All Weeks Supply Chain Operations Coursera Quiz Answers
Have you ever wondered how products and services are created exactly the same thousands of times over? And how companies are able to smooth out operations to manufacture efficiently, effectively, and without any waste? How is such precision possible? The answer lies at the heart of operations. In the Supply Chain Operations course, we introduce and apply essential process improvement tools to achieve perfection.
After completing this course, you will be able to apply the Six Sigma methodology for process improvement. You will demonstrate that you understand the basic tenets of the Lean philosophy that enables manufacturers to eliminate waste and make processes more efficient. Finally, you will be able to apply the tools that you just gained to improve a process of your own.
This is an introductory course designed to provide you with a start on your learning journey in operations. You do not need to have any background in operations, but it would be beneficial if you had a basic understanding of business concepts, a working knowledge of spreadsheets, and ideally have mastered the Supply Chain Logistics course. Join me and we will learn together about operations!
Supply Chain Operations Week 01 Quiz Answers
Quiz : The Goals of Operations
Q1. Why is Operations also referred to as a process of transformation?
- Because, in operations, we transform inputs (raw materials, machinery, and labor) into outputs (products or services).
- Because activities involved in the day-to-day of business are always changing.
- Because operations as a discipline has always transformed over time.
Q2. How can you achieve economies of scale?
- By being more economical, we produce a better output.
- By producing more, we can produce each unit cheaper.
- By producing each product faster.
- By producing better quality.
Q3. Why is speed important in operations? Select all that apply below.
- If we produce faster, there is less chance of having a defect.
- If we produce faster, we minimize cost.
- If we can produce faster, then we can produce more in the same facilities.
- If we can produce faster, then we can be more responsive to the market.
Q4. Why is producing defective items more expensive? Select all that apply below.
- Customers do not want to buy those defective products and therefore replacing them is costly.
- Producing more than you actually need because you have to account for defects is costly.
- Better materials is more expensive.
Q5. What is flexibility in a manufacturing sense?
- The quality of bending easily without breaking.
- The ability to easily modify a production schedule (change items, quantity, order, etc.).
- The willingness of the workers to change or compromise.
Q6. Optimization in Operations follows a standard logic. Pick the correct statement below
- Minimize cost by producing more.
- Increase flexibility to be able to respond to the market.
- Eliminate constraints to increase throughput.
- Optimize the objective, by changing one or more variables, subject to certain constraints.
Q7. Which two central tenets are at the core of Toyota’s production system? Select both from the items below.
- The elimination of the seven waste’s
Q8. What is Kaizen? Select all that apply below.
- A quality system used by many companies.
- Employee empowerment to continuously flag quality issues as they appear and improve the process as a result.
- It means perfect production.
- The Japanese term used by Toyota for a production system focused on continuous improvement.
Q9. What are the seven wastes?
- manufacturing, speed, inventory, flexibility, waste, warehousing, quality
- transport, inventory, motion, waiting, overproduction, overprocessing, defects
- manufacturing, transport, inventory, waiting, waste, overprocessing, quality
Q10. In the theory of constraints, variations on what three measures define organizations?
- Flexibility, Perfection, and Economies of Scale
- Cost, Speed, and Quality
- Inventory, Throughput, and Operational Expense
Q11. What happens when a constraint is permanently removed from the system?
- We achieved our goal.
- There will be another constraint limiting throughput.
- We will produce as much as possible.
Q12. What is a clear sign of a bottleneck?
- We are inefficient in our production facility.
- We do not produce as much as we could.
- An unusual buildup of inventory somewhere in the production system.
Supply Chain Operations Week 02 Quiz Answers
Quiz : Lean Inventory
Q1. For Product A, what is the EOQ? (please enter it in the following format xxx, xxxx, or xxxxx)
Q2. For Product B, what is the Total Cost (of holding and ordering inventory)?(please enter it in the following format xxx, xxxx, or xxxxx)
Q3. For product C, what is the Inventory Holding Cost? (please enter it in the following format xxx, xxxx, or xxxxx)
Q4. For product D, what is the Total Cost (of holding and ordering inventory? (please enter it in the following format xxx, xxxx, or xxxxx)
Q5. For product E, what is the EOQ? (please enter it in the following format xxx, xxxx, or xxxxx)
Q6. For Product A, what is the combined standard deviation of lead time and demand? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q7. For Product B, what is the safety stock you would hold if you wanted to reach a 97.5% fill rate? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q8. For Product C, what is the safety stock you would hold if you wanted to reach a 98% fill rate? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q9. For Product D, what is the combined standard deviation of lead time and demand? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q10. For Product E, what is the safety stock you would hold if you wanted to reach a 90% fill rate? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q11. For Product A, how large should the Kanban bin be? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q12. For Product B, how large should the Kanban bin be? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q13. For Product C, how large should the Kanban bin be? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q14. For Product D, how large should the Kanban bin be? (rounded to the nearest integer, e.g. xx.xx–>xx)
Q15. For Product E, how large should the Kanban bin be? (rounded to the nearest integer, e.g. xx.xx–>xx)
Supply Chain Operations Week 03 Quiz Answers
Quiz : Quality Management and the DMAIC Methodology
Q1. In the define stage, select all questions below that you need to ask:
- What is the problem?
- What does the customer value?
- How does the problem affect the customer(s)?
Q2. What is the purpose of the define stage?
- To articulate the business problem, state the goal for improvement, and outline the solution.
- To state what you currently know, seek to clarify the facts, and set objectives for the company.
- To explain what is wrong in the company, who caused the problem, and what it costs to fix it.
Q3. What is the purpose of the measure stage?
- To measure why the process is broken.
- To gather data.
- To objectively establish a baseline for improvement.
Q4. How do you measure the current performance of a process? Select all steps below that apply.
- Assess the measurement system.
- Collect any available data about the process.
- Identify any gaps between the current process performance and theoretical capability of the process.
Q5. What is the purpose of the analyze stage?
- To come up with solutions to our problems.
- To analyze the data we have collected in the previous stage.
- To identify potential problems, identify root causes, and prioritize them for improvement
Q6. What is the purpose of the improve stage?
- To make sure the process remains better in the long run.
- To identify, test and implement a solution to the problem.
- To make sure we use all tools at our disposal.
Q7. What is the purpose of the control stage? Select all that apply below:
- To find ideas on the next area to improve.
- To ensure that the newly improved process remains stable.
- To implement process control tools that continuously monitor our process.
Q8. Why did Philip Crosby state that “quality is free”?
- Because it is so easy to produce items with perfect quality.
- Because companies would spend just as much money on ensuring perfect quality than producing defective items and disposing of them as part of the manufacturing process.
- Because customers don’t want to pay extra for better quality products.
Q9. Why does the TQM model place the responsibility for quality on top management?
- Because for quality to be perfect, everyone in the organization must be involved and that requires top management to be on-board.
- Because only top management understands the importance of quality.
- Because only top management can make the changes.
Q10. Why do companies seek ISO 9000 certification? Select all that apply below:
- Because it is a way for them to advertise how important quality is.
- Because it is easy to obtain.
- Because it makes them a better organization.
Supply Chain Operations Course Review:
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This course is intended for audiences of all experiences who are interested in learning about new skills in a business context; there are no prerequisite courses.
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