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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 three elements of the standard work sheet?
Everyone understands the need for PM; PM has been implemented for the most important machines.
Involving production employees in the total machine maintenance process.
Cycle time - work sequence - standard inventory
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

2. What is level 4 of key 10?
Can only be done when the machine is stopped or shut down.
Workers are conscientious about sticking to the work throughout the designated working areas.
Time control and commitment
Everyone recognizes that monitoring is waste

3. What are the three principles of prevention?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Industrial engineering methodologies
Executives do not understand the high rate of return linked to integrated improvement.
All machines can operate during lunch without monitoring and many operators can handle two or more machines

4. What is level five of key 8?
Doubling productivity - Productivity = Output / TEE
Identifying problems before they cause breakdowns.
Company-wide integration; all interdepartmental walls have been demolished so that goods and information can flow freely; a change-adaptive factory has been created.
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

5. What is level 1 of key 9?
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary
Made the basic elements of human motion (therbligs)
Run the machines into the ground
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

6. What is level 5 of key 9?
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Study the flow of a product through the various operations
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
Giving the machine intelligence to make decisions. It means the meaning of management. Stopping the machine when there is trouble forces awareness on everyone.

7. What is the purpose of Chronocyclegraphic analysis?
You have to communicate! Coordinate where the output is going to be stored.
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 available production time divided by the rate of customer demand
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 the purpose of operator flow charting?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
Eliminate certain processes that produce or create waste.
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign

9. What is the trouble with large-lot production?
Inventory waste - Delay - Declining quality
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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

10. What is an external setup element?
Eliminate certain processes that produce or create waste.
Can be done while the machine is still processing.
Knowledge - Job security - Safety - Simplicity
Hands-on activity based on the facts - not opinion.

11. What is level one of key 8?
Each section does its own thing; each workplace functions independently
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
Study the movement and motions of a worker or associate
Coupled manufacturing

12. What is key #8?
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
Executives do not understand the high rate of return linked to integrated improvement.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Coupled manufacturing

13. What is operator flow charting?
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
No one realizes that monitoring is waste - not work
Study the movement and motions of a worker or associate

14. What is the strategic business development loop?
Executives do not understand the high rate of return linked to integrated improvement.
Workers are conscientious about sticking to the work throughout the designated working areas.
Everyone recognizes that monitoring is waste
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation

15. What is level five of key 6?
The improvement-making process is systematic and is implemented repeatedly; the manufacturing system is promptly adaptive to changes in product design and production volume.
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)
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

16. What is level three of key 7?
Identifying problems before they cause breakdowns.
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.
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
Staying competitive with yesterday's products is difficult - if not impossible.

17. What are the steps in motion study?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
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
Define the problem - Discover the Big 3 - Eliminate the Big 3 - Evaluate the improved operation
You want to equalize your work loads in terms of your lot size - one-piece flow.

18. What is the 'Six-Tenths Rule'?
Determining the life expectancy of components in order to replace them at the optimum time.
Double capacity and the per unit production cost is 60% of the lower capacity option.
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)
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

19. What is level one of key 5?
Maintaining equipment
People mistakenly think that increasing lot sizes is a good way to reduce changeover time.
Zero monitor manufacturing
Over 10% of changeover processes have become single changeovers; offices have achieved single changeover in retrieving documents and files.

20. What are the benefits of quick changeover for associates?
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.
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
Knowledge - Job security - Safety - Simplicity
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.

21. What is pull production?
Prevention maintenance - Predictive maintenance - Corrective maintenance - Preventative maintenance - Autonomous maintenance
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
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.

22. What is key #7?
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Zero monitor manufacturing
Everyone understands the need for PM; PM has been implemented for the most important machines.
All machines can operate during lunch without monitoring and many operators can handle two or more machines

23. What is the goal of motion study?
To eliminate the big 3.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Value adding-assemble - disassemble - use Necessary-transport empty - grasp - transport loaded - release load - Unnecessary- reposition (due to poor arrangement - method) - inspect
Continuous improvement of person and process

24. What are the 5 pillars of TPM?

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25. What appears to be the primary metric in key 6?
Run the machines into the ground
One operator handling several machines or processes
Factory employees begin setting up inter-process stores
Time measuring

26. What is level four of key 8?
Maintain normal conditions - early discovery of abnormalities - and prompt response.
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.
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
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method

27. What are the benefits of quick changeover for companies?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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.
Video tape a person doing this so they can review what they're doing and improve.
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost

28. At level three of key 6 - what is the methodology employees have been trained to use?
Executives do not understand the high rate of return linked to integrated improvement.
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.
Industrial engineering methodologies
Emphasize the connections between processes and full employee participation in improvement making

29. What has to be done to get to level two of key 8?
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
You have to communicate! Coordinate where the output is going to be stored.
Morning pep talk meetings are held everyday
Designing or selecting equipment that will run with minimal maintenance and is easy to service when necessary

30. What does manufacturing value analysis do?
A focused equipment improvement program is deployed and monitored factory-wide; the overall equipment operating rate is 95% or higher.
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
Knowledge - Job security - Safety - Simplicity
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.

31. What is single file retrieval?
Time it takes to make one unit
Anyone could find any file within one minute.
Work and break times are left to the workers' discretion
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation

32. What is preventive maintenance?
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.
Maintain normal conditions - early discovery of abnormalities - and prompt response.
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'.
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.

33. What is kaikaku?
Hands-on activity based on the facts - not opinion.
Large scale improvement
Morning pep talk meetings are held everyday
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.

34. What is the make/ship loop?
Hands-on activity based on the facts - not opinion.
Backorders create complacency.
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
You have to communicate! Coordinate where the output is going to be stored.

35. What are the 6 Big Losses of TPM?
Define boundaries - Left to right and top to bottom - Build in intelligence (people - time - distance - WIP) - Label inputs/ outputs
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
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
There is a shotgun approach to improvements; people have little concern for improving methods.

36. What is an internal setup element?
Can only be done when the machine is stopped or shut down.
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
Doubling productivity - Productivity = Output / TEE

37. Full work systems
Systematic improvement making has begun at each process; time values are part of a systematic - quantified approach.
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
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Doubling productivity - Productivity = Output / TEE

38. What is level two of key 8?
Emphasize the connections between processes and full employee participation in improvement making
It's hard because it deals with attitudes of employees.
Single changeover is applied to all machines and all parts; working toward even shorter cycle-time changeover
Operators know they must keep their machines in good condition and eliminate the three evils.

39. What is product flow charting?
Everyone recognizes that monitoring is waste
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.
Study the flow of a product through the various operations
Prevents equipment from breaking down or malfunctioning.

40. What is level four of key 6?
Using scheduled or planned maintenance to ensure the continuous - smooth operation of equipment.
Labor-saving and efficiency-boosting improvements have enabled the factory to double its productivity.
It controls the forward movement of work - is a visual means of communication - and enables workers to manage the shop floor.
Maintaining equipment

41. What is the purpose of Therblig analysis?
Industrial engineering methodologies
One operator handling several machines or processes
Helps you understand the facts as they are.
Improving the performance of existing equipment or adapting new equipment to the manufacturing environment.

42. What is level 2 of key 9?
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'.
Helps you understand the facts as they are.
Everyone understands the need for PM; PM has been implemented for the most important machines.
Industrial engineering methodologies

43. What are the motions that do not perform an operation?
Zero monitor manufacturing
Better quality - Faster delivery - Enhanced flexibility - Increased capacity - Lower cost
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign

44. What is key #5?
Clearly visable coupling points have been established throughout the factory; offices are seeing positive results from the fishbowl method
Work and break times are left to the workers' discretion
Contamination - inadequate lubrication - misoperation
Quick changeover technology

45. What is production leveling?
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation
You want to equalize your work loads in terms of your lot size - one-piece flow.
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'.
Everyone understands and is committed to focused improvement; the focused improvement approach is being implemented in pursuit of the zero-breakdown goal

46. What are the steps in Shingo's changeover system?
It's hard because it deals with attitudes of employees.
No one realizes that monitoring is waste - not work
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Preliminary stage (Setup analysis) - Separate internal and external setup operations - Convert internal and external setup operations - Streamline all aspects of the setup operation

47. What is multi-process handling?
Filming someone with a light on their finger so you can see the movements to better improve the design.
To eliminate the big 3.
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

48. What is Industrial Engineering?
Hands-on activity based on the facts - not opinion.
Factory employees begin setting up inter-process stores
Involving production employees in the total machine maintenance process.
Due to poor planning - timing - and/or method. All cost and should be eliminated. (rest - plan - unavoidable delay - avoidable delay)

49. What is level three of key 8?
Factory employees begin setting up inter-process stores
Work is easier when it follows a steady rhythm; employees are performing value-adding work as soon as the start of the whistle blows.
Graphically capturing the steps in a process - Flowcharts with built-in intelligence
The factory now has almost zero monitoring time; the firmly established zero-monitoring campaign is also a zero-defects campaign

50. What are the benefits of properly maintaining equipment?
Zero breakdowns and far few minor stoppages due to quality problems - material shortages - or changeover delays.
Preparation - Removing and mounting - Measurements - settings - and calibrations - Trial runs and adjustments
Single changeover has been achieved on all machines currently in use; single file retrieval has been achieved in at least one office.
Everyone recognizes that monitoring is waste