Test your basic knowledge |

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 preventative maintenance?
Identifying problems before they cause breakdowns.
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.
Time it takes to make one unit
Coupled manufacturing

2. What is the purpose of operator flow charting?
Eliminate certain processes that produce or create waste.
Large scale improvement
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Everyone recognizes that monitoring is waste

3. What are the steps in motion study?
Workers are conscientious about sticking to the work throughout the designated working areas.
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.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation

4. What is prevention maintenance?
Work and break times are left to the workers' discretion
Double capacity and the per unit production cost is 60% of the lower capacity option.
Contamination - inadequate lubrication - misoperation
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

5. What is an internal setup element?
Can only be done when the machine is stopped or shut down.
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Each section does its own thing; each workplace functions independently
Eliminate certain processes that produce or create waste.

6. What are the 6 Big Losses of TPM?
Factory employees begin setting up inter-process stores
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Anyone could find any file within one minute.
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

7. What is level 4 of key 9?
Can only be done when the machine is stopped or shut down.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
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.

8. What is level 2 of key 10?
Morning pep talk meetings are held everyday
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
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
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect

9. What are the steps in Shingo's changeover system?
Double capacity and the per unit production cost is 60% of the lower capacity option.
Cycle time - work sequence - standard inventory
Manufacturing value analysis
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation

10. What is level two of key 5?
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'.
Quick changeover studies begin; some employees are learning how to implement single changeover.
Helps you understand the facts as they are.
Made the basic elements of human motion (therbligs)

11. What is key #5?
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.
Executives do not understand the high rate of return linked to integrated improvement.
Quick changeover technology
Morning pep talk meetings are held everyday

12. What did Frank Gilbreth do?
Made the basic elements of human motion (therbligs)
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Can only be done when the machine is stopped or shut down.
It's hard because it deals with attitudes of employees.

13. What has to be done to get to level two of key 8?
People have learned how to make systematic improvements at each process.
You have to communicate! Coordinate where the output is going to be stored.
Prevents equipment from breaking down or malfunctioning.
Coupled manufacturing

14. At level three of key 6 - what is the methodology employees have been trained to use?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Industrial engineering methodologies
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.
Backorders create complacency.

15. What is level four of key 8?
The available production time divided by the rate of customer demand
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Continuous improvement of person and process
People have learned how to make systematic improvements at each process.

16. What is the trouble with large-lot production?
Operators know they must keep their machines in good condition and eliminate the three evils.
Eliminate certain processes that produce or create 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
Inventory waste - Delay - Declining quality

17. What are the benefits of quick changeover for companies?
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.
Each section does its own thing; each workplace functions independently
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost

18. What is the 'Six-Tenths Rule'?
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Run the machines into the ground
Double capacity and the per unit production cost is 60% of the lower capacity option.
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.

19. What are the different types of motions required for performing an operation? (Type 1 motions)
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Zero monitor manufacturing
Video tape a person doing this so they can review what they're doing and improve.
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance

20. What are the process improvement steps?
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time
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
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
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 five components of TPM?
Time measuring
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Backorders create complacency.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost

22. What is level 5 of key 9?
Study the flow of a product through the various operations
Maintaining equipment
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
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

23. What is preventive maintenance?
Quick changeover studies begin; some employees are learning how to implement single changeover.
Work and break times are left to the workers' discretion
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Manufacturing value analysis

24. What are the motions that slow down Type 1 motions?
Cycle time - work sequence - standard inventory
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)
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

25. What are the 5 pillars of TPM?

26. 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.
Anyone could find any file within one minute.
Factory employees begin setting up inter-process stores
Supervisors meet to work out time control issues

27. What is the strategic business development loop?
Executives do not understand the high rate of return linked to integrated improvement.
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 factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
Preventative maintenance - Prevention maintenance - Corrective prevention

28. What is focused improvement?

29. What is the purpose of Chronocyclegraphic analysis?
Work and break times are left to the workers' discretion
Study the flow of a product through the various operations
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.
One operator handling several machines or processes

30. What is pull production?
Morning pep talk meetings are held everyday
Helps you understand the facts as they are.
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.
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

31. What is level 1 of key 10?

32. What is corrective maintenance?
Knowledge - Job security - Safety - Simplicity
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Contamination - inadequate lubrication - misoperation
Manufacturing value analysis

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

34. What is autonomous maintenance?
Emphasize the connections between processes and full employee participation in improvement making
Involving production employees in the total machine maintenance process.
Eliminate certain processes that produce or create waste.
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

35. What is level 1 of key 9?
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
Preventative maintenance - Prevention maintenance - Corrective prevention
Run the machines into the ground
Factory employees begin setting up inter-process stores

36. What are the benefits of properly maintaining equipment?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
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
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

37. What is level five of key 6?
Hands-on activity based on the facts - not opinion.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Industrial engineering methodologies
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs

38. What are the benefits of quick changeover for associates?
No one realizes that monitoring is waste - not work
Knowledge - Job security - Safety - Simplicity
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Quick changeover technology

39. What is level three of 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
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

40. What is the new product introduction loop?

41. What is level three of key 5?
People have learned how to make systematic improvements at each process.
Machines work together to prevent overproduction - it stops once it meets demands.
Helps you understand the facts as they are.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

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

43. What is level three of key 8?
Factory employees begin setting up inter-process stores
Continuous improvement of person and process
There is a shotgun approach to improvements; people have little concern for improving methods.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

44. 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.
The available production time divided by the rate of customer demand
People have learned how to make systematic improvements at each process.
Knowledge - Job security - Safety - Simplicity

45. What is an external setup element?
Quick changeover studies begin; some employees are learning how to implement single changeover.
Coupled manufacturing
Supervisors meet to work out time control issues
Can be done while the machine is still processing.

46. What is key 10?
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
Anyone could find any file within one minute.
Determining the life expectancy of components in order to replace them at the optimum time.
Time control and commitment

47. What is the purpose of video analysis?

48. What is level one of key 8?
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Hands-on activity based on the facts - not opinion.
The available production time divided by the rate of customer demand
Each section does its own thing; each workplace functions independently

49. What is level two of key 6?
Emphasize the connections between processes and full employee participation in improvement making
Determining the life expectancy of components in order to replace them at the optimum time.
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.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

50. What is level three of key 6?
People have learned how to make systematic improvements at each process.
Work and break times are left to the workers' discretion
Hands-on activity based on the facts - not opinion.
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.