Supply Chain Management Assignment: Key Concepts and Insights

Assignment 1: SCM 1.SCM/PLM: Which of the following is not a characteristic of Virtually integrated enterprises? Centralized problem solving Distributed decision making Cross-enterprise collaboration 2. SCM: When you lack ___________ you replace it with Inventory and/or capacity Resources Information Raw Material Finished Good Management Support 3. SCM: Suppliers and Manufacturers like to make a few products in high volume while retailers want to carry a variety of different products True False 4. SCM: "What parts to use or reuse? What products to launch?" are the typical questions to be addressed by the following supply chain decisions? Source Make Create Return/Service Move 5. SCM: Intelligent Supply Chains have a focus on supply issues as opposed to the traditional supply chains which have a focus on demand

True False 6. SCM: Which of the following are the three major FLOWS that are managed and controlled under supply chain management Demand, Supply, Information Financials, Information, Demand Material, Demand, Supply Information, Material, Finances 7. SCM: The two shock absorbers in the supply chain are time and scope True False 8. SCM: Changing the shape of containers from round to square can reduce shipping cost by utilizing cargo space more efficiently. This constitutes Design for Assembly Design for Postponement Design for Packaging Design for Reusability 9. SCM: Which of the following is not a characteristic of service operations? intangible output high labor content low uniformity of output high customer contact easy measurement of productivity 10. SCM: Effectiveness is Internal-centric on operations while Efficiency is Customer-centric (External focused)

True False 11. SCM: Which of the following is the traditional role of a distributor in a supply chain? Stock inventories and sell in smaller quantities to customers Take inventory in bulk from manufacturers and deliver product lines to retailers Provide raw materials, components Make a product and/or deliver a service Move raw & finished materials to and from the players in the supply chain 12. SCM: Measuring supply chain productivity for a service company is easier than measuring supply chain productivity for a product company. True or False True False Assignment 2: Product View Question 1 1 out of 1 points Chapter 1 Introduction: A product-view driven Supply Chain spans end-to-end supply, from __________ to __________ . Selected Answer: Design, Disposal Answers: Design, Manufacture Design, Disposal Procurement, Manufacture Procurement, Disposal Question 2 1 out of 1 points Chapter 1 Introduction: The apparel industry is known to purchase fabric in a raw state that is undyed. As demand patterns of customer color preferences become available, garments in desired colors are put on the shelves. Selected Answer: Design for Postponement Answers: Design for Green/Design for Environment Design for Reusability

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Design for Refurbishment Design for Recycling Design for Postponement Question 3 1 out of 1 points Chapter 1 Introduction: All of the following lead to a profit leak except? Selected Answer: Postponement/Customization closer to the point of consumption Answers: Postponement/Customization closer to the point of consumption Unplanned part obsolescence Environmental violations In-transit damage Question 4 1 out of 1 points Chapter 1 Introduction: What does the acronym ROHS stand for? Selected Answer: Restriction of Hazardous Substances Answers: Regulation of Hazardous Substances Restriction of Harmful Substances Regulation of Harmful Substances Restriction of Hazardous Substances Question 5 1 out of 1 points Chapter 1 Introduction: The sequence of evolution of the three views are: Selected Answer: Inventory View, Order View, Product View Answers: Product View, Inventory View, Order View Inventory View, Product View, Order View Order View, Inventory View, Product View Inventory View, Order View, Product View Question 6 1 out of 1 points Chapter 1 Introduction: Poor reuse of parts/lack of modular design leads to profit leaks in the Create stage of the product lifecycle. Selected Answer: True Answers: True False Question 7 1 out of 1 points Chapter 1 Introduction: As product lifecycles shrink, this puts pressure on companies to bring new products to market at a faster pace. This is known as __________.

Selected Answer: Innovation Velocity Answers: Innovation Velocity Supply Chain Agility Supply Chain Synergy Innovation Fulcrum Question 8 1 out of 1 points Chapter 1 Introduction: Disney Parks and Resorts cater to different customer segments and generate revenue through admissions, sale of food and beverages, merchandise, hotel stays and vacation packages. Selected Answer: Design for Experience Answers: Design for Refurbishment Design for Experience Design for Reusability Design for Postponement Design for Green/Design for Environment Question 9 1 out of 1 points Chapter 1 Introduction: Departments within a company tend to focus on Department goals as opposed to the overall Organizational goals. Selected Answer: True Answers: True False Question 10 1 out of 1 points Chapter 1 Introduction: What does the acronym WEEE stand for? Selected Answer: Waste of Electrical and Electronic Equipment Answers: Waste of Electrical and Electronic Emissions Waste of Electrical and Energy Equipment Waste from Electrical and Energy Emissions Waste of Electrical and Electronic Equipment Question 11 1 out of 1 points Chapter 1 Introduction: Environmental regulations require information in the product record to include not only parts , but also substances/materials. Selected Answer: True Answers: True False Question 12 1 out of 1 points Chapter 1 Introduction: 20% of the product cost are locked in during the innovation phase.

Selected Answer: False Answers: True False Question 13 1 out of 1 points Chapter 1 Introduction: Product lifecycles are shrinking, and organizations are wary of excess inventory that may become obsolete in the near future. This leads to end-of-season markdowns. Selected Answer: True Answers: True False Question 14 1 out of 1 points Chapter 1 Introduction: As end-customer focus increases, companies nowadays are looking at business from a __________ view. Selected Answer: Product-centric Answers: Inventory-centric Product-centric Order-centric None Question 15 1 out of 1 points Chapter 1 Introduction: Unplanned component obsolescence in the source stage is likely to warrant costly design changes that lead to a profit leak in the supply chain. Selected Answer: True Answers: True False Question 16 1 out of 1 points Chapter 1 Introduction: The product view provides visibility and intelligence to enhance innovation velocity and increase lifecycle profitability. Selected Answer: True Answers: True False Question 17 1 out of 1 points Chapter 1 Introduction: This product strategy is common in the consumer electronics market. For example, PCs, mobile phones, gaming consoles, etc. It involves the replacement of worn and critical parts, and aesthetically making the product look like new.

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Selected Answer: Design for Refurbishment Answers: Design for Postponement Design for Assembly Design for Green/Design for Environment Design for Refurbishment Design for Experience Question 18 1 out of 1 points Chapter 1 Introduction: Louis Vuitton introduced “Les Parfums” where customers can bring in their empty perfume bottles and refill them at LV Boutiques. Each store maintains various perfume fountains, avant-garde tools developed specially for these bottles. Selected Answer: Design for Reusability Answers: Design for Green/Dsign for Environment Design for Postponement Design for Reusability Design for Experience Design for Assembly Question 19 1 out of 1 points Chapter 1 Introduction: Supply chain professionals need to get involved in product development to enable both product and process innovation. Selected Answer: True Answers: True False Previous Paper: Question 65 Strategies for reducing product cost during the innovation phase include Design for cost Design and component reuse Outsourcing Design for supply All of them Question 68 Most of a product's lifecycle cost is determined during the _______ phase Production

Concept/Design Development/prototype NPI Assignment 3: Video – The Launch Question 1 1 out of 1 points Video The Launch: Which of the following functionalities does the computer monitor for the grill offer? Selected Answer: All of the above Answers: Store recipes Monitor temperature Time food All of the above Question 2 1 out of 1 points Video The Launch: For field research, where did the team go to look for inspiration? Selected Answer: All of the above Answers: Retail stores to look at high end designs for barbecue grills, skewers and other grilling accessories Minnie’s to learn about grilling from the chef at Minnie’s Luxury car showrooms and sport goods stores All of the above Question 3 1 out of 1 points Video The Launch: What aspects does the team finalizes as a must have for the barbeque design? (Multiple answer) Selected Answers: Barbecue must be a social hotspot State of the art technology It has got to be about fire Answers: Barbecue must be a social hotspot State of the art technology Sleek and modern looking design It has got to be about fire

Question 4 1 out of 1 points Video The Launch: Before unveiling the grill prototype to the client, the team displays it to general public to get feedback on design and features. Selected Answer: True Answers: True False Question 5 1 out of 1 points Video The Launch: Design within Reach wanted to launch the grill in the market in what time frame? Selected Answer: 8 months Answers: 9 months 7 months 6 months 8 months Question 6 1 out of 1 points Video The Launch: The action items to be discussed in the kickoff meeting were: Selected Answer: All of the above Answers: Concept Creating a model Building a working prototype All of the above Question 7 1 out of 1 points Video The Launch: Before the working prototype, the Grill model was made for client presentation using: Selected Answer: Industrial Foam & Plastic Answers: Fiberboard Wood Industrial Foam & Plastic Steel Question 8 1 out of 1 points Video The Launch: What was the purpose of height adjustable feature of the grill? Selected Answer: To allow for heat adjustment Answers: To accommodate customer’s height To make it look state-of-the-art

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To allow for heat adjustment To allow storage Question 9 1 out of 1 points Video The Launch: Pentagram is a __________ firm. Selected Answer: Design Answers: Design Digital Technology Manufacturing Software development Question 10 1 out of 1 points Video The Launch: Pentagram was hired by which company to design and prototype the grill? Selected Answer: Design within Reach Answers: Design for X Dell Design within Reach Apple Question 11 1 out of 1 points Video The Launch: Which part of the grill was the client hesitant about after the model presentation? Selected Answer: Computer monitor Answers: Logo Computer monitor Storage Grill Question 12 1 out of 1 points Video The Launch: Who has the final say in whether the design can be built at all in terms of feasibility? Selected Answer: Function Engineers Answers: Project Manager Senior Designer Intern Function Engineers Question 13 1 out of 1 points

Video The Launch: What is the timeline agreed upon for building a Prototype for the grill (total project duration)? Selected Answer: 5 weeks Answers: 3 weeks 4 weeks 5 weeks 2 months Question 14 1 out of 1 points Video The Launch: What name is chosen as the logo for the grill? Selected Answer: Fuego Answers: DWR Fuego FireFoam Sizzle Question 15 1 out of 1 points Video The Launch: What did the team do to test the feasibility of the lid fitting into the barbeque grill? Selected Answer: Built a miniature model with Legos Answers: Used a CAD software Built a miniature model with Legos Both of the above None of the above Question 16 1 out of 1 points Video The Launch: Who among the following is/are Pentagram’s client(s)? Selected Answer: All of the above Answers: Dell Polariod Nike All of the above Question 17 1 out of 1 points Video The Launch: All of the design ideas the team members came up with were inventive Selected Answer: False Answers: True False Question 18 1 out of 1 points Video The Launch: The design ideas submitted by the top designers were given preference over the ideas submitted by interns.

Selected Answer: False Answers: True False Additional Questions: 1. The Function Engineers’ choice of metal for the grill was? Steel Iron Copper Lead 2. VDP: Which of the following is not an objective in Process Design & Development phase? Increased productivity Improved time to market Increased Inventory Higher Quality & Lower costs 3. VDP: Managing the order cycle from order entry to vehicle delivery guarantees getting the right vehicle to the right place at the right time True False 4. VDP: ____________ define the system for developing the product through various phases Project Process Production Process Product Process Process Validation 5. In Vehicle Development Process, while identifying the need/want of a customer, one should consider which of the following: Voice of Customer, Technology & Regulation

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Voice of Taxes, Regulation and Society Voice of Company. Technology and Taxes Voice of Technology and Taxes 6. VDP: Building prototypes, conducting physical tests and running computer simulations are all used for: Product Validation Process Design Project Management Process Design & Development 7. VDP: "Building and testing prototypes to ensure the product meets all voice of the customer and government requirements. This includes all testing from computer simulations through complete Process Validation Process Design & Development Product Validation Product Design & Validation 8. VDP: Certifying that the design manufacturing system process a vehicle that meets customer requirements, quality standards, and targeted costs is referred to as Product Design & Validation Process Design & Development Product Validation Process Validation 9. Toyota uses the following strategies in product development to reduce the time Increase number of learning cycles and use "lessons learned" book Freeze specifications early & Reduce number of iterations Take prototype out of design loop - "Do it right the first time"

Explore large number of clay models - "prefer lots of torpedoes to a single sniper bullet". Delay fixing hard points - "The ma single a & d Assignment 4: The Nature of Product Development Process Question 1 1 out of 1 points Chapter 11.1 Summary: Production determines the product’s cost, quality and profitability as majority of the costs are allocated in this stage. Selected Answer: False Answers: True False Question 2 1 out of 1 points Chapter 11.1 Summary: To promote a cross-functional view, metrics must be aligned across departments as what is optimal for the department may not be optimal for the organization as a whole. Selected Answer: True Answers: True False Question 3 1 out of 1 points Chapter 11.1 Summary: To understand total costs and profit leaks, it is important to look at all business functions from design to disposal. Selected Answer: True Answers: True False Question 4 1 out of 1 points Chapter 11.1 Summary: A fixed product uses few components with compatible interfaces to create a variety of end products. Selected Answer: False Answers: True False Question 5 1 out of 1 points Chapter 11.1 Summary: The (80/100 rule) can help reduce supply chain complexity and costs. Selected Answer: True Answers: True False Question 6

1 out of 1 points Chapter 11.1 Summary: Which of the following is/are beneficial to managing complexity and hidden costs? Selected Answers: Reducing product proliferation Rigorous portfolio planning Answers: Reducing product proliferation Invest in technology Rigorous portfolio planning Question 7 1 out of 1 points Chapter 11.1 Summary: Postponement/delaying the point of product differentiation can be made effective by: Selected Answer: Standardizing parts, products and processes Answers: Manufacturing fixed products as opposed to flexible products Standardizing parts, products and processes Forecasting for individual options rather than aggregate demand Using a Build to Stock model Question 8 1 out of 1 points Chapter 11.1 Summary: Non-physical constraints like policies, metrics and culture are easier to eliminate than physical constraints. Selected Answer: False Answers: True False Question 9 1 out of 1 points Chapter 7 Product: The (80/100 rule) can help reduce supply chain complexity and costs. Selected Answer: True Answers: True False Question 10 1 out of 1 points Chapter 7 Product: According to Hartley’s Formula, we get more information by the following Selected Answers: When the probability of failure of the experiment is high Increase number for experiments Answers: When the probability of failure of the experiment is high Increase number for experiments When the probability of the failure of experiment is low Question 11 1 out of 1 points Chapter 7 Product: Production determines the product’s cost, quality and profitability as majority of the costs are allocated in this stage. Selected Answer: False

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Answers: True False Question 12 1 out of 1 points Chapter 7 Product: Attractive design and marketing may be used to entice customers to purchase new products sooner than required. Selected Answer: True Answers: True False Question 13 1 out of 1 points Chapter 7 Product: 20% of the product cost are locked in during the innovation phase. Selected Answer: False Answers: True False Question 14 1 out of 1 points Chapter 7 Product: King's Challenge: When you have lot of uncertainty, once should design experiments to fail early and fail fast to learn. Selected Answer: True Answers: True False Question 15 1 out of 1 points Chapter 7 Product: Postponement/delaying the point of product differentiation can be made effective by: Selected Answer: Standardizing parts, products and processes Answers: Manufacturing fixed products as opposed to flexible products Forecasting for individual options rather than aggregate demand Standardizing parts, products and processes Using a Build to Stock model Question 16 1 out of 1 points Chapter 7 Product: What are the three characteristics of the product development process? Selected Answer: Dependency, Variability, Iterative Answers: Dependency, Variability, Robustness Dependency, Fuzziness, Variability Dependency, Variability, Iterative Variability, Iterative, Robustness

Question 17 1 out of 1 points Chapter 7 Product: What is(are) the purpose(s) of learning cycles? Selected Answer: All of the above Answers: Discover fuzzy space and unknowns To drive a better design with fewer problems later Fail fast fail early All of the above Question 18 1 out of 1 points Chapter 7 Product: Designers contribute to planned obsolescence by deliberately creating inferior and fragile products. Selected Answer: True Answers: True False Question 19 1 out of 1 points Chapter 7 Product: A fixed product uses few components with compatible interfaces to create a variety of end products. Selected Answer: False Answers: True False Question 20 1 out of 1 points Chapter 7 Product: King's Challenge:Hartely's Formula c) Can you detect the False Coin with certainty in 3 weighings? Selected Answer: True Answers: True False Question 21 1 out of 1 points Chapter 7 Product: One production step at Motorola involves putting alphabetic characters on a keyboard, then checking to make sure each key is placed correctly. A group of workers designed a clear template with the letters positioned slightly off center. By holding the template over the keyboard, assemblers can quickly spot mistakes. Selected Answer: Design for Assembly Answers: Design for Green/Design for Environment Design for Reusability Design for Recycling Design for Refurbishment Design for Assembly Question 22 1 out of 1 points Chapter 7 Product:

King's Challenge:Hartely's Formula a) There are ten coins on the table, identical in appearance. Nine of them are pure gold and one is false, differing from others by weight (it could be heavier or lighter than the pure). Also on the table is a simple balance scale. Device a scheme whereby the false coin can be identified without fail through only three weighing's with the scale. Given Hartley’s Formula I = R Log2(1/p) and that Log2(10) = 3.32 bits Log2(8) = 3.0 bits Log2(5) = 2.32 bits Log2(4) = 2.0 bits Log2(3) = 1.58 bits Log2(2) = 1.0 bits Log2(1) = 0.0 bits What is the amount of information needed to identify the False Coin with certainty? Selected Answer: 3.32 bits Answers: 1 bit 3 btis 3.32 bits 2 bits Question 23 1 out of 1 points Chapter 7 Product: The Honda philosophy of 80/ 100 rule I mentioned in class refers to: Selected Answer: 80% of the parts are common, but the products look 100 % different Answers: Marketing is usually only 80% correct in anticipating customer requirements 80% of the parts are common, but the products look 100 % different 80 % of the customers should be given 100% of the attention 80% of the features is responsible for 100% of the revenue 80% of the products account for most revenue for a company Question 24 1 out of 1 points Chapter 7 Product: King's Challenge:Hartely's Formula b) How much bits of information will the three weighing’s provide you? Selected Answer: 4.74 bits Answers: 1.58 bits 3.16 bits 4.74 bits 0.79 bits 3.32 bits Question 25 1 out of 1 points Chapter 7 Product: In the printer example, how was the lifespan of the printer reduced? Selected Answer: By embedding a chip in the product that limits the number of prints Answers: By embedding a chip in the product that limits the number of prints

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By using cheap material to manufacture the product By changing the size and design of ink cartridges All of the above Question 26 1 out of 1 points Chapter 7 Product: Flexible products have large product assortment, compatible interfaces and a few components? Selected Answer: True Answers: True False Question 27 1 out of 1 points Chapter 7 Product: How is planned obsolescence achieved by manufacturers? Selected Answer: A ll of the above Answers: By reducing the lifespan of products by design Enticing customers with attractive new designs Advertising and selling new models at cheaper prices compared to old models All of the above Question 28 1 out of 1 points Chapter 7 Product: When during new product introduction is it most expensive to make changes to the product? Selected Answer: Full rate production Answers: Full rate production Product concept generation Initial production Business opportunity identification Product prototyping Additional Questions: 1. Making new products cheaper than the cost of repairing old models is a typical example of planned obsolescence. a True b False 2. Planned obsolescence does not contribute to wastage of resources because discarded products may be recycled. True False

3. To encourage customers to bring back and reuse their carrier bags, Tesco Malaysia launched ‘The Unforgettable Bag’. This was the centerpiece of a campaign to help reduce single use plastic bags. There were three unique designs of endangered sea creatures on the new reusable bags. Each design contained a barcode, which when scanned would give the customers a rebate on their total purchase to further encourage customers to reuse bags when they shop at Tesco. a Design for Experience b Design for Manufacturing c Design for Postponement d Design for Green/Design for Environment e Design for Reusability 4. At Xerox, machines which have otherwise outlived their useful life are stripped of useful parts and components prior to the scrap/reclaim process so they may be used again in the manufacturing process. a Design for Assembly b Design for Recycling c Design for Tracking d Design for Green/Design for Environment e Design for Postponement 5. “More difficult projects with greater uncertainty of outcome may still be without risk. They simply may require more effort invested in longer sequence of experiments” a True b False 6. Which type of waste is worst and delays the product development process most? a Transportation b Overtime c Defects d Poor utilization of resources e Waiting time 7. 20 % of the products in the portfolio typically account for 80 % of the revenue. 20% of the tasks account for 80% of the time. This is often referred to as the : a Littles Law b Pareto’s Law c Toyota Principle d Ishikawa Theory

e None of the above 8. NPD: MIT Commission observations: Product Development is an Art and not Science Risk for all projects are the same All product development projects are equally difficult, but risk is not The traditional design process suffers from a "weak development process" and "weak teamwork". 9. NPD: Innovation is something new and Invention is act of turning Innovation to something useful. True False 10. NPD: The 4 stages of product development are (select the right sequence): Concept, Evolution, Launch, Deploy Concept, Deploy, Evolution, Launch Evolution, Concept, Deploy, Lauch Concept, Launch, Evolution, Deploy 11. NPD: You are quality control engineer at Walmart and you received a shipment of 8 DVDs. You have been informed that one of the boxes does not have the DVD (i.e. it is empty). Given Hartley's Formula 1 R Log2[1/p) and that Log2(10)-3.32 bits Log218) 3.0 bits Log2(4)-2.0 bits Log2(3)-1.58 bits Log2(2)-1.0 bits Log2(1)=00 bits What is the amount of information needed to identify the empty DVD box with certainty? 3 bits

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1.58 bits 3.32 bits 1.0 bits 2.0 bits 12. NPD: Design is not a simple mapping process. Prototyping is a management tool for learning and guiding the product development process. True False 13. NPD: For a complex (Variability) product development project the Delay Time (Queue time) to market increases as the Utilization level of the resources assigned decreases. True False 14. NPD: The physical and functional space do not always have a one to one mapping. This is why product development is considered_ Costly Fixed Cross-functional Fuzzy 15. NPD: _____________ are concerned with appearance only, we can't build what they design".. Manager Designers Engineer 16. NPD: The metric of focus during "Launch to volume production" for a typical consumer electronics product is Warranty Cost

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Market Share Time to Market Margin 17. NPD: 80 to 85% of the product cost is committed upfront. True or False True False Assignment 5: Lean Six Sigma Question 1 1 out of 1 points Chapter 2 Mindset: Value is delivered across cross functional departments Selected Answer: True Answers: True False Question 2 1 out of 1 points Chapter 2 Mindset: If you copy your competition, you will always be behind them. Selected Answer: True Answers: True False Question 3 1 out of 1 points Chapter 2 Mindset: A successful leader need not know the details and only focus on on the big picture. Selected Answer: False Answers: True False Question 4 1 out of 1 points Chapter 2 Mindset: Only select few people who understand the business should improve the process. Everyone else should be encouraged to focus on doing their job so there is no loss in current productivity. Selected Answer: False Answers: True False Question 5 1 out of 1 points

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Chapter 2 Mindset: What is the "two pizza rule" on teamwork? Selected Answer: 5-7 people in a team Answers: 3 people in a team 5-7 people in a team 7-9 people in a team 4-6 people in a team Question 6 1 out of 1 points Chapter 2 Mindset: Ford assembly line and the Toyota just in time were adapted from the following industries. Question Correct Match Selected Match Ford B. Chicago Slaughter House B. Chicago Slaughter House Toyota A. US Supermarket A. US Supermarket All Answer Choices A. US Supermarket B. Chicago Slaughter House • Question 7 1 out of 1 points Chapter 2 Mindset: For achieving operational excellence, one should be constantly strive to anticipate change and be paranoid to survive. Selected Answer: True Answers: True False Question 8 1 out of 1 points VIDEO Time the Next Dimension of Quality: As per the 99-1 Rule, which of the following is correct? Selected Answer: 99% of the time, the thing going through the process is idle Answers: 99% of the time, the thing going through the process is idle Depends 99% of the time, resources in a process are idle 99% of the time, the customers are right Question 9 1 out of 1 points VIDEO Time the Next Dimension of Quality: Significant amount of time can be taken out of processes by making people worker harder/faster Selected Answer: False Answers: True False Question 10

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1 out of 1 points VIDEO Time the Next Dimension of Quality: By taking time out of processes, products can be brought to market sooner and responsiveness to customer can be improved. Selected Answer: True Answers: True False Question 11 1 out of 1 points VIDEO Time the Next Dimension of Quality: Value-added flow analysis entails identifying whether each step in a process does or does not add value for a customer. Selected Answer: True Answers: True False Question 12 1 out of 1 points VIDEO Time the Next Dimension of Quality: When does a step in a process add value? Selected Answer: All Answers: If the customer recognizes it as value If the thing physically changes If it is done right the first time All Question 13 1 out of 1 points VIDEO Time the Next Dimension of Quality: How does taking time out of the process impact Quality? Selected Answer: It improves quality Answers: It has no impact on quality It improves quality It creates more defects Question 14 1 out of 1 points Chapter 3 Technology: What do the Dabbawalas use to ensure accuracy in their deliveries? Selected Answer: Color coding Answers: Color coding Barcodes RFID GPS Question 15 1 out of 1 points Chapter 3 Technology: The Dabbawalas use a cross-docking mechanism with the help of personal bicycles and public rail transport. Selected Answer: True Answers: True

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False Question 16 1 out of 1 points Chapter 3 Technology: A company has a lot of forms that their client needs to complete as a part of their application process. The process has evolved over a decade, and various forms and fields have been included as a part of the application package. Due to changes in regulation and the products being sold, not all fields in all forms are relevant and there have been numerous client complaint on the amount of duplicate work in the application completion process leading to lost clients. To retain the clients and grow, the company wants to implement a document management solution to automate the current process, and the client needs to only provide minimum information and the system will auto populate all the duplicate fields and improve client experience. Which of the following statement do you agree with: Selected Answer: Clean up the forms and fix your process before you automate it Answers: Clean up the forms and fix your process before you automate it Automate the current process to stop losing any more clients and you can always improve the process later. Question 17 1 out of 1 points Chapter 3 Technology: The Dabbawalas are said to be six sigma compliant. Selected Answer: True Answers: True False Question 18 1 out of 1 points Chapter 3 Technology: The Dabbawalas organizational structure is flat, and earnings are split equally among members. Selected Answer: True Answers: True False Question 19 1 out of 1 points Chapter 3 Technology: Many technology implementations fail because users don’t know how to use the system. Selected Answer: True Answers: True False Question 20 1 out of 1 points Chapter 3 Technology: The employees of Dabbawalas are literate, tech-savvy people. Selected Answer: False Answers: True False Question 21 1 out of 1 points

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Chapter 3 Technology: A good practice would be to consider fixing the process before considering automation. Selected Answer: True Answers: True False Question 22 1 out of 1 points Chapter 3 Technology: The Dabbawalas have knowledge of Six Sigma methodology and use it in practice. Selected Answer: False Answers: True False Question 23 1 out of 1 points Chapter 3 Technology: How are Dabbawalas candidates selected? Selected Answer: Only people from the Warkari sect (same demographics) are hired Answers: Anyone can join Only people from the Warkari sect (same demographics) are hired Only locals are hired from Mumbai None of the above Question 24 0 out of 1 points Chapter 3 Technology: When you are selecting a technology vendor as your partner ensure they have the capability to include all your exceptions in their scope of implementation. Selected Answer: True Answers: True False Additional Questions: 1. LSS: Stephanie over in Personnel is the coordinator of incoming job applications, some of which arrive by mail, some by fax, and some vis t stack of at least 25 applications that she can log into the database all at once, rather than trying to do them as they come in. What do you recommend Stephanie should do to improve the process? Process 5 applications at a time Batch applications as per arrival method and process them twice a day Process one application at a time Continue to do what she has been doing it is the most efficient way 2. LSS: Which shock absorber is used by FedEx (in the short video i showed)?

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Time Inventory Capacity 3. LSS: 100% Inspection leads to 100 % defect free products True False 4. LSS: Why ask Why 5 times? To find the constraint To find the root cause To find the symptom 5. LSS: Which type of waste is worst and delays the product development process most? a Transportation b Overtime c Defects d Poor utilization of resources e Waiting time 6. LSS: How does Lean improve the process? Finds the constraint exploit it Reduce defects Eliminate/ Reduce Non Value Activities Reduce variability 7. Video Time The Next Dimension: in value added flow analysis, it is crucial to think from the perspective of the resources in a process, not the thing going through the process. True False Assignment 5: Agile Management

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Question 1 1 out of 1 points Agile Management Which of the following is a responsibility that the Developers have? (choose the best answer) Selected Answer: Pulling items from the Product Backlog into the Sprint Backlog. Answers: Pulling items from the Product Backlog into the Sprint Backlog. Measuring and increasing velocity Deciding who the Scrum Master should be. Ordering the Product Backlog. Question 2 1 out of 1 points Agile Management During a Sprint, a Developer determines that the Scrum Team will not be able to complete the items in their forecast. Who should be present to review and adjust the Product Backlog items selected? Selected Answer: The Product Owner and the Developers Answers: The Product Owner and all stakeholders. The Scrum Master, the project manager, and the Developers The Product Owner and the Developers The Developers. Question 3 1 out of 1 points Agile Management When does a Developer become the sole owner of an item on the Sprint Backlog? (choose the best answer) Selected Answer: Never. All Sprint Backlog items are "owned" by the Developers on the Scrum Team Answers: During the Daily Scrum. At the Sprint Planning event. Never. All Sprint Backlog items are "owned" by the Developers on the Scrum Team Whenever a team member can accommodate more work. Question 4 1 out of 1 points Agile Management When might a Sprint be abnormally canceled?

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(choose the best answer) Selected Answer: When the Sprint Goal becomes obsolete. Answers: When the sales department has an important new opportunity When the Developers feel that the work is too hard. When it becomes clear that not everything will be finished by the end of the Sprint. When the Sprint Goal becomes obsolete. Question 5 1 out of 1 points Agile Management The purpose of a Sprint is to produce a valuable and useful Increment of working product Selected Answer: True Answers: True False Question 6 1 out of 1 points Agile Management How does an organization know that a product built using Scrum is successful? (choose the best answer) Selected Answer: By releasing frequently, and measuring the value customers/users experience. Answers: By measuring that velocity has increased since the last release. By releasing frequently, and measuring the value customers/users experience. By measuring the actual time spent on development versus the time estimated for development. By the Product Owner and stakeholders accepting the Increment at the Sprint Review. Question 7 1 out of 1 points Agile Management When does a Sprint conclude? (choose the best answer) Selected Answer: When the Sprint Retrospective is complete. Answers: When all the tasks are completed by the Developers. When the Product Owner decides enough has been delivered to meet the Sprint Goal. When all Product Backlog items meet their Definition of Done. When the Sprint Retrospective is complete. Question 8

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1 out of 1 points Agile Management Complete the following sentence: Self-managing teams choose ___________ Selected Answer: how best to accomplish their work. Answers: the length of the Sprint. how best to accomplish their work. the order of the Product backlog. the next release date. Question 9 1 out of 1 points Agile Management During which scrum event is work equally distributed between the Developers? (choose the best answer) Selected Answer: Work does not need to be equally distributed. All Developers are accountable for the Product Backlog Items in the Sprint Backlog and decide how to best distribute the work Answers: Sprint Review Daily Scrum. Sprint Planning. Work does not need to be equally distributed. All Developers are accountable for the Product Backlog Items in the Sprint Backlog and decide how to best distribute the work Question 10 1 out of 1 points Agile Management Who is required to attend the Daily Scrum? (choose the best answer) Selected Answer: The Developers Answers: The Developers The Scrum Team. The Scrum Master and Product Owner. The Developers and Product Owner. The Developers and Scrum Master. Question 11 1 out of 1 points Agile Management Scrum has a role called "project manager." Selected Answer: False Answers: True False

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Question 12 1 out of 1 points Agile Management Which statement best describes Scrum? (choose the best answer) Selected Answer: A framework for creating complex products in complex environments. Answers: A framework for creating complex products in complex environments. A cookbook that defines best practices for software development. A defined and predictive process that conforms to the principles of Scientific Management. A complete methodology that defines how to develop software. Question 13 1 out of 1 points Agile Management Which of the following Scrum events represent an opportunity for the Scrum team tochange the definition of done? (choose the best answer) Selected Answer: The Sprint Retrospective. Answers: After any Release Sprint. The Sprint Review. The Sprint Retrospective. The Sprint Planning. Question 14 1 out of 1 points Agile Management Upon what type of process control is Scrum based? (choose the best answer) Selected Answer: Empirical Answers: Defined Complex Empirical Hybrid Question 15 1 out of 1 points Agile Management What is the main reason for the Scrum Master to be at the Daily Scrum?

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(choose the best answer) Selected Answer: They do not have to be there; they only need to ensure the Developers have a Daily Scrum Answers: To make sure every team member answers the three questions. To gather status and progress information to report to management. They do not have to be there; they only need to ensure the Developers have a Daily Scrum To write down any changes to the Sprint Backlog, including adding new items, and tracking progress on the burn-down. Question 16 1 out of 1 points Agile Management It is mandatory that the product Increment be released to production at the end of each Sprint Selected Answer: False Answers: True False Question 17 1 out of 1 points Agile Management When does the next Sprint begin? (choose the best answer) Selected Answer: Immediately after the conclusion of the previous Sprint. Answers: Immediately after the conclusion of the previous Sprint. When the Product Owner is ready Next Monday. Immediately following the next Sprint Planning. Question 18 1 out of 1 points Agile Management The Stakeholders are skeptical about the ability of the Scrum Team to deliver a Product increment. Which of the following Scrum values is affected by this? (choose the best answer) Selected Answer: All of the above. Answers: Commitment. Courage Focus Respect Openness

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All of the above. None of the above. Question 19 1 out of 1 points Agile Management When multiple Scrum Teams work together on the same product, each team should maintain a separate Product Backlog. Selected Answer: False Answers: True False Question 20 1 out of 1 points Additional Questions Question 1 Agile Management Which of the following are examples of a Scrum Team practicing Scrum poorly or not exhibiting traits of a self-managing Scrum Team? Stakeholders attend the Daily Scrum to check on the Scrum Team ’ s progress. The Developers are working within the boundaries of their organizations functional description and nicely handing off work from analyst to developer to tester to integration. The Developers invite external stakeholders to the Sprint Planning to ask them how to turn a Product Backlog item into an Increment via a complete and detailed Sprint Backlog. The Developers have all the skills they need to create a valuable, useful Increment. The Developers are collaboratively selecting their own work during the Sprint. The Developers create their own Sprint Backlog, reflecting all work that is required to meet the Definition of Done. Agile Management A Scrum Team consists of the following: (choose the best three answers) Selected Answers: Developers Product Owner Scrum Master Answers: Customers Developers Users Product Owner Scrum Master

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Question 3 What is the principal value of releasing an Increment? (choose the best answer) To validate assumptions made when developing the product. To learn about the forecast of functionality that was developed. To validate assumptions made when developing the product. To learn about the Scrum Team ’ s productivity. Question 4 Which of the following is a typical output from the Daily Scrum meeting? (choose the best answer) A common understanding of how the Sprint is progressing and what needs to be done next to meet the Sprint Goal. A revised and achievable Sprint Goal based on the progress to date. A common understanding of how the Sprint is progressing and what needs to be done next to meet the Sprint Goal. A sprint report for the Product Owner and Stakeholders. A daily status report from each developer. Question 5 What are two ways a Scrum Master serves to enable effective Scrum Teams? By removing impediments that hinder the Scrum Team. By keeping high value features high in the Product Backlog. By facilitating Developer decision-making. By starting and ending the meetings at the proper time. Question 6 The Developers should not be interrupted during the Sprint and the Sprint Goal should remain intact. These are conditions that foster creativity, quality and productivity. (Which one of the following answers is FALSE?) As a decomposition of the selected Product Backlog items, the Sprint Backlog changes and may grow as the work emerges. The Product Owner can help clarify or optimize the Sprint when asked by the Developers. The Developers may work with the Product Owner to add or remove work if they findthemselves with more or less capacity than expected. The Sprint Backlog is fully formulated in the Sprint Planning event and does not change during the Sprint. Question 7 What is the typical size for a Scrum Team? (choose the best answer) Minimum of 7 10 or fewer. 7 plus or minus 2. 9

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Question 8 How do timeboxes help the Product Owner and the other members of the Scrum Team validate assumptions, adapt, and maximize the value of their product? (choose the best answer) Timeboxes assure the Product Owner that the Developers will finish all work on the Sprint Backlog by the end of the Sprint. Timeboxes help by making sure a Sprint does not stop until all testing is done, and the work is verified by the Product Owner Timeboxes help minimize risk by creating the opportunity to validate assumptions using feedback from users and the market; allowing Scrum Teams to inspect progress toward the Product Goal and decide whether to pivot or persevere. At the end of each Sprint when the timebox expires a detailed report with all test cases and test results is available. Question 13 The timebox for a Daily Scrum is? (choose the best answer) Two minutes per person The same time of day every day. 15 minutes. 4 hours Question 19 When should the Developers on a Scrum Team be replaced? (choose the best answer) Every Sprint to promote shared learning. As needed, while taking into account a short-term reduction in productivity. Never, it reduces productivity. As needed, with no special allowance for changes in productivity Question 20 When can the Product Backlog be updated? (choosethe best answer) Only during Product Backlog refinement sessions if the Product Owner is present. At any time when done by the Product Owner or a delegate. Only after a Sprint Review if agreed to by the stakeholders

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Assignment 6: Video the Goal Question 1 1 out of 1 points Video The Goal As a result of installing robots at the plant, inventories reduced. Selected Answer: False Answers: True False Question 2 1 out of 1 points Video The Goal What is the goal of any business? Selected Answer: To make money now and in the future Answers: To reduce inventories and operating expense To make money now and in the future To have the highest market share To increase throughput Question 3 1 out of 1 points Video The Goal As a result of installing robots at the plant, sales increased. Selected Answer: False Answers: True False Question 4 1 out of 1 points Video The Goal What is the analog of work-in-progress inventory in the hiking trip? Selected Answer: Gaps between two people Answers: Boy scouts Gaps between two people Backpacks None of the above Question 5 1 out of 1 points Video The Goal Who was the constraint in the hiking trip? Selected Answer: Herbie Answers: Peach

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Alex Herbie Rob Question 6 1 out of 1 points Video The Goal Jonah (Professor) points out to Alex Rogo (Plant Manager) that productivity had not really improved because Selected Answer: The company was not making more money Answers: There was no reduction in workforce after the robots were installed The new robots were not working efficiently as they should have The company was not making more money Inventories were too high Question 7 1 out of 1 points Video The Goal What was(were) the advantage(s) of cutting batch sizes? Selected Answer: Both A and B Answers: Reduction in inventory Reduction in lead time Both A and B Neither A or B Question 8 1 out of 1 points Video the Goal Why did Peach want to shut down the plant? Selected Answer: The plant was losing money Answers: The plant was losing money Efficiencies were down Backorders were a problem Customer orders were down Question 9 1 out of 1 points Video The Goal How does one normally locate the bottleneck machine in a manufacturing facility? Selected Answer: Identifying the machine that has a huge pile of work-in-progress inventory Answers: Identifying the fastest machine Ask the foreman

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Identifying the machine that has a huge pile of work-in-progress inventory Identifying the slowest machine Question 10 1 out of 1 points Video The Goal Alex’s marketing buddy provides him an opportunity which helps him meet his commitment. What is the focus on? Selected Answer: Throughput Answers: Throughput Inventory Operating Expense All of the above Additional Questions: 1. NCX-10 is the bottleneck in the manufacturing plant. a True b False 2. How did Alex and team increase the capacity for the NCX-10 machine? a By making sure it is never idle (No breaks for workers) b By bringing the old machines that can work on bottleneck parts c By implementing Quality control before the parts go through the bottleneck d All of the above 3. What is the impact of the constraint on throughput? a Throughput is dictated by bottleneck capacity b Throughput is greater than bottleneck capacity c Throughput has nothing to do with bottleneck capacity d Bottleneck capacity is defined by throughput rate 4. How does Alex find wasted capacity for Herbie during the hiking trip? a By making Herbie walk in the front

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b By making Herbie’s backpack lighter c By encouraging Herbie to walk faster d By explaining to Herbie that he is the bottleneck 5. The cost of loss of 1 hour on a bottleneck machine is equal to the loss of 1 hour of throughput. a True b False Assignment 6: Problem Solving Question 1 1 out of 1 points Chapter 4 Problem Solving Sequence the 5 steps in the Theory of Constraints Methodology Answers Selected Answer 1. Identify the constraint 1. Identify the constraint 2. Exploit the constraint 2. Exploit the constraint 3. Sub ordinate the non constraints 3. Sub ordinate the non constraints 4. Elevate the constraint 4. Elevate the constraint 5. Don't let Inertia become a constraint 5. Don't let Inertia become a constraint Question 2 1 out of 1 points Chapter 4 Problem Solving Be efficient first and then you can be effective Selected Answer: False Answers: True False Question 3 1 out of 1 points Chapter 4 Problem Solving Too much inventory, Late orders, Poor fill rate, Too many defects are all __ ____of poor operational performance Selected Answer: Symptoms Answers: Root-causes Symptoms Question 4

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1 out of 1 points Chapter 4 Problem Solving The effect is visible to all, but the root cause is not. Selected Answer: True Answers: True False Question 5 1 out of 1 points Chapter 4 Problem Solving By taking time out of processes, products can be brought to market sooner and responsiveness to customer can be improved. Selected Answer: True Answers: True False Question 6 0 out of 1 points Chapter 4 Problem Solving Time the Next Dimension Video: Traditional improvement process focuses on the activities people do and help them do their work faster. Selected Answer: False Answers: True False Question 7 1 out of 1 points Chapter 4 Problem Solving Reducing the cost will lead to improving the process Selected Answer: False Answers: True False Question 8 1 out of 1 points Chapter 4 Problem Solving In order to reduce the defects from a process one should Selected Answer: Design the process to reduce the mistakes they make Answers: Pay for performance Train the resources regularly Design the process to reduce the mistakes they make Make the people accountable Question 9 1 out of 1 points Chapter 4 Problem Solving

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When does a step in a process add value? Selected Answer: All of the above Answers: If the customer recognizes it as value If the thing physically changes If it is done right the first time All of the above Question 10 1 out of 1 points Chapter 4 Problem Solving As per the 99-1 Rule, which of the following is correct? Selected Answer: 99% of the time, the thing going through the process is idle Answers: Depends 99% of the time, the customers are right 99% of the time, the thing going through the process is idle 99% of the time, resources in a process are idle Question 11 1 out of 1 points Chapter 4 Problem Solving Sequence the 5 steps in the Six SIgma Methodology Answers Selected Answer 1. Define 1. Define 2. Measure 2. Measure 3. Analyze 3. Analyze 4. Improve 4. Improve 5. Control 5. Control Question 12 0 out of 1 points Chapter 4 Problem Solving How does taking time out of the process impact Quality? Selected Answer: It has no impact on quality Answers: It creates more defects I t improves quality It has no impact on quality Question 13 1 out of 1 points Chapter 4 Problem Solving Sequence the 5 steps in the lean process

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Answers Selected Answer 1. Specify Value 1. Specify Value 2. Identify the Value Stream 2. Identify the Value Stream 3. Make it Flow 3. Make it Flow 4. Let the customer Pull 4. Let the customer Pull 5. Perfection through Continuous Improvement 5. Perfection through Continuous Improvement Question 14 1 out of 1 points Chapter 4 Problem Solving What is the 99.9 % to 0.1 % throughput rule? Selected Answer: Process improvement must be focused on the weakest link in your process or Answers: Your resources should be 99.9 % busy in order to maximize the throughput of your process Only 0.1 % of the time the critical resources are idle. Only 0.1 % of the time the critical resources are idle. Process improvement must be focused on the weakest link in your process or Question 15 1 out of 1 points Chapter 4 Problem Solving Value-added flow analysis entails identifying whether each step in a process does or does not add value for a customer. Selected Answer: True Answers: True False Additional Questions: 1.Policy constraints are easier to identify than physical constraints. Select an answer and submit. For keyboard navigation, use the up/down arrow keys to select an answer. a True b False 2. Which of the following ways TOC promotes Multiple answers: Multiple answers are accepted for this question a Machines are running as much production as possible. b People are busy all day. c Normally have several lots ready to run in WIP. d Most machines are frequently idle.

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e Most peop le have some “slack” time every day. f Normally have very little material waiting to be run. g An idle person is a major waste h It is ok for a person to be idle at times. i It is not good for the product to stop moving toward the customer. Assignment 6: Process Question 1 1 out of 1 points Chapter 5 Process Order the various supply chain processes below. Answers Selected Answer 1. Design/Create 1. Design/Create 2. Source 2. Source 3. Make 3. Make 4. Move 4. Move 5. Store 5. Store 6. Market 6. Market 7. Sell 7. Sell 8. Service 8. Service 9. Dispose 9. Dispose Question 2 1 out of 1 points Chapter 5 Process Deming's Red Bead Experiment: A predictable range of variation in the output of a particular worker occurs on a routine basis. This variation represents Selected Answer: common cause variation and is uncontrollable. Answers: common cause variation and is uncontrollable. common cause variation and is controllable. assignable cause variation and is uncontrollable. assignable cause variation and is controllable. none of these. Question 3 1 out of 1 points

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Chapter 5 Process The total amount of time for a job to travel through the system is: Selected Answer: Flow time Answers: Balance time Throughput Balance delay f low time uestion 4 1 out of 1 points Chapter 5 Process Deming's Red Bead Experiment: Deming used the red bead experiment to teach us that (select all that apply) Selected Answers: Only management can change the system Most of the variation in a system is common cause variation For every one person above average there will be one below average Most problem are due to the system and not the people Pay for performance is futile Answers: Only management can change the system Most of the variation in a system is common cause variation For every one person above average there will be one below average Most problem are due to the system and not the people Only operators can change the system Pay for performance works Most problems are due to people and not the system Pay for performance is futile Question 5 1 out of 1 points Chapter 5 Process Which of the following is not a consequence of the Bullwhip Effect? Selected Answer: Reduced costs Answers: Reduced service level Increased inventory Conflict between supply chain partners Reduced costs Inefficient allocation of resources Question 6 1 out of 1 points Chapter 5 Process

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At the drive-through counter of a fast-food outlet, an average of 10 cars waits in line. The manager wants to determine if the length of the line impacts on potential sales. Her study reveals that, on average, 2 cars per minute try to enter the drive through area, but 25% of these cars are dismayed by the long line and simply move on without entering the line and placing orders. Assume that no car entering the line leaves without service. On average, how long does a car spend in the drive-through line? Selected Answer: 6.67 min Answers: 3.96 min 5 min 6.67 min 7.28 min Question 7 1 out of 1 points Chapter 5 Process S&OP process aims to synchronize the supply and demand plans. Selected Answer: True Answers: True False Question 8 1 out of 1 points Chapter 5 Process Any time we do not have ______________, we tend to replace it with either ______________ and/or _______________. Selected Answer: Information, Capacity, Inventory Answers: Inventory, Information, Capacity Information, Capacity, Inventory Capacity, Inventory, Information Quality, Speed, Cost Additional Questions: 1. The relative cost factor to find and fix defects at Maintenance Stage as compared to in Requirements definition stage of the Solution Development Life Cycle is in the order of a 1 X b 5X c 10X d 50X

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e 100X 2. Flow Time can be reduced by (Little’s Law: I=R*T) a Increasing WIP b Reducing production rate c Increasing production rate d None of the above 3. Deming's Red Bead Experiment: According to Deming’s theory, the variation caused by a worker’s random adjustments to his or her equipment represents a common cause variation and is uncontrollable. b common cause variation and is controllable. c assignable cause variation and is uncontrollable. d .assignable cause variation and is controllable. e none of these. Blue/Green Game: 1.Blue/Green Game: How do we get two or more department to work together? Enforcing Lean and Six sigma methodologies Go to Gemba Explain Organizational goals and how they take priority over local optimum Put them in a box and give them a common goal/metric 2. Blue/Green Game: What is /are lesson learnt from the "Blue Green Game"? Misaligned metrics leads to poor performance Focus on the constraint to improve the performance Dependency and Variability are the root cause for poor performance All of the above

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3. Dice Game Why could you not ship 17.5 units at the end of 5 days or 35 units at the end of 10 days? Dependency Varsity The process was not balanced The average of dice role of 35 was not enough A&B 4. Dice Game: What are the TRADITIONAL ways to improve on the throughput and achieve the target to ship 35 units in 10 days? Add more inventory in each stage Add more capacity by providing an additional dice in some stages Duplicate the line Overtime at the last few stages All of the above 5. Dice Game: What is the LEAN & SIX SIGMA way to achieve the target throughput? Reduce the number of steps by eliminating nonvalue added activities Duplicate the line Reduce the variability in the process Overtime at the last few stages A&C

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EXAM 1 Bank

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