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 2 of key 9?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Industrial engineering methodologies
Knowledge - Job security - Safety - Simplicity
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


2. What is an external setup element?
Can be done while the machine is still processing.
Study the movement and motions of a worker or associate
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs


3. What are the different types of motions required for performing an operation? (Type 1 motions)
Morning pep talk meetings are held everyday
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Anyone could find any file within one minute.
Double capacity and the per unit production cost is 60% of the lower capacity option.


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

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5. What is kaizen?
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Continuous improvement of person and process
The available production time divided by the rate of customer demand


6. 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
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Maintain normal conditions - early discovery of abnormalities - and prompt response.


7. What are the three elements of the standard work sheet?
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.
Cycle time - work sequence - standard inventory
Inventory waste - Delay - Declining quality


8. What appears to be the primary metric in key 6?
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
Cycle time - work sequence - standard inventory
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation


9. What does kanban do?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
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'.
Staying competitive with yesterday's products is difficult - if not impossible.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


10. What are the three pillars of lean systems?
Anyone could find any file within one minute.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Staying competitive with yesterday's products is difficult - if not impossible.


11. What is push production?

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12. 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.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Study the movement and motions of a worker or associate
Work and break times are left to the workers' discretion


13. What is operator flow charting?
Study the movement and motions of a worker or associate
Time measuring
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 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.


14. What is level 1 of key 9?
Helps you understand the facts as they are.
Hands-on activity based on the facts - not opinion.
Run the machines into the ground
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary


15. What is multi-process handling?
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
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


16. What is predictive maintenance?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Coupled manufacturing
Determining the life expectancy of components in order to replace them at the optimum time.


17. What is the purpose of Therblig analysis?
Zero monitor manufacturing
Emphasize the connections between processes and full employee participation in improvement making
Helps you understand the facts as they are.
Study the movement and motions of a worker or associate


18. What is product flow charting?
Study the flow of a product through the various operations
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Morning pep talk meetings are held everyday
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments


19. What is the trouble with large-lot production?
Inventory waste - Delay - Declining quality
Coupled manufacturing
Helps you understand the facts as they are.
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


20. What is the main goal of MVA?
Workers are conscientious about sticking to the work throughout the designated working areas.
Doubling productivity - Productivity = Output / TEE
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
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.


21. What are the benefits of quick changeover for companies?
Quick changeover technology
People have learned how to make systematic improvements at each process.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost


22. What is level 3 of key 10?
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'.
Supervisors meet to work out time control issues
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.


23. What is the make/ship loop?
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.
Each section does its own thing; each workplace functions independently
Backorders create complacency.


24. What are the motions that do not perform an operation?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Work and break times are left to the workers' discretion
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Knowledge - Job security - Safety - Simplicity


25. What is level 4 of key 9?
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Everyone understands the need for PM; PM has been implemented for the most important machines.


26. What are the motions that slow down Type 1 motions?
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)
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Workers are conscientious about sticking to the work throughout the designated working areas.
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


27. What is cycle time?
Work and break times are left to the workers' discretion
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Staying competitive with yesterday's products is difficult - if not impossible.
Time it takes to make one unit


28. What is level two of key 6?
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
Time it takes to make one unit
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.


29. What is level three of key 8?
Maintaining equipment
You have to communicate! Coordinate where the output is going to be stored.
Factory employees begin setting up inter-process stores
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.


30. What are the process improvement steps?
To eliminate the big 3.
One operator handling several machines or processes
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


31. What is level four of key 8?
Morning pep talk meetings are held everyday
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Inventory waste - Delay - Declining quality
There is a shotgun approach to improvements; people have little concern for improving methods.


32. What is level one of key 7?
No one realizes that monitoring is waste - not work
There is a shotgun approach to improvements; people have little concern for improving methods.
Continuous improvement of person and process
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


33. At level three of key 6 - what is the methodology employees have been trained to use?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
No one realizes that monitoring is waste - not work
Supervisors meet to work out time control issues
Industrial engineering methodologies


34. What is level two of key 5?
Quick changeover studies begin; some employees are learning how to implement single changeover.
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
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.
Quick changeover technology


35. What is single file retrieval?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Study the movement and motions of a worker or associate
Anyone could find any file within one minute.
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.


36. What is key #7?
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
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Zero monitor manufacturing
One operator handling several machines or processes


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

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38. What is key #8?
Coupled manufacturing
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Time measuring
Quick changeover technology


39. What are the three principles of prevention?
Made the basic elements of human motion (therbligs)
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Emphasize the connections between processes and full employee participation in improvement making
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.


40. What is level one of key 8?
Each section does its own thing; each workplace functions independently
Maintain normal conditions - early discovery of abnormalities - and prompt response.
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
Manufacturing value analysis


41. What is key 10?
Preventative maintenance - Prevention maintenance - Corrective prevention
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Large scale improvement
Time control and commitment


42. What is level 1 of key 10?

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43. What are the steps in Shingo's changeover system?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation


44. What does TPM do?
Prevents equipment from breaking down or malfunctioning.
Workers are conscientious about sticking to the work throughout the designated working areas.
Cycle time - work sequence - standard inventory
All machines can operate during lunch without monitoring and many operators can handle two or more machines


45. What is level 3 of key 9?
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Operators know they must keep their machines in good condition and eliminate the three evils.
Contamination - inadequate lubrication - misoperation
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.


46. What is autonomous maintenance?
Involving production employees in the total machine maintenance process.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Operators know they must keep their machines in good condition and eliminate the three evils.


47. 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.
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 be done while the machine is still processing.
You want to equalize your work loads in terms of your lot size - one-piece flow.


48. What is the new product introduction loop?

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49. What is level three of key 6?
Operators know they must keep their machines in good condition and eliminate the three evils.
People have learned how to make systematic improvements at each process.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Supervisors meet to work out time control issues


50. What is takt time?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
The available production time divided by the rate of customer demand
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Identifying problems before they cause breakdowns.