A Micro Process Map may map a process showing the entire activities of a department and can likely be broken into many Macro Process Maps showing numerous processes that comprise the activities of the department.
A. True
B. False
At the beginning of a project we must keep in mind there are basically three views of a process: What you THINK it is, What the SUPPLIER wants and What it SHOULD be.
A. True
B. False
The "Equipment" category of Root Causes on a Fishbone Diagram would be used primarily used to generate ideas as to which of the following are possible causes for defects?
A. Out of calibration measurement system
B. Tolerance changes in milling machines
C. Worn bearings on a shaft
D. All of these answers are correct
In order to properly draft a Process Map at the start of a project we are told to __________________ from beginning to the end.
A. Interview the line operators
B. Walk the process
C. Chat with supervisors
D. Check the repair stations
The purpose of a ______________ is to identify the complexity of the process and to assist in identifying critical steps in the process.
A. Pareto Chart
B. Process Map
C. Kanban
D. Kaizen event
With a Fishbone Diagram we use the legs to define each source of a potential defect and along the legs we enter each potential means by which a defect could be introduced into our process.
A. True
B. False
When a Belt wishes to clarify the activities of various departments in a Process Map she is creating she adds a feature to the map called ______________.
A. Department Dividers
B. Passing Lanes
C. Swim Lanes
D. Responsibility Paths
In an organization is the sum total of all the processes which occur in the business to take inputs and turn them into customer desired outputs is called the Value Chain.
A. True
B. False
As we attempt to find a commonality of terms to assess the performance of a broad range of processes we use a key metric called the DPMO which stands for __________________________?
A. Delayed production metrics output
B. Defects by management oversight
C. Defects per million opportunities
D. Developed production management oversight
The following Business Case is constructed properly.
"During 2009 the commercial loan division experienced a 2.7% default rate versus a target of less than
.5%. This costs the bank in excess of $250,000 quarterly."
A. True
B. False
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