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Lean Management

Instructions:

Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can study here.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

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 are the 6 Big Losses of TPM?
Everyone recognizes that monitoring is waste
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
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Large scale improvement

2. What are the process improvement steps?
Emphasize the connections between processes and full employee participation in improvement making
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
Cycle time - work sequence - standard inventory
The customer's order starts the process

3. What is predictive maintenance?
Determining the life expectancy of components in order to replace them at the optimum time.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
You want to equalize your work loads in terms of your lot size - one-piece flow.
Maintain normal conditions - early discovery of abnormalities - and prompt response.

4. What is the main goal of MVA?
Morning pep talk meetings are held everyday
Quick changeover studies begin; some employees are learning how to implement single changeover.
To eliminate the big 3.
Doubling productivity - Productivity = Output / TEE

5. What does TPM do?
Time measuring
Prevents equipment from breaking down or malfunctioning.
Can be done while the machine is still processing.
Work and break times are left to the workers' discretion

6. What is prevention maintenance?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Made the basic elements of human motion (therbligs)
Study the movement and motions of a worker or associate
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

7. What is an internal setup element?
Prevents equipment from breaking down or malfunctioning.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Can only be done when the machine is stopped or shut down.
Each section does its own thing; each workplace functions independently

8. What is level two of key 5?
Knowledge - Job security - Safety - Simplicity
Backorders create complacency.
Quick changeover studies begin; some employees are learning how to implement single changeover.
Hands-on activity based on the facts - not opinion.

9. What does manufacturing value analysis do?
Hands-on activity based on the facts - not opinion.
It analyzes the functions of individual manufacturing steps or motions and analyzes whether they add value to the product - Look at every step in your process and see if it adds value or not. If the answer is yes - can we improve it? If the answer i
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

10. What are the functions and rules of kanban?
It analyzes the functions of individual manufacturing steps or motions and analyzes whether they add value to the product - Look at every step in your process and see if it adds value or not. If the answer is yes - can we improve it? If the answer i
Everyone understands the need for PM; PM has been implemented for the most important machines.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
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

11. What is level four of key 5?
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
People have learned how to make systematic improvements at each process.
Quick changeover technology
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

12. What is the framework for the morning meeting - the after lunch meeting - and the end-of-the-day meeting?

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13. What is level three of key 7?
You have to communicate! Coordinate where the output is going to be stored.
Doubling productivity - Productivity = Output / TEE
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 only be done when the machine is stopped or shut down.

14. What is level 1 of key 10?

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15. What are the benefits of quick changeover for companies?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Anyone could find any file within one minute.
Contamination - inadequate lubrication - misoperation

16. What is key #8?
Coupled manufacturing
Study the flow of a product through the various operations
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Maintaining equipment

17. What is key #5?
Quick changeover technology
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Morning pep talk meetings are held everyday
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

18. What is the strategic business development loop?
Executives do not understand the high rate of return linked to integrated improvement.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

19. What is single file retrieval?
Continuous improvement of person and process
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
You have to communicate! Coordinate where the output is going to be stored.
Anyone could find any file within one minute.

20. What is level five of key 5?
You have to communicate! Coordinate where the output is going to be stored.
Prevents equipment from breaking down or malfunctioning.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Zero monitor manufacturing

21. What is takt time?
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
Large scale improvement
The available production time divided by the rate of customer demand
Eliminate certain processes that produce or create waste.

22. What is level five of key 8?
Operators know they must keep their machines in good condition and eliminate the three evils.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
It analyzes the functions of individual manufacturing steps or motions and analyzes whether they add value to the product - Look at every step in your process and see if it adds value or not. If the answer is yes - can we improve it? If the answer i
Video tape a person doing this so they can review what they're doing and improve.

23. What is level four of key 7?
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
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
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

24. What are the three pillars of lean systems?
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Machines work together to prevent overproduction - it stops once it meets demands.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Coupled manufacturing

25. What is level 5 of key 9?
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.
Supervisors meet to work out time control issues
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

26. What is an external setup element?
Knowledge - Job security - Safety - Simplicity
Anyone could find any file within one minute.
It analyzes the functions of individual manufacturing steps or motions and analyzes whether they add value to the product - Look at every step in your process and see if it adds value or not. If the answer is yes - can we improve it? If the answer i
Can be done while the machine is still processing.

27. What is full work system?
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
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)
Can only be done when the machine is stopped or shut down.
Machines work together to prevent overproduction - it stops once it meets demands.

28. At level three of key 6 - what is the methodology employees have been trained to use?
Industrial engineering methodologies
Operators know they must keep their machines in good condition and eliminate the three evils.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect

29. What is level 4 of key 10?
Workers are conscientious about sticking to the work throughout the designated working areas.
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.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
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'.

30. Full work systems
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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
No one realizes that monitoring is waste - not work
Operators know they must keep their machines in good condition and eliminate the three evils.

31. What is level one of key 5?
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.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Manufacturing value analysis

32. What is operator flow charting?
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
No one realizes that monitoring is waste - not work
Doubling productivity - Productivity = Output / TEE
Study the movement and motions of a worker or associate

33. 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'.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Time measuring
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

34. What is push production?

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35. What is level five 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.
Workers are conscientious about sticking to the work throughout the designated working areas.
Quick changeover studies begin; some employees are learning how to implement single changeover.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.

36. What is level 4 of key 9?
You have to communicate! Coordinate where the output is going to be stored.
Time control and commitment
Quick changeover studies begin; some employees are learning how to implement single changeover.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

37. What is focused improvement?

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38. What is cycle time?
Time it takes to make one unit
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
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.
Quick changeover technology

39. What are the three principles of prevention?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Identifying problems before they cause breakdowns.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
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)

40. What is level three of key 6?
People have learned how to make systematic improvements at each process.
Prevents equipment from breaking down or malfunctioning.
Involving production employees in the total machine maintenance process.
Staying competitive with yesterday's products is difficult - if not impossible.

41. What is the trouble with large-lot production?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Identifying problems before they cause breakdowns.
Inventory waste - Delay - Declining quality
Made the basic elements of human motion (therbligs)

42. What is key #9?
Inventory waste - Delay - Declining quality
Maintaining equipment
One operator handling several machines or processes
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

43. What does kanban do?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Quick changeover studies begin; some employees are learning how to implement single changeover.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

44. What are the flowcharting rules of construction?
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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
It analyzes the functions of individual manufacturing steps or motions and analyzes whether they add value to the product - Look at every step in your process and see if it adds value or not. If the answer is yes - can we improve it? If the answer i

45. What is key 10?
Made the basic elements of human motion (therbligs)
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Time control and commitment

46. What are the five components of TPM?
Knowledge - Job security - Safety - Simplicity
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
To eliminate the big 3.
Doubling productivity - Productivity = Output / TEE

47. What is kaikaku?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Large scale improvement
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.
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)

48. What is level three of key 5?
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Machines work together to prevent overproduction - it stops once it meets demands.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover

49. What is the purpose of Cyclegraphic analysis?
Knowledge - Job security - Safety - Simplicity
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Filming someone with a light on their finger so you can see the movements to better improve the design.

50. What is level 2 of key 10?
Morning pep talk meetings are held everyday
To eliminate the big 3.
Time measuring
Can only be done when the machine is stopped or shut down.