1. What constitutes value in a Lean Enterprise? How does this contrast to the traditional definition of value? Specify ways to define the value of a product or service.
2. Which steps are necessary to define the value stream of a product or service? In what categories a production step can be classified? Typically, who is involved in this definition process?
3. What steps are needed to change an enterprise from a batch and queue process to a flow process? In your opinion, which one is the hardest to implement? Why?
4. How does inventory impacts the flow of a product in manufacturing? Why it is considered a wall?
5. What causes the end-of-the-month syndrome in a production floor? How it can be reduced or eliminated?
6. When changing from a Push operating schedule to a Pull schedule, which steps are needed to successfully implement it? Why is so difficult to implement it and eliminate the traditional MRP system.
7. How the concepts of Pull operating scheduling can be implemented in a distribution system? What issues enable this operating system from being implemented in more companies and distribution centers?