Chapter 14 – JIT and Lean Operations
1. In lean operations, input resources arrive for processing only after the preceding batch has
been completed.
Chapter 14 – JIT and Lean Operations
2. A functioning MRP system is required prior to adopting lean planning and control
systems.
3. In a lean environment, anything not essential to the product or process is viewed as waste.
4. The ultimate goal of lean operations is a system characterized by the smooth, rapid flow of
materials.
Chapter 14 – JIT and Lean Operations
5. Although inventories are maintained, the goal of lean operations is to minimize safety
stock.
6. Lean operations are unable to easily handle changes of output or product mix.
7. In the lean philosophy, producing more than two order quantities represents waste.
Chapter 14 – JIT and Lean Operations
8. The four building blocks of lean operations are: product design, process design,
personnel/organizational elements, and manufacturing planning and control.
9. Fast and simple are two common threads that run through the four building blocks of lean
operations.
10. Value-stream mapping is a technique focused on finding new ways of adding value for
critical stakeholders such as customers.
Chapter 14 – JIT and Lean Operations
11. If a firm’s product mix is 60% of product A and 20% each of products B and C, an optimal
mix-model production schedule would be successive sequences of AAABC.
12. Quality and highly capable production systems are requirements for the successful
implementation of lean operations.
13. The small lot-sizing policy works well in a situation where both holding costs and setup
costs are high.
Chapter 14 – JIT and Lean Operations
14. 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.
15. 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.
16. A benefit of small lot sizes in lean systems is that each product is produced less
frequently.
Chapter 14 – JIT and Lean Operations
17. In the lean philosophy, the larger the lot size, the easier it is to schedule.
18. Setup time and its associated cost can often be reduced by the use of group technology.
19. Lean systems often use layouts that are based on group technology product requirements.
Chapter 14 – JIT and Lean Operations
20. The goal of lean operations is to produce output using fewer resources than traditional
planning systems.
21. “Autonomation” indicates that the firm is attempting to reduce its dependence on
automated equipment.
22. “Preventive maintenance” is additional maintenance done immediately after a breakdown
has occurred to help prevent any further breakdowns.
Chapter 14 – JIT and Lean Operations
23. In the lean approach, inventories are reduced gradually, instead of eliminating inventories
as rapidly as possible.
24. 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.
25. A real advantage of the lean philosophy is the reduction of co-ordination effort required.
Chapter 14 – JIT and Lean Operations
26. The lean philosophy recognizes that some work-in-process inventories are a necessary
investment to allow for smooth work-flow.
27. Preventive maintenance will eliminate the need to carry supplies of spare parts.
28. A fundamental tenet of the lean philosophy is that workers are paid based on seniority.
Chapter 14 – JIT and Lean Operations
29. In lean operations, a responsibility of the cross-trained worker is to check the quality of
the work of others.
30. 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.
31. In a “pull system,” a quantity of inventory in front of a workstation indicates problems at
that workstation.
Chapter 14 – JIT and Lean Operations
32. Limited WIP lowers inventory carrying costs but reduces flexibility.
33. Engineering changes can be very disruptive to smooth operations and should not be made
in the six month period following introduction of a new product.
34. Kanban is the Japanese term for autonomation.
Chapter 14 – JIT and Lean Operations
35. Increased setup times equal increased work in process inventories.
36. Kanban focuses on specific part numbers; CONWIP does not.
37. Lean systems typically require that suppliers be able to provide large lots at periodic
intervals.
Chapter 14 – JIT and Lean Operations
14–14
38. Lean purchasing requires frequent contract bidding by multiple sources to ensure the
buyer of competitive prices.
39. One way of reducing the number of suppliers to the organization is to limit contacts to
only one or two tiers of suppliers.
40. One major difference between the use of kanban and MRP II in scheduling the products to
be built is that kanban is primarily a manual system while MRP II uses computers.
Chapter 14 – JIT and Lean Operations
41. A benefit of the lean philosophy is the flexibility to respond quickly to changing customer
requirements.
42. A benefit of lean systems is that lead times are increased allowing more time for
processing.
43. A successful conversion to a lean system requires that every vendor use lean approaches
prior to the organization’s implementation.
Chapter 14 – JIT and Lean Operations
44. The single-minute exchange of die is a system for reducing defective product.
45. In a balanced system, cycle time is equal to Takt time.
46. It is important to lower the water (inventory) completely to expose all the rocks
(problems).
Chapter 14 – JIT and Lean Operations
47. Successful lean implementation requires much more than slogans and idealistic goals such
as zero inventories and zero defects.
48. Lean concepts include large lots to take advantage of the economies of scale.
49. Value-stream mapping is concerned strictly with the flow of materials through a
production system.
Chapter 14 – JIT and Lean Operations
50. For a company with a product mix of 40% of product A and 30% each of products B and
C, which of the following mixed-model sequences most reflects the lean philosophy?
51. The lean philosophy suggests that workers are _________.
Chapter 14 – JIT and Lean Operations
52. The ultimate goal of lean operations is to have:
53. Which one of the following is not one of the building blocks that is the foundation of the
lean philosophy?