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Operations Execution & Continuous Improvement Flashcards

7 cards from real CPIM practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.

Read the first 7 Operations Execution & Continuous Improvement flashcards as text

  1. A quality engineer calculates that a process has a Cpk of 0.85. What does this indicate?

    Answer: The process is not capable and is producing some defects outside specification

    A Cpk below 1.0 indicates the process does not reliably meet specifications and is producing out-of-spec output.

  2. In lean manufacturing, poka-yoke devices are designed primarily to:

    Answer: Prevent errors from occurring or make errors immediately detectable

    Poka-yoke (mistake-proofing) devices are designed to prevent errors at the source or make them instantly visible.

  3. A CPIM candidate reviews a value stream map. Which symbol typically represents a push arrow between processes on a VSM?

    Answer: A straight push arrow (→) indicating batch transfer without a pull signal

    On a VSM, a straight push arrow between processes indicates that material is pushed regardless of downstream demand.

  4. A manufacturer reduces batch sizes from 500 to 50 units. The MOST likely impact on lead time is:

    Answer: Lead time decreases because work-in-process inventory levels fall

    Smaller batches reduce WIP queues and wait time between operations, significantly cutting total lead time.

  5. An operations team is using the Plan-Do-Check-Act (PDCA) cycle. In which phase would they pilot a solution on a small scale before full implementation?

    Answer: Do

    The 'Do' phase involves executing the planned change, typically as a small-scale pilot or trial.

  6. Which of the following is a key difference between a push and a pull production system?

    Answer: Push systems produce to a forecast; pull systems produce in response to actual demand

    Push systems schedule production based on forecasts, while pull systems authorize production only when downstream demand signals are received.

  7. A supervisor uses the '5 Whys' technique after a machine breakdown. The PRIMARY goal of this technique is to:

    Answer: Identify the root cause of a problem by repeatedly asking why

    The 5 Whys iteratively drills past symptoms to uncover the root cause of a problem, enabling permanent corrective action.