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 is level 3 of key 10?
Supervisors meet to work out time control issues
Prevents equipment from breaking down or malfunctioning.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
You have to communicate! Coordinate where the output is going to be stored.


2. Full work systems
Large scale improvement
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
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.


3. What is prevention maintenance?
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
No one realizes that monitoring is waste - not work
Everyone understands the need for PM; PM has been implemented for the most important machines.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary


4. What is takt time?
The available production time divided by the rate of customer demand
Time it takes to make one unit
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.


5. What are the three pillars of lean systems?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
People have learned how to make systematic improvements at each process.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.


6. What is level one of key 7?
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
No one realizes that monitoring is waste - not work
Continuous improvement of person and process
Study the flow of a product through the various operations


7. What is level two of key 5?
Quick changeover studies begin; some employees are learning how to implement single changeover.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Study the movement and motions of a worker or associate
Large scale improvement


8. What is level five of key 8?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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
Manufacturing value analysis


9. What are the three principles of prevention?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
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)
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
Time measuring


10. What is key #7?
Work and break times are left to the workers' discretion
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.
Zero monitor manufacturing
Time control and commitment


11. What are the three key technical activities in a TPM program?
Run the machines into the ground
Everyone understands the need for PM; PM has been implemented for the most important machines.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Preventative maintenance - Prevention maintenance - Corrective prevention


12. What is preventative maintenance?
Identifying problems before they cause breakdowns.
Run the machines into the ground
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
You want to equalize your work loads in terms of your lot size - one-piece flow.


13. What does TPM do?
Prevents equipment from breaking down or malfunctioning.
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)
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
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


14. What are the three evils?
Contamination - inadequate lubrication - misoperation
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Maintain normal conditions - early discovery of abnormalities - and prompt response.


15. What is level five of key 7?
Cycle time - work sequence - standard inventory
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.


16. What is level 4 of key 10?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Workers are conscientious about sticking to the work throughout the designated working areas.
Helps you understand the facts as they are.
Inventory waste - Delay - Declining quality


17. What are the functions and rules of kanban?
People have learned how to make systematic improvements at each 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
Time it takes to make one unit
Backorders create complacency.


18. What is multi-process handling?
One operator handling several machines or processes
Everyone understands the need for PM; PM has been implemented for the most important machines.
Industrial engineering methodologies
To eliminate the big 3.


19. What is product flow charting?
Study the flow of a product through the various operations
People have learned how to make systematic improvements at each process.
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
Identifying problems before they cause breakdowns.


20. What are the flowcharting rules of construction?
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
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
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Industrial engineering methodologies


21. What has to be done to get to level two of key 8?
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
You have to communicate! Coordinate where the output is going to be stored.
Knowledge - Job security - Safety - Simplicity
Graphically capturing the steps in a process - Flowcharts with built-in intelligence


22. What are the 5 pillars of TPM?

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23. What is level three of key 6?
Preventative maintenance - Prevention maintenance - Corrective prevention
People have learned how to make systematic improvements at each process.
Backorders create complacency.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary


24. What is the purpose of Therblig analysis?
Time it takes to make one unit
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Helps you understand the facts as they are.
Maintaining equipment


25. What are the process improvement steps?
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
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
Study the flow of a product through the various operations
Factory employees begin setting up inter-process stores


26. What is the warning Kobayashi gives with respect to Key 10?

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27. What is the purpose of video analysis?

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28. What are the benefits of properly maintaining equipment?
Determining the life expectancy of components in order to replace them at the optimum time.
Preventative maintenance - Prevention maintenance - Corrective prevention
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Time measuring


29. What is level two of key 8?
Emphasize the connections between processes and full employee participation in improvement making
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
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.


30. What is the order processing and distribution loops?

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31. What is the make/ship loop?
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
Prevents equipment from breaking down or malfunctioning.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.


32. What is operator flow charting?
Study the movement and motions of a worker or associate
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence


33. What is focused improvement?

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34. What is production leveling?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Continuous improvement of person and process
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.


35. What are the motions that slow down Type 1 motions?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Machines work together to prevent overproduction - it stops once it meets demands.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
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)


36. What is full work system?
People have learned how to make systematic improvements at each process.
Knowledge - Job security - Safety - Simplicity
Machines work together to prevent overproduction - it stops once it meets demands.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation


37. What is the goal of motion study?
Work and break times are left to the workers' discretion
Everyone understands the need for PM; PM has been implemented for the most important machines.
To eliminate the big 3.
Maintain normal conditions - early discovery of abnormalities - and prompt response.


38. What is level 5 of key 9?
Inventory waste - Delay - Declining quality
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.


39. What is key #9?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Determining the life expectancy of components in order to replace them at the optimum time.
Maintaining equipment
Time control and commitment


40. What is key #6?
Manufacturing value analysis
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
Maintaining equipment
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation


41. What is an internal setup element?
Can only be done when the machine is stopped or shut down.
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
No one realizes that monitoring is waste - not work


42. What are the basic steps in a traditional changeover?
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Supervisors meet to work out time control issues
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'.
Determining the life expectancy of components in order to replace them at the optimum time.


43. What is level one of key 6?
There is a shotgun approach to improvements; people have little concern for improving methods.
You want to equalize your work loads in terms of your lot size - one-piece flow.
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.
Emphasize the connections between processes and full employee participation in improvement making


44. What is predictive maintenance?
Backorders create complacency.
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Determining the life expectancy of components in order to replace them at the optimum 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.


45. What is level 2 of key 9?
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
You want to equalize your work loads in terms of your lot size - one-piece flow.
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.
Everyone understands the need for PM; PM has been implemented for the most important machines.


46. What is autonomation (Jidoka)?
Continuous improvement of person and process
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Executives do not understand the high rate of return linked to integrated improvement.


47. What is level four of key 6?
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.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
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'.
Identifying problems before they cause breakdowns.


48. What is level three of key 7?
To eliminate the big 3.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
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
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign


49. What are the benefits of quick changeover for companies?
Quick changeover studies begin; some employees are learning how to implement single changeover.
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.
Made the basic elements of human motion (therbligs)
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost


50. What is level 4 of key 9?
Made the basic elements of human motion (therbligs)
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Eliminate certain processes that produce or create waste.