How well do you know The GOAL?
The answers to The GOAL Quiz are in bold italics...
1. The name of the resource that is identified in Alex's plant as Herbie #1 is:
b. Heat Treat
d. Milling machines
2. Two ways that Alex and his supervisors used to find Herbie:
a. Measured (1) how long each operation took, & (2) how long everything waited in queue
b. Analyzed (1) all Bills of Material, & (2) all Routing Structures
c. (1) Looked for the biggest pile of WIP, & (2) Spoke to expeditors about the source of the parts they were always waiting for
d. Calculated (1) average capacity, & (2) average demand
3. What was identified as Herbie #2?
b. Heat Treat
d. Milling machines
4. After pondering Jonah's question, Alex determined that the Goal of a manufacturing plant is to:
a. Produce high quality products
b. Save money
c. Provide great customer service
d. Make money
5. What are the three measurements that Jonah claimed "expressed the goal...but which also permit you to develop operational rules for running your plant."
a. Sales, Expenses, and Overhead
b. Throughput, Inventory, and Operational Expense
c. Budget, Efficiencies, and Forecast
d. Scope, Schedule, and Performance
6. Jonah defined Throughput as:
a. The quantity or amount of product produced daily
b. The ratio of Actual Sales to Forecasted Sales
c. The rate at which the system generates money through Sales
d. The bottom line
7. According to Jonah, productivity is defined as what?
a. Every product that can be produced and actually is produced is productive
b. Everyone staying busy is productive
c. Every resource working on anything is productive
d. Every action that brings a company closer to its Goal is productive
8. Jonah stated that, "A plant in which everyone is working all the time is very _____."
9. What "two phenomena" did Jonah say is found in every plant?
a. Resources and Materials
b. Productive Resources and Non-Productive Resources
c. Dependent Events and Statistical Fluctuations
d. Vendor Problems and Quality Problems
10. According to Jonah, every plant has two types of resources. They are:
a. Productive Resources and Non-Productive Resources
b. Bottlenecks and Non-Bottlenecks
c. Machines and Manpower
d. Money and Machines
11. Jonah's definition of a bottleneck resource is:
a. Any resource that is busy
b. Any resource that has a lot of demand
c. Any resource whose capacity is equal to or less than the demand placed on it
d. Any resource that has more capacity than demand
12. When talking about material flow through a plant, Jonah would say:
a. "Balance flow with demand from the market - not capacity."
b. "Balance capacity - then try to balance flow."
c. "Balance market demand."
d. "Balance capacity - then balance demand."
13. What type of resource determines the effective capacity of the plant?
14. Jonah told Alex that there are two ways that the ideas the he is giving him won't work. What are they?
a. (1) Your product takes too many resources to product, or (2) Your operations are unique
b. (1) Your products are very complex, or (2) There is a significant amount of rework
c. (1) You have fluctuations in demand, or (2) You engineer your products to order
d. (1) There isn't any demand for the products the plant makes, or (2) You are determined not to change
15. Jonah's question to Alex when they first toured the plant and viewed Herbie #1 was:
a. Does that require a long set-up time?
b. Do you have another one of those?
c. Why isn't it working right now?
d. Do more than 18% of your products pass through this machine?
16. How many rules express the relationship between bottlenecks and non-bottlenecks?
17. Two of the following are principle themes to optimize the use of bottlenecks. They are:
a. Make sure a bottleneck's time is not wasted, & Take some of the bottleneck load and place it on non-bottlenecks
b. Make sure a bottleneck's time is not wasted, & Make sure all bottleneck loads are balanced
c. Make sure that a bottleneck doesn't become a CCR, & Optimize bottleneck and non-bottlenecks alike
d. Use bottlenecks sparingly, & Take some of the bottleneck load and place it on non-bottlenecks
18. After employing the Red Tag/Green Tag priority system, Stacey reported that, "The bottlenecks have spread." Consulting with Jonah, the cause was determined to be:
a. Some workers became confused about which Tag received priority
b. They started to put Red Tags on non-bottleneck parts
c. Work was released to keep all resources activated, and they turned non-bottleneck milling machines into bottlenecks
d. Throughput increased to the degree that more resources were required to work more than their capacity
19. The majority of the time a part is in the plant is spent in two of the four categories. They are _____ & _____.
a. Set-up and Process
b. Process and Wait
c. QC and Wait
d. Queue and Wait
20. Jonah said, "An hour lost on a bottleneck is an hour lost for the entire system." The corresponding rule for a non-bottleneck is:
a. "An hour lost on a non-bottleneck is the unit cost per part multiplied by the number of parts it should have done."
b. "An hour lost on a non-bottleneck is the labor rate for the associated worker plus the material cost for the number of parts that should have been done."
c. "An hour lost on a non-bottleneck is a mirage."
d. "An hour lost on a non-bottleneck is an hour lost for the entire system."
21. The first step of the "process of on-going improvement" that was ultimately developed by Alex and his team is
a. Identify the system's constraint(s).
b. Elevate the system's constraint(s).
c. Decide how to exploit the system's constraint(s).
d. Subordinate everything to the above decision.
22. In a discussion between Lou and Alex, they concluded that the more complex the organization, ...
a. The greater the possibility that there will be a constraint.
b. The greater the possibility that there will be many constraints.
c. Almost guarantees that there will not be many constraints.
d. The less the possibility that there will be any constraints.
23. Which statement is correct?
a. Bottlenecks govern both Throughput and Inventory.
b. Utilization and activation are the same.
c. When somebody is working, we're getting use out of him or her.
d. Balance capacity with demand, and then try to maintain the flow.
24. When Alex and his team executed the step "SUBORDINATE everything else to the above decision," they:
a. Identified the oven and the NCX-10 as the bottlenecks in the plant.
b. Realized that the oven and the NCX-10 should not take a lunch break, etc.
c. Brought the old Zmegma, switch back to old, less effective routings.
d. Made sure that everything else marches to the tune of the constraint. (The red and green tags)
25. Assume the following: "X" is a bottleneck resource, and "Y" is an non-bottleneck resource, we have one of each and both have the capacity to run 600 hours per month. To keep flow balanced with demand, all 600 hours of "X" is required. Only 75% (450 hours) of the available time for "Y" is required to keep flow balanced with demand. If product flow goes from "Y" to "X" in the production process, how many hours should "Y" produce a month? (Flow Y➞X)