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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 are the benefits of quick changeover for companies?
Supervisors meet to work out time control issues
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Everyone recognizes that monitoring is waste
Maintaining equipment

2. What is level three of key 5?
Each section does its own thing; each workplace functions independently
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

3. What are the different types of motions required for performing an operation? (Type 1 motions)
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Made the basic elements of human motion (therbligs)
People have learned how to make systematic improvements at each process.

4. What is the purpose of flowcharting?
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.
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence

5. What is push production?

6. What is autonomous maintenance?
Involving production employees in the total machine maintenance process.
Eliminate certain processes that produce or create waste.
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
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

7. What is the purpose of operator flow charting?
Eliminate certain processes that produce or create waste.
There is a shotgun approach to improvements; people have little concern for improving methods.
Zero monitor manufacturing
Continuous improvement of person and process

8. What is prevention maintenance?
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Eliminate certain processes that produce or create waste.

9. What are the basic steps in a traditional changeover?
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.
The customer's order starts the process
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments

10. What is autonomation (Jidoka)?
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
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.
Quick changeover technology

11. What is cycle time?
Time it takes to make one unit
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign

12. What are the three evils?
Supervisors meet to work out time control issues
Emphasize the connections between processes and full employee participation in improvement making
Contamination - inadequate lubrication - misoperation
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

13. What is level 3 of key 9?
Machines work together to prevent overproduction - it stops once it meets demands.
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
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Operators know they must keep their machines in good condition and eliminate the three evils.

14. What is level two of key 5?
Identifying problems before they cause breakdowns.
Quick changeover studies begin; some employees are learning how to implement single changeover.
Work and break times are left to the workers' discretion
Morning pep talk meetings are held everyday

15. What are the three principles of prevention?
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
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.
Maintain normal conditions - early discovery of abnormalities - and prompt response.

16. What are the flowcharting rules of construction?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Time control and commitment
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

17. What does kanban do?
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Operators know they must keep their machines in good condition and eliminate the three evils.
Study the flow of a product through the various operations
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

18. What is corrective maintenance?
The customer's order starts the process
Anyone could find any file within one minute.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
TQM: total quality maintenance - TPM: total productive maintenance - JIT (Kanban): just in time

19. What is level one of key 8?
To eliminate the big 3.
Each section does its own thing; each workplace functions independently
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'.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.

20. What is level four of key 8?
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
Helps you understand the facts as they are.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

21. What is level three of key 8?
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Factory employees begin setting up inter-process stores
Manufacturing value analysis
One operator handling several machines or processes

22. What appears to be the primary metric in key 6?
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
No one realizes that monitoring is waste - not work
Time measuring
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign

23. What is key #7?
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
The customer's order starts the process
Zero monitor manufacturing
Helps you understand the facts as they are.

24. What is the purpose of Therblig analysis?
Helps you understand the facts as they are.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Machines work together to prevent overproduction - it stops once it meets demands.
Continuous improvement of person and process

25. What is level one of key 5?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

26. What is key 10?
Time control and commitment
Factory employees begin setting up inter-process stores
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
Everyone recognizes that monitoring is waste

27. What is level 4 of key 10?
Workers are conscientious about sticking to the work throughout the designated working areas.
People have learned how to make systematic improvements at each process.
Work and break times are left to the workers' discretion
Machines work together to prevent overproduction - it stops once it meets demands.

28. What is the main goal of MVA?
Determining the life expectancy of components in order to replace them at the optimum time.
Doubling productivity - Productivity = Output / TEE
Manufacturing value analysis
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.

29. Full work systems
All machines can operate during lunch without monitoring and many operators can handle two or more machines
Large scale improvement
Determining the life expectancy of components in order to replace them at the optimum time.
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

30. What is the strategic business development loop?
Executives do not understand the high rate of return linked to integrated improvement.
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
Emphasize the connections between processes and full employee participation in improvement making
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance

31. What is pull production?
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.
Zero monitor manufacturing
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

32. What is an external setup element?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
Can be done while the machine is still processing.
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
You have to communicate! Coordinate where the output is going to be stored.

33. What are the motions that slow down Type 1 motions?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
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)
Study the movement and motions of a worker or associate
Time it takes to make one unit

34. What is production leveling?
Quick changeover studies begin; some employees are learning how to implement single changeover.
You want to equalize your work loads in terms of your lot size - one-piece flow.
Continuous improvement of person and process
Everyone recognizes that monitoring is waste

35. What is the 'Six-Tenths Rule'?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Double capacity and the per unit production cost is 60% of the lower capacity option.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost

36. What are the three key technical activities in a TPM program?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Preventative maintenance - Prevention maintenance - Corrective prevention
Factory employees begin setting up inter-process stores
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)

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

38. What is level two of key 7?
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.
Anyone could find any file within one minute.
Everyone recognizes that monitoring is waste
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.

39. What is level 2 of key 9?
You want to equalize your work loads in terms of your lot size - one-piece flow.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Machines work together to prevent overproduction - it stops once it meets demands.
Made the basic elements of human motion (therbligs)

40. What is level five of key 8?
Double capacity and the per unit production cost is 60% of the lower capacity option.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
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

41. What is level one of key 7?
Determining the life expectancy of components in order to replace them at the optimum time.
Work and break times are left to the workers' discretion
No one realizes that monitoring is waste - not work
Can only be done when the machine is stopped or shut down.

42. What is the order processing and distribution loops?

43. What is preventative maintenance?
Run the machines into the ground
Knowledge - Job security - Safety - Simplicity
Identifying problems before they cause breakdowns.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

44. What is level 1 of key 10?

45. What is kaizen?
Continuous improvement of person and process
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.
Morning pep talk meetings are held everyday

46. What is kaikaku?
Large scale improvement
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Involving production employees in the total machine maintenance process.
Quick changeover technology

47. What is level 2 of key 10?
Maintaining equipment
Large scale improvement
Morning pep talk meetings are held everyday
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.

48. What are the three elements of the standard work sheet?
Cycle time - work sequence - standard inventory
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.
Work and break times are left to the workers' discretion
Filming someone with a light on their finger so you can see the movements to better improve the design.

49. What are the functions and rules of kanban?
Made the basic elements of human motion (therbligs)
All machines can operate during lunch without monitoring and many operators can handle two or more machines
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
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

50. What is level four of key 6?
Manufacturing value analysis
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
Contamination - inadequate lubrication - misoperation
Knowledge - Job security - Safety - Simplicity