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Lean Management

Instructions:

Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
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This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.

1. What is level two of key 7?
To eliminate the big 3.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Everyone recognizes that monitoring is waste
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.

2. What is level 5 of key 9?
It generates a payoff that covers the capital and human investment. The benefits of TPM can only be estimated but - nevertheless - should be based on life-cycle costing.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Filming someone with a light on their finger so you can see the movements to better improve the design.
You have to communicate! Coordinate where the output is going to be stored.

3. What are the three key technical activities in a TPM program?
Preventative maintenance - Prevention maintenance - Corrective prevention
Supervisors meet to work out time control issues
1. Improvement activities are designed to increase equipment effectiveness by eliminating the '6 Big Losses' - 2. An autonomous maintenance program to be performed by equipment operators - 3. A planned maintenance system - 4. Training to improve the
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

4. What is level one of key 7?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
No one realizes that monitoring is waste - not work
Backorders create complacency.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

5. What is the purpose of operator flow charting?
Prevents equipment from breaking down or malfunctioning.
Eliminate certain processes that produce or create waste.
Inventory waste - Delay - Declining quality
Quick changeover technology

6. What are the 5 pillars of TPM?

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7. What is key #7?
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Each section does its own thing; each workplace functions independently
Zero monitor manufacturing
Made the basic elements of human motion (therbligs)

8. What are the benefits of quick changeover for associates?
Time control and commitment
Study the flow of a product through the various operations
Filming someone with a light on their finger that blinks at a pre-determined interval so you can see the movements to better improve the design.
Knowledge - Job security - Safety - Simplicity

9. What are the motions that slow down Type 1 motions?
Anyone could find any file within one minute.
They are the result of poor arrangement - timing - and/or work methods. Are all cost and should be eliminated or reduced. (Search - find - select - proposition - hold)
Study the movement and motions of a worker or associate
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.

10. What is the purpose of Chronocyclegraphic analysis?
Filming someone with a light on their finger that blinks at a pre-determined interval so you can see the movements to better improve the design.
Video tape a person doing this so they can review what they're doing and improve.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
There is a shotgun approach to improvements; people have little concern for improving methods.

11. What is level one of key 6?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
It's hard because it deals with attitudes of employees.
Run the machines into the ground
There is a shotgun approach to improvements; people have little concern for improving methods.

12. What is single file retrieval?
Double capacity and the per unit production cost is 60% of the lower capacity option.
Identifying and repairing equipment problems before they cause breakdowns. Create a maintenance log for every machines. Then determine which machines are most important and in most need of PM and label these machines as 'Designated PM Equipment'.
They are the result of poor arrangement - timing - and/or work methods. Are all cost and should be eliminated or reduced. (Search - find - select - proposition - hold)
Anyone could find any file within one minute.

13. What is level five of key 6?
At least 10% of the projects have succeeded in establishing unmonitored one-cycle operation during the lunch break; at least 10% of office operations have one-page standards
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Contamination - inadequate lubrication - misoperation

14. What are the flowcharting rules of construction?
Encourage the workers and get people ready to start working. To review what was done that day and get prepared for the next day's activities and goals.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Workers are conscientious about sticking to the work throughout the designated working areas.

15. What is level two of key 6?
Study the flow of a product through the various operations
Large scale improvement
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Filming someone with a light on their finger so you can see the movements to better improve the design.

16. What are the process improvement steps?
Backorders create complacency.
Discovery is initiated by dissatisfaction - What needs to be improved? (PQCDSM checklist) - Analysis of current conditions - Identify major problem points - Create improvement plan - PDCA - Follow up/ Anchor Change
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
To eliminate the big 3.

17. What is Industrial Engineering?
Filming someone with a light on their finger that blinks at a pre-determined interval so you can see the movements to better improve the design.
You have to communicate! Coordinate where the output is going to be stored.
Hands-on activity based on the facts - not opinion.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

18. What are the 6 Big Losses of TPM?
Industrial engineering methodologies
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
1. Breakdown losses (function loss and function reduction) 2. Changeover losses 3. Idling and minor stoppage losses 4. Quality defects and rework (special cause and common cause) 5. Reduced speed losses 6. Start-up/yield losses
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

19. What is cycle time?
The production schedule determines how many products each process will turn out and send to the next process. Pushes them onto the customer whether they're ready for them or not.
People have learned how to make systematic improvements at each process.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Time it takes to make one unit

20. What is focused improvement?

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21. What is full work system?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Machines work together to prevent overproduction - it stops once it meets demands.
Helps you understand the facts as they are.
Eliminate certain processes that produce or create waste.

22. What is key #9?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
It provides pickup or transfer information - Provides production information - Prevents overproduction and excessive transport - Serves as a work order attached to the goods - Prevents defective products by identifying the process making the defectiv
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Maintaining equipment

23. What is preventive maintenance?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Time control and commitment
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
The available production time divided by the rate of customer demand

24. What is the goal of motion study?
One operator handling several machines or processes
To eliminate the big 3.
1. Breakdown losses (function loss and function reduction) 2. Changeover losses 3. Idling and minor stoppage losses 4. Quality defects and rework (special cause and common cause) 5. Reduced speed losses 6. Start-up/yield losses
It provides pickup or transfer information - Provides production information - Prevents overproduction and excessive transport - Serves as a work order attached to the goods - Prevents defective products by identifying the process making the defectiv

25. What are the five components of TPM?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Quick changeover studies begin; some employees are learning how to implement single changeover.
Video tape a person doing this so they can review what they're doing and improve.
You have to communicate! Coordinate where the output is going to be stored.

26. What appears to be the primary metric in key 6?
Identifying and repairing equipment problems before they cause breakdowns. Create a maintenance log for every machines. Then determine which machines are most important and in most need of PM and label these machines as 'Designated PM Equipment'.
Time measuring
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation

27. What has to be done to get to level two of key 8?
You have to communicate! Coordinate where the output is going to be stored.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Continuous improvement of person and process
Double capacity and the per unit production cost is 60% of the lower capacity option.

28. What is production leveling?
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
You want to equalize your work loads in terms of your lot size - one-piece flow.
Can be done while the machine is still processing.
Eliminate certain processes that produce or create waste.

29. What are the three evils?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Cycle time - work sequence - standard inventory
Contamination - inadequate lubrication - misoperation

30. What is level two of key 8?
Cycle time - work sequence - standard inventory
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Match production volume to demand volume - Operate at the speed of the slowest machine - Standard intra-process inventories are always maintained - The machines work together to prevent overproduction - or stop or shut down after processing a standa
Emphasize the connections between processes and full employee participation in improvement making

31. What is level two of key 5?
Industrial engineering methodologies
Morning pep talk meetings are held everyday
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Quick changeover studies begin; some employees are learning how to implement single changeover.

32. What is the purpose of flowcharting?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Maintaining equipment
Each process must provide quality products in the desired amounts to their store so their next process customer can get exactly what is needed next. Taking from you what I need and the stocker replenishes it: shopping - Far less WIP here than with pu
Graphically capturing the steps in a process - Flowcharts with built-in intelligence

33. What is the order processing and distribution loops?

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34. What are the different types of motions required for performing an operation? (Type 1 motions)
Study the movement and motions of a worker or associate
Involving production employees in the total machine maintenance process.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Can be done while the machine is still processing.

35. What is the purpose of Therblig analysis?
Operators know they must keep their machines in good condition and eliminate the three evils.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Helps you understand the facts as they are.

36. What is the value of TPM?
People have learned how to make systematic improvements at each process.
It generates a payoff that covers the capital and human investment. The benefits of TPM can only be estimated but - nevertheless - should be based on life-cycle costing.
Helps you understand the facts as they are.
Inventory waste - Delay - Declining quality

37. What are the motions that do not perform an operation?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
No one realizes that monitoring is waste - not work
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Discovery is initiated by dissatisfaction - What needs to be improved? (PQCDSM checklist) - Analysis of current conditions - Identify major problem points - Create improvement plan - PDCA - Follow up/ Anchor Change

38. What is level one of key 5?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Identifying problems before they cause breakdowns.
You have to communicate! Coordinate where the output is going to be stored.

39. What is level 4 of key 10?
Morning pep talk meetings are held everyday
Workers are conscientious about sticking to the work throughout the designated working areas.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

40. What is preventative maintenance?
Identifying problems before they cause breakdowns.
One operator handling several machines or processes
Morning pep talk meetings are held everyday
Knowledge - Job security - Safety - Simplicity

41. What is level three of key 6?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Prevents equipment from breaking down or malfunctioning.
People have learned how to make systematic improvements at each process.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

42. What is the trouble with large-lot production?
Work and break times are left to the workers' discretion
Inventory waste - Delay - Declining quality
To eliminate the big 3.
Doubling productivity - Productivity = Output / TEE

43. What is multi-process handling?
Eliminate certain processes that produce or create waste.
An approach that seeks to fully establish the conditions needed to prevent breakdowns. This approach starts by asking 'why?' repeatedly to discover root causes of breakdowns so that problems can be fixed at the source.
One operator handling several machines or processes
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

44. What is the purpose of Cyclegraphic analysis?
Everyone understands the need for PM; PM has been implemented for the most important machines.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover

45. What is key 10?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Time control and commitment
The available production time divided by the rate of customer demand
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

46. What is level five of key 8?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Match production volume to demand volume - Operate at the speed of the slowest machine - Standard intra-process inventories are always maintained - The machines work together to prevent overproduction - or stop or shut down after processing a standa

47. What is level four of key 5?
Coupled manufacturing
Time it takes to make one unit
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Time measuring

48. What is level 4 of key 9?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Supervisors meet to work out time control issues
At least 10% of the projects have succeeded in establishing unmonitored one-cycle operation during the lunch break; at least 10% of office operations have one-page standards
Can be done while the machine is still processing.

49. What is level 2 of key 9?
Made the basic elements of human motion (therbligs)
An approach that seeks to fully establish the conditions needed to prevent breakdowns. This approach starts by asking 'why?' repeatedly to discover root causes of breakdowns so that problems can be fixed at the source.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Coupled manufacturing

50. Full work systems
Large scale improvement
It's hard because it deals with attitudes of employees.
Match production volume to demand volume - Operate at the speed of the slowest machine - Standard intra-process inventories are always maintained - The machines work together to prevent overproduction - or stop or shut down after processing a standa
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

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