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Question 1. Which of the following best describes a Value-Added activity in a lean process? A) An activity that transforms the product in a way the customer is willing to pay for. B) An activity that consumes resources but does not change the product. C) An activity required by regulations but does not add value to the customer. D) An activity that moves materials between workstations. Answer: A Explanation: Value-Added activities directly contribute to what the customer perceives as worth paying for; all other options are non-value-added. Question 2. In the Voice of the Customer (VoC) concept, which tool is most commonly used to capture customer requirements? A) Pareto chart B) Kano model C) Control chart D) Fishbone diagram Answer: B Explanation: The Kano model classifies customer needs into basic, performance, and excitement factors, directly reflecting the VoC. Question 3. Which of the DOWNTIME wastes refers to producing more units than are needed by the next process? A) Defects B) Overproduction C) Waiting D) Motion Answer: B Explanation: Overproduction is creating more than is required, leading to excess inventory and other downstream wastes.
Question 4. Which lean principle emphasizes the need for continuous flow without interruptions? A) Pull B) Kaizen C) One-piece flow D) Heijunka Answer: C Explanation: One-piece flow focuses on moving items through each step without waiting, supporting continuous flow. Question 5. Which KPI is most appropriate for measuring the efficiency of a production line in terms of time? A) First-pass yield B) Cycle time C) Inventory turnover D) Overall equipment effectiveness (OEE) Answer: B Explanation: Cycle time directly measures how long it takes to produce a unit, reflecting time efficiency. Question 6. The PDCA cycle is a core component of which lean activity? A) Kanban implementation B) Standard work creation C) Continuous improvement D) Value stream mapping Answer: C Explanation: PDCA provides an iterative framework for testing and sustaining improvements, a hallmark of continuous improvement. Question 7. In DMAIC, which phase focuses on establishing baseline performance metrics? A) Define
Answer: B Explanation: Gemba emphasizes going to the actual place of work to see the process and engage with operators. Question 11. Standard work aims to: A) Eliminate all variation in a process. B) Create a single best practice that can be taught and repeated. C) Increase the number of steps in a process. D) Allow each worker to develop their own method. Answer: B Explanation: Standard work documents the most efficient method, enabling consistent execution and training. Question 12. In a Value Stream Map, the “process box” typically contains: A) Supplier lead times. B) Cycle time, setup time, and number of operators. C) Inventory levels of raw materials. D) Customer satisfaction scores. Answer: B Explanation: Process boxes summarize key performance data for each step, such as cycle time and staffing. Question 13. Takt time is calculated by: A) Dividing total production time by total units produced. B) Dividing available production time by customer demand. C) Multiplying labor hours by machine capacity. D) Adding setup time to processing time. Answer: B Explanation: Takt time aligns production rate with the rate at which customers require the product.
Question 14. Which of the following best describes a Kanban card’s purpose? A) To schedule preventive maintenance. B) To signal the need to produce or move a specific quantity of items. C) To record employee attendance. D) To document defects. Answer: B Explanation: Kanban cards act as visual signals that trigger production or movement based on actual demand. Question 15. Just-In-Time (JIT) primarily reduces: A) Lead time for product development. B) In-process inventory and associated carrying costs. C) Equipment downtime. D) Employee turnover. Answer: B Explanation: JIT aims to produce only what is needed when it is needed, minimizing inventory. Question 16. Total Productive Maintenance (TPM) includes which of the following activities? A) Reactive breakdown repairs only. B) Autonomous maintenance performed by operators. C) Outsourcing all maintenance tasks. D) Eliminating all scheduled maintenance. Answer: B Explanation: TPM empowers operators to perform routine maintenance, preventing breakdowns and improving equipment reliability. Question 17. Overall Equipment Effectiveness (OEE) is the product of: A) Availability, performance, and quality. B) Utilization, capacity, and throughput.
Explanation: Sort (Seiri) focuses on eliminating clutter by keeping only what is needed. Question 21. Visual controls in a lean workplace are most effective when they: A) Require extensive training to interpret. B) Convey information at a glance without needing additional explanation. C. Are hidden behind password-protected screens. D. Change frequently to keep employees alert. Answer: B Explanation: Visual controls aim for immediate, intuitive understanding of status or instructions. Question 22. A Poka-Yoke device is intended to: A) Increase production speed. B) Prevent errors or make them immediately detectable. C. Reduce labor costs. D. Schedule maintenance activities. Answer: B Explanation: Poka-Yoke (error proofing) designs processes so that mistakes cannot occur or are instantly obvious. Question 23. Jidoka gives operators the authority to: A) Increase machine speed beyond design limits. B) Stop the production line when a defect is detected. C. Reassign work without supervisor approval. D. Bypass safety interlocks. Answer: B Explanation: Jidoka (autonomation) empowers workers to halt the process at the first sign of abnormality, preventing defective output.
Question 24. When designing a work cell, the most important factor to consider is: A. The aesthetic appearance of the cell. B. Minimizing distance between sequential operations to improve flow. C. Maximizing the number of machines in the cell. D. Placing all safety equipment at the cell’s periphery. Answer: B Explanation: Reducing travel distance between steps enhances flow and reduces motion waste. Question 25. An Andon system primarily provides: A. Real-time visual alerts of production status or problems. B. Detailed statistical process control charts. C. Automated ordering of raw materials. D. Employee performance bonuses. Answer: A Explanation: Andon displays illuminate to signal issues, allowing rapid response. Question 26. Which of the following is a characteristic of Non-Value-Added but Necessary activities? A. They add direct value to the product. B. They are required by law, safety, or customer expectations but do not transform the product. C. They can be eliminated without affecting the process. D. They increase lead time unnecessarily. Answer: B Explanation: These activities are essential (e.g., inspections) but do not directly add value. Question 27. The “Pull” concept in lean is best illustrated by: A. Producing to forecasted demand.
Answer: B Explanation: Asking “Why?” up to five times helps uncover the underlying cause of an issue. Question 31. Which of the following best defines “flow” in a value stream? A. The amount of inventory between processes. B. The uninterrupted movement of materials and information from start to finish. C. The number of workers assigned to each station. D. The total number of process steps. Answer: B Explanation: Flow means materials and information move smoothly without delays or bottlenecks. Question 32. The term “Mura” in lean refers to: A. Overproduction. B. Unevenness or variability in processes. C. Defects. D. Excess inventory. Answer: B Explanation: Mura denotes irregularities that cause waste; eliminating it leads to smoother operations. Question 33. Which of the following is NOT one of the eight wastes (DOWNTIME)? A. Transportation B. Overprocessing C. Motion D. Defects Answer: B Explanation: Overprocessing is covered under “Extra-processing,” but “Overprocessing” as a term is not listed separately.
Question 34. In a pull system, the “Kanban size” is determined primarily by: A. The number of workers on the line. B. The takt time and lead time of the process. C. The cost of raw materials. D. The total annual production volume. Answer: B Explanation: Kanban size aligns the quantity signaled by the card with takt time and lead time to prevent over-production. Question 35. What is the primary purpose of a “Spaghetti diagram” in lean analysis? A. To map the flow of materials and identify unnecessary movement. B. To display the sequence of process steps. C. To calculate takt time. D. To record defect types. Answer: A Explanation: A spaghetti diagram visualizes the actual path of materials, highlighting excessive motion. Question 36. Which of the following statements about “Heijunka box” is correct? A. It is a visual tool used to level production and control kanban release. B. It stores finished goods for shipment. C. It tracks employee overtime. D. It measures equipment downtime. Answer: A Explanation: The Heijunka box schedules production in a leveled manner, releasing kanbans according to the plan. Question 37. A “Batch size” of one (single-piece flow) primarily helps to reduce which waste?
C. To a specific problem after data collection, focusing on cause-and-effect. D. To evaluate employee satisfaction surveys. Answer: C Explanation: The technique drills down from a specific problem to its root cause through iterative questioning. Question 41. Which lean tool is specifically designed to reduce motion waste by organizing tools and parts at the point of use? A. Kanban B. 5S – Set in Order C. Andon D. Heijunka Answer: B Explanation: “Set in Order” (Seiton) arranges items for easy access, minimizing unnecessary motion. Question 42. In the context of TPM, “Overall Equipment Effectiveness” (OEE) values above 85 % are generally considered: A. Poor performance. B. Acceptable for most industries. C. World-class performance. D. Irrelevant for lean initiatives. Answer: C Explanation: OEE > 85 % is often cited as the benchmark for world-class equipment effectiveness. Question 43. Which of the following best explains “Non-utilized talent” waste? A. Machines idle due to lack of material. B. Employees performing tasks outside their skill set or not being engaged in improvement activities. C. Excess inventory of finished goods. D. Unnecessary transportation of parts.
Answer: B Explanation: This waste occurs when organizations fail to leverage employee skills, ideas, and creativity. Question 44. A “Standard Work Combination Sheet” is primarily used to: A. Document the sequence of operations and associated times for a work cell. B. Track employee attendance. C. Schedule preventive maintenance. D. Record quality inspection results. Answer: A Explanation: The combination sheet combines element, work, and process charts to define the optimal sequence. Question 45. Which of the following is the most direct effect of reducing “Waiting” waste? A. Lower inventory costs. B. Increased machine utilization. C. Shorter lead times for customers. D. Higher employee morale. Answer: C Explanation: Eliminating waiting directly speeds up the flow, reducing the time customers wait for delivery. Question 46. In a pull-based system, the “replenishment trigger” is typically: A. A forecasted sales figure. B. A kanban card reaching the downstream process. C. A manager’s decision to increase production. D. A fixed schedule based on calendar weeks. Answer: B Explanation: The downstream kanban card signals the need to produce or move more items upstream.
A. Kaizen B. Jidoka C. The Toyota Production System (TPS) D. Heijunka Answer: C Explanation: TPS embeds respect for people alongside continuous improvement as foundational principles. Question 51. In a value stream map, “process time” (t) excludes: A. Setup time. B. Waiting time between operations. C. Cycle time. D. Labor content. Answer: B Explanation: Process time represents the actual time a unit is being worked on, not the idle time waiting. Question 52. A “Pull” system can be compromised when: A. Kanban cards are ignored and production continues regardless. B. Operators are cross-trained. C. Machines are maintained proactively. D. Visual management is in place. Answer: A Explanation: Ignoring kanban signals defeats the pull principle, leading to overproduction. Question 53. Which of the following best describes “Muri” in lean terminology? A. Overburden on people, equipment, or processes. B. Unevenness in production. C. Defects in the final product. D. Excess inventory.
Answer: A Explanation: Muri refers to over-loading resources beyond their capacity, causing strain and waste. Question 54. The “Andon” signal is most often associated with which type of response? A. Immediate escalation to a supervisor to address a line stoppage. B. Routine weekly performance reporting. C. Annual strategic planning. D. Long-term equipment replacement planning. Answer: A Explanation: Andon alerts trigger rapid response to stop the line and address the problem. Question 55. Which of the following is a key advantage of “One-piece flow” over batch production? A. Higher inventory levels. B. Faster detection of defects. C. Increased setup times. D. Greater reliance on forecasts. Answer: B Explanation: Producing one piece at a time reveals defects immediately, reducing waste. Question 56. In the PDCA cycle, the “Check” step primarily involves: A. Implementing the improvement. B. Planning the next iteration. C. Evaluating results against objectives. D. Defining the problem. Answer: C Explanation: “Check” assesses whether the “Do” phase achieved the desired outcomes.
Question 60. In the context of lean, “Kaizen Blitz” typically lasts: A. Several months. B. One to five days. C. A full fiscal year. D. Indefinitely. Answer: B Explanation: Kaizen Blitz (or rapid improvement event) is a short-duration, focused improvement effort. Question 61. Which of the following is a primary reason for implementing “Standard Work”? A. To allow each operator to develop personal shortcuts. B. To create a baseline for measuring improvements. C. To increase the number of process steps. D. To reduce the need for training. Answer: B Explanation: Standard work establishes a consistent baseline, making it possible to gauge future improvements. Question 62. The “5S” principle of “Shine” mainly addresses: A. Sorting out unnecessary items. B. Cleaning and inspecting the workplace to maintain standards. C. Standardizing procedures. D. Sustaining improvements over time. Answer: B Explanation: “Shine” (Seiso) focuses on cleaning and maintaining the work area, revealing problems early. Question 63. Which lean metric would you use to evaluate the ratio of value-added time to total cycle time? A. Process efficiency
B. Lead time C. Takt time variance D. OEE Answer: A Explanation: Process efficiency = (Value-added time / Total cycle time) × 100 %. Question 64. In a “Kanban” system, a “withdrawal kanban” signals: A. The need to produce more units. B. The need to move finished goods to the next process. C. A maintenance request. D. A quality inspection requirement. Answer: B Explanation: Withdrawal kanbans authorize the downstream process to pull items from upstream inventory. Question 65. Which of the following best describes “Level Loading” (Heijunka) in a mixed-model environment? A. Producing only one product type per day. B. Sequencing production to achieve a balanced mix of models each hour. C. Running the line at maximum speed at all times. D. Keeping inventory of each model at a fixed level. Answer: B Explanation: Heijunka spreads different product models evenly over time to smooth demand. Question 66. The “Gemba Walk” is most effective when: A. Conducted by senior leaders only. B. Followed by immediate action on observed problems. C. Performed annually. D. Used to assign blame for defects. Answer: B
