Which of the following statements best explains a limitation of the political map shown in conveying economic information?

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Which of the following best explains a limitation of the map's representation of global economic patterns?
Which of the following best explains a political economic weakness or limitation of Rostow's stages?
Which of the following explains a significant obstacle to sustainable development and more developed countries?
Which of the following explains a limitation of three tiered structure of Wallerstein's world systems theory?

Which of the following statements best explains a limitation of the political map shown in conveying economic information?

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THE BIG IDEA

The Five Focusing Steps of the Theory of Constraints can utilize established lean manufacturing tools as shown in the above diagram.

Lean Manufacturing provides an excellent tool for visually mapping the flow of production (Value Stream Mapping) as well as a philosophy that promotes spending time on the plant floor (Gemba).

Value Stream Mapping	Value Stream Mapping (VSM) visually maps the flow of production (current and future states) using a defined set of symbols and techniques. Provides a foundation from which to work when identifying the constraint. For example, the cycle time of each stage can be marked on the map. Engages teams and useful for problem solving exercises. Helpful for documenting complex processes.
Gemba	Gemba encourages leaving the office to spend time on the plant floor. This promotes a deep and thorough understanding of real-world manufacturing issues – by first-hand observation and by talking with plant floor employees. Walking the plant floor, observing production, and interacting with employees can be a very effective way to gather information that helps identify the constraint.

Lean Manufacturing strongly supports the idea of making the most of what you have, which is also the underlying theme for exploiting the constraint. For example, lean teaches to organize the work area (5S), to motivate and empower employees (Visual Factory/Andon), to capture best practices (Standardized Work), and to brainstorm incremental ideas for improvement (Kaizen).

5S	5S is a program for eliminating the waste that results from a poorly organized work area. It consists of five elements: Sort (eliminate that which is not needed), Straighten (organize the remaining items), Shine (clean and inspect the area), Standardize (create standards for 5S), and Sustain (consistently apply the standards). Creates a foundation for better performance at the constraint. Enables faster identification of emerging issues at the constraint. Results in increased motivation and pride (from the improved work environment).
Visual Factory / Andon	Visual Factory is a strategy for conveying information through easily seen plant floor visuals. Andons are visual displays that indicate production status and enable operators to bring immediate attention to problems – so they can be instantly addressed. Displays constraint production metrics in real time – a powerful motivator. Reduces reaction time to stoppages by instantly alerting operators to intervene. Empowers operators to call immediate attention to problems at the constraint. Increases focus by using visuals to reinforce the importance of the constraint.
Standardized Work	Standardized Work captures best practices in work area documents that are consistently applied by all operators and that are kept up-to-date with the current best practices. Improves throughput by consistently applying best practices at the constraint. Reduces variation by applying standardized procedures at the constraint. Ensures that all operators setup and run the constraint in a repeatable way.
Kaizen	Kaizen provides a framework for employees to work in small groups that suggest and implement incremental improvements for the manufacturing process. It combines the collective talents of a company to create an engine for continuous improvement. Provides a proven mechanism for generating ideas on how to exploit the constraint. Identifies “quick win” opportunities for improving throughput of the constraint. Engages operators to work as a team and to think critically about their work.

Lean Manufacturing techniques for regulating flow (Kanban) and synchronizing automated lines (Line Control) can be applied towards subordinating and synchronizing to the constraint.

Kanban

Kanban is a method for regulating the flow of materials, which provides for automatic replenishment through signal cards that indicate when more materials are needed.

Offers simple visual techniques for controlling the flow of materials.
Synchronizes material usage at the constraint with material usage in the upstream process by controlling when new materials are released into the process.

Line Control

Line Control is a sophisticated technique used with synchronous automated lines, such as FMCG (Fast Moving Consumer Goods) lines, which slaves non-constraint equipment to the constraint in such a way as to increase overall system throughput.

Provides an effective alternative to traditional Drum-Buffer-Rope for FMCG lines.
Optimizes constraint and non-constraint running speeds to maximize throughput and reduce the frequency of minor stops.
Reduces startup delays on the constraint by synchronizing equipment startup.

Lean Manufacturing techniques for proactively maintaining equipment (TPM), dramatically reducing changeover times (SMED), building defect detection and prevention into production processes (Poka-Yoke), and partially automating equipment (Jidoka) all have direct application when elevating the constraint. TPM and SMED can also be viewed as exploitation techniques (maximizing throughput using currently available resources); however, they are fairly complex and are likely to benefit from working with outside experts.

TPM	TPM (Total Productive Maintenance) offers a holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of the constraint (increasing up time, reducing cycle times, and eliminating defects). Reduces the frequency of constraint breakdowns and minor stops. Provides operators with a stronger feeling of “ownership” for their equipment. Enables most maintenance to be planned and scheduled for non-production time. Targets quality issues by finding and removing the root causes of defects.
SMED	SMED (Single-Minute Exchange of Die) is a method for dramatically reducing changeover time at the constraint. As many steps as possible are converted to external (performed while the process is running) and remaining steps are streamlined (e.g., bolts and manual adjustments are eliminated). Increases usable production time at the constraint. Enables smaller lot sizes, resulting in improved responsiveness to customer demand. Enables smoother startups, since a simplified and standardized changeover process improves quality and consistency.
Poka-Yoke	Poka-Yoke (also referred to as “mistake proofing”) designs defect detection and prevention into equipment with the goal of achieving zero defects. Reduces the number of defects (which is also very important post-constraint). Enables the operator to spend more time on Autonomous Maintenance.
Jidoka	Jidoka means “intelligent automation” or “automation with a human touch”. It recognizes that partial automation is significantly less expensive than full automation. Jidoka also emphasizes automatic stoppage of equipment when defects are detected. In some cases, the constraint cannot be broken without significant capital investment. Jidoka can provide valuable guidance on equipment design and upgrades.

Which of the following best explains a limitation of the map's representation of global economic patterns?

Which of the following best explains a limitation of the map's representation of global economic patterns? The map does not show the growth of investment in businesses in less developed countries.

Which of the following best explains a political economic weakness or limitation of Rostow's stages?

Which of the following best explains a political-economic weakness or limitation of Rostow's stages of economic growth? Rostow made the inaccurate assumption that all countries want modernization as defined in the model and would pass through the outlined stages in order.

Which of the following explains a significant obstacle to sustainable development and more developed countries?

Which of the following explains a significant obstacle to sustainable development in more developed countries? The reliance on fossil energy sources for electric generation and vehicle fuel has depleted resources globally and contributed to atmospheric pollution in cities.

Which of the following explains a limitation of three tiered structure of Wallerstein's world systems theory?

Which of the following explains a limitation of the three-tiered structure of Wallerstein's world systems theory? The model locks most countries into the development model of core, semiperiphery, and periphery with little opportunity for peripheral economies to advance into the wealthy core.

statements explains limitation political map shown conveying economic information

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