Question

In: Operations Management

3. 8 Disciplines - Find the Root Cause 1 point possible (graded) Q3 The following are...

3. 8 Disciplines - Find the Root Cause

1 point possible (graded)

Q3 The following are important for the step 4D Finding the Root Cause EXCEPT?

A- Develop hypotheses on the causes of the problem

B- Implement corrective action

C- Follow a data driven process

D- Confirm the hypotheses with data

4. 8 Disciplines - Learn & Define Prevention for the Future

1 point possible (graded)

Q4 In the 7th Discipline Learn and Define Prevention for the Future , the following are necessary EXCEPT:

A- Go beyond the Quick Fix: actively prevent re-occurrence.

B- Congratulating the team and closing the case.

C- Consider other products/product lines/sites/suppliers that might be affected.

D- Implement preventive measures: Fix the root cause, Prevent re-occurrence and escape.

5. 8 Disciplines

1 point possible (graded)

Q5 After every crises, caused as a result of variation in the process, (for example burnt bread in the bakery), the team always put in place stricter guidelines to prevent a future occurence.

Under which discipline does this belong?

A- 0D: Become aware of the problem / Prepare and plan

B- 1D: Grab a Team!

C- 2D: Understand the Problem

D- 3D: Take Containment Actions

E- 4D: Find the Root Cause

F- 5D: Choose a Corrective Action

G- 6D: Implement Corrective Action

H- 7D: Learn and Define Prevention for the Future

6. 8 Disciplines

1 point possible (graded)

Q6 Often time when a deviation is discovered in a process (for example burnt bread at the bakery, scratches on cars at car wash etc.), the supervisor or the person responsible stops the process immediately or add another layer of inspection, in order to make sure that non-quality products/services doesn't reach the customers.

Under which discipline does this belong?

A- 0D: Become aware of the problem / Prepare and plan

B- 1D: Grab a Team!

C- 2D: Understand the Problem

D- 3D: Take Containment Actions

E- 4D: Find the Root Cause

F- 5D: Choose a Corrective Action

G- 6D: Implement Corrective Action

H- 7D: Learn and Define Prevention for the Future

8. DMADV - Q1

1 point possible (graded)

Q8 DMADV refers to Define, Measure, Analyze, Design and Verify. DMADV is the approach that is followed for those products and processes that don’t exist and yet to be developed and is also used to redesign products and processes which could not be improved.

Organizational primary design objectives are evaluated and prioritized to have the most significant effect on the design to achieve Six Sigma targets. This happens at which phase of the DMADV approach?

A- Define

B- Measure

C- Analyze

D- Design

E- Verify

9. DMADV - Q2

1 point possible (graded)

Q9- DMADV refers to Define, Measure, Analyze, Design and Verify. DMADV is the approach that is followed for those products and processes that don’t exist and yet to be developed and is also used to redesign products and processes which could not be improved.

Which phase in the DMADV approach entails technical and competitive analysis of the product to specify most valued design criteria meeting stakeholder’s expectations?

A- Define

B- Measure

C- Analyze

D- Design

E- Verify

10. 5Why - Principle

1 point possible (graded)

Q10- What principle of 5Why do you know from the lecture?

A- “Machines do not fail, methods do”

B- "People do not fail, processes do"

C- “Processes do not fail, people do”

D- “Methods do not fail, machines do.”

11. 5Whys - SRC and ORC

1 point possible (graded)

Q11- What is the relationship between the systemic root cause (SRC) and the occurrence root cause (ORC)?

A- The Occurrence Root Cause can be seen as a consequence of the Systemic Root Cause.

B- The Systemic Root Cause can be seen as a consequence of the Occurence Root Cause.

C- They have no relationship at all.

12. 5Whys - Unbreakable Rules

1 point possible (graded)

Q12- Which of the following is NOT an unbreakable rule of the 5Why analysis?

A- Data and Facts only

B- Collect as many whys as possible, even if they have meaningless answers

C- Clear and Agreed Problem Statement

D- Direct Interrelation Chain between each Why

E- Correct Team Composition

13. - 15. 5Whys - CPU Utilization

3 points possible (graded)

Q13- You are given the following 5Why analysis:

1. Why is the website down? The CPU (Central Processing Unit) utilization spiked to over 100% on all servers.

2. Why is the CPU utilization that high? A new part of code contains an infinite loop.

3. Why was this piece of code written? Employee A made a mistake.

4. Why did her mistake get submitted? A didn’t write a test run for the feature.

5. Why did she not write a test run? She is a new employee and was not properly trained.

6. Why was she not properly trained? No training procedure for new employees established.

What is the problem statement to this 5Why analysis?

A- No training procedure for new employees established.

B- The CPU utilization is over 100% on all servers.

C- The website is down.

D- Employee A reported that the CPU utilization might spike to over 100% on all servers.

What is the occurrence root cause (ORC)?

A- Employee A didn’t write a test run for the feature.

B- The website is down.

C- No training procedure for new employees established.

D- The CPU utilization is over 100% on all servers.

What is the systemic root cause (SRC)?

A- Employee A didn’t write a test run for the feature.

B- No training procedure for new employees established.

C- The website was down.

D- The CPU utilization is over 100% on all servers.

16. - 18. 5Whys - Buying a New Table

3 points possible (graded)

Your company produces wooden table and chairs. The legs for tables and chairs are cut on the same machine. The pieces of furniture are sold in parts and the customers have to assemble the parts themselves. One day, a customer complains that the height of the table he bought and assembled is about 30cm lower than declared in the product description.

You conduct a 5Why analysis:

1. Why is the height of the table too low? The legs are too short.

2. Why are the legs too short? They were cut too short.

3. Why were they cut too short? The cutting-machine had the wrong settings.

4. Why were the settings wrong? They were still adjusted to cutting legs for chairs.

5. Why were they still adjusted to that? The operator didn’t change them before the production line switched to table-legs.

6. Why did he not change them in time? He had an outdated production schedule.

7. Why did he have an outdated schedule? The weekly update wasn’t performed as planned.

Please answer the following questions:

What is the problem statement to this 5Why analysis?

A- The height of the table is too low.

B- The legs of the table are too short.

C- The customer complained.

What is the systemic root cause (SRC)?

A- The weekly update wasn’t performed as planned.

B- The legs were cut too short.

C- The operator didn’t change the specifications before the line switched to table-legs.

What is the occurrence root cause (ORC)?

A- The legs were cut too short.

B- The operator didn’t change the specifications before the line switched to table-legs.

C- The operator had an outdated production schedule.

Solutions

Expert Solution

Q3 The following are important for the step 4D Finding the Root Cause EXCEPT?

A- Develop hypotheses on the causes of the problem

Q4 In the 7th Discipline Learn and Define Prevention for the Future , the following are necessary EXCEPT:

B- Congratulating the team and closing the case.

Q5 After every crises, caused as a result of variation in the process, (for example burnt bread in the bakery), the team always put in place stricter guidelines to prevent a future occurence.

F- 5D: Choose a Corrective Action

D- 3D: Take Containment Actions

P.S.- please use separate Threads to ask more than 4 subquestions at a time and leave a comment if any explanation is needed.

keosha answered 8 months ago

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