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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 is production leveling?
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Can be done while the machine is still processing.
People have learned how to make systematic improvements at each process.
You want to equalize your work loads in terms of your lot size - one-piece flow.

2. What is level 5 of key 10?
Large scale improvement
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.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

3. What is key #6?
Continuous improvement of person and process
Manufacturing value analysis
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Determining the life expectancy of components in order to replace them at the optimum time.

4. What is level 5 of key 9?
There is a shotgun approach to improvements; people have little concern for improving methods.
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Supervisors meet to work out time control issues
Industrial engineering methodologies

5. What is key #7?
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
Workers are conscientious about sticking to the work throughout the designated working areas.
Zero monitor manufacturing
Coupled manufacturing

6. What is level three of key 5?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Machines work together to prevent overproduction - it stops once it meets demands.
Anyone could find any file within one minute.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

7. What is level one of key 8?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
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.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Each section does its own thing; each workplace functions independently

8. What is predictive maintenance?
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Determining the life expectancy of components in order to replace them at the optimum time.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
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.

9. What are the steps in Shingo's changeover system?
Run the machines into the ground
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Everyone understands the need for PM; PM has been implemented for the most important machines.

10. What is level two of key 8?
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.
Emphasize the connections between processes and full employee participation in improvement making
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
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

11. What is cycle time?
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Staying competitive with yesterday's products is difficult - if not impossible.
Time it takes to make one unit
Manufacturing value analysis

12. What is level five of key 7?
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Everyone recognizes that monitoring is waste
Determining the life expectancy of components in order to replace them at the optimum time.

13. What are the three pillars of lean systems?
Executives do not understand the high rate of return linked to integrated improvement.
Eliminate certain processes that produce or create waste.
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.

14. What has to be done to get to level two of key 8?
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)
Quick changeover studies begin; some employees are learning how to implement single changeover.
You have to communicate! Coordinate where the output is going to be stored.
Hands-on activity based on the facts - not opinion.

15. What is full work system?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
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
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Machines work together to prevent overproduction - it stops once it meets demands.

16. What is key #8?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Quick changeover studies begin; some employees are learning how to implement single changeover.
Coupled manufacturing

17. At level three of key 6 - what is the methodology employees have been trained to use?
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.
Emphasize the connections between processes and full employee participation in improvement making
Industrial engineering methodologies
The customer's order starts the process

18. What is level four of key 6?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Operators know they must keep their machines in good condition and eliminate the three evils.
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.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

19. What is level 1 of key 9?
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
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.
Run the machines into the ground

20. 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.
Time control and commitment
You want to equalize your work loads in terms of your lot size - one-piece flow.
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

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

22. Full work systems
Zero monitor manufacturing
Time it takes to make one unit
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
Each section does its own thing; each workplace functions independently

23. What is level five of key 5?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Made the basic elements of human motion (therbligs)
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Time it takes to make one unit

24. What is the purpose of Cyclegraphic analysis?
Filming someone with a light on their finger so you can see the movements to better improve the design.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
The available production time divided by the rate of customer demand

25. What is the purpose of Chronocyclegraphic analysis?
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
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.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Continuous improvement of person and process

26. What is the new product introduction loop?

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

28. What is the main goal of MVA?
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.
Contamination - inadequate lubrication - misoperation
Double capacity and the per unit production cost is 60% of the lower capacity option.
Doubling productivity - Productivity = Output / TEE

29. What is level one of key 6?
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
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.
There is a shotgun approach to improvements; people have little concern for improving methods.

30. What is kaikaku?
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
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
Helps you understand the facts as they are.
Large scale improvement

31. What are the functions and rules of kanban?
No one realizes that monitoring is waste - not work
Hands-on activity based on the facts - not opinion.
Cycle time - work sequence - standard inventory
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

32. What is focused improvement?

33. What is level three of key 8?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Operators know they must keep their machines in good condition and eliminate the three evils.
Factory employees begin setting up inter-process stores
Maintain normal conditions - early discovery of abnormalities - and prompt response.

34. What is level 4 of key 9?
People have learned how to make systematic improvements at each process.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

35. What is level three of key 6?
Industrial engineering methodologies
Time control and commitment
People have learned how to make systematic improvements at each process.
Preventative maintenance - Prevention maintenance - Corrective prevention

36. What does kanban do?
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.
Knowledge - Job security - Safety - Simplicity
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.

37. What is level 4 of key 10?
Time measuring
Hands-on activity based on the facts - not opinion.
Workers are conscientious about sticking to the work throughout the designated working areas.
It's hard because it deals with attitudes of employees.

38. What is the value of TPM?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Inventory waste - Delay - Declining quality
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.

39. What is level four of key 8?
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
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
Workers are conscientious about sticking to the work throughout the designated working areas.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.

40. What is multi-process handling?
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Cycle time - work sequence - standard inventory
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
One operator handling several machines or processes

41. What is an external setup element?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Can be done while the machine is still processing.
Inventory waste - Delay - Declining quality
There is a shotgun approach to improvements; people have little concern for improving methods.

42. What is key #5?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Quick changeover studies begin; some employees are learning how to implement single changeover.
Quick changeover technology
Hands-on activity based on the facts - not opinion.

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

44. What are the different types of motions required for performing an operation? (Type 1 motions)
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
There is a shotgun approach to improvements; people have little concern for improving methods.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

45. What are the benefits of properly maintaining equipment?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
People have learned how to make systematic improvements at each process.
The available production time divided by the rate of customer demand

46. What are the benefits of quick changeover for associates?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
Knowledge - Job security - Safety - Simplicity
The customer's order starts the process
Study the movement and motions of a worker or associate

47. What is level four of key 5?
Identifying problems before they cause breakdowns.
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
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.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.

48. What are the three principles of prevention?
Can be done while the machine is still processing.
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.
Factory employees begin setting up inter-process stores

49. What is the purpose of flowcharting?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Hands-on activity based on the facts - not opinion.

50. What are the 6 Big Losses of TPM?
Identifying problems before they cause breakdowns.
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
Video tape a person doing this so they can review what they're doing and improve.
Cycle time - work sequence - standard inventory