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Lean Management

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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 2 of key 10?
Prevents equipment from breaking down or malfunctioning.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Morning pep talk meetings are held everyday

2. What are the benefits of quick changeover for companies?
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
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Can only be done when the machine is stopped or shut down.

3. What are the benefits of quick changeover for associates?
Knowledge - Job security - Safety - Simplicity
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
It's hard because it deals with attitudes of employees.
To eliminate the big 3.

4. What are the benefits of properly maintaining equipment?
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.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Maintaining equipment

5. What is level three of key 6?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
People have learned how to make systematic improvements at each process.
No one realizes that monitoring is waste - not work

6. What is level 1 of key 9?
Factory employees begin setting up inter-process stores
Anyone could find any file within one minute.
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
Run the machines into the ground

7. What is pull production?
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
Staying competitive with yesterday's products is difficult - if not impossible.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Work and break times are left to the workers' discretion

8. What is key #6?
Manufacturing value analysis
Helps you understand the facts as they are.
Operators know they must keep their machines in good condition and eliminate the three evils.
All machines can operate during lunch without monitoring and many operators can handle two or more machines

9. What are the flowcharting rules of construction?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Involving production employees in the total machine maintenance process.

10. What is level five of key 6?
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
Study the flow of a product through the various operations
Staying competitive with yesterday's products is difficult - if not impossible.

11. What does TPM do?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Work and break times are left to the workers' discretion
Prevents equipment from breaking down or malfunctioning.
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.

12. What is an internal setup element?
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Can only be done when the machine is stopped or shut down.
Double capacity and the per unit production cost is 60% of the lower capacity option.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.

13. What is single file retrieval?
Anyone could find any file within one minute.
Manufacturing value analysis
The available production time divided by the rate of customer demand
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

14. What are the five components of TPM?
Made the basic elements of human motion (therbligs)
Study the flow of a product through the various operations
It's hard because it deals with attitudes of employees.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance

15. What is key #7?
Coupled manufacturing
Study the flow of a product through the various operations
Zero monitor manufacturing
Maintaining equipment

16. What appears to be the primary metric in key 6?
To eliminate the big 3.
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.
Time measuring
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.

17. What is level three of key 8?
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.
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
Factory employees begin setting up inter-process stores
Everyone understands the need for PM; PM has been implemented for the most important machines.

18. What is autonomous maintenance?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Study the flow of a product through the various operations
Involving production employees in the total machine maintenance process.
Anyone could find any file within one minute.

19. What is prevention maintenance?
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
Morning pep talk meetings are held everyday
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Time measuring

20. What is the purpose of Cyclegraphic analysis?
Can be done while the machine is still processing.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Filming someone with a light on their finger so you can see the movements to better improve the design.

21. What is full work system?
Machines work together to prevent overproduction - it stops once it meets demands.
Can only be done when the machine is stopped or shut down.
Zero monitor manufacturing
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

22. What is level two of key 6?
Prevents equipment from breaking down or malfunctioning.
Run the machines into the ground
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

23. What is an external setup element?
Can be done while the machine is still processing.
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Inventory waste - Delay - Declining quality

24. What is the goal of motion study?
To eliminate the big 3.
Prevents equipment from breaking down or malfunctioning.
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)

25. What is level 5 of key 10?
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Filming someone with a light on their finger so you can see the movements to better improve the design.
Continuous improvement of person and process
There is a shotgun approach to improvements; people have little concern for improving methods.

26. What does kanban do?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
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.
To eliminate the big 3.

27. What are the steps in motion study?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Study the flow of a product through the various operations
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Can only be done when the machine is stopped or shut down.

28. What is the purpose of operator flow charting?
Everyone recognizes that monitoring is waste
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Eliminate certain processes that produce or create waste.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

29. What is the trouble with large-lot production?
There is a shotgun approach to improvements; people have little concern for improving methods.
Emphasize the connections between processes and full employee participation in improvement making
Can be done while the machine is still processing.
Inventory waste - Delay - Declining quality

30. What are the process improvement steps?
One operator handling several machines or processes
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.
Coupled manufacturing

31. What is the purpose of video analysis?

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32. What is preventive maintenance?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
There is a shotgun approach to improvements; people have little concern for improving methods.
Maintaining equipment
Video tape a person doing this so they can review what they're doing and improve.

33. What is level one of key 6?
There is a shotgun approach to improvements; people have little concern for improving methods.
Everyone recognizes that monitoring is waste
Quick changeover studies begin; some employees are learning how to implement single changeover.
Study the flow of a product through the various operations

34. What are the three elements of the standard work sheet?
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.
Can only be done when the machine is stopped or shut down.
The available production time divided by the rate of customer demand
Cycle time - work sequence - standard inventory

35. What is autonomation (Jidoka)?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
You have to communicate! Coordinate where the output is going to be stored.
Each section does its own thing; each workplace functions independently
Video tape a person doing this so they can review what they're doing and improve.

36. What is production leveling?
You want to equalize your work loads in terms of your lot size - one-piece flow.
People have learned how to make systematic improvements at each process.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Double capacity and the per unit production cost is 60% of the lower capacity option.

37. What is key #9?
Cycle time - work sequence - standard inventory
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
Maintaining equipment
Identifying problems before they cause breakdowns.

38. What is the 'Six-Tenths Rule'?
Double capacity and the per unit production cost is 60% of the lower capacity option.
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.
Quick changeover studies begin; some employees are learning how to implement single changeover.
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

39. What are the basic steps in a traditional changeover?
Executives do not understand the high rate of return linked to integrated improvement.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Contamination - inadequate lubrication - misoperation

40. What is level four of key 6?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Large scale improvement

41. What is the purpose of flowcharting?
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 customer's order starts the process
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

42. What are the first two steps in setting up a maintenance management system?

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43. What is level 5 of key 9?
Cycle time - work sequence - standard inventory
Hands-on activity based on the facts - not opinion.
Video tape a person doing this so they can review what they're doing and improve.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

44. What are the 6 Big Losses of TPM?
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
You want to equalize your work loads in terms of your lot size - one-piece flow.
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)
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

45. What is level three of key 7?
Executives do not understand the high rate of return linked to integrated improvement.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
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.

46. What is the make/ship loop?
People have learned how to make systematic improvements at each process.
Factory employees begin setting up inter-process stores
Eliminate certain processes that produce or create waste.
Backorders create complacency.

47. What are the three evils?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Emphasize the connections between processes and full employee participation in improvement making
Large scale improvement
Contamination - inadequate lubrication - misoperation

48. What is Industrial Engineering?
People have learned how to make systematic improvements at each process.
Hands-on activity based on the facts - not opinion.
Supervisors meet to work out time control issues
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance

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

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50. What is preventative maintenance?
Run the machines into the ground
Prevents equipment from breaking down or malfunctioning.
Identifying problems before they cause breakdowns.
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.

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