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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. At level three of key 6 - what is the methodology employees have been trained to use?
Quick changeover technology
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Industrial engineering methodologies
You want to equalize your work loads in terms of your lot size - one-piece flow.

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

3. What is key #5?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
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
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Quick changeover technology

4. What is level 5 of key 10?
Contamination - inadequate lubrication - misoperation
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
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
Study the movement and motions of a worker or associate

5. What is the purpose of Cyclegraphic analysis?
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Filming someone with a light on their finger so you can see the movements to better improve the design.
You want to equalize your work loads in terms of your lot size - one-piece flow.
Operators know they must keep their machines in good condition and eliminate the three evils.

6. What is prevention maintenance?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Knowledge - Job security - Safety - Simplicity
Determining the life expectancy of components in order to replace them at the optimum time.

7. What is kaizen?
Continuous improvement of person and process
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Operators know they must keep their machines in good condition and eliminate the three evils.
Helps you understand the facts as they are.

8. What are the three evils?
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.
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Contamination - inadequate lubrication - misoperation
Large scale improvement

9. What is the purpose of Therblig analysis?
Continuous improvement of person and process
Quick changeover technology
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Helps you understand the facts as they are.

10. What is predictive maintenance?
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.
Determining the life expectancy of components in order to replace them at the optimum time.
Machines work together to prevent overproduction - it stops once it meets demands.
Factory employees begin setting up inter-process stores

11. What is the order processing and distribution loops?

12. What is key #7?
The available production time divided by the rate of customer demand
Zero monitor manufacturing
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
Video tape a person doing this so they can review what they're doing and improve.

13. What is key #6?
Manufacturing value analysis
Eliminate certain processes that produce or create waste.
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.

14. What is focused improvement?

15. What is preventative maintenance?
Involving production employees in the total machine maintenance process.
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.
Identifying problems before they cause breakdowns.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.

16. What does manufacturing value analysis do?
Cycle time - work sequence - standard inventory
Machines work together to prevent overproduction - it stops once it meets demands.
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
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

17. What are the three principles of prevention?
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.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Maintain normal conditions - early discovery of abnormalities - and prompt response.

18. What is an external setup element?
Can be done while the machine is still processing.
Zero monitor manufacturing
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Operators know they must keep their machines in good condition and eliminate the three evils.

19. What is an internal setup element?
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
Can only be done when the machine is stopped or shut down.
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.
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.

20. What is level one of key 8?
Run the machines into the ground
Knowledge - Job security - Safety - Simplicity
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'.
Each section does its own thing; each workplace functions independently

21. What appears to be the primary metric in 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
Helps you understand the facts as they are.
Work and break times are left to the workers' discretion
Time measuring

22. What is cycle time?
Time it takes to make one unit
Study the movement and motions of a worker or associate
Identifying problems before they cause breakdowns.
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

23. What is key #9?
Maintaining equipment
Supervisors meet to work out time control issues
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance

24. What is level 5 of key 9?
The customer's order starts the process
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Backorders create complacency.

25. What is level 4 of key 9?
Each section does its own thing; each workplace functions independently
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Video tape a person doing this so they can review what they're doing and improve.

26. What are the three key technical activities in a TPM program?
Quick changeover technology
Preventative maintenance - Prevention maintenance - Corrective prevention
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
Work and break times are left to the workers' discretion

27. What is the value of TPM?
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.
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'.
Each section does its own thing; each workplace functions independently
Doubling productivity - Productivity = Output / TEE

28. What does TPM do?
Run the machines into the ground
Prevents equipment from breaking down or malfunctioning.
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Factory employees begin setting up inter-process stores

29. What is level 2 of key 10?
Study the flow of a product through the various operations
Morning pep talk meetings are held everyday
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
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'.

30. What is the make/ship loop?
To eliminate the big 3.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Backorders create complacency.

31. What is level two of key 8?
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
Emphasize the connections between processes and full employee participation in improvement making
You want to equalize your work loads in terms of your lot size - one-piece flow.
Everyone recognizes that monitoring is waste

32. What are the 6 Big Losses of TPM?
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
Quick changeover technology
Backorders create complacency.

33. 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
Time measuring
You have to communicate! Coordinate where the output is going to be stored.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

34. What are the motions that do not perform an operation?
Operators know they must keep their machines in good condition and eliminate the three evils.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
One operator handling several machines or processes
Quick changeover studies begin; some employees are learning how to implement single changeover.

35. What is level 3 of key 9?
Manufacturing value analysis
Operators know they must keep their machines in good condition and eliminate the three evils.
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
People have learned how to make systematic improvements at each process.

36. What is single file retrieval?
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Anyone could find any file within one minute.
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.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

37. What is the purpose of Chronocyclegraphic analysis?
Everyone recognizes that monitoring is waste
Factory employees begin setting up inter-process stores
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.
Zero monitor manufacturing

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

39. What is preventive maintenance?
Executives do not understand the high rate of return linked to integrated improvement.
Made the basic elements of human motion (therbligs)
Morning pep talk meetings are held everyday
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

40. What is kaikaku?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
Large scale improvement
Operators know they must keep their machines in good condition and eliminate the three evils.
Manufacturing value analysis

41. What is corrective maintenance?
Emphasize the connections between processes and full employee participation in improvement making
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Doubling productivity - Productivity = Output / TEE

42. What is level five of key 8?
Manufacturing value analysis
There is a shotgun approach to improvements; people have little concern for improving methods.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

43. What is level two 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
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

44. What is level one of key 6?
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.
Time measuring
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
There is a shotgun approach to improvements; people have little concern for improving methods.

45. What are the 5 pillars of TPM?

46. What is level one of key 7?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
No one realizes that monitoring is waste - not work
Executives do not understand the high rate of return linked to integrated improvement.

47. What is level three of key 7?
Run the machines into the ground
Executives do not understand the high rate of return linked to integrated improvement.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
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

48. What is the goal of motion study?
To eliminate the big 3.
Can only be done when the machine is stopped or shut down.
Industrial engineering methodologies
Everyone understands the need for PM; PM has been implemented for the most important machines.

49. What is level one of key 5?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.

50. What is level four of key 7?
Identifying problems before they cause breakdowns.
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Helps you understand the facts as they are.
Each section does its own thing; each workplace functions independently