1.

Alex's children try to help him solve the problem with flowing parts through the system. The children can't move the bottleneck to the front of the line like they did in the Boy Scout hike. Their suggestion is to use

Select one or more:

a. a drummer and an axe

b. a drummer and a rope

c. a parachute and an axe

d. a rope and a parachute

2.

The next logical step is to ________________________ because it will free up cash by cutting the Work in Progress (WIP) in half without negatively impacting delivery schedules.

Select one or more:

a. close the plant

b. cut batch sizes

c. double the line capacity

d. outsource

3.

According to Jonah, an hour saved at a non-bottleneck is

Select one or more:

a. difficult to accomplish

b. something he strives to do when consulting.

c. a mirage.

d. a big deal.

4.

The plant is doing so much better with the smaller batch sizes, but the cost accounting does not reflect this. Lou wants to use the cost from the last two months as opposed to the last twelve months to establish the ____________ because of the plant's increased efficiencies.

Select one or more:

a. sales commission rate

b. capital improvement rate

c. overhead and labor burden rate

d. throughput rate

5.

Smyth continues to cling to the old methods of cost accounting and Alex tries to explain why the old methods do not make sense while the plant is growing and changing. Alex explains why to Smyth:

Select one or more:

a. Activating and utilizing a resource are not the same thing.

b. A plant should balance the flow of product with demand, not capacity.

c. The only resources that dictate the level of profit possible are the resources with constraints in the system, ie the bottlenecks.

6.

While out to dinner to celebrate Alex's promotion, Julie mentions she has been reading up on the ___________________ method, which is a process of learning wherein you continually ask questions until the student/employee comes to a conclusion or an answer to a problem.

Select one or more:

a. Platonian

b. Orwellian

c. Cohenesque

d. Socratic

7.

Alex finally figures out the fundamentals of being a good manager. He says we need to answer these three basic questions:

Select one or more:

a. What to change, what to change to and how to pay for the change.

b. What to change, what to keep the same and how to cause the change.

c. What to change what to order for the company lunch and how to get everyone to agree.

d. What to change, what to change to and how to cause the change.

8.

The Theory of Constraints is a five step process that helps management evaluate a process to see if it needs to be modified. An example of the first step, identify the system's constraints, is

Select one or more:

a. when the night supervisor moved the internal setup to an external setup.

b. when the team identified the NCX10 and heat treat as the bottlenecks.

c. when the team was told they would have to revert to the standard accounting principles.

d. when the team decided to split the 1000 unit order into four orders of 250 units each

9.

The second step in the Theory of Constraints is to decide how to exploit the systems constraint. Two examples of this step are:

Select one or more:

a. Stop using the red and green tags.

b. Stop using the gold tags

c. let the union shop steward decide when to staff and when to take breaks for employees stationed on the bottlenecks.

d. don't take lunch breaks on the bottleneck work stations and always keep them fully staffed.

10.

The last step in the Theory of Constraints is to revisit step 1 through 4 if a bottleneck is causing problems with production. The team realizes they cannot allow _______________________ to cause a system constraint.

Select one or more:

a. inertia

b. employee resistance

c. decreased productivity

d. uniqueness