the amount of inventory on hand.
A) True
B) False

Back 45

B) False
Feedback: The objective is to achieve a smooth, balanced (supply equals demand) flow.

Front 46

Using small lot sizes reduces the flexibility of a system.
A) True
B) False

Back 46

B) False
Feedback: It increases flexibility to respond to changes in demand.

Front 47

Kaizen relates to continuous improvement.
A) True
B) False

Back 47

A) True

Front 48

Lowering inventory levels is a tactic to expose quality problems in a lean system.
A) True
B) False

Back 48

A) True

Front 49

Lean purchasing requires frequent bidding by multiple sources to ensure competitive prices.
A) True
B) False

Back 49

B) False
Feedback: Long term relationships with fewer suppliers are the ideal.

Front 50

JIT II is associated with vendor-managed inventory.
A) True
B) False

Back 50

A) True

Front 51

Inventory is considered a waste in a lean system.
A) True
B) False

Back 51

A) True
Feedback: Inventory is one of the seven wastes.

Front 52

Lean systems rely on worker specialization to achieve high productivity.
A) True
B) False

Back 52

B) False
Feedback: Lean systems use cross-trained workers who can handle multiple jobs.

Front 53

Which one is not a building block of JIT?
A) kanban and small lot sizes
B) personnel/organizational issues
C) product design
D) process design

Back 53

A) kanban and small lot sizes

Front 54

The term that relates to matching the output rate with customer demand in a JIT system is:
A) fill rate
B) takt time
C) closed-loop JIT
D) single-minute exchange of die

Back 54

B) takt time

Front 55

The ultimate objective in a JIT system is:
A) maintain low inventory
B) produce high quality
C) minimize waste
D) match demand with a balanced flow

Back 55

D) match demand with a balanced flow
Feedback: The others are supporting goals.

Front 56

Which term connotes waste and inefficiency?
A) muda
B) kaizen
C) poka-yoke
D) kanban

Back 56

A) muda

Front 57

Which term refers to a signaling device?
A) muda
B) kaizen
C) poka-yoke
D) kanban

Back 57

D) kanban
Feedback: Kanbans are used to signal the need for parts.

Front 58

Which term connotes fail-safe design?
A) muda
B) kaizen
C) poka-yoke
D) kanban

Back 58

C) poka-yoke

Front 59

Which one is not included in the list of seven wastes?
A) overproduction
B) inefficient work methods
C) product defects
D) poor product design
E) processing wastes

Back 59

D) poor product design

Front 60

Which one of these is a system for reducing changeover time?
A) VMI
B) JIT II
C) takt time
D) SMED
E) JIT

Back 60

D) SMED
Feedback: SMED stands for single-minute exchange of dies.

Front 61

A kanban card is used to signal that:
A) a machine has broken down
B) a worker is falling behind and needs help.
C) a defect has occurred
D) parts are needed

Back 61

D) parts are needed

Front 62

Which one of these is a system of lights used to signal problems in a lean production system?
A) SMED
B) andon
C) kanban
D) jidoka
E) muda

Back 62

B) andon

Front 63

Process design supporting lean production would include:
A) Backup equipment to guard against equipment failure.
B) Multiple suppliers to assure parts availability.
C) Maintain backlogs to assure workers have enough work to keep them busy.
D) Production flexibility.
E) Use of modular product design.

Back 63

D) Production flexibility.

Front 64

Which of the following would you not expect to see in a lean production system?
A) flexible system
B) frequent schedule changes
C) little waste
D) low setup times
E) low inventory

Back 64

B) frequent schedule changes
Feedback: Near-term schedules are typically "frozen" to avoid disruptions.

Front 65

Lean systems typically use layouts that:
A) are based on a job shop in order to handle variety
B) enable moving parts in large lot sizes
C) facilitate handling somewhat dissimilar products
D) all of the above
E) none of the above

Back 65

C) facilitate handling somewhat dissimilar products

Front 66

A system of lights used at each workstation to signal problems or slowdowns

Back 66

andon

Front 67

automatic detection of defects during production

Back 67

autonomation

Front 68

Allocation of overhead to specific jobs based on their percentage of activities

Back 68

activity-based costing

Front 69

a visual tool to systematically examine the flow of materials and information involved in bringing a product or service to a consumer.

Back 69

Value stream mapping

Front 70

strives to eliminate non-value-added activities, using simple tools to find and elimi- nate them.

Back 70

Lean Operations

Front 71

a flexible system of operation that uses considerably fewer resources (i.e., activities, people, inventory, and floor space) than a traditional system.

Back 71

lean operation

Front 72

What is Muda

Back 72

Waste and inefficiency.

Front 73

Variations in production volume lead to waste. The workload must be leveled; volume and variety must be averaged to achieve a steady flow of work.

Back 73

Heijunka:

Front 74

Continuous improvement of the system.

Back 74

Kaizen:

Front 75

Quality at the source. Each worker is expected to perform ongoing quality assur- ance. The objective is to avoid passing defective products to following work stations, and to make workers aware of quality.

Back 75

Jidoka

Front 76

Safeguards built into a process to reduce the possibility of committing an error

Back 76

Poka-yoke

Front 77

the cycle time needed in a production system to match the pace of production to the demand rate

Back 77

Takt time